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Executive Summary
Industry profile:
Company profile:
There are a total of 350 Commercial banks in the country, with more than 70,000
offices. STATE BANK OF INDIA owns 28% percent of these along with its seven
associates. The bank has reach. Its three-and-a-half times the size of the next
biggest bank, and bigger still than the next five banks put together. The bank has
dominance. It has 28% percent of the total banking business in India.
Despite its sheer size, and the legacy of the public sector, the bank is
surprisingly nimble. It’s computerizing its branches at a rapid pace, having
already done so in 4,000 branches. It hopes to computerize 95% of the branch
network by September 2005, and all the branches by December 2005. The bank
has tied with TCS to develop core banking solutions, which will help network the
branches.
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An Organisational Study on State Bank of India- Zonal Office, Bangalore
For the moment, SBI is distancing itself from its old ways and charting new
territories. A few years from now people will be asking whether it can remain
efficient despite the high -growth blueprint. But for now, it can be safely said; the
bank is moving forward and taking on competition head on.
The bank has brought about a lot of innovation in its products and departments
and has come out with various schemes.
SBI is providing quality services for its customers, and has been successful in
keeping their customers happy.
With the support of the investors and customers and the efficient endeavours of
the staff, the bank is living upto the expectations of all concerned.
My learning:
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An Organisational Study on State Bank of India- Zonal Office, Bangalore
INDUSTRY PROFILE
Banking in India has its origin as early as the Vedic period. It is believed that the
transition from money lending to banking must have occurred even before. Manu,
the great Hindu jurist who has devoted a section of his work to deposits and
advances and laid down rules relating to rates of interest.
During the mogul period, the indigenous bankers played a very important role in
east India Company; it was the turn of the agency houses to carry on the banking
business. The general bank of India was the 1st joint stock bank to be established
in the year 1786. The others that followed were the Bank of Hindustan and the
Bengal Bank failed in the meantime.
In the 1st half of 19th century the East India Company established 3 banks:
The Bank of Bengal in 1809.
The Bank of Bombay in 1840 and
The Bank of Madras in 1843.
These 3 banks also known as Presidency Banks were independent units and
functioned as well. These 3 banks were amalgamated in 1920 and a new bank,
the Imperial Bank of India was established on 27th Jan 1921. With the passing
SBI act in 1955, the undertaking of the Imperial Bank of India was taken over by
the newly constituted State Bank of India.
The RBI which is the central bank of India was created in 1935, by passing RBI
act 1934. In the wake of the swadeshi movement, a no. of banks with Indian
management were established in the country namely, Punjab National Bank ltd.,
Bank of India ltd., Canara Bank Ltd., Indian Bank Ltd., the Bank of Baroda Ltd.,
the Central Bank of India Ltd.On July 19, 1969, 14 major banks of the country
were nationalised and on 15th April 1980, 6 more commercial private banks were
also taken over by the Government.
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An Organisational Study on State Bank of India- Zonal Office, Bangalore
o SBI and its associate banks called the State Bank group.
o 20 nationalised banks.
o Non-scheduled banks.
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An Organisational Study on State Bank of India- Zonal Office, Bangalore
1. Organised sector.
2. Unorganised sector.
The financial system is also divided into users of financial services and providers.
Financial institutions sell their services to households, businesses and
government who are all the users of financial services.
The providers of financial services are:
1. central Bank
2. other banks
3. Financial institutions.
4. money and capital markets
5. Informal financial enterprises.
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A strong and vibrant banking sector with a network of over 54,500 branches
supports Indian economy. Besides, a no. of national and state level financial
institutions, a large no. of domestic and foreign institutional investors, investment
funds, equipment leasing companies and venture capitalists add vigour to Indian
banking arena.
In the recent years, Indian banking system is undergoing an existential crisis. In
the pre-privatization period, were never ensconced in the financial sector. Then
came the banking regulation act of 1993, which opened the floodgates for foreign
banks. Foreign banks are in the fray, forcing their Indian counterparts to adopt a
customer centric approach.
Merger of banks is also a recent phenomenon. Some of them are Times Bank
with HDFC Bank, Bank of Madura with ICICI Bank and the recent Global Trust
Bank with Oriental Bank of Commerce.
IT in Banking
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An Organisational Study on State Bank of India- Zonal Office, Bangalore
The origin of the State Bank of India goes back to the first decade of the
nineteenth century with the establishment of the Bank of Calcutta in Calcutta on
2 June 1806. Three years later the bank received its charter and was re-
designed as the Bank of Bengal (2 January 1809). A unique institution, it was the
first joint-stock bank of British India sponsored by the Government of Bengal. The
Bank of Bombay (15 April 1840) and the Bank of Madras (1 July 1843) followed
the Bank of Bengal. These three banks remained at the apex of modern banking
in India till their amalgamation as the Imperial Bank of India on 27 January 1921.
Primarily Anglo-Indian creations, the three presidency banks came into existence
either as a result of the compulsions of imperial finance or by the felt needs of
local European commerce and were not imposed from outside in an arbitrary
manner to modernize India's economy. Their evolution was, however, shaped by
ideas culled from similar developments in Europe and England, and was
influenced by changes occurring in the structure of both the local trading
environment and those in the relations of the Indian economy to the economy of
Europe and the global economic framework.
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An Organisational Study on State Bank of India- Zonal Office, Bangalore
Establishment
The establishment of the Bank of Bengal marked the advent of limited liability,
joint-stock banking in India. So was the associated innovation in banking, viz. the
decision to allow the Bank of Bengal to issue notes, which would be accepted for
payment of public revenues within a restricted geographical area. This right of
note issue was very valuable not only for the Bank of Bengal but also its two
siblings, the Banks of Bombay and Madras. It meant an accretion to the capital of
the banks, a capital on which the proprietors did not have to pay any interest.
The concept of deposit banking was also an innovation because the practice of
accepting money for safekeeping (and in some cases, even investment on behalf
of the clients) by the indigenous bankers had not spread as a general habit in
most parts of India. But, for a long time, and especially upto the time that the
three presidency banks had a right of note issue, bank notes and government
balances made up the bulk of the investible resources of the banks.
The three banks were governed by royal charters, which were revised from time
to time. Each charter provided for a share capital, four-fifth of which were
privately subscribed and the rest owned by the provincial government. The
members of the
board of directors, which managed the affairs of each bank, were mostly
proprietary directors representing the large European managing agency houses
in India. The rest were government nominees, invariably civil servants, one of
whom was elected as the president of the board.
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Business:
Indians were the principal borrowers against deposit of Company's paper, while
the business of discounts on private as well as salary bills was almost the
exclusive monopoly of individuals Europeans and their partnership firms. But the
main function of the three banks, as far as the government was concerned, was
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An Organisational Study on State Bank of India- Zonal Office, Bangalore
to help the latter raise loans from time to time and also provide a degree of
stability to the prices of government securities.
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The presidency Banks Act, which came into operation on 1 May 1876, brought
the three presidency banks under a common statute with similar restrictions on
business. The proprietary connection of the Government was, however,
terminated, though the banks continued to hold charge of the public debt offices
in the three presidency towns, and the custody of a part of the government
balances. The Act also stipulated the creation of Reserve Treasuries at Calcutta,
Bombay and Madras into which sums above the specified minimum balances
promised to the presidency banks at only their head offices were to be lodged.
The Government could lend to the presidency banks from such Reserve
Treasuries but the latter could look upon them more as a favor than as a right.
Bank of Madras
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Bank of Bombay
The presidency Banks of Bengal, Bombay and Madras with their 70 branches
were merged in 1921 to form the Imperial Bank of India. The triad had been
transformed into a monolith and a giant among Indian commercial banks had
emerged. The new bank took on the triple role of a commercial bank, a banker's
bank and a banker to the government.
But this creation was preceded by years of deliberations on the need for a 'State
Bank of India'. What eventually emerged was a 'half-way house' combining the
functions of a commercial bank and a quasi-central bank.
The establishment of the Reserve Bank of India as the central bank of the
country in 1935 ended the quasi-central banking role of the Imperial Bank. The
latter ceased to be bankers to the Government of India and instead became
agent of the Reserve Bank for the transaction of government business at centers
at which the central bank was not established. But it continued to maintain
currency chests and small coin depots and operate the remittance facilities
scheme for other banks and the public on terms stipulated by the Reserve Bank.
It also acted as a bankers' bank by holding their surplus cash and granting them
advances against authorized securities. The management of the bank clearing
houses also continued with it at many places where the Reserve Bank did not
have offices. The bank was also the biggest tenderer at the Treasury bill auctions
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Imperial Bank
The Imperial Bank during the three and a half decades of its existence recorded
an impressive growth in terms of offices, reserves, deposits, investments and
advances,
the increases in some cases amounting to more than six-fold. The financial
status and security inherited from its forerunners no doubt provided a firm and
durable platform. But the lofty traditions of banking which the Imperial Bank
consistently maintained and the high standard of integrity it observed in its
operations inspired confidence in its depositors that no other bank in India could
perhaps then equal. All these enabled the Imperial Bank to acquire a pre-eminent
position in the Indian banking industry and also secure a vital place in the
country's economic life.
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When India attained freedom, the Imperial Bank had a capital base (including
reserves) of Rs.11.85 crores, deposits and advances of Rs.275.14 crores and
Rs.72.94 crores respectively and a network of 172 branches and more than 200
sub offices extending all over the country.
In 1951, when the First Five Year Plan was launched, the development of rural
India was given the highest priority. The commercial banks of the country
including the Imperial Bank of India had till then confined their operations to the
urban sector and were not equipped to respond to the emergent needs of
economic regeneration of the rural areas. In order, therefore, to serve the
economy in general and the rural sector in particular, the All India Rural Credit
Survey Committee recommended the creation of a state-partnered and state-
sponsored bank by taking over the Imperial Bank of India, and integrating with it,
the former state-owned or state-associate banks. An act was accordingly passed
in Parliament in May 1955 and the State Bank of India was constituted on 1 July
1955. More than a quarter of the resources of the Indian banking system thus
passed under the direct control of the State. Later, the State Bank of India
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(Subsidiary Banks) Act was passed in 1959, enabling the State Bank of India to
take over eight former State-associated banks as its subsidiaries (later named
Associates)
The State Bank of India was thus born with a new sense of social purpose aided
by the 480 offices comprising branches, sub offices and three Local Head Offices
inherited from the Imperial Bank. The concept of banking as mere repositories of
the community's savings and lenders to creditworthy parties was soon to give
way to the concept of purposeful banking sub serving the growing and diversified
financial needs of planned economic development. The State Bank of India was
destined to act as the pacesetter in this respect and lead the Indian banking
system into the exciting field of national development.
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Mission Statement
To retain the bank’s position as the premier Indian Financial Services Group, with
world class standards and significant global business committed to excellence in
customer, shareholder and employee satisfaction and to play a leading role in the
expanding and diversifying financial services sector while continuing emphasis
on its development banking role.
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Values
Excellence in customer service
Profit orientation
Team-playing.
Integrity.
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An Organisational Study on State Bank of India- Zonal Office, Bangalore
4. Shri. K.P.Jhuhjhunwala
5. Shri. P.R.Khanna
7. Shri. Ajay.G.Piramal
9. Shri N.S.Sisodia.
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An Organisational Study on State Bank of India- Zonal Office, Bangalore
ORGANISATION STRUCTURE
The structure of the corporate center and the business groups located at
Mumbai is as follows:
Chairman
CORPORATE
CENTER DMD & CFO
DMD & CCO
CVO
DMD (IT)
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An Organisational Study on State Bank of India- Zonal Office, Bangalore
FINANCIAL VIEW
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An Organisational Study on State Bank of India- Zonal Office, Bangalore
Operating profit for the quarter stood at Rs.3439.48 cr. as against Rs. 2071.40 cr
in Q1 of 2004-05 a growth of 66.05%. Operating Profit excl. profit on sale of
investment, Dividend and one time item increased by 44.07%. Increase in net
interest income coupled with marginal decline in Operating Expenses led to
higher Operating Profit.
Ratio Analysis:
2004-05 05-06
Selected Ratios FY Q1 Q1
Net interest margin (Net Int Income/Avg Int Earning Assets) 3.39 2.99 3.77
•The aggregate deposits and advances of the State Bank Group as at the
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An Organisational Study on State Bank of India- Zonal Office, Bangalore
end of first quarter of 2005-06 were Rs. 5, 28,125 crores and Rs. 3,
00,122 crores respectively.
•The Operating Profit and the Net profit of the Group for the Q1FY06 were
Rs. 4282.55 crores and Rs, 1322.67 crores respectively.
Financial Parameter %
ROA 0.84
ROE 15.69
NIM 3.76
Net NPAs
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An Organisational Study on State Bank of India- Zonal Office, Bangalore
1. personal banking
2. agricultural Banking
3. small and medium enterprises
4. development banking
Personal banking
State Bank of India offers a wide range of services in the Personal Banking
Segment.
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An Organisational Study on State Bank of India- Zonal Office, Bangalore
The Housing loan schemes are designed to make it simple to make a choice at
least as far as financing goes.
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An Organisational Study on State Bank of India- Zonal Office, Bangalore
Low interest rates, currently between 8% p.a. and 9.25% p.a. on daily reducing
balances
No hidden costs or administrative costs
No prepayment penalties.
Eligibility
Anyone who is over 21 years of age and has a steady source of income is
eligible.
Loan Amount
The actual loan amount is determined on the basis of repayment capacity taking
into account the income, age, assets and liabilities. As a rule of thumb - Upto 60
times the net monthly income will be sanctioned depending upon the age.
Usually, spouse's income and the expected rental would also be taken into
account.
Repayment
The repayment terms are amongst the most flexible in the market. Depending on
the age and capacity to repay, the loan could be paid back the loan in easy
instalments spread over 20 years.
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An Organisational Study on State Bank of India- Zonal Office, Bangalore
Agricultural Banking:
The branches have covered a whole gamut of agricultural activities like crop
production , horticulture , plantation crops, farm mechanization, land
development and reclamation, digging of wells, tube wells and irrigation projects,
forestry, construction of cold storages and godowns, processing of agri-products,
finance to agri-input dealers, allied activities like dairy , fisheries, poultry, sheep-
goat, piggery and rearing of silk worms.
SBI is the leader in agriculture finance in the country with a portfolio of Rs.
18,000
Corporate Banking
SBI provides financial products and services of wide range for large, medium and
small customers both domestic and international. The corporate banking unit is a
step towards providing services to corporates.
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An Organisational Study on State Bank of India- Zonal Office, Bangalore
Term Loans
The bank provides term loans to support capital expenditures for setting up new
ventures and also for expansion, renovation etc.
Corporate loans.
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An Organisational Study on State Bank of India- Zonal Office, Bangalore
Project export contracts are generally of high value and exporters undertaking
them are required to offer competitive terms to be able to secure orders from
foreign buyers in the face of stiff international competition.
Various types of credit facilities, both non fund and fund based, that the project
exporters may need at the time of bidding and/ or for execution of the project are
extended by the Bank.
Letter of Credit facility on behalf of the customer enabling him to import raw
material required for manufacturing goods for project export is provided by the
bank and also all other types of guarantees required for project export contract
are issued by the bank:
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Pre-shipment credit
Buyer’s credit
Merchant banking:
• Commercial loans
• Syndicated loans
• Lines of Credit from Foreign Banks and Financial Institutions
• FCNRB loans
• Loans from Export Credit Agencies
• Financing of Imports.
International Banking:
International banking services of State Bank of India are delivered for the benefit
of its Indian customers, non-resident Indians, foreign entities and banks through
a network of 52 offices/branches in 31 countries, spread over all time zones. The
network is augmented by a cluster of Overseas and NRI branches within India
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and correspondent links with over 700 banks, the world over. Bank's Joint
Ventures and Subsidiaries abroad further underline the Bank's international
presence.
The Bank has carved a niche for itself in the Euro land with branches located in
Antwerp, Paris and Frankfurt. Indian banks and corporates are able to avail
single-window Euro services from the Bank's Frankfurt branch.
•Standing instructions
Apart from these, the other salient value-added features available are:
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An Organisational Study on State Bank of India- Zonal Office, Bangalore
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An Organisational Study on State Bank of India- Zonal Office, Bangalore
SWOT ANALYSIS
STRENGTH:
Many new generation banks both private and foreign have entered the banking
industry and these banks offer new products at competitive rates.
In this scenario, the bank has defined its competitive advantage as:
WEAKNESS:
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An Organisational Study on State Bank of India- Zonal Office, Bangalore
OPPORTUNITY:
THREAT:
Size has become an important issue in Indian banking parlance. There are
bound to be mega mergers and acquisitions.
Increasing pressure on asset quality, decreasing margins and competition.
Banks, especially PSB’s are at the receiving end of certain developments
including policy changes, for instance the ongoing clamour to lower the
interest rates.
Stiff competition from other industrial rivals.
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Job satisfaction refers to one’s feeling towards one’s job. It can only be inferred
but not seen.
Job satisfaction is often determined by how well outcomes meet or exceed expectations.
Satisfaction in one’s job means increased commitment in the fulfilment of formal requirements.
There is greater willingness to invest personal energy and time in job performance.
The terms job satisfaction and job attitudes are typically used interchangeably. Both refer to
effective orientation on the part of individuals towards their work roles which they are presently
occupying. Positive attitudes towards the job are conceptually equivalent to job satisfaction and
negative attitudes towards the job indicate job dissatisfaction.
High job-satisfaction may lead to improved productivity, increased turnover, improved attendance,
reduced accidents, less job stress and lower unionisation.
Productivity
The relationship between satisfaction and productivity is not definitely established. The
consensus, however, is that in the long run job-satisfaction leads to increased productivity. But,
four decades of research into this issue, unfortunately does not support to this belief.
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An Organisational Study on State Bank of India- Zonal Office, Bangalore
Chronic job-dissatisfaction is a powerful source of job stress. The employee may see no
satisfactory short-term solution to escaping this type of stress. An employee trapped in a
dissatisfying job may withdraw by such means as high absenteeism and tardiness, or the
employee may quit.
This provides an index of organisational effectiveness. The three primary methods of measuring
job satisfaction are:
o Attitude Surveys
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An Organisational Study on State Bank of India- Zonal Office, Bangalore
o Wage structure
o Nature of work
o Promotions
o Work group
o Working conditions
o Supervision
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RESEARCH METHODOLOGY
o This study is undertaken to find out the level of job satisfaction among the
employees of SBI. Moreover, this study is to know the impact of working
conditions, company policies and its impact on the job satisfaction.
o This study will help the organisation to design their job satisfaction
programme.
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Hypothesis:
Primary Objective
Secondary Objectives
o To measure the level of job satisfaction in relation to various factors like the
physical and social environment, training and development, goals, rewards
remuneration etc.
Scope
This study is undertaken to find out the level of job satisfaction among the
employees of SBI, Zonal Office, Bangalore.
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Limitation
o It includes the officers and clerks of the Zonal Office only and not the
organisation as a whole.
Sources of Data:
Primary Data:
Secondary Data:
Secondary data has been collected by way of personal meeting with employees
of SBI and also various reports collected from them.
Information was also collected from websites, brochures, bank journals,
magazines etc.
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Sample size:
Sampling technique:
Research Instrument:
The instruments used for research are mainly questionnaires and interviews.
A set of questionnaires was presented to respondents. Because of its flexibility, it
is by far the most common instrument used to collect primary data. Questions
were carefully developed, tested and debugged before administering in a large
scale.
The questions and their form, wording and sequence were carefully chosen.
Close ended questions were chosen specifying all possible answers
Under close-ended questions, the following types of questions were asked in the
questionnaire.
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Data Analysis
The various parameters selected for analysing the job satisfaction level are:
Remuneration
Training & Development
Communication
Goals
Teamwork
Promotions
Leadership
Rewards & Punishment
Social Environment
Physical Environment
Previously conducted surveys prove that the above mentioned parameters have
a highly positive correlation with the job satisfaction level.
Feedback given by the employees regarding the above mentioned parameters
have been analysed to find out the employees perception about these
parameters and thereby the overall job satisfaction level is measured.
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Remuneration
0.0% 21.2%
30.0% To a very small extent
To a small extent
To a large extent
To a very large extent
48.8%
Graph 1
21.2% of the employees are satisfied with the remuneration to a small extent.
48.8% of the employees are satisfied with their remuneration to a large extent
31% of the employees are very much satisfied with their remuneration.
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0.0%
28.3% To a very small extent
37.1%
To a small extent
To a large extent
To a very large extent
34.6%
Graph 2
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Communication
3.4%
26.8% To a very small extent
26.6%
To a small extent
To a large extent
To a very large extent
43.2%
Graph 3
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Graph depicting how clear are the employees regarding goals of their
departments and the organisation.
To a small extent 10
Goals
6.6%
26.8% 10.0%
To a very small extent
To a small extent
To a large extent
To a very large extent
56.6%
Graph 4
6.6% of the employees are not very clear with their goals.
10% of the employees are clear to a small extent with their goals.
56.6% of the employees are clear with their goals to a large extent.
26.8% of the employees do not have any confusion with regard to
their goals.
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Teamwork
3.0% 8.1%
To a very small extent
To a small extent
34.9% To a large extent
54.0%
To a very large extent
Graph 5
8.1% of the employees are satisfied with teamwork to a very small extent.
34.87% of the employees are satisfied with teamwork to a small extent.
53.98% of the employees to a large extent are satisfied with teamwork.
3.03% of the employees are satisfied with teamwork to a very large extent.
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Promotions
13.0% 18.2%
To a very small extent
To a small extent
To a large extent
36.6% 32.2% To a very large extent
Graph 6
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To a large extent 50
Leadership
0.0% 16.7%
To a very small extent
To a small extent
50.0% To a large extent
33.3% To a very large extent
Graph 7
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7.5% 19.8%
To a very small extent
32.6% To a small extent
To a large extent
To a very large extent
40.1%
Graph 8
19.8% of the employees feel that rewards & punishment system is not
very effective.
40.1% of them feel that rewards & punishment system is effective to a
small extent.
32.6% of them feel that rewards & punishment system is effective to a
large extent.
7.5% of the employees are very much satisfied with rewards &
punishment system.
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Social Environment
16.6% 2.0%
28.7% To a very small extent
To a small extent
To a large extent
To a very large extent
52.6%
Graph 9
2.03% of the employees are very much dissatisfied with the social
environment.
52.6% of them are satisfied with the social environment to a large extent.
16.6% of the employees are satisfied with the social environment to a very
large extent.
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Physical Environment
14.0% 16.0%
To a very small extent
To a small extent
To a large extent
30.4%
39.6% To a very large extent
Graph 10
16% of the employees are not very happy with the physical environment.
39.6% of them are satisfied with the physical environment to a small
extent.
30.4% of the employees are satisfied with the physical environment to s
large extent.
14% of the employees are very much happy with the physical environment
of the organisation.
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Findings
Hurdling may be an appropriate metaphor for what researchers face when the
fact is considered that learning to hurdle makes better runners. This research
involved multifarious hurdles; but the outcome of the struggle has been fruitful
from the bank’s perspective as well as from the researcher’s perspective.
The findings arrived at from “A SURVEY ON JOB SATISFACTION”, are
summarised as under:
About 58.8% of the employees are very much satisfied with the remuneration.
41.2 % of the employees are not satisfied with the remuneration to a great
extent.
The employees are very satisfied with the medical and scholarship facilities
provided to their family and children.
An employee gets 100% reimbursement of medical expenses and 75%
reimbursement of medical expenses to his/her family.
The training facilities of the bank are extremely good. Most of the employees
are satisfied with the amount of training given to them in 1 year.
The employees feel that the training provided to them helps them in their work
to a great extent.
Communication between the peers and superiors is good. About 30% of the
employees feel a little uncomfortable in communicating with their superiors.
A major portion of the employees are very clear with the goals of their
departments and the organisation.
About 16.6% of the employees are not very clear with their goals. Further
investigation revealed that most of them who were unclear with their goals
were new comers to their concerned departments.
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About 56% of the employees feel that the team work in their respective
departments is excellent. Again, these are from the department where team
work was rewarded.
In departments where teamwork was not rewarded, teamwork and
cooperation was not very apparent.
50.42% of the employees were not satisfied with the promotions. Most of the
felt that promotions have been long overdue.
Most of the employees also felt that they have been denied promotion many a
times.
50% of the employees were happy with their superior’s leadership. They felt
that their bosses’ took personal interest in the employee’s growth.
The other 50% of the employees were not very much satisfied with their
superior’s leadership. Since the opinion is precisely divided into 2 halves, this
issue clearly has got to do with the kind of superiors present in each
department.
The reward and punishment system is fairly good but that very much effective
according to 59.9% of the employees.
Employees stated that if an employee is charged under a certain crime, it
takes a very long time for the matter to be settled. In the course of time the
intensity of the matter reduces to a great extent.
69.23% of the employees are very much content with the social environment
of the workplace. Most of the employees share a very good relationship with
one another even outside the organisation. This definitely brings a good effect
on the social environment as well.
The physical environment of the bank is very good. Most of the employees
are satisfied with the workspace provided to them.
The officers are provided with sufficient workspace. Some of the clerical staff
feels that the space provided for work is not sufficient.
All the employees feel much secured about their jobs. This sense of security
makes them a part of the organisation’s growth.
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Since SBI is the largest bank in India, the employees feel good to be
associated with this bank as it also has an international repute.
The overall job satisfaction level of the employees is extremely good. The
extremely good figure could be attributed to the job security in public sector
banks and also the satisfaction level considered from the other attributed
mentioned.
Also, the average no. of years of service on an employee being 14.8 yrs.
justifies the reason for an extremely good job satisfaction level.
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SUGGESTIONS
After analysing the feedback given by the employees, the following suggestions
can be considered to improve the job satisfaction level:
Since all major banks are fully computerised, some of the older employees
are not well versed with the usage of computers; thorough training should be
given to such employees as it will help them to carry out their job more
efficiently.
With the entry of private players, SBI is facing tough competition with banks
like ICICI, HSBC etc. Therefore, the staff should be trained so that they can
face the competition. They should be adequately trained about the modern
ways of banking.
The software and hardware equipments should be maintained properly so
that work can be carried out smoothly.
Since, employees of public sector banks are prone to transfers; technical
know – how should be considered before transferring an employee. This will
increase the productivity of the employee.
Also, the bank need not spend additional money on training an employee for
a particular job.
Also, needy employees must be granted a transfer on special conditions.
Job rotation should be done especially for clerical jobs, as the same kind of
work leads to boredom.
Strong emphasis should be laid on team work.
Leaders must stress on team building.
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CONCLUSION
I had an enriching experience during the internship. I learnt a great deal of things
by being a part of the team in group discussions. It has also exposed me to the
work style and outlook services offered by the organisation.
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To what extent:
1-----2-----3-----4
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7) Are you satisfied with the general amenities like canteen, toilet facilities etc.?
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1-----2-----3-----4
Yes No
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Yes No
To what extent:
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16) Are you satisfied with the education and scholarship facilities provided to
your children?
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17) Do you receive rewards and recognition for work well done?
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21) Are you clear about the company’s vision and goals?
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To what extent:
1-----2-----3-----4
24) Has the training you received helped you to do your job better?
1-----2-----3-----4
25) Are you satisfied with the amount of time you have spent on training in the
past 1 year?
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29) Are you satisfied and proud of working for the organisation?
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31) Considering everything how satisfied are you with your job?
32) Mention in brief what you feel could be done to improve the overall working
conditions
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To a small extent 0
Job Satisfaction
0.0%
0.0% To a very small extent
43.8%
To a small extent
To a large extent
56.3%
To a very large extent
Graph 11
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