INTRODUCTION

Job Satisfaction may be defined as an individual's general attitude towards his or her job. It is concerned with the "feeling " one has towards the job. These feelings are part of their conscious state and provide to make decisions about their actions and reactions to their jobs. These conscious states are loosely terms thoughts and feelings. If a worker is not satisfied with his work both the !uality and !uantity of his output will suffer. If he is satisfied with his work then definitely there is an improvement in both the !uality and !uantity of production. "actories in which the workers are satisfied with their work are also characteri#ed by a high morale. Job dissatisfaction may lead to increased absenteeism turnover and other undesirable behaviours and so employers want to develop satisfaction among their employees. The survey of $nited States reveals that vast majority of workers are satisfied with their jobs although they may be dissatisfied with specific aspects of them. %lder employees and higher occupational levels especially tend to have higher satisfaction. &igher job involvement leads to dedicated production workers. &igh performance and e!uitable reward encourage high satisfaction through a performance'satisfaction effort loop. &igher job satisfaction usually is associated with low turnover and lesser absenteeism. (ommitted employees are also more likely to embrace company values and beliefs )its culture*.

1.1

MEANING AND DEFINITION OF JOB SATISFACTION : To get a clear'cut idea of what the term job satisfaction means it is necessary to

understand meaning of the term job and satisfaction individually. Job : The work job is used in a restricted sense and reaches to a specific task. It can be said in simple words that the job means a collection or set of tasks duties responsibilities which as a whole is regarded as a regular assignment to workers or employees or the total relationship of employees or the total relationship between an individual employee and the employer for which the individual is compensated. It can also be said that when total work to be done is divided and grouped into packages we call it a job. Satisfaction : +an is an ever wanting animal. &e always desires to satisfy an infinite series of his needs. ,hen one need is satisfied he shifts over to another then another and another. This is an on going process. "or e-ample a poor man has a cycle. Then his desires widen for a scooter and then for a car and so on. If he gets these things without any delay then he gets satisfaction otherwise he enters the sphere of dissatisfaction frustration. The term 'satisfaction' refers to the simple feeling'state accompanying the attainment by an impulse of its objectives. The term 'Job Satisfaction' refers to the favourableness with which employees view their works and the term job dissatisfaction the unfavourableness with which they view their work. Job satisfaction is undoubtedly related with attitude feelings needs motives and frustration. It refers to a general attitude resulting from various specific attitudes relating to . a* Specific job factors )such as steadiness of employment supervision advancement of opportunities wages working conditions fair evaluation of work fair

treatment by employer/management social relations on the job and similar other things. b* Industrial characteristics )such as employee's age se- permanent desires level of aspiration etc.* c* 0roup relationship outside the job )such as employee's family relationships social status relationship with labour purely social or political organisations etc*. 1n employee's performance and satisfaction are likely to be higher if his or her values fit well with the organisation. "or instance the person who places high importance on imagination independence and freedom is likely to be poorly matched with an organisation that seeks conformity from its employees. +anagers are more likely to appreciate evaluate positively and allocate rewards to employees who fit in and employees are more likely to be satisfied if they perceive they do fit. Satisfied and committed employees have lower rates of turnover and absenteeism. +anagement needs information on employee job satisfaction in order to make sound decisions both in preventing and solving employee problem. 1.2 MEASURING JOB SATISFACTION : 1 person's job is more than just the obvious activities of shuffling papers waiting on customers or driving a truck. Jobs re!uire interaction with coworkers and bosses following organisational rules and policies meeting performance standards living with working conditions that are often less than ideal and the like. This means an employee's assessment of how satisfied or dissatisfied he or she is with his or her job is a complesummation of a number of discrete job elements. The two most widely used approaches are . 2. 3. Single global rating Summations score

1.

Sing ! g oba "ating : This method is nothing more than acting individuals to respond to one !uestions

such as "1ll things considered how satisfied are you with your job4" 5espondents then reply by circling a number between 2 and 6 that corresponds with answers from "&ighly satisfied" to "&ighly 7issatisfied." 2. S#$$ation of %ob facts : This approach is more sophisticated. It identifies key elements in a job and asks for the employee's feeling about each. Typical factors that would be included are the nature of the work supervision present pay promotion opportunities and relations with co'workers. These factors are rated on a standardi#ed scale and then added upto create an overall job satisfaction score. Intuitively it would seem that summing up responses to a number of job factors would achieve a more accurate evaluation of job satisfaction. &owever the research doesn't support this intuition. This is one of those rare instance in which simplicity wins out over comple-ity. (omparisons of one'!uestion global ratings with the more lengthy summation'of'job'factors method indicate that the concept of job satisfaction is inherently so broad the single !uestion actually becomes a more inclusive measure. JOB SATISFACTION OF &OMEN &OR'ERS Job satisfaction refers to a general attitude resulting from various specific attitudes relating to specific job factors Industrial characteristics and group relationships outside the job. 8room has defined it as the positive orientation of an individual towards the work role which he is presently occupying. It can be e-pressed 9as an individual:s liking more aspects of his work than he dislikes ; 0enerally it refers to an employee:s general attitude towards job. In psychological needs school such as +aslow and <ikert see motivation as the central factor in job satisfaction and concentrate their attention on stimuli like needs of

individuals for achievement recognition responsibility status and advancement which are believe to lead to motivation. =sychologists like +outon and "iedler see the behaviors of supervisors as an important influence on employees: attitude. +anchester >usiness School by <upton and <egge e-amine the effort'reward bargain as an important variable which leads to a consideration of how the wages of specific groups are constructed and the influence of factors such as overtime payment and the state of labour market on earnings and employees: attitudes towards them. ,riters like (ro#ier and 0ouldner have categori#ed varieties of management behavior as ?punishment centered: and ?mock: bureaucracy. =unishment centered bureaucracy is the type of management behavior which responds to deviations from rules and procedures. In ?+ock: bureaucracy an organi#ation has rules and procedures but neither the management nor the workers accept them in accordance with law. &er#berg school and some contributors consider job satisfaction in term the degree of fitness between what an organi#ation re!uires of its employees and what the employees are seeking of the firm. 1s such job satisfaction is positively related to the degree to which one:s personal needs are fulfilled in the job satisfaction. The research results indicate that motivators are the primary cause of satisfaction and hygienic factors are the primary cause of unhappiness on the job. The motivating factors are intrinsic to the job while dissatisfaction'avoidance or hygienic factors are e-trinsic to the job. 1.( &)AT DETERMINES JOB SATISFACTION : ,e now turn to the !uestion . ,hat work'related variables determine job satisfaction 4. 1n e-tensive review of the literature indicates that the more important factors conducive to job satisfaction are mentally challenging work e!uitable rewards supportive working conditions and supportive colleagues. a* M!nta + C,a !nging &o"- :

@mployees tend to prefer jobs that give them opportunities to use their skills and abilities and offer a variety of tasks freedom and feedback how well they are doing. These characteristics make work mentally challenging. Jobs that have too little challenge create boredom but too much challenge creates frustration and feelings of failure. $nder conditions of moderate challenge most employees will e-perience pleasure and satisfaction. b* E.#itab ! R!/a"0s : @mployees want pay systems and promotion policies that they perceive as being just unambiguous and in line with their e-pectations. ,hen pay is seen as fair based on job demands individual skill level and community pay standards satisfaction is likely to result. %f course not everyone seeks money. +any people willingly accept less money to work in a preferred location or in a less demanding job or to have greater discretion in the work they do and the hours they work. Similarly employees seek fair promotion policies and practices. =romotions provide opportunities for personal growth more responsibilities and increased social status. Individuals who perceive that promotion decisions are made in a fair and just manner therefore are likely to e-perience satisfaction from their jobs. c* S#11o"ti2! &o"-ing Con0itions : @mployees are concerned with their work environment for both personal comfort and facilitating doing a good job. Studies demonstrate that employees prefer physical surroundings that are not dangerous or uncomfortable. Temperature light noise and other environmental factors should not be at either e-treme ' for e-ample having too much heat or too little light. 1dditionally most employees prefer working relatively close to home in clean and relatively modern facilities and with ade!uate tools and e!uipment. 0* S#11o"ti2! Co !ag#!s : =eople get more out of work than merely money or tangible achievements. "or most employees work also fills the need for social interaction. Aot surprisingly therefore having friendly and supportive coworkers leads to increased job satisfaction.

Studies generally find that employee satisfaction is increased when the immediate supervisor is understanding and friendly offers praise for good performance listens to employees opinions and shows a personal interest in them. 1.3 IM4ORTANCE OF JOB SATISFACTION : Job satisfaction is an important and interesting concept and has duly received the attention it deserved. %bviously job satisfaction contribute to employee productivity and morale. 1n industrial organisation can be substantially benefited if it cares to develop general individual attitudes in its personal that can effectively contribute to job satisfaction. If an organisation or company appropriately discovers attitudes on factors related to the job it can take necessary steps to prevent that situation and thereby improve the job satisfaction of its employees. 8ictor &. 8room e-amined the relationship between job satisfaction and certain aspects of job behaviour vi#. turnover absenteeism accidents and job performance. &e found that higher an employee's satisfaction the less option he has to leave the job. There is positive relationship between the amount of job satisfaction and the degree of work absenteeism there is negative or no relationship between accidents and job satisfaction since there is considerable evidence to show that most accidents are caused simply by chance factors and that job satisfaction has no relevant relationship with actual job performance. Job satisfaction is multidimensional phenomenon which lives with employees and influences whole organisation. It is largely held by the management e-perts that an organisation has to organise itself in such a way that it may be able to attain its own goal and also provide opportunity to their employees to meet their personal goals. =reviously business organisations were sole proprietorships. +anager and workers were not distinguished and importance of job satisfaction was very low. There is no substitute to job satisfaction. Job satisfaction relates to the aptitude of the employee. If the employee is wrongly fit in a work for which he has no aptitude no attraction to him. Job satisfaction is related to working conditions also. The work will be

more attractive if his working conditions are congenial to the task proposed to accomplish. "rom the above description it is obvious that job satisfaction is absolutely essential for any organisation to e-ist prosper and grow. It is only job satisfaction that develops right type of attitude high morale and enthusiasm for work in the employees as shown in the figure 2.

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FACTORS RE6ATING TO JOB SATISFACTION : Job satisfaction is a comple- phenomenon. the nature and e-tent of factors

contributing to it are not yet fully known. >ut a good deal of research studies have contributed and are still trying to contribute more and more. Job satisfaction is derived from and is caused by many interrelated factor which cannot be completed isolated from one another for analysis. The following factors have been generally agreed to have a direct bearing on level of satisfaction of workers. "actors are as follows . A. 4!"sona Facto"s : 1ll individuals have same distinction different peculiarities. Their habits attitudes and mode of perception are different from others. The study of job satisfaction be more complicated under the reference of individual differences for instance under e!ual given organisational environment and conditions one person may find himself satisfied while other may not. Thus individual differences effect the job satisfaction. Some of these individuals or personal factors influencing job satisfaction can be se- age educational !ualification family background intelligence family composition length of service attitude etc. B* Facto"s In,!"!nt in t,! Job : If the factors inherent in the job which has a considerable bearing on the job are according to his attitude interests and capabilities he feels satisfied but if a worker finds his job against his attitude and capabilities he becomes dissatisfied. These may be nature and type of work skills re!uired occupational status si#e of the plant re!uirement of the job etc.

C*

Facto"s Cont"o !0 b+ Manag!$!nt : There are many factors which the management can control in order to bring about

employees satisfaction like promotion avenues compensation and reward considerate leadership working conditions wages B salary. 1lthough the role of all these factors and many other factors controlled by management can not be defined yet the wage Bsalary factor can overpower all the prevailing factors. "ig. 3 shows the conse!uences of pay dissatisfaction.

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JOB SATISFACTION AND OT)ER RE6E8ANT 8ARIAB6ES The term job satisfaction has different folds of relations with other variables as

described below .' 2. Job Satisfaction and =roductivity . =reviously it was assumed that job satisfaction leads to high performance and productivity. 1s well satisfied worker will take initiative in increasing his productivity. >ut later on management researches provide that this assumption is not correct. 1 satisfied worker may be high or average or low producer. This relationship has three distinct possibilities as below . a* )ig, 4"o0#cti2it+ is "!s# t!0 b+ o/ %ob satisfaction !2! : In this case when techni!ue of scientific management such as time study motion study fatigue study etc. are applied to an organisation in a bid to improve production by increasing the productivity then naturally there will be low job satisfaction among workers. b* 6o/ 1"o0#cti2it+ an0 ,ig, %ob satisfaction : There may be situation when productivity is low and job satisfaction is high. This situation is possible when superiors are of the view that effective organisation behavior means keeping the workers happy. >ut such situation is a short lived affair because an organisation can not borne losses due to higher cost and low productivity. c* )ig, 4"o0#cti2it+ an0 ,ig, %ob satisfaction : Third possible situation may be where high productivity and job satisfaction and directly and positively co'related. It is eventually and desirable arrangement.

2.

Job Satisfaction an0 T#"no2!" : Job satisfaction and turnover are consistently co'related. It might have been that

the workers having low job satisfaction have !uit the organisation as early as possible. Thus low job'satisfaction increases turnover and high job satisfaction lessens it. &ence relationship is negative with turnover. (. Job Satisfaction an0 Abs!nt!!is$ : 1bsenteeism has same relationship with job satisfaction as the labour turn'over has satisfaction tends to remain off form the job. 3. Job Satisfaction an0 Mo"a ! : +ore often '@mployee 1ttitude' 'Job Satisfaction' and 'Industrial +orale' all these terms are used synonymously but they are not the same. 1 favourable attitude may contribute to satisfaction because it is the result of same types of attitudes like satisfaction and morale do not carry the same meaning though job satisfaction improves the morale i.e. relationship is possible. 5. Job Satisfaction an0 F"#st"ation : The problem of frustration is also related with the job satisfaction. If a person is not satisfied with his work and he feels that his drives are blocked in reaching to desired goal and his efforts are useless. &e makes any e-ternal efforts and does not get involved in the job. Thus the frustrative behavior has also negative relationship with job satisfaction. 7. Job Satisfaction an0 Co$$#nit+ Con0itions : Job satisfaction is influenced by community. It is generally advocated that poor community conditions pull down job satisfaction and better community conditions push it up. >ut this is not always true if job satisfaction is better than that of community conditions then job satisfaction is higher.

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T)EORIES OF JOB SATISFACTION : Several different theories e-ist concerning the dynamics of job satisfaction and its

general impact on workers behavior. These theories have been involved by management e-perts and researchers to ascertain and evaluate the importance and the impact of various factors on job satisfaction. %wing to limitations of speciate it is not possible to describe all the theories so only a few important have been outlined below . i* ii* iii* iv* 2* Two factor theory "ulfillment theory 7iscrepancy theory @!uity discrepancy theory T/o Facto" T,!o"+ : This theory was developed by "redrick &er#berg. &e

asserted that satisfaction and dissatisfaction are independent of each other. The opposite of satisfaction is not dissatisfaction. &er#berg findings indicate that the e-istence of dual continum the opposite of satisfaction is non satisfaction and the opposite of dissatisfaction is non'dissatisfaction. There are some conditions of a job dissatisfaction employees when they are not present. &owever the presence of these conditions does not bring high satisfaction. &er#berg called these factors as ?maintenance: or ?hygiene factors: since they are necessary to maintain current status i.e. a reasonable level of satisfaction. &er#berg listed ten maintenance factors. These are. 2* 3* C* D* 6* (ompany:s =olicy B 1dministration Technical Supervision. Interpersonal relations with superiors. Interpersonal relations with peers. Interpersonal relations with subordinates.

E* F* G* H* 2I*

Salary. Job Security. =ersonal life. ,ork (onditions. Status.

%n the other hand there are some job conditions which if present build high level of job satisfaction. &owever if these conditions are not present they do not cause much dissatisfaction.

)!":b!"g co0!0 t,!s! facto"s as ;satisfi!"s<: 2* 3* C* D* 6* II* 1chievement. 5ecognition. 1dvancement. The work itself. 5esponsibility.

F# fi $!nt T,!o"+: "ulfillment theorists pointed the term ?satisfaction: as outcome or reward which a

person receives or the e-tent to which a person:s needs are satisfied. Schafter thinks that job satisfaction will vary directly with the e-tent to which those needs of the individual which can be satisfied are actually satisfied. 8roon also described satisfaction in terms of positively valued outcome that a job provides a person. The difficulty with this approach to the job satisfaction is that satisfaction is a function of not only what a person receives but also of what he feels should get. ,hat may satisfy a person may keep another dissatisfied.

III*

Disc"!1anc+ T,!o"+ : This theory trusts that satisfaction is a foundation of what a person should receive

or what he e-pects to receive. ,hen a person actually receive something less that what he had e-pected it will certainly lead to dissatisfaction. 1ccording to <ocke ?Job Satisfaction and dissatisfaction are functions of the perceived relationship between what one want from one:s job and what one perceives it is offering. This approach is largely recogni#ed. I8. E.#it+ Disc"!1anc+ T,!o"+ : @!uity discrepancy theory presents the consolidation of best features of the both e!uity and discrepancy theory in the simplified model of satisfaction. It defines the satisfaction as the difference between the outcome that received to the actually received and outcome that one feels that he should receive related to perceived outcome in comparison to others. 2.G )O& EM46O=EES CAN E>4RESS DISSATISFACTION : %ne final point before we leave the issue of job satisfactionJ @mployee

dissatisfaction can be e-pressed in a number of ways. "or e-ample rather than !uit employees can complain be insubordinate steal organi#ational propertyJ or shirk a part of their work responsibilities. R!s1ons!s to Job Dissatisfaction : 1ctive @-it 7estructive Aeglect =assive a* E?it : >ehaviour directed toward leaving the organi#ation. Includes looking a new position as well as resigning. 8oice <oyalty (onstructive

b*

8oic! : 1ctively and constructively attempting to improve conditions. Includes

suggesting improvements discussing problems with superiors and some forms of union activity. c* 6o+a t+ : =assively but optimistically waiting for conditions to improve. Includes speaking up for the organi#ation in the face of e-ternal criticism and trusting the organi#ation and its management to 9do the right thing; 0* N!g !ct : =assively allowing conditions to worsen. Includes chronic absenteeism or lateness reduced effort and increased error rate. @-it and neglect behaviours encompass our performance variables'=roductivity absenteeism and turnover. >ut this model e-pands employee response to include voice and loyalty constructive behaviours that allow individuals to tolerate unpleasant situations or to revive satisfactory working conditions. It helps us understand situations such as those sometimes found among unioni#ed workers where low job satisfaction is coupled with low turnover. $nion members often e-press dissatisfaction through the grievance procedure or through formal contract negotiations. These voice mechanisms allow the union members to continue in their jobs while convincing themselves they acting to improve situation.

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BENEFITS OF JOB SATISFACTION STUD= : If job satisfaction studies are property planned and administered they will usually

produce a number of important benefits both general and specific. a* Monito"ing Attit#0!s: 1 survey tells how employees feel about their jobs what parts of their jobs these feelings are focused on which departments are particularly affected and whose feeling are involved )for e-ample supervisors employees or staff specialists*. The survey is a powerful diagnostic instrument for assessing broad employee problems. b* A00itiona B!n!fits : The flow of communication in all directions is improved as people plan the survey take it and discuss its results. Surveys can serve as a safety value or emotional release for people to get things off their chests and later feel better about things. Training need can be identified since employees can report how well they feel their supervisor performs certain parts of the job such as delegating work and giving ade!uate instructions. Surveys can also help managers plan and monitor new programs, by getting feedback on proposed changes in advance and then conducting a follow'up survey to evaluate the actual response.

C)A4TER @ II 4ROFI6E OF T)E ORGANISATION

4ROFI6E OF T)E ORGANISATION

3.2 INTRODUCTION 9=ut on your trust in money but put your money in trust.; The term ?&$<: is clearly defined by the &$<ing (ompanies 1ct 2HDH as 9The accepting; for the purpose of lending or investments of deposits of money from the public repayable on demand or otherwise and withdrawal by che!ue draft order or otherwise. In modern times &$< money constitutes the best of circulation of money in any country. These days men are not re!uired to walk around to each other:s houses with bags of coins just for payments and repayments. Ao such problem arises out of deferred payments. no more difficulties in storage of value for use in future no fear of the risks of carrying bulky bundles of coins over long distancesJ no more recurring transportation costsJ as though by a miracles every thing seem to have been changed for the goodJ things have come very easy and convenientJ all these are owing to the functioning of the magician in the economy called &$<. 1s aptly described by John (. (alhoun a senator of the $S1. 2GCE it is a 9power )has* risen up in the government greater than the people themselves;. 1ccording to 0eoffrey (rowther 9a &$<er is a dealer in debts his own and other people:s; =aul 1. Samuetson compares &$<ing with a business concern much like any other business. 1 &$< provides certain services for its customers and in return receives payments from them. It tries to each a profit for its stock owner. Thus we can define the term &$<ing as an institution that collects the saving from the people and lends the collected money on interest and thereby earns profits to run its &$<ing operations. 2.2 E8O6UATION OF )U6ING :@ &$<ing in its crude from is an age'old phenomenon. It was in e-istence even in ancient times. 1s a matter of fact the origin of &$<ing lies in the business of money'changing in ancient days.

1nother factor that supported the emergence of &$<s in the early period was the need for borrowing by the monarchical governments from finance companies. (ommercial &$<ing began only after 2EDI when goldsmiths started receiving deposits from the public for safe custody and issued receipts for the acknowledgements which were being used as bearer demand notes later on. (rowther thus speaks about three ancestors of a modern commercial &$< vi#. the merchant the money'lender and the goldsmith. The merchants or traders issued documents like ?hundi: or remiot the funds. +odern &$<s introduced che!ues or demand drafts for remittance purposes. +oney'lenders gave loans. &$<ers too gave loans. 0oldsmiths received deposits and created credit. &$<s also received deposits and adopted the process of credit in a similar fashion by issuing che!ues. In short the evolution of commercial &$<ing is related to the practice of safe' keeping of gold and other valuables by the people with merchants/goldsmiths/money lenders. @tymologically however the world ?&$<: is derived from the 0reek work ban!ue or the Italian word >anco both meaning a bench K referring to a bench at which money'lenders and money'changers used to display their coins and transact business in the market place. +odern joint'stock commercial &$<s however came into the picture with a passage of the &$<ing 1ct of 2GCC in @ngland. In India however modern &$<ing started when the @nglish agency houses in (alcutta and >ombay began to serve as &$<ers to the @ast India (ompany and the &industan &$< was the first &$<ing institution of its kind to be established in 2FFH. 2.( GRO&T) OF )U6ING INDUSTR= : The &$<ing scene in the country has undergone a sea change since the nationali#ation of 2D major commercial &$<s in 2HEH. The industry has grown not only in terms of si#e of its operations and the number of &$< branches but also in terms of its

functional diversification. This multi'dimensional growth unparallel in any developing country was accompanied by many organi#ational changes. It also necessitated sound management of human resources. &uman resources therefore are the key resource which influence to a large e-tent the attainment of a &$<:s objectives. +oreover the increasing comple-ities in the &$<ing industry since 2HGI have made this aspect of management even more crucial. This leads one to the !uestion of personnel policies job satisfaction etc. The performance of an employee and his job satisfaction are interdependent. >oth these depend in turn upon a number of factors because man never works in a vaccum. Since employer'employee conflicts are real and comple- most managements are concerned about the job satisfaction of their employees. &)AT IS A )U6A 1 &$< is a profit'seeking business firm dealing in money and credit. It is a financial institution dealing in money in the sense that it accepts deposits of money from the public to keep them in its custody for safety. So also it deals in credit i.e. it creates by making advances out of the funds received as deposits to needy people. It thus functions as a mobiliser of savings in the economy. 1 &$< is therefore like a reservoir into which flow the savings the idle surplus money of households and from which loans are given on interest to businessmen and others who need them for investment or productive uses. 1 &$< is an important institution of the money market as it gives short'term loans to its customers. +ost commonly &$<s have been defined as dealers in debt. This definition of course more aptly describes a &$<:s activities. Sayers more clearly states. 9,e can define &$< as an institution whose debts )&$<s deposits* are widely accepted in settlement of other people:s debts to each other.

1 &$<ing company in India has been defined in the &$<ing (ompanies 1ct 2HDH as one B/,ic, t"ansacts t,! b#sin!ss of )U6ing /,ic, $!ans t,! acc!1ting C fo" t,! 1#"1os! of !n0ing o" in2!st$!ntC of 0!1osits of $on!+ f"o$ t,! 1#b icC "!1a+ab ! on 0!$an0 o" ot,!"/is! an0 /it,0"a/ ab ! b+ c,!.#!C 0"aftC o"0!" o" ot,!"/is!D 1cceptance of che!ue able demand deposits and lending them to others are the two distinctive features of a &$<ing institution. )U6 REGU6ATION The &$<ing industry has e-perienced substantial changes in recent years. The industry has become more competitive due to deregulation. Today &$<s have much fle-ibility on the services they offer the locations where they operate and the rates they pay depositors for deposits. 1lthough generally viewed as favourable this fle-ibility is creating intense competition among &$<s and even between &$<s and other financial institutions that now offer &$< services. &$<s have recogni#ed the potential benefits from economics of scale and economics of scope. +any &$<s have e-panded across the country by opening new branches or making ac!uisitions in an attempt to use their resources efficiently. %thers have diversified across services to capitali#e on economics of scope. +any &$<s have e-panded beyond their traditional &$<ing business and now offer other financial services. &$< regulators have attempted to manage the speed of integration between &$<s and other financial service firms. &$< regulation is needed to protect customers who supply funds to the &$<ing system. >y preventing &$< runs that might occur if customers became concerned about the safety of their deposits regulation ensures a safer &$<ing environment. 5egulators also attempt to enhance the safety of the &$<ing system by overseeing individual &$<s. The regulators do not attempt to manage individual &$<s but do impose some discipline so that &$<s assuming more risk are default. That is regulators are shifting more of the burden of risk assessment to the individual &$<s themselves. This chapter e-plains the

regulatory structure and the key regulatory events that have had the greatest impact on commercial &$<ing operations. REGU6ATION OF )U6 O&NERS)I4 (ommercial &$<s can be independently owned or owned by a holding company. 1lthough some multi &$< holding companies )owning more than one &$<* e-ist one' &$< holding companies )>&(s* are more common. +ore &$<s are owned by holding companies than are owned independently. The popularity of the holding company structure stems from 2HFI when amendments to the &$< &olding (ompany 1ct of 2H6E were enacted allowing >&(s to participate in various non'&$<ing activities such as leasing mortgage &$<ing and data processing. 1s a result >&(s have greater potential for product diversification. 2.3 ORGANISATION AND STRUCTURE OF )U6S :@ &$< are named after their way of functioning whether they have one office or more officesJ whether they are controlled by a holding company or by individuals and family members etc. If a &$< has only one office in which all its business operations are carried on then it is called as the Unit )U6. %n the contrary B"anc, )U6ing is so because a single &$< si engaged in the &$<ing business through the operation of two or more branches located at different places. G"o#1 )U6ing occurs when the operations of two or more &$<s are controlled by a holding company. The C,ain )U6ing system is named after the controlling of the operations of two or more &$<s by an individuals member of the family or other closely associate persons. a* UNIT )U6ING :@ This system of &$<ing is prevalent in the $nited States of 1merica. The growth of unit &$<ing severely restricted by the government of the $S1 for fear of monopoly and therefore they are not allowed to spread out their branches. The unit &$<s generally operate in small town and cities and are thus named as country &$<s and city &$<s in turn have their deposits in other &$<s in the same city and in the &$<s operating in metropolitan cities.

b*

BRANC) )U6ING :@ The branch &$<ing is the backbone of the &$<ing operations in many countries.

1 branch &$<ing system is one where a &$< shall have an enormous number of &$<s all over the country or an area including a number of &$<s in the same city or town. The branches have their head office in a principal city. Though in India a &$< is allowed to open its branches in any part of the county it is not the case with $S1. In united status of 1merica a branch &$< is allowed to open its branches only in the particular state where its head office is situated. c* GROU4 )U6ING :@ It is an e-clusive feature of the &$<ing system of the $nited State of 1merica though a few other countries have also started following this method in recent times. The establishment of holding companies to control simultaneously two or more separately charted &$<s is called the group &$<ing system. The holding company may not necessarily be a &$<. %n the contrary it can even be a financial institution or an organi#ation of various interests. The holding company ac!uires its control either by having 36 percent ownership or by having control over two or more &$<s. The holding company is called the parent company and the &$<s are called the operating companies. The parent company obviously controls the management of the operating companies under the group but each &$< is given the privilege to maintain its separate name and entity as before i.e. before coming under the control of the parent company. "inally the parent company may even be one of the operating companies. 0* C)AIN )U6ING :@ This is also a specific feature of the &$<ing system of the $nited State of 1merica. $nder this system an individual or a group of individuals control two or more &$<s and in this aspect it differs from group &$<ing where the control is e-ercised by a holding company. 1 large number of stocks in commercial &$<s are owned by <ife Insurance companies Investment companies +utual Saving &$<s and even by the commercial &$<s themselves in their trust departments. The advantages and

shortcomings of the chain &$<ing system are the same as those of the group &$<ing system. !* MI>ED )U6ING :@ ,hen a commercial &$< grants loans both for the short'term and long'term periods to trade industry and commerce etc. it is called mi-ed &$<ing functions. This system is in operation in countries like +ethulands >elgium &ungary etc. In India the &$<ing system is called the mi-ed &$<ing. f* CORRES4ONDING )U6ING :@ $nder this system the &$<s maintain a correspondent relationship with one another and thereby earn a number of facilities and hence can serve their customers better than if each were working alone. "or e-ample the &$<s in rural areas here their deposits &$<s in cities and towns and the city &$<s intern have deposits in the State &$<s of the same city and other cities. $nder this system the small &$<s are given some facilities of purchase of securities etc. It has the combined advantage of both the unit and branch &$<ing systems. The drawback of this system is however negligible. T=4ES OF )U6 : The &$<ing business has a wide range of applications that give rise to a lot of scope for speciali#ation. The speciali#ation is the main cause for the e-istence of different types of &$<s which can be seen as follows. a* COMMERCIA6 )U6S :@ The e-istence and operation of the commercial &$<ing system is the commonest form of &$<ing institution all over the world. The &$<:s chief customers are their depositors. The current accounts from a major portion of the total deposits under this system. (he!ues are the most fre!uently used form of credit instrument in commercial &$<s. The loans and advances are made mainly for short periods. b* SA8ING )U6S :@

1s the name suggests the saving &$<s consists of deposits mainly by small savers. The saving &$<s imposes certain limitation on its customers for withdrawal of cash from their deposits. "or instance the customers are re!uired to come in person with their passbooksJ the ma-imum amount to which money can be drawn in a given period of time is also limited. There is a small interest given on the small savings by the customers. In India the postal savings scheme can be cited as an e-ample for such saving &$<s operations. c* MORTGAGE )U6S :@ The long'term loans are granted on mortgages of one:s property or real estate and the organi#ation which indulges in such lending on mortgages is termed a mortgage &$<. In India the land mortgage &$< have been introduced mainly to grant loans to farmers and agriculturalists on the mortgage of their properties. 0* IN8ESTMENT )U6S :@ The investment &$<s help the investors by providing paid'up capital for them to establish an industry or any other business undertaking. The investment &$<s purchase the stocks and shares of the newly established joint'stock companies and thus make investment in them on a long'term basis. $nder the investment &$<ing system the deposits are received and loans are made only for long periods of time.

!*

COO4RATI8E )U6S :@ It is an e-cellent e-ample of how people of the profession can come together

pool their resources and help each other in time of crises. The cooperative &$<s are working in the rural and semi'urban areas. <oans are granted to its members on the basis of personal security. f* E>C)ANGE )U6S :@ These are only commercial &$<s doing the normal &$<ing business functions but are so called because they have their head offices abroad. In addition to the general commercial &$<ing functions they undertake foreign e-change business in big way. g* CONSUMER )U6S :@ These are the consumer cooperative societies that provide loan facilities for their members individuals to buy any durable consumer good of their choice. The membership is accorded on the opening of an account by an individuals with the society. 1 nominal rate of interest is charged for the loans granted to its members. ,* T)E CENTRA6 )U6S :@ The central &$<s of any country is a note issuing and controlling authority. It is the &$<ers &$<er and also the government &$<er. It does not have any direct dealings or &$<ing business with the public and it never operates on the criterion of earning profits. 1part from the above there are a number of types of &$< vi#. insurance e-port and import house building societies etc. +oreover many &$<s perform more than one kind of activity. "or e-ample a commercial &$< may undertake the foreign e-change business or loans and advances for housing on a long'term basis etc. >ut generally the &$<s are classified into various types on the basis of their speciali#ed functioning in a particularly field. i* 4RI8ATE )U6S :

=rivate &$< can be independently owned or owned by a holding (o. +ore &$<s are owned by holding companies than are owned independently. The popularity of the holding company structure stems from 2HFI when amendments to the &$< &olding (ompany 1ct of 2H6E were enacted They are doing the same activities like acceptance of deposit lending of funds use of che!ue system which are all done by the public &$<s. FUNCTIONS OF )U6S : (ommercial &$<s perform several crucial functions which may be classified into two categories . )a* =rimary function and )b* Secondary functions. 4"i$a"+ )U6ing f#nctions of the commercial &$<s include . 2. 1cceptance of deposits from the publicJ 3. <ending of fundsJ C. $se of che!ue systemJ and D. 5emittance of funds

1.

ACCE4TANCE OF DE4OSITS FROM T)E 4UB6IC :@ 1cceptance deposits is the primary function of a &$<. >y receiving deposits

from the public commercial &$<s mobili#e savings of the household sector. &$<s generally accept deposits in three types of accounts. )i* (urrent 1ccountJ )ii* Savings 1ccount and )iii* "i-ed 7eposits 1ccount. 2. 6ENDING OF FUNDS :@ 1nother major function of &$<s is to e-tend loans and advances out of the money which comes to them by way of deposits to business and entrepreneurs against approved securities such as gold or silver bullion government securities easily saleable stocks and shares and marketable goods. &$< advances to customers may be made in many ways . )i* overdrafts )ii* cash credits )iii* discounting trade bills )iv* money'at'call or very short'term advances )v* term loans )vi* consumer credit )vii* miscellaneous advances. (. USE OF C)EEUE S=STEM : It is a uni!ue feature and function of &$<s that they have introduced the che!ue system for the withdrawal of deposits. There are two types of che!ues . )i* the bearer che!ue and )ii* the crossed che!ue.

3.

REMITTANCE OF FUNDS : &$<s on account of their network of branches throughout the country also

provide facilities to remit funds from one place to another for their customers by issuing &$< drafts mail transfers or telegraphic transfers on nominal commission charges. In addition to these &$<s perform a multitude of other non'&$<ing functions which may be classified as )1* agency services and )>* general utility services. A* AGENC= SER8ICES : &$<ers perform certain functions for and on behalf of their customers such as . )a* To collect or make payments for bills che!ues promissory notes interest dividends rents subscriptions insurance premia etc. "or these services some charges are usually levied by the &$<s. )b* To remit fund on behalf of the clients by drafts or mail or telegraphic transfers. )c* )d* To act as e-ecutor trustee and attorney for the customer:s well. Sometimes &$<ers also employ income'ta- e-perts not only to prepare income ta- returns for their customers but also to help them to get refund of income ta- in appropriate cases. )e* To work as correspondents agents or representatives of their clients. %ften &$<ers obtain passports traveler:s tickets secure passages for their customers and receive letters on their behalf. B* GENERA6 UTI6IT= SER8ICES :@ +odern commercial &$<s usually perform certain general utility services for the community such as

)a*

<etters of credit may be given by the &$<s at the behest of the importer in favour of the e-porter.

)b*

&$< drafts and traveler:s che!ues are issued in order to provide facilities for transfer of funds from one part of the country to anotherJ

)c*

&$<s may deal in foreign e-change or finance foreign trade by accepting or collecting foreign bills of e-changeJ

)d*

&$<s may act as refers with respect to the financial standing business reputation and respectability of customers.

)e*

Shares floated by government public bodies and corporations may be under written by &$<sJ

)f*

(ertain &$<s arrange for safe deposit vaults so that customers may entrust their securities and valuables to them for safe custody.

)g*

&$<ers also compile statistics and business information relating to trade commerce and industry. Some &$<s may publish valuable journals or bulletins containing research on financial economic and commercial matters.

2.5

INDIAN )U6ING AND )UMAN RESOURCE MANAGEMENT :@ &uman 5esource management )&5+* as a function is getting more and more

popularity. 1lmost all the organi#ations by now have established either new departments to perform this function or at least have added new roles to their personnel department. In the coming time this function will certainly draw wider attention and become !uite important as it offers scopes for self'renewal of organi#ation. &uman resource management of the &$<ing sector in India reflects the many ramifications of growth. ,ith a view to recruit !ualified persons in the &$<s and to ensure their career development enhance their administrative capacity motivate them to contribute their best and to improve the overall efficiency of the &$<ing system it is very much necessary to have a properly designed central machinery in all the &$<s for human resource management.

In view of the continuous deterioration in profitability of &$<ing operations wage revision from time to time of &$< employees and its conse!uent impact on profit made it imperative for &$<s to ensure optimum utili#ation of human and other resources. Since the nationali#ation in changing role the &$<s are re!uired to e!uip their staff in various new competencies and accordingly relevance of training has increased in the human resource management. The &$<ing industry has reali#ed in mid seventies and started looking for a supplementary mechanism for developing human resource and thus &57 found importance in &$<ing industry. 1 need e-ists to develop an accounting or information system in &$<s which will reflect the current condition and changes in the &$<:s human assets. The nationali#ed &$<s provide training to cent per cent of its officers as well as clerical staff. %ne of the most important elements responsible for the success of any organi#ation is 9motivation;. There are several motivational techni!ues used by &$< e-ecutive to motivate their personnels. 7ifferent people want different type of treatment from their superiors so an appropriate treatment is necessary for satisfaction. The increasing comple-ities in the &$<ing industry have made the aspect of management more crucial and also lead to the !uestion of job satisfaction among &$< employees. The performance of an employee and his job satisfaction are independent. >oth these depend in turn upon a number of factors because man works in a vaccum. Since employer' employee conflicts are real and comple- most management are concerned about the job'satisfaction of their employees. In India &$<s are important financial institution for achieving economic development and social upliftment. =lanning and human resource development assumes great significance in labour intensive industry like &$<ing. =ublic Sector &$<s in our country have shown a good deal lf interest in designing and using &57 system and mechanisms for improving effectiveness of their employees. In public sector &$<s the focus of human resource development )&57* efforts to develop versatility and ensure flowering of potential of the individual through innovations. In reali#ation of these objectives these &$<s introduced Luality (ircles for team building and work life

improvement circle management and branch management boards as a training ground for developing analytical and decision making skills for all levels of personnel involvement of cross section of people in decision making process for wider participation in policy formulation meditation room for creative thinking and organi#ational renewal. &$<s has given continued emphasis of versatility development through study circles brainstorming session purposeful staff meeting at their branches effective Job rotation by formal one year advance planning encouragement to self'development through incentives and bringing out knowledge booklets like counseling techni!ues &57 compendium etc. +anagement K $nion relations in Indian &$<s ac!uired new direction in years. The trade union communication is basically associated with establishing link between employer:s and employees so as to reduce the gap between two factors of management process. &$< employees are usually white collar literate employees who are !uite cautious about their rights and duties. ,hat role the trade unions communications plays in building up good industrial relations developing employees knowledge about management:s approach towards workers at large and overall working conditions. In recent years several new innovations took place in industrial relations in &$<ing sector. Luality (ircles plays a dominant role in making an organi#ation efficient and effective through increased employees participations. In &$<ing industry at the branch level the >ranch +anager acts as the coordinator. The ?"acilitator: who is nominated by the >ranch manager provides guidelines regarding the functioning of the Luality (ircle. The another innovation in the industrial relation in the &$<ing sector is the concept of !uality of work life. The basic issue involved in the philosophy of !uality of work life is that do better what available to use and work smarter and happier but not harder. The concept of worker:s participation in management referred to share in decision making power. Indian &$<s particularly public sectors &$<s are considered to be among the principal public sector organi#ations where the scheme of worker:s

participation in management has been implemented. In 2HFC the relevant provisions of the State &$< of India 1ct 2H66 and the State &$< of India )subsidiary &$<s* 1ct 2H6H.

C)A4TER @ III RESEARC) MET)ODO6OG=

C)A4TER F III RESEARC) MET)ODO6OG= (.1 STATEMENT OF T)E 4ROB6EM :@ The concept of job satisfaction and its conse!uences are e-tremely important for any industrial/service organi#ation. It entirely depends upon the organi#ation concerned to enhance or lessen the job satisfaction among the employees. It is not only the job which can satisfy or dissatisfy but also a most of other factors which mainly contribute to job satisfaction comprise of organi#ational related factors and individual related factors. The organi#ation can increase the level of job satisfaction by providing better ?!uality of work life:. In the individual related factors the attitude of the employee towards the job as well as towards the organi#ation are the main contributors to the concept. The present topic has selected keeping in view its significance for the individuals the baking industry the society and the nation as a whole. (.2 OBJECTI8ES OF T)E STUD= :@ The main objective of the study is to analyse the attitude of the employees towards the job and the factors affecting it. &owever the subsidiary objectives which contribute to the attainment of main objectives are as under .' 2. To stress upon the vital significance of job satisfaction in the organi#ational development vis'M'vis individual development. 3. To analyse the measure of job satisfaction and subse!uently the factors contributing to it. C. To ascertain the degree of overall job satisfaction prevailing among the &$< employees. D. To review the attitude of the employees towards the &$<ing job and the &$<ing industry.

6.

To study the impact of different variables such as the occupational level age se- education and organi#ational climate on the various factors affecting job satisfaction and overall job satisfaction.

E.

To analyse the employee:s own views on factors to improve their job satisfaction.

(.(

MET)ODS OF DATA CO66ECTION : The study being e-ploratory in nature both types of data primary as well as

secondary have been used. The study is substantially primary data based which is collected through a E#!stionnai"! by applying Sa$1 ing T!c,ni.#!. &owever secondary data has been used as per re!uirement. T)E EUESTIONNAIRE : The data has been collected with the help of well structured closed !uestionnaire. 1part from personal information the !uestions from different aspects related to job and satisfaction are included in !uestionnaire. 1s a whole a total of C2 )2I !uestions from general and personal information 32 !uestions from job and satisfaction level* constitute the !uestionnaire. SAM46ING : Sampling si#e is restricted to 2II respondents working in different =ublic B =rivate &$<s of representative cities of &aryana B (handigarh. St"atifi!0 Ran0o$ Sa$1 ing has been applied while selecting the &$< branches and convenience sampling in case of respondents.

C)A4TER @ I8 ANA6=SIS AND INTER4RETATION OF DATA

ANA6=SIS AND INTER4RETATION OF DATA : Neeping in view the main and subsidiary objectives of the study the data collected through the !uestionnaire has been analysed and interpreted with the help of statistical tabulation by using average and percentage tools. Tabulation has been done in @-cel =ackage. (.3 SIGNIFICANCE OF T)E SUTD= : The observations and findings of the job satisfaction study are e-tremely useful for any organi#ation in general and for &$<ing industry in particular. >y discovering the attitude of the employees on various factors related to the job an organi#ation can correct unfavourable situations leading to higher level of job dissatisfaction. Immediate knowledge of the results act as a stimulating force though its effects are also related with the pattern of inter'personal relations in the organi#ations. "rom the job satisfaction studies it becomes possible to know the after K effects of specific incentives policies and programmes. It is also important for an intensive study of the influence of hours of work methods of wage payment !uality of work life personnel policies and practices union' management relations and structural organi#ation of the industry. 1s a whole the study give better is heights of the &$<ing industry as well as satisfaction level of the employees working in it. (.5 6IMITATIONS OF T)E STUD= :

The study on this project has been done with full efforts and uttermost care. >ut still there may be some limitations beyond control which might make the findings and conclusions in this study prove to some deviations from the actual results. These some limitations may be as follows .' "irst limitation of study was scarcity of time because time duration was very short for the project work. &ence only limited survey could be done. The sample si#e of 2II is too small to draw inference from survey. &ence it is too difficult to give concrete and clear'cut results. 7ue to small surface si#e some error may be there in the results of project. 5esponses from respondents may be different from actual views. 1s the study was conducted in small areas of only seven districts results evolving out may not be true at national level. 5espondents might have not disclosed their actual views because of keeping it secret. It is too difficult to convince the employees for filling the !uestionnaire.

1nalysis of data The information about the respondents general characteristics and satisfaction level have been collected with the help of a well structured !uestionnaire. 1ll the respondents were contacted personally and information was gathered. The information thus collected has been processed in different tables and analysis and interpretation have been made accordingly. The entire analysis has been categori#ed in two broad categories i.e. 0eneral characteristics of the respondents and related to job satisfaction information. personal (haracteristics of the 5espondents The observations of general characteristics of the respondents are very necessary to have proper assessment for the purpose. The responses of the employees are elicited through !uestionnaire on the following factors . 2. 3. C. D. 6. E. F. G. Se+arital Status Total length of service <ength of service in present job "amily (omposition +onthly Salary 1ge @ducational Lualification

1ll these factors are related with each other and collectively affects the satisfaction level of the employees.

2.

7istribution of 5espondents by se-

TAB6E NO. 1 O1tionGO"ganisation +ale "emale Tota 25 H1II* )DFC 36 )2II* ICICI 32 )GD* D )2E* 4NB 33 )GG* C )23* 25 H1II* SBI 36 )2II* TOTA6 HC F 1II

25 H1II*

25 H1II*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! The level of job satisfaction is also affected by the se- of the employee. Table 2 reveals that HCO of respondents were male and only FO were female.

3.

marital status of the respondents . TAB6E NO. 2

O1tionGO"ganisation +arried $nmarried Tota

)DFC 26 )EI* 2I )DI* 25 H1II*

ICICI G )C3*

4NB 36 )2II*

SBI 36 )2II*

TOTA6 FC 3F

2F )EG* 25 H1II* 25 H1II* 25 H1II*

1II

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! It has been generally noticed that the feeling of satisfaction and dissatisfaction is more e-posed by the married people may be because of their family responsibilities. Table 3 shows FCO respondents were married and 3FO were unmarried. $nmarried respondents were from private &$<s.

C.

@ducational !ualification of the respondents

TAB6E NO. ( O1tionGO"ganisation $nder'0raduate 0raduate =ost 0raduate =rofessional %thers Tota 25 H1II* 25 H1II* 25 H1II* 25 H1II* 1II D D )2E* )2E* 3 D )G* )2E* )DFC ICICI 4NB C )23* SBI C )23* TOTA6 E C6 2G D2

26 )EI* E 2 )3D* )D*

2D )6E* D D )2E* )2E*

2F )EG*

2H )FE*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! FOR T)E 4ROGRESS OF AN= ORGANIJATION AND NATIONC EDUCATION 46A=S AN INDIS4ENSAB6E RO6E. T)ERE IS A TENDENC= FOR T)E MORE EDUCATED &OR'ERS TO BE 6ESS SATISFIED AND CON8ERSE6= T)E 6ESS EDUCATED &OR'ERS TO BE MORE SATISFIED. TAB6E ( GI8ES A IDEA ABOUT T)E 6E8E6 OF EDUCATION OF T)E RES4ONDENTS. FROM )DFC K ICICI )U6S 7LM K 97M RES4ONDENTS &ERE 4ROFESSIONA6 AND IN SBI K 4NB 57M K 7IM &ERE GRADUATE.

D.

1ge 0roup of 5espondents TAB6E NO. 3

O1tionGO"ganisation >elow 36 yrs 36'C6 yrs C6'D6 yrs 1bove D6 yrs Tota

)DFC H )CE*

ICICI E )3D*

4NB 6 )3I*

SBI

TOTA6 3I

26 )EI* 2 )D*

2H )FE*

23 )DG* G )C3*

)2E*

6I 3C F 1II

2D )6E* F )3G*

25 H1II*

25 H1II*

25 H1II*

25 H1II*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! 1ge has its own role to assess the level of job satisfaction in any organi#ation. @very employee comes from a different age group affecting the overall satisfaction of the organi#ation. It can be seen from Table D that majority of the employees i.e. 6IO employees were in age group 36'C6 and 3CO respondents from C6'D6 age group.

5.

6ENGT) OF SER8ICE TAB6E NO. 5

O1tionGO"ganisation >elow 6 yrs 6'2I yrs 22'3I yrs 1bove 3I yrs Tota

)DFC 3C )H3* 3 )G*

ICICI 3D )HE* 2 )D*

4NB

SBI

TOTA6 DF

)D*

)2E*

G 3E 2H 1II

26 )EI* H 25 H1II* 25 H1II* )CE*

22 )DD* 2I )DI* 25 H1II*

25 H1II*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! <ength of service of an employee total as well as in the present job affects the satisfaction level to a greater e-tent. It is a well established fact that in case of stagnation a feeling of job dissatisfaction comes in the employees. I can be seen from table 6 that from &7"( and I(I(I &$<s respondents having e-perience below 6 years. In S>I B =A> &$<s respondents having e-perience between 22'3I years.

7.

4RESENT 4OSITION

TAB6E NO. 7 O1tionGO"ganisation >elow 6 yrs 6'2I yrs 22'3I yrs 1bove 3I yrs Tota (L H152* 25 H1II* )DFC 2H )FE* 2H )FE* ICICI 36 )2II* F )3G* E )3D* 4NB SBI TOTA6 DD C3 3G H 11(

26 )EI* C )23*

2C )63* E )3D*

25 H1II*

25 H1II*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! Table E shows the information regarding the length of service in present job. 5espondents of &7"( and I(I(I &$<s FEO B 2IIO can categori#ed as new recruiters because their total length of service in the present job is less than 6 years and in =A> B S>I &$<s EIO B 63O respondents were having e-perience in the present position between 22'3I yrs.

9KL. FAMI6= COM4OSITION OF T)E RES4ONDENT TAB6E NO. 9 O1tionGO"ganisation Single +ore than %ne Tota )DFC 2H )FE* E )3D* ICICI 3I )GI* 6 )3I* 4NB 2D )6E* 22 )DD* 25 H1II* SBI 2E )ED* H )CE* TOTA6 EH C2 1II

25 H1II*

25 H1II*

25 H1II*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! TAB6E NO. L O1tionGO"ganisation $pto 3 +ore than 3 $nmarried Tota 26 )EI* 25 H1II* 32 )GD* 25 H1II* 25 H1II* 25 H1II* )DFC 2I )DI* ICICI D )2E* 4NB 23 )DG* 2C )63* SBI F )3G* TOTA6 CC C2 CE 1II

2G )F3*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! Si#e of the family number of the working members and no. of dependents individually as well as collectively make a person satisfied B dissatisfied. Table F shows that in EHO of the cases single members were working. Table G shows that CEO of respondents were unmarried CCO of respondents were having dependents up to 3 only.

N.

MONT)6= SA6AR= OF T)E RES4ONDENTS

TAB6E NO. N

O1tionGO"ganisation 6III'2IIII 22III'3IIII 32III'CIIII C2III'DIIII Tota

)DFC 22 )DD* 2D )6E*

ICICI 26 )EI* H 2 )CE* )D*

4NB 3 )G*

SBI 6 )3I*

TOTA6 CC 6E 22 I

3I )GI* C )23*

2C )63* F )3G*

25 H1II*

25 H1II*

25 H1II*

25 H1II*

1II

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! Table H contains data on gross monthly salary of the employees. 6EO B CEO of respondents from &7"( B I(I(I &$<s GIO B 63O respondent from =A> and S>I &$<s got salary between 22III'3IIII DDO B EIO in private &$<s got between 6III' 2IIII.

2I. <evel of Job Satisfaction TAB6E 1I O1tionGO"ganisation "ully Indifferent =artially Aot Satisfied Tota )DFC 2E )ED* 3 E 2 )G* )3D* )D* 25 H1II* 25 H1II* 25 H1II* 6 )3I* ICICI 3I )GI* 4NB 2E )ED* H )CE* F )3G* SBI 2G )F3* TOTA6 FI 22 2G 2 1II

25 H1II*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! Job satisfaction is effect all the working employees in any organi#ation. If he is not satisfied with his job the performance of the organi#ation will be adversely affected. Table 2I reflects the attitudes of the employees regarding this matter which shows that FIO of the total respondents who were fully satisfied 2GO were partially satisfied and the rest 22O remained indifferent only 2O employees who were not satisfied with the job. In &7"( B I(I(I &$<s EDO B GIO respondents and from =A> B S>I EDO B F3O respondents were fully satisfied.

11.

FEE6ING OF SATISFACTION

TAB6E 11 O1tionGO"ganisation +ost of the time %ccasionally Aever Tota )DFC 2G )F3* E 2 )3D* )D* 25 1II 25 1II ICICI 2H )FE* E 3D 4NB 26 2I )EI* )DI* SBI 3I D 2 25 )GI* )2E* )D* 1II TOTA6 F3 3E 3 1II

25 H1II*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! TAB6E 11 COM4E6S TO NOTICE T)AT T)E MAJORIT= OF T)E EM46O=EES FEE6 SATISFIED &IT) T)EIR JOB MOST OF T)E TIMES I.E. 92MC 27M OF T)E RES4ONDENTS &ERE OCCASIONA66= SATISFIED )A8E T)IS FEE6ING OCCASIONA66=. 92M K 97M RES4ONDENTS FROM )DFC K ICICI )U6 AND 7IM K LIM FROM 4NB K SBI )U6S FEE6 SATISFACTION FROM T)EIR JOB MOST OF T)E TIME.

23.

Aature of Job vis'M'vis 1bility Interest (apabilities and 1ptitude of the 5espondents

TAB6E 12 O1tionGO"ganisation Pes Ao (an't Say Tota )DFC 2E )ED* 6 D )3I* )2E* 25 H1II* ICICI 2G )F3* F 3G 4NB 2H )FE* D 3 )2E* )G* SBI 33 )GG* 3 2 )G* )D* TOTA6 F6 2G F 1II

25 H1II*

25 H1II*

25 H1II*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! @very employee whether in a factory or in office prefers to have a job according to his ability. ,hen the standard of the job is in accordance with the ability and interest of the person doing that job then the job gives more satisfaction which conse!uently leads towards the success of the organi#ation. So for this purpose it has been noticed from the Table 23 that F6O of the respondents were satisfied with the nature of the job 2GO are not satisfied while FO can:t say anything. In private &$<s &7"( B I(I(I EDO B F3O B in public &$<s =A> B S>I FEO B GGO respondents were satisfied with their nature of job.

1(.

AS4ECT OF T)E JOB &)IC) IS 6I'ED MOST

TAB6E NO. 1( O1tionGO"ganisation Aature of the job )DFC 2C )63* )23* )D* )G* )23* )G* )D* 6 E F )3I* )3D* )3G* 2 3 2 )D* )G* )D* ICICI F )3G* 4NB F )3G* SBI E 2 2 3 2 G E )3D* )D* )D* )G* )D* )C3* )3D* TOTA6 CC D C E 2I 3F 2F 1II

>ehaviour of the SubordinateC =erks Type of +anagement Salary 2 3 C

5eputation of %rganisation 3 ,orking (ondition Tota 2

22 )DD* C )23*

25 H1II*

25 H1II*

25 H1II*

25 H1II*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! @mployees do a particular job due to their liking for its certain aspects. This is the only reason that they don:t want to change their profession. Table 2C shows that nature of job is liked most by the respondents )i.e. CCO* 3FO respondents like the reputation of organisation and rest like the other aspects.

13.

CA4ABI6ITIES 4RO4ER UTI6ISED

TAB6E NO. 13 O1tionGO"ganisation Pes Ao (an't Say =artially Tota )DFC 23 )DG* 2 H C )D* )CE* )23* F )3G* ICICI 2F )EG* 2 )D* 4NB 2E )ED* 6 C 2 )3I* )23* )D* G )C3* SBI 2F )EG* TOTA6 E3 F 23 2H 1II

25 H1II*

25 H1II*

25 H1II*

25 H1II*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! Table 2D shows that E3O respondents thought that their capabilities were properly and 2HO of the view that their capabilities were partially utili#ed. In &7"( B I(I(I &$< DGO B EGO respondents and in =A> B S>I EDO B EGO respondents thought that their capabilities were properly utili#ed.

15. SATISFACTION OF T)E RES4ONDENTS FROM T)E SA6AR= TAB6E NO. 15 O1tionGO"ganisation Pes Ao (an't Say Tota )DFC 2F )EG* E 3 )3D* )G* 25 H1II* ICICI 3I )GI* 6 )3I* 4NB 2H )FE* 6 2 )3I* )D* SBI 2H )FE* C C )23* )23* TOTA6 F6 2H E 1II

25 H1II*

25 H1II*

25 H1II*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! $ndoubtedly ,ages and Salary are the most important factors in determining the level of job satisfaction. @conomically satisfied workers will definitely be more satisfied with their job. Table 26 shows that EGO B GIO respondents from &7"( B I(I(I &$<s FEO each from =A> B S>I were satisfied from their salary.

17.

ADDITIONA6 4ER'S A8AI6AB6E TO T)E RES4ONDENTS

TAB6E NO. 17 O1tionGO"ganisation +edical 1llowance &51 >onus Scooter/(ar +aintenance Schooling 71 1ccommodation "urniture =" Aewspaper 1llowance 0ratuity $niform Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! 1dditional perks definitely play an indispensable role in motivating the employees at work. So it very essential to provide different types of additional perks according to re!uirements of the employees. Table Ao. 2E reveals that the no. of respondents from each &$< who were getting additional perks in addition to their salary. In public &$<s respondents were getting more perks rather than private &$<s. 19. 4RO4ER RECOGNITION AT )U6 2G 2 2H 2 3 )DFC 3I 2H 23 G ICICI 32 3I 2F C 2 3D 3 2 3C 2 E 6 F 3C C G 3C C 26 4NB 3I 3D SBI 2G 32

TAB6E NO. 19 O1tionGO"ganisation )DFC ICICI 4NB SBI TOTA6

Pes Ao (an't Say =artially Tota

32 )GD* 3 3 )G* )G*

32 )GD*

3I )GI* 2 3 )D* )G* )G*

36 )2II*

GF C D E

D 25 H1II*

)2E*

25 H1II*

25 H1II*

25 H1II*

1II

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! Table 2F shows that GFO respondents were getting proper recognition at their &$< and EO were getting partial recognition.

1L.

SA6AR= K 4ER'S IN 4RO4ORTION TO T)E &OR' DONE

TAB6E NO. 1L O1tionGO"ganisation Pes Ao Tota )DFC 2H )FE* E )3D* ICICI 2G )F3* F )3G* 4NB 2F )EG* G )C3* SBI 3D )HE* 2 )D* TOTA6 FG 33 1II

25 H1II*

25 H1II*

25 H1II*

25 H1II*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! The employees who are paid ade!uately will be more satisfied than those who are paid less. The responses of the employees under the study in this case is shown in the Table 2G. FEO B F3O respondents from &7"( B I(I(I &$<s EGO B HEO respondents find their salary B perks in proportion to their work others don:t find according to their work.

1N.

FU6FI66MENT FROM SA6AR=

TAB6E NO. 1N O1tionGO"ganisation )DFC )CE* )C3* )3I* )23* 25 H1II* 25 H1II* ICICI 2D )6E* D F )2E* )3G* 4NB 2F )EG* E 3 )3D* )G* SBI 26 )EI* E C 2 )3D* )23* )D* TOTA6 66 3D 2F D 1II

>asic necessities of the life H 1ll the family demands 7ecent standard of living <u-uries of the life Tota G 6 C

25 H1II*

25 H1II*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! Table 2H shows that CEO B 6EO respondents from &7"( and I(I(I &$<s EGO B EIO respondents from =A> B S>I &$<s were able to meet all basic necessities of the life out of their salary C3O B 2EO respondents from &7"( and I(I(I &$<s and 3DO from each =A> BS>I had responded that they were able to fulfill all the family demands.

2I.

ATTENTION TO FAMI6=C RE6ATI8ES AND FRIENDS

TAB6E NO. 2I O1tionGO"ganisation Pes Ao Tota )DFC 2G )F3* F )3G* ICICI 2H )FE* E )3D* 4NB 32 )GD* D )2E* SBI 33 )GG* C )23* TOTA6 GI 3I 1II

25 H1II*

25 H1II*

25 H1II*

25 H1II*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! Table 3I shows that GIO respondents from all the &$<s have enough time to pay attention to their family relatives and friends 3IO respondents have no time to pay attention to their family relative and friends.

21

SATISFACTION FROM 4ROMOTION 4O6ICIES

TAB6E NO. 21 O1tionGO"ganisation "ully Indifferent =artially Aot Satisfied Tota 25 H1II* 25 H1II* )DFC 2D )6E* 3 H )G* )CE* ICICI 22 )DD* 6 H )3I* )CE* 4NB F 2 F )3G* )D* )3G* SBI H 2 )CE* )D* TOTA6 D2 H C6 26 1II

2I )DI* 6 )3I*

2I )DI* 25 H1II*

25 H1II*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! The =romotion policies affect the satisfaction level of the employees to a great e-tent. Their e-istence will yields feelings of satisfaction. Table 32 shows that 6EO B DDO respondents from &7"( B I(I(I &$<s 3GO B CEO respondents from =A> B S>I &$<s were fully satisfied CEO B CEO respondents from &7"( B I(I(I &$<s 3GO B DIO respondents from =A> B S>I were partially satisfied.

22.

SATISFACTION FROM TRANSFER 4O6ICIES

TAB6E NO. 22 O1tionGO"ganisation "ully Indifferent =artially Aot Satisfied Tota )DFC 2D )6E* 3 F 3 )G* )3G* )G* ICICI 2I )DI* D H 3 )2E* )CE* )G* H C )CE* )23* 4NB 2C )63* SBI G 3 )C3* )G* TOTA6 D6 G CE 22 1II

22 )DD* D )2E*

25 H1II*

25 H1II*

25 H1II*

25 H1II*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! Table Ao. 33 shows that 6EO B DIO respondents from &7"( B I(I(I &$< and 63O B C3O respondents from =A> B S>I &$<s were fully satisfied from the transfer policy of the &$<.

2(.

FUTURE OF )ONEST AND )ARD &OR'ING EM46O=EES

TAB6E NO. 2( O1tionGO"ganisation Pes Ao Tota )DFC 32 )GD* D )2E* ICICI 3I )GI* 6 )3I* 4NB 2F )EG* G )C3* 25 H1II* SBI 36 )2II* TOTA6 GC 2F 1II

25 H1II*

25 H1II*

25 H1II*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! Table 3C shows that GCO respondents from all the &$<s thought that honest and hard workers have bright future in &$<s.

23.

C)ANGE OF JOB

TAB6E NO. 23 O1tionGO"ganisation Pes Ao Tota )DFC 3 )G* ICICI D )2E* 4NB F )3G* SBI D )2E* TOTA6 2F GC 1II

3C )H3* 25 H1II*

32 )GD* 25 H1II*

2G )F3* 25 H1II*

32 )GD* 25 H1II*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! It is very difficult to find out after all why a particular employee wants to change his job or profession. GCO respondents from all the &$<s did not want to change their job. In private &$< &7"( B I(I(I H3O B GDO and in =ublic &$<s =A> B S>I F3O and GDO respondents did not want to change their job.

25.

FEE6ING FOR C)ANGING T)E JOB AND ITS REASONS

TAB6E NO. 25 O1tionGO"ganisation Aature of the job @conomic reasons ,orking conditions +erit is not rewarded @-ploiting attitude of +gt. Tota 2 HL* 3 H17* 9 H2L* 3 H17* 19 2 )D* 2 )D* )DFC 2 )D* ICICI 2 )D* 3 )G* D )2E* C )23* 4NB SBI 3 )G* 2 )D* 2 )D* TOTA6 D C 6 6

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! +an is an ever wanting animal. &is needs go on changing from time to time. @very person wants his work to be recogni#ed by his superiors. >ut if everybody is treated on the same footing then good persons will not like to put their best efforts and it will lead to dissatisfaction and thus causes turnover of the employees. 5espondents wants to change their job because of the nature of the job merit is not rewarded or working condition.

27.

JOB ASSIGNMENT

TAB6E NO. 27 O1tionGO"ganisation >oring B +ontonous Tolerable @njoyable 7on't (are Tota )DFC D 3 )2E* )G* ICICI 2 C )D* )23* 4NB 2 )D* SBI 3 6 )G* )3I* TOTA6 G 32 FI 2 25 H1II* 25 H1II* 25 H1II* 1II

22 )DD* 2C )63*

2G )F3* 2 )D*

32 )GD*

2G )F3*

25 H1II*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! The <evel of job satisfaction is also affected by the present job assignment of the employee. The table 3E shows that F3O B GDO respondents from &7"( B I(I(I &$<s 63O B F3O respondents from =A> B S>I &$<s feel their present job assignment enjoyable.

29.

C)ANGE IN DUTIES

TAB6E NO. 29 O1tionGO"ganisation To large e-tnet To some e-tent Aot at all Tota )DFC 2C )63* E E )3D* )3D* ICICI 2C )63* E E )3D* )3D* 4NB E )3D* SBI 2I )DI* 2I )DI* 6 )3I* TOTA6 D3 CE 33 1II

2D )6E* 6 )3I*

25 H1II*

25 H1II*

25 H1II*

25 H1II*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! Table 3F shows that 63O each from &7"( B I(I(I &$<s 3DO B DIO respondents from =A> B S>I &$<s felt happy to change in duties make them happy to large e-tent.

2L

SATISFACTION FROM &OR'ING EN8IRONMENT

TAB6E NO. 2L O1tionGO"ganisation Pes Ao Tota )DFC 3D )HE* 2 )D* ICICI 3C )H3* 3 )G* 4NB 3I )GI* 6 )3I* SBI 3C )H3* 3 )G* TOTA6 HI 2I 1II

25 H1II*

25 H1II*

25 H1II*

25 H1II*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! @nvironment at working place contributes a big deal in determining the level of job satisfaction of the employees working in any organi#ation. Table 3G reflects the HEO B H3O respondents from &7"( B I(I(I &$<s GIO B H3O respondents from =A> B S>I &$<s fully satisfied with their working environment.

2N

SATISFACTION FROM &OR'ING 46ACE

TAB6E NO. 2N O1tionGO"ganisation Tense 0enerally Aormal )DFC C )23* ICICI 2 )D* 4NB 2E )ED* SBI 2 )D* TOTA6 32 DI CH 1II

2D )6E* )C3*

2E )ED* G )C3* H )CE*

2I )DI* 2D )6E* 25 H1II*

&armonious B (o'operativeG Tota

25 H1II*

25 H1II*

25 H1II*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! Table 3H reflect that 6EO B EDO respondents from =rivate &$<s &7"( B I(I(I and DIO respondents from S>I &$< found overall environment in their working place generally normal.

(I.

4ERCE4TION ABOUT SENIORS

TAB6E NO. (I O1tionGO"ganisation (o'%perative Aon'(operative (onsiderate Aon'considerate Tota 3 3 )G* )G* 25 H1II* 25 H1II* 25 H1II* )DFC 32 )GD* ICICI 2G )F3* 2 E )D* )3D* 4NB 32 )GD* D )2E* SBI 3I )GI* 6 )3I* TOTA6 GI 2I G 3 1II

25 H1II*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! >ehaviour of the seniors contributes greatly towards job satisfaction. If the superiors are co'operative B considerate then the employees obviously withdraw more satisfaction from their jobs. Table CI shows that in &7"( B I(I(I GDO B F3O respondents =A> B S>I GDO B GIO respondents felt that there seniors were co' operative.

(1.

RE6ATION &IT) SU4ERIORS

TAB6E NO. (1 O1tionGO"ganisation @-cellent 0ood 1verage >ad Tota 25 H1II* 25 H1II* 25 H1II* 25 H1II* )DFC G )C3* ICICI 2I )DI* 2C )63* 3 )G* 4NB 2C )63* H C )CE* )23* SBI 23 )DG* 2C )63* TOTA6 DC DH G I 1II

2D )6E* C )23*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! @mployees are always very susceptible to the behaviour of their bosses. Interpersonal relations between seniors and juniors do have bearing on job satisfaction. Table C2 gives an idea of relations between the employees and their superiors. In &7"( B I(I(I &$<s C3O B DIO respondents =A> B S>I &$<s 63O B DGO respondents having e-cellent relation. 6EO B 63O respondents from &7"( B I(I(I &$<s CEO B 63O respondents in =A> B S>I having good relation.

(2.

4ARTICI4ATION OF T)E EM46O=EES

TAB6E NO. (2 O1tionGO"ganisation +onthly %ccasionally 5arely Aever Tota D )2E* 25 H1II* )DFC G )C3* ICICI G )C3* 4NB H )CE* SBI G )C3* TOTA6 CC 6G D 6 25 H1II* 1II

2C )63*

2F )EG*

2C )63* 3 2 )G* )D*

26 )EI* 3 )G*

25 H1II*

25 H1II*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! ,hen a superior discusses organi#ational matters with the employees it gives the employees a sense of being responsible person in the organi#ation. So the superiors help them in satisfying psychological needs such an action an part of superior adds to the job satisfaction. Table C3 shows that in all the organi#ations 6GO respondents take participation occasionally in discussing the organisation matter.

((.

DISSATISFIED AS4ECTS OF T)E JOB

TAB6E NO. (( O1tionGO"ganisation Aature of the job +gt. =olicies &ours of ,ork ,orking (onditions timing of ,ork Tota )DFC G 3 G D C )C3* )G* )C3* )2E* )23* ICICI 3 2 )G* )D* 4NB E )3D* SBI 6 D E F C 25 H1II* )3I* )2E* )3D* )3G* )23* TOTA6 32 2H 3G 2G 2D 1II

23 )DG* 3 6 )G* )3I*

23 )DG* 3 G )G* )C3*

25 H1II*

25 H1II*

25 H1II*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! Ao single human being had ever born who is always satisfied with the various aspects of life. Table CC reflect in &7"( &$< C3O respondents were dissatisfied with nature of job or the hours of work in I(I(I &$<s DGO respondents were dissatisfied from hours of work in =A> DGO respondents from management policy 3GO respondents dissatisfied from working condition in S>I &$<.

(3.

TRAINING 4ROGRAMME

TAB6E NO. (3 O1tionGO"ganisation %ne in a while we need %ccasionally we need +ost of the time Aever Tota )DFC 22 )DD* G C C )C3* )23* )23* ICICI 23 )DG* F 2 6 )3G* )D* )3I* 4NB 2I )DI* 2I )DI* 3 C )G* )23* 25 H1II* SBI 23 )DG* G 6 )C3* )3I* TOTA6 D6 CC 22 22 1II

25 H1II*

25 H1II*

25 H1II*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! Table CD shows that in all the &$<s D6O respondents felt that for improving their performance they need training programme once in a while CCO occasionally 22O most of the time 22O felt that they have never need training programme for improving their performance.

(5.

BOOS S)O& INTEREST IN SO68ING 4ROB6EMS

TAB6E NO. (5 O1tionGO"ganisation %ften 8ery %ften %nce in a while Tota )DFC 2D )6E* E 6 )3D* )3I* ICICI 26 )EI* E D )3D* )2E* 4NB 2E )ED* C E )23* )3D* SBI 3I )GI* C 3 )23* )G* TOTA6 E6 2G 2F 1II

25 H1II*

25 H1II*

25 H1II*

25 H1II*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! Table C6 shows that 6EO B EIO respondents from &7"( B I(I(I EDO B GIO respondents from =A> B S>I &$<s felt that their boss often show interest in solving their personal and family problems.

(7.

SA6AR= SUFFICIENT TO MEET FAMI6= REEUIREMENTS

TAB6E NO. (7 O1tionGO"ganisation 1gree Aeutral 7isagree Tota )DFC G )C3* ICICI 2D )6E* 22 )DD* 4NB 2D )6E* 22 )DD* SBI 2G )F3* F )3G* TOTA6 6D DD 3 25 H1II* 25 H1II* 25 H1II* 1II

26 )EI* 3 )G*

25 H1II*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! Table CE shows that C3O B 6EO respondents from &7"( B I(I(I &$<s 6EO B F3O respondents from =A> B S>I &$<s agree. EIO B DDO respondents from &7"( B I(I(I &$<s DDO B 3GO respondents from =A> B S>I &$<s are neutral about that their salary is sufficient to meet their family re!uirements.

(9.

CREATE INTEREST IN T)E ORGANISATION

TAB6E NO. (9 O1tionGO"ganisation Salary Security of job )DFC C 2 )23* )D* 26 )EI* F )3G* ICICI C )23* 4NB 3 G C )G* )C3* )23* SBI 6 E D )3I* )3D* )2E* TOTA6 2C 26 DI C2 2 25 H1II* 1II

>etter chances of promotion 2G )F3* =restige in society 5ecognition in org. Tota 25 H1II* C )23*

22 )DD* 2 )D*

2I )DI*

25 H1II*

25 H1II*

Fig#"!s in 4a"!nt,!s!s a"! 4!"c!ntag! Table CF reflects the reasons which creates the employee:s interest in the &$< DIO respondents from all the &$<s thought that they have better chances of promotion in their &$< C2O respondents because of prestige in society 26O respondents because of security of job 2CO respondents because of salary.

C)A4TER @ 8 CONC6USIONC FINDINGS AND SUGGESTIONS

FINDINGS K CONC6USIONS 2. 3. +ajority of the respondents are male. 1ll the employees from =ublic &$<s are married B having more than 3 dependent B in =rivate &$<s 3FO are unmarried B having up to 3 dependent because in private &$< employees are young than public &$<s. C. In private &$<s employees are serving the &$<ing industry from less than 6 yrs B in public &$<s respondents are serving from more than one decade. >ecause the private &$< are new entrants to the market. D. In private &$< GIO employees are professional B in public &$< EIO are graduate. 6. In private &$<s GIO employees B in public &$<s F3O employees are fully satisfied from job B they remain satisfied from the job most of the time. E. G6O of employees from all the &$<s feel that their capabilities is being properly utili#ed. F. In private &$<s 6IO employees like the nature of job B in public &$<s DIO employees like the reputation of the organisation.

G.

36O respondents from all the &$<s are not satisfied with their salary B 33O employees find their salary less than the work they do in &$<.

H. 2I.

GFO employees got proper recognition at their &$<. 66O of the employees opinion that their salary can just meet their basis necessities of life.

22.

6IO employees in private &$<s CIO employees in public &$<s are satisfied with transfer B promotion policies of their &$<.

23.

GCO employees think that honest B hard workers have bright future in the &$<ing industry.

2C. 2D. 26. 2E.

2FO respondents want to change their profession. HIO employees are satisfied with the working environment in their &$<. GIO employees find their seniors colleagues as co'operative. 6GO employees discusses the organi#ations matter with their senior occasionally.

2F.

3GO employees dissatisfy with the hours of work 32O employees dissatisfied with the nature of job.

2G.

22O employees thought that they no need occasional training programs for improving their performance.

To sum up employees are reasonably satisfied with &$<ing industry. Though there are certain factors which dissatisfy the &$< employees. The satisfaction level of the employees can be enhanced by implementing certain suggestions which are mentioned on the ne-t page.

SUGGESTIONS +anagement =olicies have been one of the greatest dis'satisfier for the employees. ,hile framing the policies employees participation can be initiated/increased to have growth oriented realistic policies ,orking conditions of the industry is the another dis'satisfier. 1gain participation of the employees can play an important role in having and implementing effective working conditions. &ours of work and timings of job also dissatisfy the employees to a greater e-tent. >y applying effective time study and effective time management this problem can be reduced. ,ith the arrival of private &$<s retention of committed and effective employees has become need of the hour as these employees may find better prospects in private &$<s. So to retain them e-tra incentives may be given to the result oriented employees. This will also decrease the dissatisfaction of the employees from salary front. =romotion policy should be such that the seniority of the employees must be rewarded. In public &$<s there should be recruited the professionals because now the &$<s are computeri#ed and there is hard competition between public B private &$<s. There should be some e-tra rewards for honest and hard workers.

 Job pressure vis'M'vis market scenario should be adjusted accordingly. @mployees should be consider that they are the part of &$<. So that they can get better chances of promotion on the basis of their performance.