A STUDY ON JOB SATISFACTION AMONG THE

SUKUMAR M.Com., M.Phil., PGDCA.,

EMPLOYEES OF STATE BANK OF INDIA IN COIMBATORE CITY
COIMBATORE, TAMILNADU, INDIA

Human life has become very complex and completed in now-a-days. In

modern society the needs and requirements of the people are ever increasing
and ever changing. When the people are ever increasing and ever changing,
when the peoples needs are not fulfilled they become dissatisfied. Dissatisfied
people are likely to contribute very little for any purpose. Job satisfaction of
industrial workers us very important for the industry to function successfully. Apart
from managerial and technical aspects, employers can be considered as
backbone of any industrial development. To utilize their contribution they should
be provided with good working conditions to boost their job satisfaction.
 Any business cab achieve success and peace only when the problem of
satisfaction and dissatisfaction of workers are felt understood and solved,
problem of efficiency absenteeism labour turnover require a social skill of
understanding human problems and dealing with them scientific investigation
serves the purpose to solve the human problems in the industry.
a) Pay.
b) The work itself.
c) Promotion
d) The work group.
e) Working condition.
f) Supervision.
PAY
Wages do play a significant role in determining of satisfaction. Pay is
instrumental in fulfilling so many needs. Money facilities the obtaining of food,
shelter, and clothing and provides the means to enjoy valued leisure interest
outside of work. More over, pay can serve as symbol of achievement and a
22
Job Satisfaction
"Job satisfaction is defined as "the extent to which people like
(satisfaction)
or dislike (dissatisfaction) their jobs"
This definition suggests job satisfaction is a general or global affective reaction that

individuals hold about their job. While researchers and practitioners most often measure

global job satisfaction, there is also interest in measuring different "facets" or

"dimensions" of satisfaction. Examination of these facet conditions is often useful for a

more careful examination of employee satisfaction with critical job factors. Traditional

job satisfaction facets include: co-workers, pay, job conditions, supervision, nature of the

work and benefits."

Job satisfaction, a worker's sense of achievement and success, is generally
perceived to
be directly linked to productivity as well as to personal wellbeing. Job satisfaction

implies doing a job one enjoys, doing it well, and being suitably rewarded for one's

efforts. Job satisfaction further implies enthusiasm and happiness with one's work. The

Harvard Professional Group (1998) sees job satisfaction as the keying redient that leads

to recognition, income, promotion, and the achievement of other goals that lead to a

general feeling of fulfillment.

Importance to Worker and Organization
Frequently, work underlies self-esteem and identity while unemployment lowers self-

worth and produces anxiety. At the same time, monotonous jobs can erode a worker's

initiative and enthusiasm and can lead to absenteeism and unnecessary turnover. Job

satisfaction and occupational success are major factors in personal satisfaction, self-

respect, self-esteem, and self-development. To the worker, job satisfaction brings a

pleasurable emotional state that often leads to a positive work attitude. A satisfied worker

is more likely to be creative, flexible, innovative, and loyal.

For the organization, job satisfaction of its workers means a work force that is motivated

and committed to high quality performance. Increased productivity—the quantity and

quality of output per hour worked—seems to be a byproduct of improved quality of

working life. It is important to note that the literature on the relationship between job

satisfaction and productivity is neither conclusive nor consistent. However, studies dating

back to Herzberg's (1957) have shown at least low correlation between high morale and

high productivity, and it does seem logical that more satisfied workers will tend to add

more value to an organization. Unhappy employees, who are motivated by fear of job

loss, will not give 100 percent of their effort for very long. Though fear is a powerful

motivator, it is also a temporary one, and as soon as the threat is lifted performance will

decline.

Tangible ways in which job satisfaction benefits the organization include reduction in

complaints and grievances, absenteeism, turnover, and termination; as well as improved

punctuality and worker morale. Job satisfaction is also linked to a more healthy work
force and has been found to be a good indicator of longevity. And although only little

correlation has been found between job satisfaction and productivity, Brown (1996) notes

that some employers have found that satisfying or delighting employees is a prerequisite

to satisfying or delighting customers, thus protecting the "bottom line." No wonder

Andrew Carnegie is quoted as saying: "Take away my people, but leave my factories, and

soon grass will grow on the factory floors. Take away my factories, but leave my people,

and soon we will have a new and better factory

Creating Job Satisfaction

So, how is job satisfaction created? What are the elements of a job that create job

satisfaction? Organizations can help to create job satisfaction by putting systems in place

that will ensure that workers are challenged and then rewarded for being successful.

Organizations that aspire to creating a work environment that enhances job satisfaction

need to incorporate the following:

•

Flexible work arrangements, possibly including telecommuting

•

Training and other professional growth opportunities

•

Interesting work that offers variety and challenge and allows the worker
opportunities to "put his or her signature" on the finished product
•

Opportunities to use one's talents and to be creative

•

Opportunities to take responsibility and direct one's own work

•

A stable, secure work environment that includes job security/continuity

•

An environment in which workers are supported by an accessible supervisor who

provides timely feedback as well as congenial team members
•

Flexible benefits, such as child-care and exercise facilities

•

Up-to-date technology
•

Competitive salary and opportunities for promotion

Probably the most important point to bear in mind when considering job satisfaction is

that there are many factors that affect job satisfaction and that what makes workers happy

with their jobs varies from one worker to another and from day to day. Apart from the

factors mentioned above, job satisfaction is also influenced by the employee's personal

characteristics, the manager's personal characteristics and management style, and the

nature of the work itself. Managers who want to maintain a high level of job satisfaction
in the work force must try to understand the needs of each member of the work force. For

example, when creating work teams, managers can enhance worker satisfaction by

placing people with similar backgrounds, experiences, or needs in the same workgroup.

Also, managers can enhance job satisfaction by carefully matching workers with the type

of work. For example, a person who does not pay attention to detail would hardly make a

good inspector, and a shy worker is unlikely to be a good salesperson. As much as

possible, managers should match job tasks to employees' personalities.

Managers who are serious about the job satisfaction of workers can also take
other
deliberate steps to create a stimulating work environment. One such step isjob
enrichment. Job enrichment is a deliberate upgrading of responsibility, scope, and

challenge in the work itself. Job enrichment usually includes increased responsibility,

recognition, and opportunities for growth, learning, and achievement. Large companies

that have used job-enrichment programs to increase employee motivation and job

satisfaction include AT&T, IBM, and General Motors (Daft, 1997).

Good management has the potential for creating high morale, high productivity, and a

sense of purpose and meaning for the organization and its employees. Empirical findings

show that job characteristics such as pay, promotional opportunity, task clarity and

significance, and skills utilization, as well as organizational characteristics such as

commitment and relationship with supervisors and co-workers, have significant effects on

job satisfaction. These job characteristics can be carefully managed to enhance job

satisfaction.

Of course, a worker who takes some responsibility for his or her job satisfaction will

probably find many more satisfying elements in the work environment. Everett (1995)

suggests that employees ask themselves the following questions:

•

When have I come closest to expressing my full potential in a work situation?

•

What did it look like?

•

What aspects of the workplace were most supportive?

•

What aspects of the work itself were most satisfying?

•

What did I learn from that experience that could be applied to the present
situation?
- 4 -
 Workers' Roles in Job Satisfaction
If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her

own satisfaction and well-being on the job. The following suggestions can help a worker find

personal job satisfaction:

•

Seek opportunities to demonstrate skills and talents. This often leads to more

challenging work and greater responsibilities, with attendant increases in pay and

other recognition.
•

Develop excellent communication skills. Employers value and reward excellent

reading, listening, writing, and speaking skills.
•

Know more. Acquire new job-related knowledge that helps you to perform tasks

more efficiently and effectively. This will relieve boredom and often gets one

noticed.
•

Demonstrate creativity and initiative. Qualities like these are valued by most

organizations and often result in recognition as well as in increased

responsibilities and rewards.

•

Develop teamwork and people skills. A large part of job success is the ability to
work well with others to get the job done.
•

Accept the diversity in people. Accept people with their differences and their
imperfections and learn how to give and receive criticism constructively.
•

See the value in your work. Appreciating the significance of what one does can

lead to satisfaction with the work itself. This helps to give meaning to one's

existence, thus playing a vital role in job satisfaction.

•

Learn to de-stress. Plan to avoid burnout by developing healthy stress-

management techniques.
- 5 -

Assuring Job Satisfaction

Assuring job satisfaction, over the longterm, requires careful planning and effort both by

management and by workers. Managers are encouraged to consider such theories as

Herzberg's(1957) and Maslow's (1943) Creating a good blend of factors that contribute to

a stimulating, challenging, supportive, and rewarding work environment is vital. Because

of the relative prominence of pay in the reward system, it is very important that salaries

be tied to job responsibilities and that pay increases be tied to performance rather than

seniority.

So, in essence, job satisfaction is a product of the events and conditions that people

experience on their jobs. Brief (1998) wrote: "If a person's work is interesting, her pay is

fair, her promotional opportunities are good, her supervisor is supportive, and her

coworkers are friendly, then a situational approach leads one to predict she is satisfied

with her job" (p. 91). Very simply put, if the pleasures associated with one's job outweigh

the pains, there is some level of job satisfaction

of work. For example, a person who does not pay attention to detail would hardly make a

good inspector, and a shy worker is unlikely to be a good salesperson. As much as

possible, managers should match job tasks to employees' personalities.

Managers who are serious about the job satisfaction of workers can also take
other
deliberate steps to create a stimulating work environment. One such step isjob
enrichment. Job enrichment is a deliberate upgrading of responsibility, scope, and

challenge in the work itself. Job enrichment usually includes increased responsibility,

recognition, and opportunities for growth, learning, and achievement. Large companies

that have used job-enrichment programs to increase employee motivation and job

satisfaction include AT&T, IBM, and General Motors (Daft, 1997).

Good management has the potential for creating high morale, high productivity, and a

sense of purpose and meaning for the organization and its employees. Empirical findings

show that job characteristics such as pay, promotional opportunity, task clarity and
significance, and skills utilization, as well as organizational characteristics such as

commitment and relationship with supervisors and co-workers, have significant effects on

job satisfaction. These job characteristics can be carefully managed to enhance job

satisfaction.

Of course, a worker who takes some responsibility for his or her job satisfaction will

probably find many more satisfying elements in the work environment. Everett (1995)

suggests that employees ask themselves the following questions:

•

When have I come closest to expressing my full potential in a work situation?

•

What did it look like?

•

What aspects of the workplace were most supportive?

•

What aspects of the work itself were most satisfying?

•

What did I learn from that experience that could be applied to the present
situation?
- 4 -

Workers' Roles in Job Satisfaction

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her

own satisfaction and well-being on the job. The following suggestions can help a worker find

personal job satisfaction:

•

Seek opportunities to demonstrate skills and talents. This often leads to more

challenging work and greater responsibilities, with attendant increases in pay and

other recognition.
•

Develop excellent communication skills. Employers value and reward excellent

reading, listening, writing, and speaking skills.
•

Know more. Acquire new job-related knowledge that helps you to perform tasks

more efficiently and effectively. This will relieve boredom and often gets one

noticed.
•

Demonstrate creativity and initiative. Qualities like these are valued by most

organizations and often result in recognition as well as in increased

responsibilities and rewards.

•

Develop teamwork and people skills. A large part of job success is the ability to
work well with others to get the job done.
•

Accept the diversity in people. Accept people with their differences and their
imperfections and learn how to give and receive criticism constructively.
•

See the value in your work. Appreciating the significance of what one does can

lead to satisfaction with the work itself. This helps to give meaning to one's

existence, thus playing a vital role in job satisfaction.

•

Learn to de-stress. Plan to avoid burnout by developing healthy stress-

management techniques.
- 5 -

Assuring Job Satisfaction

Assuring job satisfaction, over the longterm, requires careful planning and effort both by

management and by workers. Managers are encouraged to consider such theories as

Herzberg's(1957) and Maslow's (1943) Creating a good blend of factors that contribute to

a stimulating, challenging, supportive, and rewarding work environment is vital. Because

of the relative prominence of pay in the reward system, it is very important that salaries

be tied to job responsibilities and that pay increases be tied to performance rather than

seniority.

So, in essence, job satisfaction is a product of the events and conditions that people

experience on their jobs. Brief (1998) wrote: "If a person's work is interesting, her pay is

fair, her promotional opportunities are good, her supervisor is supportive, and her

coworkers are friendly, then a situational approach leads one to predict she is satisfied

with her job" (p. 91). Very simply put, if the pleasures associated with one's job outweigh

the pains, there is some level of job satisfaction

A STUDY ON JOB SATISFACTION AMONG THE

SUKUMAR M.Com., M.Phil., PGDCA.,
EMPLOYEES OF STATE BANK OF INDIA IN COIMBATORE CITY
COIMBATORE, TAMILNADU, INDIA

source of recognition. Employees often see pay as a reflection of organization.

Fringe benefits have not been found to have strong influence on job satisfaction
as direct wages.
THE WORK ITSELF
Along with pay, the content of the work itself plays a very major role in
determining how satisfied employees are with their jobs. By and large, workers
 want jobs that are challenging; they do want to be doing mindless jobs day after
day. The two most important aspect of the work itself that influence job
satisfaction are variety and control over work methods and work place.
In general, job with a moderate amount of variety produce the most job
satisfaction. Jobs with too little variety cause workers to feel bored and fatigue.
Jobs with too much variety and stimulation cause workers to feel psychologically
stressed and ‘burnout’.
PROMOTION
Promotional opportunities have a moderate impact on job satisfaction. A
promotion to a higher level in an organization typically involves positive changes I
supervision, job content and pay. Jobs that are at the higher level of an
organization usually provide workers with more freedom, more challenging work
assignments and high salary.
A STUDY ON JOB SATISFACTION AMONG THE
SUKUMAR M.Com., M.Phil., PGDCA.,
EMPLOYEES OF STATE BANK OF INDIA IN COIMBATORE CITY
COIMBATORE, TAMILNADU, INDIA
SUPERVISION
Two dimensions of supervisor style:
1. Employee centered or consideration supervisors who establish a supportive
personal relationship with subordinates and take a personal interest in them.
2. The other dimension of supervisory style influence participation in decision
making, employee who participates in decision that affect their job, display a
much higher level of satisfaction with supervisor an the overall work situation.
WORK GROUP
Having friendly and co-operative co-workers is a modest source of job
satisfaction to individual employees. The working groups also serve as a social
support system of employees. People often used their co-workers as sounding
board for their problem of as a source of comfort.
WORK CONDITION
The employees desire good working condition because they lead to greater
physical comfort. The working conditions are important to employees because
they can influence life outside of work. If people are require to work long hours
and / or overtime, they will have very little felt for their families, friends and
recreation outside work.
24

Determinants of job satisfaction: While analyzing the various determinants of

job satisfaction, we have to keep in mind that: all individuals do no derive the
same degree of satisfaction though they perform the same job in the same job
environment and at the same time. Therefore, it appears that besides the nature
of job and job environment, there are individual variables which affect job
satisfaction. Thus, all those factors which provide a fit among individual variables,
nature of job, and situational variables determine the degree of job satisfaction.
Let us see what these factors are.
Individual factors:
Individuals have certain expectations from their jobs. If their expectations
are met from the jobs, they feel satisfied. These expectations are based on an
individual’s level of education, age and other factors.
Level of education: Level of education of an individual is a factor which
determines the degree of job satisfaction. For example, several studies have
found negative correlation between the level of education, particularly higher level
of education, and job satisfaction. The possible reason for this phenomenon may
be that highly educated persons have very high expectations from their jobs
which remain unsatisfied. In their case, Peter’s principle which suggests that
every individual tries to reach his level of incompetence, applies more quickly.

Age: Individuals experience different degree of job satisfaction at

different
stages of their life. Job satisfaction is high at the initial stage, gets
gradually
reduced, starts rising upto certain
stage, and finally dips to a low degree.
The possible reasons for this phenomenon are like this.
When individuals join an organization, they may have some unrealistic
assumptions about what they are going to drive from their work. These
assumptions make them more satisfied. However, when these assumptions fall
short of reality, job satisfaction goes down. It starts rising again as the people
start to assess the jobs in right perspective and correct their assumptions. At the
last, particularly at the fag end of the career, job satisfaction goes down because
of fear of retirement and future outcome.
Other factors: Besides the above two factors, there are other individual
factors
which affect job satisfaction. If an individual does not have favourable social and
family life, he may not feel happy at the workplace. Similarly, other personal
problems associated with him may affect his level of job satisfaction. Personal
problems associated with him may affect his level of job satisfaction.

Nature of job:
Nature of job determines job satisfaction which is in the form of
occupation level and job content.
Occupation level: Higher level jobs provide more satisfaction as
compared to
lower levels. This happens because high level jobs carry prestige and status in
the society which itself becomes source of satisfaction for the job holders. For
example, professionals derive more satisfaction as compared to salaried people:
factory workers are least satisfied.
Job content: Job content refers to the intrinsic value of the job which
depends
on the requirement of skills for performing it, and the degree of
responsibility
and growth it offers. A higher content of these factors provides higher
satisfaction. For example, a routine and repetitive lesser satisfaction; the degree
of satisfaction progressively increases in job rotation, job enlargement, and job
enrichment.

Situational variables:
Situational variables related to job satisfaction lie in organizational context –
formal and informal. Formal organization emerges out of the interaction of
individuals in the organization. Some of the important factors which affect job
important factors which affect job satisfaction are given below:
1. Working conditions: Working conditions, particularly physical work environment,
like conditions of workplace and associated facilities for performing the job
determine job satisfaction. These work in two ways. First, these provide means
job performance. Second, provision of these conditions affects the individual’s
perception about the organization. If these factors are favourable, individuals
experience higher level of job satisfaction.

2. Supervision: The type of supervision affects job satisfaction as in each type of

supervision; the degree of importance attached to individuals varies. In employee-
oriented supervision, there is more concern for people which is perceived
favourably by them and provides them more satisfaction. In job oriented
supervision, there is more emphasis on the performance of the job and people
become secondary. This situation decreases job satisfaction.
3. Equitable rewards: The type of linkage that is provided between job performance
and rewards determines the degree of job satisfaction. If the reward is perceived
to be based on the job performance and equitable, it offers higher satisfaction. If
the reward is perceived to be based on considerations other than the job
performance, it affects job satisfaction adversely.

4. Opportunity: It is true that individuals seek satisfaction in their jobs in the context of
job nature and work environment by they also attach importance to opportunities
for promotion that these job offer. If the present job offers opportunity of
promotion is lacking, it reduces satisfaction.
5. Work group: Individuals work in group either created formally of they develop on
their own to seek emotional satisfaction at the workplace. To the extent such
groups are cohesive; the degree of satisfaction is high. If the group is not
cohesive, job satisfaction is low. In a cohesive group, people derive satisfaction
 out of their interpersonal interaction and workplace becomes satisfying leading to
job satisfaction.

Effect of Job Satisfaction

Job satisfaction has a variety of effects. These effects may be seen in the
context of an individual’s physical and mental health, productivity, absenteeism,
and turnover.
Physical and Mental Health:
The degree of job satisfaction affects an individual’s physical and mental
health. Since job satisfaction is a type of mental feeling, its favourableness or
unfavourablesness affects the individual psychologically which ultimately affects
his physical health. For example, Lawler has pointed out that drug abuse,
alcoholism and mental and physical health result from psychologically harmful
jobs. Further, since a job is an important part of life, job satisfaction influences
general life satisfaction. The result is that there is spillover effect which occurs in
both directions between job and life satisfaction.

Productivity:
There are two views about the relationship between job satisfaction and

productivity:

1. A happy worker is a productive worker,

2. A happy worker is not necessarily a productive worker.

The first view establishes a direct cause-effect relationship between job
satisfaction and productivity; when job satisfaction increases, productivity
increases; when satisfaction decreases, productivity decreases. The basic logic
behind this is that a happy worker will put more efforts for job performance.
However, this may not be true in all cases. For example, a worker having low
expectations from his jobs may feel satisfied but he may not put his efforts more
 vigorously because of his low expectations from the job. Therefore, this view does
not explain fully the complex relationship between job satisfaction and
productivity.

The another view: That is a satisfied worker is not necessarily a

productive
worker explains the relationship between job satisfaction and productivity. Various
research studies also support this view. This relationship may be explained in
terms of the operation of two factors: effect of job performance on satisfaction and
organizational expectations from individuals for job performance.
1. Job performance leads to job satisfaction and not the other way round. The basic
factor for this phenomenon is the rewards (a source of satisfaction) attached with
performance. There are two types of rewards- intrinsic and extrinsic. The intrinsic
reward stems from the job itself which may be in the form of growth potential,
challenging job, etc. The

satisfaction on such a type of reward may help to increase productivity. The

extrinsic reward is subject to control by management such as salary, bonus, etc.
Any increase in these factors does not hep to increase productivity though these
factors increase job satisfaction.
2. A happy worker does not necessarily contribute to higher productivity because he
has to operate under certain technological constraints and, therefore, he cannot
go beyond certain output. Further, this constraint affects the management’s
expectations from the individual in the form of lower output. Thus, the work
situation is pegged to minimally acceptable level of performance.
However, it does not mean that the job satisfaction has no impact o productivity.
A satisfied worker may not necessarily lead to increased productivity but a
dissatisfied worker leads to lower productivity.

Absenteeism:
 Absenteeism refers to the frequency of absence of job holder from the
workplace either unexcused absence due to some avoidable reasons or long
absence due to some unavoidable reasons. It is the former type of absence which
is a matter of concern. This absence is due to lack of satisfaction from the job
which produces a ‘lack of will to work’ and alienate a worker form work as for as
possible. Thus, job satisfaction is related to absenteeism.
Employee turnover:
Turnover of employees is the rate at which employees leave the organization
within a given period of time. When an individual feels dissatisfaction in the
organization, he tries to overcome this through the various ways of defense
mechanism. If he is not able to do so, he opts to leave the organization. Thus, in
general case, employee turnover is related to job satisfaction. However, job
satisfaction is not the only cause of employee
turnover, the other cause being better opportunity elsewhere.
For example, in the present context, the rate of turnover of computer
software professionals is very high in India. However, these professionals leave
their organizations not simply because they are not satisfied but because of the
opportunities offered from other sources particularly from foreign companies
located abroad.
Improving job satisfaction:
Job satisfaction plays significant role in the organization. Therefore,

manager should take concrete steps to improve the level of job satisfaction.

1. Re-designing the job.

2. Improving the quality of work life.

3. . Linking rewards with performance.
4. Improving overall organizational climate.

PROFILE OF SBI
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 2nd June 1806. Three years later the bank
received its charter and it was re-designed as the Bank of Bengal (2nd
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 (15th April 1840) and the Bank of Madras (1st 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 27th January 1921
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. The three banks were governed by
royal charters, which were revised from time to time.
Each charter provided for a share capital, for-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 where government nominees invariably civil servants. One of
whom was elected as the president of the board.
MAJOR CHANGE IN THE CONDITIONS
A major change in the conditions of operation of the Banks of
Bengal, Bombay and Madras occurred after 1860. With the passing of
the Paper Currency Act of 1861, the right of note issue of the
presidency banks was abolished and the Government of India
assumed from 1 March 1862 the sole power of issuing paper currency
within British India. The task of management and circulation of the
new currency notes was conferred on the presidency banks and the
Government undertook the transfer the Treasury balances to the
banks at places where the banks would open branches. None of the
three banks had till than any braches (except the sole attempt ad that
too a short-lived one by the Bank of Bengal at Mirsapore in 1839)
although the charters had given them such authority. But as soon as
the three presidency band were assured of the free use of
government.

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 form its forerunners no doubt provided a form 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
Band acquire a pre-eminent position in the Indian banking industry
and also secure a vital place in the country’s economic life.
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 new work
of 172 branches and more than 200 sub offices extending all over the
country. The State Bank of India was thus born within a new sense of
social purpose aided by the 480 offices comprising branches, sub
offices and three Local Head Offices inherited form 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 banking system into the
exciting field of national development.
WELFARE MEASURE

 SBI provides educational facilities to its employee’s children.

 SBI provides loan to its employees at a low rate of interest.

 SBI provides health insurance to its employees

OBJECTIVES OF STUDY
The following are the objectives of the present study.
 To determine the level of satisfaction of the respondents
regarding their job.
 To study and understand the job satisfaction among the
employees of State Bank of India.
 To study the various factors which influencing job
satisfaction.
 To study the relationship between the personal factors of the
employee (Income, Designation, Educational qualification,
Gender, etc.,)
LIMITATIONS OF THE STUDY
 Data collected is based on questionnaire.
 The research exercise was conducted within a limited
duration.
So a detailed study could not be made.
 The number of employees in State Bank of India is more, so
sample size is limited by 100.
 The information collected by the observation method is very
limited.
 The result would be varying according to the individuals as
well
Some respondents hesitated to give the actual situation; they
feared that management would take any action against them
 The findings and conclusions are based on knowledge and
experience of the respondents sometime may subject to bias

BRACH NAME CODE ADDRESS

CHAPTER II
REVIEW OF LITERATURE
Job satisfaction represents the constellations of person’s attitude
towards or about the job. In general, job satisfaction is the attitude
towards the job as a whole. Job satisfaction is a function of
satisfaction with different aspects of job, i.e. supervision, pay, works
itself, co-workers, promotion, etc., and of the particular weighting or
importance one attaches to these respective components.
The study of job satisfaction is a relatively recent phenomenon. It
can perhaps be said to have begun in earnest with the famous
Hawthorne studies conducted by Elton Mayo at the western Electronic
Company in 1920s during the course of investigations. However they
become convinced that factors of a social nature were affecting
satisfaction with the job and productivity. Since the Hawthorne studies
there has been an enormous output of work on the nature, causes
and correlates of job satisfaction.
The traditional model of job satisfaction is that it consists of the total
body of feelings that an individual has about his job. This total body of
feelings involves, in effect, weighting up the sum total of influences of
the job, the nature of job itself, the pay, the promotion. The promotion
prospects, the nature of supervision and so on. Where the sum total
of influences gives rise to feelings of satisfactions the individual is job
satisfied.
 Where in total they give rise to feelings of job dissatisfaction the
individual is job dissatisfied. Improving any one of these influences will
lead in the direction of job satisfaction, making less satisfactory any
one of the influences will lead in the direction of the job dissatisfaction.
However, what makes a job satisfying does not depends only on the
nature of the job, but on the job expectations that individuals have of
what their job should provide. Expectancy theory points to the
importance of the individual’s expectations of his job in determining
job satisfaction. For individuals who have expectations that their job
should give them opportunities for pay, challenge, a failure of the job
to meet this expectation will lead to dissatisfaction compared to a
situation where no such expectation is involved.
What expect expectation of individuals will have of a job may
vary. For a large number of reasons, some deriving form social others
from individual causes. These proposing an expectancy theory usually
regarded over all job satisfaction as a function of satisfaction with
various elements of the job. Another theory that has dominated the
study of the nature of job satisfaction is Herzberg’s famous “Two
factory Theory’s of job satisfaction. In this he claims that the factors
which cause job satisfaction are separate and distinct from the factors
which job dissatisfaction.
The factors causing job satisfaction, which level factors such
as
there relating to satisfaction with the job itself. The factors
which
cause job dissatisfaction called hygiene factors are more concerned
with conditions of work such as pay and supervision. At no time does
Herzberg argue a job satisfactory, except may be for a short run.
Philip apple while has listed five major components of job
satisfaction as,
1. Attitude towards work group.
2. General workings conditions.
3. Attitude towards company.
4. Monetary benefits and
5. Attitude towards supervision
Other components that should be added to these five are the
individual’s state of mind about the work itself and about life in
general. The individual’s health, age, level of aspiration, social status
and political and social activities can all contribute to job satisfaction.
A person attitude toward the job may be positive or negative.
Job satisfaction is not synonymous with organizational morale,
which is the possession of felling of being accepted by and belonging
to a group of employees through adherence to common goals and
confidence in desirability of these goals. Morale is the byproduct of a
group, while job satisfaction is more of an individual stage of mind.
How ever the two concepts are interrelated in that job satisfaction
can contribute to morale and morale can contribute to job satisfaction.
For many years managers generally have believed that a satisfied
worker is necessarily a good worker. In other works if management
could keep all the employees “HAPPY”, good performance would
automatically follow. Charles Greene has suggested that many
managers subscribe to this be life because it represent “the path of
least residence”. Greene’s thesis is that if a performance problem
exists, increasing an employee’s happiness is for more pleasant than
discussing with the worker his or her failure to meet standards.
Although happiness eventually results from satisfaction, this feeling
goes much deeper and is far less tenuous than happiness.
 Recent research evidence generally rejects the more popular
view that satisfaction causes performance. The evidence does,
however, provide moderate support for the view that job effort causes
satisfaction. The evidence also strongly indicates that rewards
constitute a more direct cause of satisfaction that performance does
and that rewards based on current effort causes subsequent
performance. Research also indicates that a high level of job
satisfaction does have a positive impact is reducing turnover,
absenteeism, tardiness accidents, grievances and strikes. In addition,
recruitment efforts by current employees generally are more
successful if these employees are well satisfied.
Satisfied employees are preferred simply because they affect the
work environment positively. Thus even through a well satisfied
employee is not necessarily an outstanding performer; there are
numerous reasons for taking steps to encourage employee
satisfaction. A high level of satisfaction leads to organizational
commitment while a low level or dissatisfaction results in behaviours
detrimental to the organization.
It must be remembered that satisfaction and motivation are not
synonymous. Motivation is a drive to perform, whereas satisfaction
reflects situation. The factors that determine whether an individual is
adequately satisfied with the job differ form those that determine
whether he or she is motivated. The level of satisfaction is largely
determined by the comforts offered by the environment and situation.
Motivation on the other hand, is largely determined by the value of
rewards and their contingency on performance. Motivation results is
added effort that is turn leads to increased performance if the
individual has the ability and result of high satisfaction is increased
commitment to the organized which may or may not result is better
performance. The increased commitment normally will lessen the
number of personnel related problems, Such as strikes, excessive
absenteeism, tardiness and turnover.

A study on job satisfaction among workers in chemical unit

(M/
S. Shri Veeco Chems Corporation, Cbe) Done by
Mr.
C.M. RAVIKUMAR (MBA project) in the year 1985.
The techniques used by the Researcher for analyzing the data was
personal interview. The Researcher interviewed sixty workers on the
basis of sex, age, educational qualification, experience, monthly
income, marital status and family income.
The tools adopted by the Researcher was percentage
method of tabulation to find job satisfaction.
A study on job satisfaction among bank officers in State Bank of
India, Jabalpur none by Mr. S. NAREND in his MBA project, in the
year 1990.

The techniques used by the Researcher for analyzing the data was
through questionnaire method. The Researcher interviewed forty
respondents on the basis of sex, age, educational qualification,
experience, monthly income, marital status and family income.
The tools adopted by the Researcher was average scoring
and two-way table method to find out job satisfaction.
A study on job satisfaction of Tea Plantation Workers with special
reference to Sheikalmudi Estate, Valparai Taluk, done by
Mr.K.Madhu,

In the year 1986 (M.Com project).

The techniques used by the Researcher for analyzing the data were
through questionnaire and personal interview method. The
Researcher interviewed Sixty respondents on the basis of sex, age,
educational qualification, experience, monthly income, marital status
and family income.
The tools adopted by the researcher was average scoring and two-
way table method. The hypothesis was tested through chi-squire test
and correlation to find out job satisfaction.
The researcher had made previous study on job satisfaction
in various

CHAPTER III
METHODOLOGY
Area of study:
This study was conducted in Coimbatore city.
Sample size:
The researcher has proposed to interview 100 respondents who
are working in 7 branches of State Bank of India, Coimbatore and
they were selected as the sample for the study.
Sources of data:
The study is based on both primary and secondary data.

Primary data:
The primary data were collected through structured
questionnaire.
Secondary data:
The required secondary was collected from books, magazines
and web-sites.
Sampling techniques:
The methodology followed for collecting data, selection of
sample, and analysis of data is as follows:
Data collection technique:
The questionnaire has been designed and supplied to the
respondents for collecting primary data from customers.

Tools for analysis:

The following statistical tools are used in the study for the
purpose of analysis.
Percentage analysis:
It refers to a special kind of ratio; percentages are used to
comparison between two or more series of data and also to describe
the relation. Since the percentage reduced everything to a common
base and there by allow meaningful comparison to be made.
Chi – square test:
Chi – square test is applied to test the goodness of fit to verify
the distribution of observed data with assumed theoretical
distribution. Therefore it is a measure to study the divergence of
actual and expected frequencies; Karl Pearson’s has developed a
method to test the difference between the theoretical (hypothesis) and
the observed value.
Chi – square test (X2) = (O – E)2 / E
Degrees Of Freedom = V = (R – 1) (C -1)
Where,‘O’ = Observed Frequency
‘E’ = Expected Frequency
‘R’ = Number of Rows
‘C’ = Number of Columns

CHAPTER – IV
ANALYSIS AND INTERPRETATION
This chapter is allocated for analysis and interpretation of data.
Preparing percentage analysis, two-way table and chi-squire test does
the analysis of job satisfaction, which are directly extracted from the
questionnaire. The variations in the extent of the consumer
satisfaction can be measured with the variables such as job secured,
promotional opportunity, relationship with management, and
satisfaction factors of the respondents.
The following are the tools used to carry out the analysis, are:

PERCENTAGE ANALYSIS:
It refers to special kind of ratio; percentages are used in making
comparison between two or more series of data, and used to describe
 the relation. Since to percentage reduced everything to a common
based and thereby allows meaningful comparison to be made.
 TWO-WAY ANALYSIS:
The score secured by the respondents who falls between the score as
up to 50 indicates less satisfaction of the respondents, from 51 – 70
are got average satisfaction and 71 – 90 respondents are highly
satisfied.

CHI-SQUARE TEST:
Chi-square test is applied to test the goodness of fit, to verify the
distribution of observed data with assumed theoretical distribution.
Therefore it is a measure to study the divergence of actual and
expected frequencies, Karl Pearson’s has developed a method to test
the difference between the theoretical (hypothesis) & the observed
value.Chi – square test (X2) = (O – E)2 / E
Degrees Of Freedom = V = (R – 1) (C -1)

Were,

‘O’ = Observed Frequency

‘E’ = Expected Frequency

‘R’ = Number of Rows

‘C’ = Number of Columns

NOTE: For all the chi-square test the table value has taken @ 5% level
of
significance

CALCULATION OF SATISFACTORY SCORES

The Respondents were asked to state their level of Satisfaction relating to
twenty factors. Based on their responses the Satisfaction score obtained by each
respondent was found out. Points or scores were allocated based on the
response. For each of the factor three levels of satisfaction were assigned namely
high, medium and low. For high satisfaction three points were given, for Medium
two and for low satisfaction one point was given. The total scores secured by
each respondent were thus arrived at. All the hundred respondents were
classified based on their level of satisfaction. Those who have obtained up to 30
points were classified under low satisfaction category, Respondents with 30 – 45
points were classified under medium satisfaction category and those with more
than 45 points were classified under high satisfaction category.
NUMBER OF RESPONDENTS AND LEVEL OF SATISFACTION

LEVEL OF SATISFACTION NO. OF RESPONDENTS

HIGH SATISFACTION
23
MEDIUM SATISFACTION
54
LOW SATISFACTION 23

Total 100

Table No – 4.1
TABLE SHOWING OPINION OF RESPONDENTS TOWARDS
AGE
AGE RESPONDENTS PERCENTAGE (%)
BELOW 30 39 39
31 TO 45
43 43
ABOVE 45
18 18
TOTAL 100 100

Interpretation:
The above table indicates that
 39% of the respondents belongs to the age group of less than
30
years.
 43% of the respondents belongs to the age group of 31- 45
years.
 18% of the respondents belongs to the age group of above
45
years.

Table No – 4.2
TABLE SHOWING OPINION OF RESPONDENTS TOWARDS
MARITAL STATUS
MARTIAL STATUS RESPONDENTS PERCENTAGE (%)
MARRIED
76 76
SINGLE
24 24
TOTAL 100 100
Interpretation:
The above table indicates that
 76% respondents are married, and
 24% of the respondents are unmarried
Table No – 4.3
TABLE SHOWING OPINION OF RESPONDENTS TOWARDS
GENDER GENDER RESPONDENTS
PERCENTAGE (%)
MALE
62
62
FEMALE
38 38
TOTAL
100 100

Interpretation:
The above table indicates that
 62% respondents are male, and
 38% of the respondents are female.

Table No – 4.4
TABLE SHOWING OPINION OF RESPONDENTS OF
DIFFERENT LEVELS OF JOB
LEVEL OF JOB RESPONDENTS PERCENTAGE (%)
ACCOUNTANT
26
26
CASHIER
21 21
CLERK
35 35
CONSUMER CARE
EXECUTIVE
6
6
MANAGER
12 12
TOTAL 100 100
Interpretation:
The above table indicates that
 26% of respondents are accountants,

 21% of respondents are cashiers,

 35% of respondents are clerks,

 6% of respondents are consumer care executives, and

 12% of respondents are managers