FINAL PROJECT DISSERTATION

ON

A S U RV E Y O N E M P L O Y E E J O B S AT I S FA C T I O N I N B A N K I N G
I N D U S T RY

S u b m i t t e d I n P a r t i a l F u l f i l l m e n t o f t h e R e q u i re m e n t s O f

Post Graduate Diploma In Management

BY

S H I VA N G I K H A N D E LWA L

2017-19

R O L L N O . 111

B H A R AT I YA V I D YA B H AVA N ’ S

U S H A & L A K S H M I M I T TA L I N S T I T U T E O F M A N A G E M E N T

COPERNICUS LANE, KASTURBA GANDHI MARG

NEW DELHI

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 TA B L E O F C O N T E N T

TOPICS

1 I n t ro d u c t i o n

2 L i t e r a t u re R e v i e w

3 R e s e a rc h M e t h o d o l o g y

4 Data Analysis

5 Findings, Suggestion and Conclusion

6 R e f e re n c e

7 A p p e n d i x - Q u e s t i o n n a i re

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 D E C L A R AT I O N F O R M

I h e r e b y d e c l a r e t h a t t h e P r o j e c t w o r k e n t i t l e d , J O B S AT I S FA C T I O N
submitted by me for the partial fulfilment of the Post Graduate Diploma
in Management (PGDM) to BULMIM, is my own original work and has
not been submitted earlier either to BULMIM or to any other Institution
f o r t h e f u l f i l m e n t o f t h e r e q u i r e m e n t f o r a n y c o u r s e o f s t u d y. I also
declare that no chapter of this manuscript in whole or in part is lifted and
incorporated in this report from any earlier / other work done by me or
others.

Place :
Date : Signature of Student

Name of Faculty Guide:

Signature of Faculty
Guide

Designation:

Date:

Place:

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 CHAPTER 1
INTRODUCTION

1.1 SCOPE OF THE STUDY :

"Employee satisfaction" helps the company to maintain standards &
increase productivity by motivating the employees. This study tells
us how much the employees are capable & their interest at work
place? What are the things still to be satisfy to the employees.
Although "human resource" is the most important resources for any
o rg a n i z a t i o n , s o t o s t u d y o n e m p l o y e e ’s s a t i s f a c t i o n h e l p s t o k n o w
t h e w o r k i n g c o n d i t i o n s & w h a t a r e t h e t h i n g s t h a t a ff e c t t h e m n o t t o
w o r k p r o p e r l y. A l w a y s m a j o r i t y o f d o n e b y t h e m a c h i n e s / e q u i p m e n t s
but without any manual moments nothing can be done.

S a t i s f a c t i o n i s a n i m p o r t a n t g o a l f o r o rg a n i z a t i o n s t o r e a c h a s i t h a s
b e e n s h o w n t h a t p r o f i t a b i l i t y, p r o d u c t i v i t y, e m p l o y e e r e t e n t i o n , a n d
customer satisfaction are linked to employee satisfaction.

1.2 job Satisfaction

We i s s (2002, p. 174) cites Locke (1969) who defines “job

satisfaction as feelings of contentment derived from the appraisal of
o n e ’s j o b a n d t h e u n d e r s t a n d i n g t h a t t h e j o b i s a s s i s t i n g i n a c h i e v i n g
o n e ’s g o a l s ” . Job Satisfaction describes how content an individual
is with his or her job. There are a variety of factors that can
influence a person's level of Job satisfaction; some of these factors
are: Include the level of pay and benefits, the perceived fairness of
t h e p r o m o t i o n s y s t e m w i t h i n a c o m p a n y, t h e l e v e l o f p a y a n d
benefits, leadership and social relationships, the job itself.

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1.3 Importance of job satisfaction
L o w e r Tu r n o v e r
Tu r n o v e r c a n b e o n e o f t h e h i g h e s t c o s t s a t t r i b u t e d t o t h e K R
department. Retaining workers help to create a better environment,
a n d m a k e s i t e a s i e r t o r e c r u i t q u a l i t y t a l e n t a n d s a v e m o n e y. A
person is more likely to be actively searching for another job if they
have low satisfaction; whereas, a person who is satisfied with their
job is less likely to be job seeking. Medina (2012) found that job
satisfaction was strongly inversely correlated with turnover
intention and this relationship was mediated by satisfaction in
workplace culture. The study provides evidence that should be
further explored to aid in the understanding of employee turnover
and job satisfaction; particularly how job satisfaction and employee
turnover relate to workplace culture.
H i g h e r P ro d u c t i v i t y
Irrespective of job title and pay grade, employees who report high
j o b s a t i s f a c t i o n t e n d t o a c h i e v e h i g h e r p r o d u c t i v i t y. W h e n s o m e o n e
is happy with their job, they focus well and they pay attention to
their tasks. They seem themselves responsible and accountable for
a c h i e v i n g t h e o rg a n i z a t i o n a l g o a l t h a t d o e s m a k e t h e m h a p p y. W h e n
o n e m e m b e r o f a t e a m d i s p l a y s h i g h p r o d u c t i v i t y, i t i s n a t u r a l f o r
other members of the team to try to increase productivity at the
desired level.
Increased Customer Satisfaction
Keeping employees safe and satisfied can lead to higher sales, lower
costs and a stronger bottom line.
B a s i c a l l y, p r o f i t c a n b e e a r n e d b y s e l l i n g , t h e p r o d u c t s o r g i v i n g
services to the customers.

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If the employees are satisfied with their job then they can give
better customer service and we know that customer retention and
loyalty are dependent on the basis of the given service of the
employees.

Employee Absenteeism
It is likely that a satisfied worker may miss work due to illness or
personal matters, while an unsatisfied worker is more likely to take
“ m e n t a l h e a l t h ” d a y s , i . e . d a y s o ff n o t d u e t o i l l n e s s o r p e r s o n a l
reason.
When people are .satisfied with their job they may be more likely to
a t t e n d w o r k e v e n i f t h e y h a v e a c o l d ; h o w e v e r, i f t h e y a r e n o t
satisfied with their job, they will be more likely to call in sick even
when they are well enough, to work.

Helps to Earn Higher Revenues

No amount of training or motivation-would help, unless and until
individuals develop a feeling of attachment and loyalty towards
t h e i r o rg a n i z a t i o n . E m p l o y e e s w a s t e h a l f o f t h e i r t i m e f i g h t i n g w i t h
their counterparts or sorting out issues with them.
Satisfied employees are the happy employees Who willingly help
t h e i r f e l l o w w o r k e r s a n d c o o p e r a t e w i t h t h e o rg a n i z a t i o n e v e n
d u r i n g e m e rg e n c y s i t u a t i o n s . F o r t h e m , t h e i r o rg a n i z a t i o n c o m e s
f i r s t , e v e r y t h i n g e l s e l a t e r.
T h e y d o n o t c o m e t o o ff i c e j u s t f o r m o n e y b u t b e c a u s e t h e y r e a l l y
f e e l f o r t h e o rg a n i z a t i o n a n d b e l i e v e i n i t s g o a l s a n d o b j e c t i v e s .
Instead of wasting their time in gossiping and waiting around they
believe in doing productive work eventually benefitting the
o rg a n i z a t i o n .

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T h e y t a k e p r i d e i n r e p r e s e n t i n g t h e i r r e s p e c t i v e o rg a n i z a t i o n a n d
w o r k h a r d t o e n s u r e h i g h e r r e v e n u e s f o r t h e o rg a n i z a t i o n .

S a t i s f i e d E m p l o y e e s Te n d t o H a n d l e P r e s s u r e
Employees who are happy with their jobs are willing to participate
in training programs and are eager to learn new technologies,
software which would eventually help them in their professional
c a r e e r.
Satisfied employees accept challenges with a big smile and deliver
even in the worst of circumstances.
Employee satisfaction is of utmost importance for employees to
remain happy and also deliver their level best.
Satisfied employees are the ones who are extremely loyal towards
t h e i r o rg a n i z a t i o n a n d s t i c k t o i t e v e n i n t h e w o r s t s c e n a r i o .
They do not work out of any compulsion but because they dream of
t a k i n g t h e i r o rg a n i z a t i o n t o a n e w l e v e l .
Employees need to be passionate towards their work and passion
comes only when employees are satisfied with their job and
o rg a n i z a t i o n o n t h e w h o l e .

1 . 4 FA C TO R S I N F L U E N C I N G J O B S AT I S FA C T I O N :

Wo r k i n g E n v i r o n m e n t
It is essential to provide employees with a work environment which
is conducive to their overall development.
They need an environment which is healthy and safe and which
caters for both personal comforts and facilitates doing a good job. If

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the working conditions are good (clean, attractive surrounding), the
personnel will find it easier to carry out their jobs.

Pay
Wa g e s a n d s a l a r i e s a r e r e c o g n i z e d t o b e a s i g n i f i c a n t b u t c o g n i t i v e l y
c o m p l e x ( C a r r a h e r, & B u c k l e y, 1 9 9 6 ) a n d m u l t i d i m e n s i o n a l f a c t o r i n
job satisfaction. Money not only helps people attain their basic
needs but is also instrumental in providing u p p e r- l e v e l need
satisfaction.
Employees often see pay as a reflection of how management views
t h e i r c o n t r i b u t i o n t o t h e o rg a n i z a t i o n . F r i n g e b e n e f i t s a r e a l s o
significant, but they are not as influential.
One reason undoubtedly is that most employees do not even know
h o w m u c h t h e y a r e r e c e i v i n g i n b e n e f i t s . M o r e o v e r, m o s t t e n d t o
undervalue these benefits because they do not realize their
significant monetary value.

Initiation and Leadership

If an employee is given an equal number of opportunities to show
their talent, take the lead and initiate then the chances of having a
higher level of job satisfaction is more.
Suppose in an o rg a n i z a t i o n ; no employee is asked to give
suggestions, nobody is bothered to inform them of the decision.

Safety and Security

These day companies are taking endless measures in order to see
t h a t a n e m p l o y e e i s c a t e r e d t o a d i ff e r e n t k i n d o f f a c i l i t i e s l i k e
health care and medical checkups. There are a few institutions that
also provide insurance policies at a lower rate. Hence, this aspect of
s a f e t y a n d s e c u r i t y p l a y s a m a j o r r o l e . I f a n e m p l o y e e d i d n ’t f e e l

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s a f e a n d s e c u r e d a t t h e o rg a n i z a t i o n t h a t h e o r s h e w o r k s i n , t h e
level of job satisfaction is ultimately going to fall.

Flexibility
O ff e r i n g f l e x i b i l i t y i s a g r e a t w a y t o s h o w t h e t e a m m e m b e r s t h a t
w h a t i s e x p e c t e d f r o m t h e m . W h a t ’s m o r e , t h e g i f t o f t i m e i s o n e o f
the most appreciated workplace perks. Smart people work best when
they can choose their schedule. Flexible hours can increase
e n g a g e m e n t a n d p r o d u c t i v i t y. B u t k e e p i n m i n d t h a t t h e s e m a y
decrease collaboration.

Anticipated growth
Each employee or a working personnel, works to get better day
a f t e r d a y. I f h e o r s h e i s k e p t i n o n e p l a c e f o r a l o n g e r p e r i o d o f
t i m e , t h e n , i t i s n a t u r a l t h a t t h e e m p l o y e e w o n ’t f e e l g o o d .

T h e s e e d o f b i t t e r n e s s t o w a r d s t h e o rg a n i z a t i o n w o u l d g e t s o w n . T h e
chances of no growth even after years of service would make the
morale of the person fall drastically down.

Whereas, if an employee gets recognition for his or her hard work,

his or her promotion or increment is done, he or she will feel
satisfied with their jobs. They will see to it as if they are getting the
fruits of their hard work which will further inspire them to do more.

F re q u e n t c h a n g e s :

I t i s g o i n g t o b e a h u g e t u r n o ff f o r a n y e m p l o y e e i f s h e o r h e h a s t o
c h a n g e t h e p l a c e f r e q u e n t l y.

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People seek for a job because they want to gain stability in their
lives. Most of the time it is seen that people prefer having a fixed
job, and a fixed place.

Thus, if an employee is transferred every now and then, it in a way

disturbs his or her routine as well as family set up. Most of the
working professionals are having children and older aged parents to
look after and in such cases transferring or instability at work gives
a tough time.

Thus, when there is growth, but not instability and frequent changes
in the working style and spirit, the chance of having a higher level
of job satisfaction is more.

Responsibilities:

This suggests that when an employee is given a bigger responsibility

it makes him or her conscious about the fact that the employers
think him or her as a capable and trustworthy candidate.

Jobs where responsibility is involved always carry a higher level of

satisfaction. The idea of responsibility and the feel that one gets
when the responsibility gets accomplished cannot be traded with
anything in the world.

If an employee is not given any responsibility to handle, ultimately

the result is that the person feels detached and doubts about self
w o r t h w h i c h i m m e d i a t e l y a ff e c t s t h e j o b s a t i s f a c t i o n .

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An employee handling number of responsibilities is always the one
who is confident and hence feels satisfied with the job as compared
to the one who hardly gets any responsibility to fulfill.

Fair Policies and Practice

Individuals who perceive that promotion decisions are made in a fair
and just manner are likely to experience satisfaction from their jobs.
Ve r y o f t e n e m p l o y e e s a r e d e m o t i v a t e d a n d d i s s a t i s f i e d w i t h t h e i r
jobs because unfair policies and practices prevail at their place of
work.
I t i s t h e r e f o r e o f u t m o s t i m p o r t a n c e f o r a n o rg a n i z a t i o n t o h a v e a
fair and equal system regarding practices and policies so that there
is no discrimination and frustration.
Caring Organization
Care can be shown in various ways, but it takes into consideration
career development, adult treatment, being taken seriously and being
appreciated for a job well done.
W h e n p e o p l e f e e l t h a t t h e o rg a n i z a t i o n ; f o r w h i c h t h e y a r e w o r k i n g ,
cares for them and takes actions to improve their work and lives,
t h e y a r e h a p p y, a n d t h i s c r e a t e s h i g h e r s a t i s f a c t i o n .
Age
A g e i s o n e o f t h e f a c t o r s a ff e c t i n g j o b s a t i s f a c t i o n . Va r i o u s s t u d i e s
carried out in this field have shown that job satisfaction tends to
increase with age. That is older employees tend to report higher
satisfaction, and younger employees say the lowest job satisfaction
rates.
Promotion
P r o m o t i o n a l o p p o r t u n i t i e s s e e m t o h a v e a v a r y i n g e ff e c t o n j o b
s a t i s f a c t i o n . T h i s i s b e c a u s e p r o m o t i o n s t a k e s o m e d i ff e r e n t f o r m s
and have a variety of accompanying rewards. In recent years, the
flattening of o rg a n i z a t i o n s and accompanying empowerment

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strategies, promotion in the traditional sense of climbing the
hierarchical corporate ladder of success is no longer available as it
once was.

1 . 5 O J E C T I V E S O F J O B S AT I S FA C T I O N

B o o s t P ro d u c t i v i t y

The most satisfied employees will have a sense of personal

i n v e s t m e n t i n t h e b u s i n e s s t h e y w o r k f o r. T h e y ’ l l b e m o t i v a t e d b y
more than just a paycheck, which means they will always be striving
for the best possible results. They’re invested in your business
because you have invested in them. They are also less likely to need
t i m e o ff d u e t o s t r e s s o r t o c a l l i n s i c k b e c a u s e t h e y ’ r e j u s t p l a i n
miserable at work. All this means better outcomes – and, most
l i k e l y, p r o f i t s – f o r y o u . Ye a r s o f r e s e a r c h h a v e s h o w n t h a t t h a t
happy employees can improve sales productivity by 37 percent,
productivity by 31 percent and accuracy by 19 percent.

R e d u c e Tu r n o v e r

A d v e r t i s i n g f o r, i n t e r v i e w i n g a n d s o r t i n g o u t a l l t h e p a p e r w o r k f o r
new employees is both expensive and time-consuming. Not to
mention the training involved to get new workers up to speed, and
the risk that the new hire might not work out. So anything that keeps
employees from seeking out other jobs is a plus. That also means a
w o r k p l a c e s t a ff e d w i t h m o r e e x p e r i e n c e d , c a p a b l e a n d c o n f i d e n t
employees, especially if part of your employee satisfaction strategy
i s t o o ff e r t r a i n i n g c o u r s e s a n d i n t e r n a l p r o m o t i o n o p p o r t u n i t i e s .

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 N u r t u re B r a n d A m b a s s a d o r s
I n t h e w o r s t c a s e s o f e m p l o y e e d i s s a t i s f a c t i o n , t h e r e ’s a h i g h r i s k
that miserable employees could be moaning to friends and anyone
who’ll listen outside of work. And that could create an impression,
r i g h t l y o r w r o n g l y, t h a t y o u r c o m p a n y i s n ’t a g r e a t p l a c e t o w o r k .
Even one disgruntled worker could be enough to damage your brand.
O n t h e f l i p s i d e , s t a ff w h o h a v e o n l y n i c e t h i n g s t o s a y a b o u t t h e
p l a c e t h e y w o r k w i l l e ff e c t i v e l y b e c o m e b r a n d a m b a s s a d o r s f o r y o u r
business. If people are spreading the word about how much they love
the free Friday breakfasts or how great it is that their boss invests
in training and development , that can only be a positive thing for
your brand and business. Between 1998 to 2005, the stock price of
" F o r t u n e 1 0 0 B e s t C o m p a n i e s t o Wo r k " f o r r o s e b y 1 4 p e r c e n t
compared to just a 6 percent increase for the general market.

Make People Happy

L e t ’s f a c e i t – n o o n e w a n t s t o b e a r o u n d c o l l e a g u e s o r s t a ff w h o
m u m b l e a n d g r u m b l e a r o u n d t h e w a t e r c o o l e r a l l d a y l o n g . S m i l e y,
happy people are just much more pleasant to be around. And a
negative attitude can quickly spread, potentially creating a toxic
environment in the workplace. Those who feel happy and motivated
in their work will be more likely to gel well with colleagues and,
t h e r e f o r e , w o r k b e t t e r a s a t e a m – w i t h o u t o ff i c e p o l i t i c s a n d
c o m p l a i n t s a b o u t w h o t o o k t h e l a s t o f t h e c o ff e e g e t t i n g i n t h e w a y.

1.6 Sectorial Comparison of Factors Influencing Job Satisfaction

in Indian Banking Sector

It has been observed that degree of job satisfaction of private sector

banks was found to be significantly lower than in public sector
banks. At least two reasons were found to be responsible for the low

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job satisfaction level of employees of private sector banks. When
d a t a w e r e a n a l y z e d , s u r p r i s i n g r e s u l t s w e r e f o u n d . I n t h e s t u d y, j o b
satisfaction was measured by a tool developed by Sinha (1990). Job
satisfaction was measured on the basis of five variables. These are
( i ) p a y, ( i i ) w o r k c o n d i t i o n ( f o r e x a m p l e , s a f e t y, h e a t , n o i s e , a n d
d u s t ) , ( i i i ) s e r v i c e c o n d i t i o n s ( f o r e x a m p l e , s e c u r i t y, p r o m o t i o n , a n d
welfare), (iv ) relation with superiors, peers, and workers, and (v)
c o m p a n y a s a w h o l e . A m o n g f o u r v a r i a b l e s , t h e d e g r e e o f d i ff e r e n c e
is not noticeable. But low scores of the third variable, service
conditions, were found to be responsible for overall low degree job
satisfaction in private sector banks.

Employees of private sector banks perceive that their jobs are not
s e c u r e . I n f a c t , t h e e ff e c t o f a n o p e n e c o n o m y, g l o b a l i z a t i o n , a n d
privatization can be seen more easily in private sector banks than in
public sector banks. In private sector banks, the environment in
highly competitive and job security is based on performance and
various other factors. Though it is true that this environment
provides a challenging job profile, it also creates a less secure
environment. Industriousness, dedication, devotion, and commitment
are not enough to secure a job. The high level of performance of an
individual is also based on various factors. These may be market
s i t u a t i o n , e x i s t e n c e o f c o m p e t i t o r, a n d g o v e r n m e n t p o l i c i e s . W h e r e
these factors are adverse in nature, performance automatically
s u ff e r s . D u r i n g t h i s p e r i o d , e m p l o y e e s f e e l i n s e c u r e , w h i c h r e d u c e s
overall job satisfaction.

In public sector banks, welfare policies are clearly defined and

l e g a l l y e n f o r c e d . R e t i r e m e n t , p e n s i o n s , g r a t u i t y, a n d o t h e r r e l a t e d
w e l f a r e p o l i c i e s a r e e ff e c t i v e l y e x e c u t e d . S o t h e r e i s n o p r o b l e m
w i t h s o c i a l s e c u r i t y. I n p r i v a t e s e c t o r b a n k s , w e l f a r e a c t i v i t i e s a r e
neither well planned nor well executed. Employee turnover is very

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h i g h a n d j o b s e c u r i t y i s v e r y l o w. M o s t e m p l o y e e s a r e f r o m m i d d l e
class Indian families. These employees have seen the golden period
of public sectors and government jobs during their growing stages.
S o t h e e ff e c t o f w e l f a r e s c h e m e s o f g o v e r n m e n t j o b s a n d p u b l i c
sectors cannot be easily eradicated from their psyche. Private sector
employees are ready to work hard but they demand pensions,
s e c u r i t y, a n d s o m e t i m e s a n e a s y l i f e s t y l e .

These findings in the banking sectors could be extended to explain

t h e j o b s i t u a t i o n i n o t h e r s e r v i c e s e c t o r s . I n t e r m s o f s e c u r i t y,
p r o m o t i o n , a n d w e l f a r e p o l i c y, t h e r e i s a c l e a r d i ff e r e n c e b e t w e e n
public and private sector employees. It was stated earlier that when
we compare the job satisfaction of employees in public and private
sector banks or in other service sectors, the public and private
sectors become the main factor of comparison. In India, the public
or private sector factors neutralize all other factors of comparison.
For example, in India, a public sector insurance company like LIC
will always be preferred by a new entrant, if he has a choice.

CHAPTER -2

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L I T E R AT U R E R E V I E W

C h e n a n d S i l v e r t h ro n e ( 2 0 0 8 ) e x a m i n e d t h e r e l a t i o n s h i p b e t w e e n
Locus of Control (LOC) and the work-related behavioral measures of
job stress, Satisfaction and performance of professional accountants
w h o w o r k f o r C e r t i f i e d P u b l i c A c c o u n t a n t ( C PA ) f i r m s i n Ta i w a n .
The main objective of the study was to assess how LOC impacts
individuals and behavior in the work place in three primary areas:
Job Stress, Job Satisfaction and Job performance. A total of 620
survey instruments were mailed to 310 Certified Public Accountant
f i r m s i n Ta i w a n w i t h t w o s u r v e y s s e n t t o e a c h f i r m . T h e f i n d i n g s
i n d i c a t e d t h a t o n e a s p e c t o f a n a c c o u n t a n t ’s p e r s o n a l i t y, a s m e a s u r e d
by locus of control, plays an important role in predicting the level
of Job satisfaction, stress and performance. Individuals with a
higher internal locus control are more likely to have lower levels of
job stress and higher levels of job performance and satisfaction.

E I N A R M . S K A A LV I K ( 2 0 0 9 ) T h i s s t u d y e x a m i n e d r e l a t i o n s b e t w e e n
teachers' perception of the school context, teacher burnout, and
teacher job satisfaction. Participants were 563 Norwegian teachers
in elementary school and middle school. Four aspects of teachers'
perception of the school context (supervisory support, time pressure,
relations to parents, and autonomy) and three dimensions of teacher
burnout (emotional exhaustion, depersonalization, and reduced
personal accomplishment) were measured. The data were analyzed by
means of structural equation modeling using the AMOS 5 program.
Te a c h e r s ' j o b s a t i s f a c t i o n w a s d i r e c t l y r e l a t e d t o t w o o f t h e
dimensions of burnout (emotional exhaustion and reduced personal
accomplishment) and indirectly related to all aspects of the school
context, through emotional exhaustion and reduced personal

16
a c c o m p l i s h m e n t . T h e t h r e e d i m e n s i o n s o f b u r n o u t w e r e d i ff e r e n t l y
related to the school context variables. Emotional exhaustion was
most strongly related to time pressure whereas depersonalization and
reduced personal accomplishment were most strongly related to
teachers' relations with parents.

T A JUDGE(2010) the motivational aspects of pay are well-

documented, the notion that high pay leads to high levels of
satisfaction is not without debate. The current study used meta-
analysis to estimate the population correlation between pay level
a n d m e a s u r e s o f p a y a n d j o b s a t i s f a c t i o n . C u m u l a t i n g a c r o s s 11 5
correlations from 92 independent samples, results suggested that pay
level was correlated .15 with job satisfaction and .23 with pay
s a t i s f a c t i o n . Va r i o u s m o d e r a t o r s o f t h e r e l a t i o n s h i p w e r e
investigated. Despite the popular theorizing, results suggest that pay
l e v e l i s o n l y m a rg i n a l l y r e l a t e d t o s a t i s f a c t i o n .

B r i k e n d A Z I R I ( 2 0 11 ) J o b s a t i s f a c t i o n r e p r e s e n t s o n e o f t h e m o s t
c o m p l e x a r e a s f a c i n g t o d a y ’s m a n a g e r s w h e n i t c o m e s t o m a n a g i n g
t h e i r e m p l o y e e s . M a n y s t u d i e s h a v e d e m o n s t r a t e d a n u n u s u a l l y l a rg e
impact on the job satisfaction on the motivation of workers, while
t h e l e v e l o f m o t i v a t i o n h a s a n i m p a c t o n p r o d u c t i v i t y, a n d h e n c e
a l s o o n p e r f o r m a n c e o f b u s i n e s s o rg a n i z a t i o n s . U n f o r t u n a t e l y, i n o u r
region, job satisfaction has not still received the proper attention
f r o m n e i t h e r s c h o l a r s n o r m a n a g e r s o f v a r i o u s b u s i n e s s o rg a n i z a t i o n .

S a m a n v i t h a a n d J a w a h a r, 3 2 ( 2 0 1 2 ) a i m e d a t d e t e r m i n i n g a n d
establishing a relationship between strategic emotional intelligence
and job satisfaction among faculty members in Arts and Science
I n s t i t u t i o n s . S a m p l e c o n s i s t s o f 9 8 f a c u l t y m e m b e r s i n Ta m i N a d u .
The result of the study showed that the emotional intelligence at

17
work has a great influence on the level of job satisfaction and in
turn on work performance.

S ABRAHAM (2012) In today's competitive environment, one way

to retain people is to have fully engaged employees. A descriptive
s t u d y w a s d o n e t o e x a m i n e t h e e ff e c t o f j o b s a t i s f a c t i o n o n e m p l o y e e
engagement among 30 employees of a private insurance company at
Cochin. A questionnaire consisting of Job satisfaction subscale and
Gallup 12 of Employee engagement was used to collect data.
Correlation results showed that Job satisfaction and Employee
engagement are related. Regression results highlighted factors such
as nature of the job, superior's recognition to one's work, team
spirit, cooperation between departments, comparative benefits, equal
and proper administration of company policies contributed to a
moderate state of employee engagement. Independent samples t-test
show that cooperation between departments varied with education.
Implications of this research point at the role of managements in
creating an environment that can sustain trust, cooperation, and
creativity for employees to keep experiencing high level of
satisfaction leading to engagement.

E FA R A G H E R ( 2 0 1 3 ) E p i d e m i o l o g i s t s h a v e l o n g b e e n a w a r e t h a t
social and environmental factors can contribute to the incidence of
m a n y h u m a n d i s e a s e s . P r e d i c t a b l y, a s t h e s i n g l e a c t i v i t y o c c u p y i n g
m o s t p e o p l e ’s w a k i n g t i m e i s w o r k , p r e s s u r e s , s t r a i n s , a n d s t r e s s e s
within the workplace have been identified as being a potentially
i m p o r t a n t h e a l t h f a c t o r. N u m e r o u s t h e o r i e s n o w e x i s t , d e v e l o p e d
from a wide range of perspectives, postulating a direct link between
o rg a n i z a t i o n a l / w o r k p l a c e s t r e s s a n d w e l l b e i n g . 1

18
Abdul Raziq (2015)
I n t h e m o d e r n e r a , o rg a n i z a t i o n s a r e f a c i n g s e v e r a l
challenges due to the dynamic nature of the environment. One of the
many challenges for a business is to satisfy its employees in order
to cope up with the ever changing and evolving environment and to
achieve success and remain in competition. In order to increase
e ff i c i e n c y, e ff e c t i v e n e s s , p r o d u c t i v i t y a n d j o b c o m m i t m e n t o f
employees, the business must satisfy the needs of its employees by
providing good working conditions. The objective of this paper is to
analyse the impact of working environment on employee job
s a t i s f a c t i o n . T h e s t u d y e m p l o y e d a q u a n t i t a t i v e m e t h o d o l o g y. D a t a
was collected through a self-administered survey questionnaire. The
q u e s t i o n n a i r e i s a d o p t e d f r o m a p r e v i o u s v a l i d a t e d s u r v e y. T h e
t a rg e t p o p u l a t i o n c o n s i s t s o f e d u c a t i o n a l i n s t i t u t e s , b a n k i n g s e c t o r
and telecommunication industry operating in the city of Quetta,
Pakistan. Simple random sampling is used for collection of data
from 210 employees. The results indicates a positive relationship
between working environment and employee job satisfaction. The
study concludes with some brief prospects that the businesses need
to realize the importance of good working environment for
maximizing the level of job satisfaction. This paper may benefit
society by encouraging people to contribute more to their jobs and
may help them in their personal growth and development. Hence, it
i s e s s e n t i a l f o r a n o rg a n i z a t i o n t o m o t i v a t e t h e i r e m p l o y e e s t o w o r k
h a r d f o r a c h i e v i n g t h e o rg a n i z a t i o n a l g o a l .

DONALD F ROY(2017)
This paper undertakes description and exploratory
analysis of the social interaction which took place within a small
work group of factory machine operatives during a two-month period
of participant observation. The factual and ideational materials
which it presents lie at an intersection of two lines of research
interest and should, in their dual bearing, contribute to both. Since

19
the operatives were engaged in work which involved the repetition
o f v e r y s i m p l e o p e r a t i o n s o v e r a n e x t r a - l o n g w o r k d a y, s i x d a y s a
week, they were faced with the problem of dealing with a formidable
“ b e a s t o f m o n o t o n y. ” R e v e l a t i o n o f h o w t h e g r o u p u t i l i z e d i t s
resources to combat that “beast” should merit the attention of those
who are seeking solution to the practical problem of job
satisfaction, or employee morale. It should also provide insights for
those who are trying to penetrate the mysteries of the small group.

Chapter 3

RESEARCH METHODOLOGY

20
3 . 1 P ro b l e m S t a t e m e n t
The managers increased need for more and better information. The
availability of increased techniques and tools to meet this need and
information overloads that means there is no discipline in the
process.

3.2 Objective of study

 To e m p h a s i s o f w o r k a m o n g t h e e m p l o y e e s t h e i r l e v e l o f
e m p l o y e e s a t i s f a c t i o n i n t h e o rg a n i z a t i o n .
 To i d e n t i f y f a c t o r s i n f l u e n c e e m p l o y e e j o b s a t i s f a c t i o n i n t h e
o rg a n i z a t i o n .
 Demographic factors impact on employee job satisfaction in
t h e o rg a n i z a t i o n .

RESEARCH DESIGN and sample

A framework or blueprint for conducting the research project. It
specifies the details of the procedures necessary for obtaining the
information needed to structure and/or solve research problems. A
good research design lays the foundation for conducting the project.
A good research design will ensure that the research project is
c o n d u c t e d e ff e c t i v e l y a n d e ff i c i e n t l y. Ty p i c a l l y, a r e s e a r c h d e s i g n
involves the following components, or tasks:

 Define the information needed.

 Design the research.

21
  Specify the measurement and scaling procedures.

 Construct and present a questionnaire or an appropriate form

for data collection.

 Specify the sampling process and sampling size.

 Develop a plan of data analysis.

D ATA C O L L E C T I O N

The task of data collection is begins after a research problem has

been defined and research designed/ plan chalked out. Data
collection is to gather the data from the population. The data can be
collected of two types:

 Primary Data
 Secondary Data

Primary Data
The Primary Data are those, which are collected afresh and for the
f i r s t t i m e , a n d t h u s h a p p e n e d t o b e o r i g i n a l i n c h a r a c t e r.

Secondary Data
The Secondary Data are those which have already been collected by
someone else and which have already been passed through the
statistical tool. Methods of collection of Secondary data

 Newspapers.

22
  Magazines
 Journals
 Internet
 Libraries
 Old records.
I n t h i s p ro j e c t I a m u s i n g b o t h t h e m e t h o d o f d a t a c o l l e c t i o n

SAMPLE DESIGN
A sample design is a definite plan for obtaining a sample from a
given population. It refers to the technique or the procedure and the
researcher would adopt in selecting items of sample. Sample design
may as well lay down the number of items to be included in the
sample i.e. the size of the sample. Sample design is determined
before data are collected. Before going trough sampling design, let
us learn some terms.

Population: The aggregate of all the elements, sharing some

common set of characteristics, that comprises the universe for the
purpose of the research problem.

Sample: A subgroup of the elements of the population selected for

p a r t i c i p a t i o n i n t h e s t u d y.
In this project sample size is 40 employees

Sampling Unit: The basic unit containing the elements of the

population to be sampled.

In this project sampling unit is employees

23
S a m p l i n g Te c h n i q u e u s e d i n s u r v e y - - -

N o n p r o b a b i l i t y S a m p l i n g Te c h n i q u e s .

• Convenience Sampling.
Nonprobability sampling techniques do not use chance selection
p r o c e d u r e s . R a t h e r, t h e y r e l y o n t h e p e r s o n a l j u d g m e n t o f t h e
researcher where as probability sampling procedure each element of
the population has fixed probabilistic chance of being selected for
the sample.

I n o u r s u r v e y, w e h a v e u s e d n o n p r o b a b i l t y s a m p l i n g t e c h n i q u e
because there is no way of determining the probability of selecting
any particular element for inclusion for the sample, the estimates
o b t a i n e d a r e n o t s t a t i s t i c a l l y p r o j e c t a b l e t o t h e p o p u l a t i o n . We h a v e
selected the sample with help of Sales Manager and their Life
Advisors.
Among nonprabability sampling techniques, the sampling technique
applied here is convenience sampling. Convenience Sampling
attempts to obtain a sample of convenient elements. The selection
u n i t s i s l e f t p r i m a r i l y t o t h e i n e r v i e w e r. C o n v e n i e n c e S a m p l i n g i s
the least expensive and least time consuming of all sampling
techniques. The sampling units are accessible, easy to maesure, and
cooperative. In spite of these advantages, his form of sampling has
seroius limitations. Many potential sources of selection bias are
present, including respondent self-selection. Convenience Samples
aer not representative of any definable population.

24
C H A P T E R 4 - D ATA A N A LY S I S A N D I N T E R P R E TAT I O N

T h e a n a l y s i s o f t h i s p ro j e c t b e g i n s w i t h a n a l y s i s o f e a c h q u e s t i o n .

A N A LY S I S A N D I N T E R P R E TAT I O N

25
Managers need information, not raw data. Research helps in
generating information by analyzing data after its collection .data
analysis usually involves reducing accumulated data to a manageable
size, developing summaries, looking for patterns and applying
statistical techniques. Scaled responses on questionnaires and
experimental instruments often require the analyst to derive various
functions, as well as to explore relationships among variables.

In various cases when we deal with statistics we find that the

variables are related to each other or we can also say two variables
seem to move in the same direction such as both are increasing or
decreasing or even some factors tend to move in the opposite
direction also means one is increasing and the other is decreasing.
Analysis has been done by applying various statistical tools to study
t h e b a s i c f a c t o r s t h a t l e a d t o J o b s a t i s f a c t i o n a m o n g J o b Wo r k
A s s i g n e e s . Va r i o u s i m p o r t a n t f a c t o r s i d e n t i f i e d d u r i n g t h e s t u d y
are:-

• Job security

• Motivation " Attitude

• Stress

One of the tools used for the analysis is correlation among various
factors using Karl Pearson's method through Bivariate table in the
software SPSS.

Respondent by Gender

Male 29

26
 Female 11
To t a l 40
TA B L E 1 - S H O W S R E S P O N D E N T S B Y G E N D E R

FIG-1 SHOWS RESPONDENTS BY GENDER

Here we can see maximum number of respondent is male that is 72%

and female are only 28%.
This helps us to know that mostly male employees are working in
HDFC Bank.

Departments of Respondent

27
 Departments No. of employees
Marketing 22
Human resource 8
Finance 5
operation 5

TA B L E 2 - S H O W S D E PA RT E M E N T S O F R E S P O N D E N T S

F I G - 2 S H O W S D E PA RT E M E N T S O F R E S P O N D E N T S
Here we can see maximum number of respondent are for marketing
department that are 22 out of 40 responden

Wo r k E x p e r i e n c e o f R e s p o n d e n t

Experience in No. of
S.no years Respondents

28
 1 less then 1 year 15
2 more then 1 year 10
3 less then 2 year 8
4 more then 2 year 7

TA B L E 3 - S H O W S W O R K E X P E R I N C E O F R E S P O N D E N T

FIG-3 SHOWS WORK EXPERINCE OF RESPONDENT

Here we can see that employees are not experienced.15 employees

are having the experience of less than 1 year and 13 of less then 2
y e a r.

29
Satisfaction level with the job

S. Satisfaction No. of
NO. Level Respondents
1 Like very much 25
2 Like some what 10
3 Neutral 4
Dislike some
4 what 1
Dislike very
5 much Nil

TA B L E 4 S H O W S S AT I S FA C T I O N L E V E L W I T H T H E J O B

Employee satisfaction

F I G - 4 S H O W S S AT I S FA C T I O N L E V E L W I T H T H E J O B

30
The data in the above table reveals that majority of respondents (25)
were highly satisfied wih their job and 10 of respondents are
satisfied with their job.
This show that employees are satisfied with their job.

Satisfy with the behavior of management and other employees

Satisfaction No. of
S.no Level Respondents
Highly
1 Satisfied 22
2 Satisfied 10
3 Moderate 5
4 Unsatisfied 2
Highly
5 Unsatisfied 1

TA B L E 5 S h o w s S a t i s f a c t i o n l e v e l w i t h t h e b e h a v i o r o f m a n a g e m e n t
and other employees

31
Fig 5 -Shows Satisfaction level with the behavior of management
and other employees

The data in the above table reveals that majority of respondents

(22) were highly satisfied wih the behaviour of other employees
and 10 of respondents are satisfied and 5 are moderate.

C a re e r a n d g ro w t h o p p o r t u n i t i e s

No. of
S.no Preferences Respondents

1 Ye s 36

2 No 4

Ta b l e 6 – S h o w s C a r e e r a n d g r o w t h o p p o r t u n i t i e s f o r e m l o y e e s .

32
Fig-6 Shows Career and growth opportunities for emloyees.

Here we can see maximum number of respondent are think that

t h e r e c a r e e r a n d g r o w t h o p p o r t u n i t i e s o ff e r e d b y t h e j o b i s t h a t i s
90% .
This shows that in HDFC Bank career and growth opportunities
o ff e r e d b y t h e j o b .

Participation in Decision making

No. of
S.no Participation Respondents
1 20%-30% 12
2 30%-40% 10
3 40%-50% 8
4 50%-60% 4
5 Above 60% 6

33
Ta b l e 7 - S h o w s P a r t i c i p a t i o n o f e m l o y e e s i n D e c i s i o n m a k i n g

Fig-7 Shows Participation of employees in Decision making

we can see less number of respondent are participating in the

Decision making
That is only 6 respondent are participating in the above60%
decisions and 12 are participating in 20%-30%.

Satisfaction Level of Employees

S.NO. Satisfaction Level No. of

34
 Respondents
1. Highly Satisfied 9
2. Satisfied 15
3. Moderate 5
4. Unsatisfied 10
5. Highly Unsatisfied 1
Ta b l e 8 - S h o w s S a t i s f a c t i o n L e v e l o f E m p l o y e e s w i t h t h e s a l a r y

FIG8- Shows Satisfaction Level of Employees with the salary

The data in the above table tells us that majority of respondents (15)
are satisfied with the level of salary which they are getting and only
(9) of respondents are highly satisfied with this statement and (10)
respondent are not satisfied with the salary which they are getting.

35
Management is flexible and understands the importance of
balancing my work and personal life.

S. NO. Satisfaction Level No. of

Respondents

1 Strongly agree 18
2 Agree 10
3 Undecided 8
4 Disagree 2

5 Strongly disagree 2

TA B L E 9 - S h o w s M a n a g e m e n t i s f l e x i b l e a n d u n d e r s t a n d s t h e
importance of balancing my work and personal life.

FIG-9 Shows Management is flexible and understands the importance

of balancing my work and personal life.

36
The data in the above table tells us that majority of respondents (18)
are satified with the management flexible and understands the
importance of balancing my work and personal life.
Agree with the company bonus plans

Satisfaction No. of
S.no Level Respondents
1 Strongly agree 8
2 Agree 12
3 Undecided 11
4 Disagree 6
Strongly
5 disagree 3

TA B L E - 1 0 S h o w s h o w m a n y e m p l o y e e s a g r e e w i t h t h e c o m p a n y
bonus plans

37
Fig-10 Shows how many employees agree with the company bonus
plans

The data in the above table tells us that majority of respondents (12)
a r e a rg e e w i t h t h e b o n e s p l a n w h i c h t h e y a r e g e t t i n g a n d ( 8 ) o f
respondents are strongly agree with this statement and ( 11 )
respondent are undicided and (6) are disagree.

38
I s a n y c h a n g e i s re q u i re t o i m p ro v e t h e w o r k i n g c o n d i t i o n

No. of
S.no Preferences Respondents

1 Ye s 32

2 No 8

TA B L E - 11 S h o w s h o w m a n y e m p l o y e e s f e e l t o h a v e i m p r o v e m e n t i n
working conditions

F i g - 11 S h o w s h o w m a n y e m p l o y e e s a g r e e w i t h t h e c o m p a n y p a y
scale and bonus plans

39
 Here we can see maximum number of respondent are think that
change is require to improve the working condition of the compony
opportunities is that is 80% .

C H A P T E R 5 – C O N C L U S I O N , L I M I TAT I O N , S U G G E S T I O N

CONCLUSION

An extensive review of the topic "Study of the level of job

satisfaction among job work assignees" it was found that the most
important factors conducive to job satisfaction are the motivational
factors: -

" Rewards or Payment,

• Supportive working environment and

• The work itself.

• Wo r k i n g h o u r s .

• Clean and hygienic working place.

It was also found that the primary source of job satisfaction among
J o b Wo r k a s s i g n e e s w a s t h e s e n s e o f a c h i e v e m e n t e x p e r i e n c e d b y
them while on the job.

H o w e v e r, i n t h e s a m e s t u d y f e e l i n g s o f d i s s a t i s f a c t i o n w e r e f o u n d t o
be stemming from the work itself. The same and the work that was
repetitive in nature and not apt according to the qualification of
some of the employees were seen also some of the major factors
leading to dissatisfaction were:-

" Low payment

40
 • Job tenure (3 months) leading to job insecurity among the Job
Wo r k .

The various factors leading to the job satisfaction and by

enhancing the profile of job. Employees tend to prefer jobs that
give them opportunities to use their skills and abilities and
o ff e r s freedom and feedback. They want pay system and
promotion policies that they perceive as being just and ambiguous
and in line with their expectations. When pay is seen as fair that
is based on job and individual skills, satisfaction is likely to
result.

Employees are also concerned with their work environment for both personal
as well as professional life.So finally it is concluded that the level of job satisfaction is
there but need to be increased

41
L I M I TAT I O N
There are various limitation faced during the study as the study bis
related to the human psychology and behavior b a s i c a l l y. S o m e o f
the problems faced during the study are:-

• while collecting the data it was noticed that most of the

respondent were getting struck at statement, they were actually
related to make out whether the statement is related to their job or
routine life .
• Another major obstruction found the study was respondents were
quite reluctant in giving their original details.
• Even it is not noticed that some of the data entry operations were
not even ready to fill in the questionnaires, so their responses were
most of the time neutral.

42
Suggestions
• To i n c r e a s e s a t i s f a c t i o n a n d r e t e n t i o n o f e m p l o y e e s .
• It will help in reducing the factors leading to absenteeism and
s t a ff t u r n o v e r.
• It will help in generating factors which can defuse tension and
improve working condition
Which will ultimately lead to job satisfaction.
• The method of recruitment should be improved.
• Select the right person for the right job.
• Promotion policy should be improved

• Management should check the performance of their employees

time to time.

• Overall work environment should also be improved .

43
 REFERENCES

BOOK S
R b b i n s S t e p h e n P , O rg a n i z a t i o n a l b e h a v i o u r .
B e r i . G C , S t a t i s t i c s f o r m a n a g e m e n t , Ta t a M c G r a w H i l l
Cooper donal R, Schindler Pamela S, Business Research Method.
Kothari C R, Research Methodology
INTERNET LINKS
 http://findarticles.com/p/articles/mi_qa5321/is_200407/ai_n21
351846/pg_5

 h t t p : / / h u m a n r e s o u r c e s . a b o u t . c o m / o d / g l o s s a r y e / a / e m p l o y e e _ i n v.
htm

 http://job satisfaction\job satisfaction3.htm

 http:// satisfaction\job s a t i s f a c t i o n \ h e r z b e rg – motivation-

h y g i e n e t h e o r y. h t m

 h t t p : / / w w w. n r d c . o rg / b u i l d i n g g r e e n / b i z c a s e / o w n _ p r o d u c t i v i t y. a
sp

 h t t p : / / w w w. n h p c i n d i a . c o m / E n g l i s h / S c r i p t s / A b o u t u s _ O b j e c t i v e s
.aspx

 http://wiki.answers.com/Q/Why_to_study_about_employee_sati
sfaction

 http://wiki.answers.com/Q/What_is_the_importance_of_employ
e e _ s a t i s f a c t i o n _ i n _ a n _ o rg a n i s a t i o n

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 Crossman, Alf, and Bassem Abou-Zaki. "Job satisfaction and
e m p l o y e e p e r f o r m a n c e o f L e b a n e s e b a n k i n g s t a ff . " J o u r n a l o f
Managerial Psychology 18.4 (2003): 368-376.

Abraham, Susan. "Job Satisfaction as an Antecedent to Employee

Engagement." SIES Journal of Management 8.2 (2012).

Raziq, Abdul, and Raheela Maulabakhsh. "Impact of working

environment on job s a t i s f a c t i o n . " P ro c e d i a Economics and
Finance 23 (2015): 717-725.

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 QUESTIONNAIRE

S U RV E Y O N E M P L O Y E E ’ S S AT I S FA C T I O N O F H D F C B A N K
Questions:
Q . 1 W h a t i s y o u r g e n d e r.
l Male ● Female
Q.2 What department do you work in?
● ……………………..
Q.3 How long have you worked for this company?
●……………………..
Q.4 How do you like this job?

Like very Like some Neutral

Dislike some Dislike very
Much what
what Much
Q.5 I am treated with respect by management and the people I work
with.
● Strongly Disagree
● Disagree
● Undecided
● Agree
● Strongly Agree

Q.6 Is there any career enhancement opportunities and growth in this

job ?
● Ye s ● No
Q.7 How much do you participate in decision making ?
o20%-30% o 30%-40% o 40%-50%
o 50%-60% o above 60%

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Q.8 Are you satisfied with you salary level?

Highly Unsatisfied Moderate Satisfied

Highly
Unsatisfied
Satisfied
Q.9 Management is flexible and understands the importance of
balancing my work and personal life.
● Strongly Disagree
● Disagree
● Undecided
● Agree
● Strongly Agree
Q.10 Are you agree with the company pay scale and bonus plans ?

Strongly Agree Undecided

Disagree Strongly
Agree
Disagree
Q . 11 D o y o u f e e l t h e r e i s c h a n g e r e q u i r e i n y o u r d e p a r t m e n t
to improve working conditions?
● YES ● NO

Q.12 Rank the following motivational factor according to you :-

FA C T O R RANK(1 to 4 )1
is highest
● Promotion ……
● Reward and Recognition ……
● Achievemant ……
● Higher authority and responsibility ……

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P E R S O N A L D E TA I L :
NAME :- ………………………….
MOBILE NO:- ………………………….
A D D R E S S O F C O M M U N I C AT I O N : - … … … … … … … … … … …
………………………… .

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