ON

Attitude survey on
Employees
Course Title: Organizational
Behavior
Course Code:
BBA2311
Section: A

Submitted To Submitted By

Liza Khanam
Lecturer of Dipock Mondal
Department of BBA ID: 070360590
Northern University,Bangladesh.

Date of Submission : 23.12.09

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 Student Declaration

We, Victoria,Dipock,Tahidul @ Aminul are the student of Northern University

Bangladesh, Department of BBA in Seven Semester. Here By declare that the
assignment represent under the supervision of Ms.Liza Khanam Lecturer in HRM,
Department of Business Administration, Northern entitled,
“Attitude survey of employees on BRACK Banck” is an original work done by us
University Bangladesh.

Dipock Mondal

+8801916286988

2
 LETTER OF TRANSMITTAL

August 23, 2009

The supervisor
Ms. LIza Khanam
Lecturer in Organizational Behavior
Department of Business Administration
Northern University Bangladesh

Sub: Submission of Assignment

Dear Madam,
Here is the report on ““Attitude survey of employees on BRACK Banck” , prepared
based on data we have gathered during our doing research. We have tried our best
effort to gather all necessary information to the concentrated part of the report to
enrich it . We believe that with our limited knowledge this report provides a core
concept about this topics

We tried our level best to put meticulous effort for preparing the report. Any
shortcomings or flaws may arises as we are very novice in this aspect. We will
wholeheartedly welcome any clarification and suggestion about any view and
conception disseminated in our report.

Sincerely Yours

Dipock Mondal

ID: 070360590

3
 ACKNOWLEDGEMENT

First of all we would like to be grateful to Allah and our parents and pay our
deepest respect Ms. Liza Khanam, Lecturer in Organizational Behavior,
Department of Business Administration, Northern University Bangladesh, due to
her generous and friendly guidance. The school of business NORTHEN
UNIVERSITY BANGLADESH help us to get the opportunity to do the work in the
FITNESS CENTER . We are also grateful to her for helping us to understand some
minute issues as well as those issues which we have failed to understand. We also
would like thanks our friends for giving us enormous help can not mention in this
short extent.
.

Dipock Mondal

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 EXECUTIVE SUMMARY

Banks are the pillars of the financial system. Specially, in Bangladesh, proper banking
system is very important, because the capital market is more developed here.

The main focus of this report is to show customer satisfaction of commercial bank. A
short describe of their attitude toward the organization. In our report we try to show what
is their satisfaction level of what they want, what they expect, how is their working
condition, their financial benefits and others promotional offers made toward them.

We also described the origin of the report, rational of the study, objectives of the study,
methodology of the study and constraints of the study etc.

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Chapter One Introduction
INTRODUCTION

A bank is a financial institution licensed by a government. Its primary activities include

borrowing and lending money. Many other financial activities were allowed over time.
The Bank was incorporated as a public limited company under the Companies Act. 1994

The Bank offers the full range of banking and investment services for personal and
corporate customers, backed by the latest technology and a team of highly motivated
officers and staffs.

Banks are providing Excellence in Banking services; bank has launched fully automated
Phone Banking service, joined a countrywide-shared ATM network and has introduced a
co-branded credit card. A process is also underway to provide e-business facility to the
bank's clientele through Online and Home banking solutions

Problem statement and purposes of the report:

The problem statement is-“Satisfaction level of an employee at BRACK BANK LTD.”

Big Question

Are employees satisfied with the working environment and employees career
opportunity in BRACK BANK Ltd ?.

Objectives

The Broad objective of the report is – “To find out the level of job satisfaction at
BRACK BANK Ltd.”

The specific Objectives are-

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  Employees attitude toward job environment
 Knowing the existing level of job satisfaction
 Identify the factors that affect mostly to the employees
 Find out Hygiene factors responsible for job satisfaction or not.
 Understand employee interpersonal relationship.
 Find out satisfied employee role on the success of the company
 Recommend the measures needed to be taken for increasing the level of job
satisfaction.
 Find out length of employment related to job satisfaction

Limitations of the Study:

The limitations and constraints faced while conducting this study are below:

 Due to time and cost restriction, the study is concentrated in selected areas
only head office of BRACK BANK Ltd.
 Sampling error may occur due to the utilization of convenience sampling.
 Lack of spontaneous cooperation from respondents.
 In case of collecting data from primary respondent, they tried to provide data
in hurry and some employees feared to provide answer or hide information
like salary structure or year of experiences.
 I can only collect information from entry and mid level employee but can not
collect data from top level employee so picture of whole employee of BPL job
satisfaction I can not draw properly.

Methodology

This report is to identify the employee satisfaction level toward their job of the
assigned organization. Therefore, We have gone through physical interview, collected
data and make a personal conversation to the selected Officers when necessary. We
also have studied different circulars and files of the office. And We hope these

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criteria will be enough to find out different picture of employee attitude toward their
job.

Two types of methodology are

1) Primary data
2) Secondary data

Prepare a Questionnairess:

We have developed a questionnaire paper based on Likert scale to collect the

primary data. A Likert scale is a type of Social response scale often used in
questionnaires, and is the most widely used scale in survey research. When
responding to a Likert questionnaire item, respondents specify their level of
agreement to a statement. The scale is named after Rensis Likert, who published a
report describing its use

Here we used a five point Likert scale are as follows-

1. Strongly disagree
2. Disagree
3. Neither agree nor disagree
4. Agree
5. Strongly agree

Data collection:

1. Primary Data: primary data was collected through

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 2. Face to face interview (to collect the qualitative data from employees)
3. Questionnaire survey (to collect quantitative data from employees)

Data analysis :

For qualitative data we used:

 Content analysis

For quantitative data, we used:

 Statistical
 Descriptive

Study plan at a glance:

Study type Tools Participants Purpose Outcome
Qualitative Face to face Brack To know about current Aid to concept
interview Bank,Dhanm attitudes of the employees and
ondi Branch toward the organization. questionnaire
employees. development.
Quantitative Questionnaire Brack To access the actual level Analysis for
survey Bank,Dhanm of job satisfaction. the final
ondi Branch report.
Employees. And measures needed to
be taken for increasing job
satisfaction level.

Table 1.1 Study Plan

Questionnaire survey plan:

• Top level employees

• Mid level employees
• Entry level employees

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Sampling Plan

The sampling plan for surveying employees was non-probabilistic. Respondents were
conveniently chosen at given premises.

Sample Type

The samples in this study were all selected through Convenience Sampling.

Sample size and determination

Total sample size of the survey was 10. This total number included respondents from
all segments which were top level, mid level, and entry level.

This report will be based on the findings of 10 employees. In this

regard I need to conservative because of time limitation.

Levels No. of respondents % of respondents

Top Level 0 00%
Mid level 8 80%
Entry level 2 20%
Total 10 100%
Table 1.2 Sample size determinations

Variables covered:
In order to attain the objectives of the study information have been collected on
the following set of variables:

Importance of job facets:

Salary, promotion, work environment, job supervision, relationship with co-workers,
linkage with higher level authorities, management policy, duration of work, participation
in management, designation, age, service age, attitude towards job, level of satisfaction
with job, perception about job.

Literature Review

Chapter Three

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Attitude:

Attitude is the underlying way we think, feel and act -- how we react to the world around
us. It determines the quality and effectiveness of all of our thinking, emotions and
behavior ... and, thereby, the positive or negative consequences of that behavior.

Attitude is the one thing we can count on as a lifetime companion. Jobs and relationships
come and go, but your attitude is always with you. You can't take a vacation from
yourself!

Attitude is based upon our expectations and perceptions -- our definition of reality.

3 Types of People -- 3 Different Attitudes

Each of the following has the same job, but notice their attitudes:

Susan Spectator likes the predictability and limited responsibility of her job. She feels
most comfortable when others make the important decisions. She feels threatened when
anything out of the norm happens and calls her manager for instructions. She never feels
certain about anything and has difficulty making commitments.

Carl Critic feels frustrated in his job, but at least it gives him a chance to complain and to
vent his frustrations on all the "idiots" he deals with. When confronted with his mistakes,
he looks for excuses and others to blame. He hates what he regards as impositions placed
on him by coworkers and customers. His negative opinions are known by all.

Paula Player views her job as an opportunity to experience the thrill of competence and
meeting progressive challenges. She enjoys interacting with her coworkers, customers
and management. When she makes a mistake, she acknowledges it to herself and to those
impacted by it ... and then looks to see how she can correct it and learn from it.

Susan Spectator, Carl Critic and Paula Player exemplify three very different ways of
approaching life and relating to others -- three different attitudes:

1. Spectators with Neutral Attitudes Spectators watch life happen and observe
others. They play it safe and try to avoid risks. Spectators are afraid of change.
They often are tired or detached. Their defining word is: Maybe. Their prevailing
action: Coast... Typical phrases: I doubt it, I might, I don't know and I'm hesitant.
2. Critics with Negative Attitudes Critics comment on life and complain. They
critique after the fact, imposing their "expertise" and finding fault in others.
Critics are annoyed about change. They often appear frustrated or pessimistic.
Their defining word is: No! Their prevailing action: Stop! Typical phrases: I can't,
I won't, No way and You made me.
3. Players with Positive Attitudes Players actively participate in life and embrace
opportunities. They take risks and are willing to make mistakes. Players enjoy
learning and change. They usually are confident and optimistic. Their defining

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 word is: Yes! Their prevailing action: Go! Typical phrases: I can, I will, I'm sure
and I choose to.

Job Satisfaction

Job satisfaction is perceived to be directly linked to productivity as well as to

personal development. If a worker has the sense of achievement and success in
doing his/her work then it is can strongly be assumed that development will be
there. Job satisfaction thus ensures enthusiasm and happiness.

History

One of the biggest beginnings for satisfaction studies was of course Hawthorne
studies. Besides, studies by Elton Mayo of the Harvard Business School, sought to
find the effects of various conditions on worker’s productivity. These findings did
provide strong evidence to believe that people work for purposes other than pay, and
eventually polished the investigation for other job satisfaction factors.

Scientific Management, through Frederick Winslow Taylor and others also

emphasized and had impact on job satisfaction.

And it must be realized that Maslow’s hierarchy of needs theory, a motivation theory,
was one of most fuelling factors for job satisfaction theory. According this theory
people seek to satisfy five specific needs in life – physiological needs, safety needs,
social needs, self esteem needs and self actualization needs.

Whatever the theories and whoever made them it is eminent to say that concern for
job satisfaction means concern for improved productivity. Through the following
discussions, therefore, we will reveal the importance of job satisfaction to worker and
organization.

Importance of Job Satisfaction

Job satisfaction results from pleasurable emotional state and is leads frequently to a
positive work attitude. Uncertainty lowers self-worth and produces anxiety. Again
monotony erodes a worker’s initiative and enthusiasm and leads to absenteeism and

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unnecessary turnover. Whereas, a satisfied worker id more likely to be creative,
flexible, innovative and loyal. Job satisfaction thus holds the following importance:

 High quality performances can be achieved;

 Productivity increases;
 Absenteeism and termination evaporate;
 Complaints and grievances reduces;
 Creativity of workers increases;
 Morale and punctuality rise;

Therefore job satisfaction both directly and intangibly improves the work force.
However, it is important to know that job satisfaction and productivity are not
conclusively correlated to or consistent on each other. Nevertheless, without job
satisfaction leading the workforce toward greater achievement is nearly impossible.

Building Job Satisfaction

Now realizing the importance of job satisfaction, the perplexity of establishing it in

the workforce has taken cleared. Organizations have to ensure some following facts
to enhance the job satisfaction. Besides, manager should consider some other
factors if managers are serious about upholding job satisfaction among employees by

 Creating stimulating work environment;

 Ensuring job enrichment which is deliberate upgrading of responsibility,
scope, and challenge in the work itself. Job enrichment usually includes
increased responsibility, recognition, and opportunities for growth, learning,
and achievement.
 Opportunities to use one's talents and to be creative;
 Holding high commitment and relationship with supervisors and co-workers;
 A stable, secure work environment that includes job security/continuity;
 Competitive salary and opportunities for promotion;
 Matching workers with the type of work and placing them according to it;

There are many factors that affect job satisfaction and that what makes workers
happy with their jobs varies from one worker to another. Apart from the factors
mentioned above, job satisfaction is also influenced by the employee's personal
characteristics, the manager's personal characteristics and management style, and

13
the nature of the work itself. Managers who want to maintain a high level of job
satisfaction in the work force must try to understand the needs of each member of
the work force

Elements of Job Satisfaction:

There are six elements of job satisfaction. Rather I can say that job satisfaction is
the combination of these six elements. The elements are shown in the figure-

Overall or
multidime
nsional
Stability of
Individual job
focus satisfaction

Job Satisfaction
Environme
ntal impact

Importance
Level

Figure-2.1 Elements of Job satisfaction

Workers' Roles in Job Satisfaction :

If job satisfaction is a worker benefit, surely the worker must be able to contribute to
his or her own satisfaction and well-being on the job. The following suggestions can
help a worker find personal job satisfaction:

 Employees should look for opportunities to show their skills and abilities. This
usually leads to more challenging work and greater responsibilities, with
attendant increases in pay and other recognition.
 Employees should focus more on building their communication skills like
reading, listening, writing, and speaking skills;

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  Employees should make themselves knowledgeable. Because obtaining new
job-related knowledge can help to perform tasks more efficiently and
effectively;
 Employees should express their creativity and initiative. These qualities are
valued by most organizations and often result in recognition;
 Employees should work as team not as an individual. A large part of job
success is the ability to work well with others to get the job done.

Creating Job Satisfaction :

Organizations can help to create job satisfaction by putting systems in place that will
ensure that workers are challenged and then rewarded for being successful.
Organizations that aspire to creating a work environment that enhances job
satisfaction need to incorporate the following:

1. Flexible work arrangements, possibly including telecommuting

2. Training and other professional growth opportunities
3. Opportunities to use one's talents and to be creative
4. Opportunities to take responsibility and direct one's own work
5. A stable, secure work environment that includes job security/continuity
6. An environment in which workers are supported by an accessible supervisor
who provides timely feedback as well as congenial team members
7. Flexible benefits, such as child-care and exercise facilities
8. Up-to-date technology & Competitive salary and opportunities for promotion

Organization profile

Company Profile

BRAC Bank Limited, with institutional shareholdings by BRAC, International Finance

Corporation (IFC) and Shorecap International, has been the fastest growing Bank from
2004 to 2007. The Bank operates under a "double bottom line" agenda where profit and
social responsibility go hand in hand as it strives towards a poverty-free, enlightened

15
Bangladesh.

A fully operational Commercial Bank, BRAC Bank focuses on pursuing unexplored

market niches in the Small and Medium Enterprise Business, which hitherto has
remained largely untapped within the country. In the last six years of operation, the Bank
has disbursed over BDT 7500 crore in loans to nearly 200,000 small and medium
entrepreneurs. The management of the Bank believes that this sector of the economy can
contribute the most to the rapid generation of employment in Bangladesh. Since inception
in July 2001, the Bank's footprint has grown to 56 branches, 30 SME Service Centers,
427 SME unit offices and 112 ATM sites across the country, and the customer base has
expanded to 465,000 deposit and 187,000 advance accounts till December 2008. In the
years ahead BRAC Bank expects to introduce many more services and products as well
as add a wider network of SME unit offices, Retail Branches and BRAC, a national,
private organization, started as an almost entirely donor funded, small-scale relief and
rehabilitaton project initiated by Fazle Hasan Abed to help the country overcome the
devastation and trauma of the Liberation War and focused on resettling refugees
returning from India. Today, BRAC has emerged as an independent, virtually self-
financed paradigm in sustainable human development. It is one of the largest Southern
development organizations employing 97,192 people, with 61% women, and working
with the twin objectives of poverty alleviation and empowerment

International Finance Corporation (IFC) is the commercial wing of World Bank. Using
certain channels and overseas representatives, IFC it helps local financial institutions find
profitable ways to target small and medium sized companies. Funding comes from the
Asian Development Bank, Canada, the European Commission, the Netherlands, IFC is a
19% shareholder in BRAC Bank. A new assistance program signed in August 2005 aims
to double the bank’s number of small and medium enterprise clients in 18 months
through campaigns to target women entrepreneurs and rural clients, introduce new
products and train branch managers.

ShoreCap International Ltd. is an international private non-profit, equity company

seeking to invest in small business banks and regulated micro finance institutions in
countries with developing and transitional economies. Founded in mid 2003, ShoreCap
has a current base of $28.3 million in capital commitments and seeks to support the
growth of development finance institutions in Africa, Asia and Eastern Europe. The
institution has made investments totaling $7 million in Bangladesh, India, Cambodia,
Armenia, Mongolia and Kenya. ShoreBank is a 9% investor of ShoreCap and
ShoreCap typically invests between $500,000 and $2 million for an ownership position of
10-25% of a company. As a minority shareholder, ShoreCap seeks financial institutions
with a strong, experienced management team and a committed set of local development-
minded investors. ShoreCap currently owns 18% of BRAC Bank Limited.

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Company mission :

" Building a profitable and socially responsible financial institution focused on Markets
and Business with growth potential, thereby assisting BRAC and stakeholders build a
"just, enlightened, healthy, democratic and poverty free Bangladesh".

Board of Directors
Mr. Muhammad A. (Rumee) Ali
Chairman

Mr. Quazi Md.Shariful Ala

Director

Mr. Mark A. Coffey (Nominated by ShoreCap International Limited)

Director

Ms. Tamara Hasan Abed

Director
Mr. Shib Narayan Kairy
Director

Ms. Nihad Kabir

Director (Independent)

Dr. Hafiz G.A. Siddiqi

Director

Mr. A. E. A. Muhaimen
Managing Director and CEO

Corporate Social Responsibility

BRAC Bank and ICDDR,B representatives inaugurated BRAC Bank Short Stay Ward
at Dhaka Hospital of ICDDR,B. Its Dhaka and Matlab hospitals provide free treatment
to 1120,000 patients each year with a commitment to not to turn away anyone arriving
for treatment. In the past, accommodating these patients required the use of tents as
temporary wards.

17
With the support of BRAC Bank Limited the short stay ward has been renovated with
full air conditioning, new washrooms, hand washing sinks, surrounding walls and
upgraded floors and ceilings. In this regard BRAC Bank as part of their CSR activity
contributed Tk.23,39,388 to develop the new BRAC Bank Short Stay Ward.

Mr. Muhammad A. (Rumee) Ali, Chairman, BRAC Bank Limited, formally

inaugurated the new BRAC Bank Short Stay Ward at a ceremony. In his speech, Mr.
Muhammad A. (Rumee) Ali mentioned that BRAC Bank and ICDDR,B has a long-
standing relationship of collaboration and mutual understanding and BRAC Bank is
proud to be associated with ICDDR,B to support the underprivileged people of
Bangladesh.

Among other senior officials, Mr. A.E.A. Muhaimen, Managing Director & CEO,
BRAC Bank, Dr. Alejandro Cravioto, Executive Director, ICDDR,B, and Dr. Mark
Pietroni, Administrator, Dhaka Hospital, ICDDR,B were also present in that occasion.

Organogram Of BRAC BANK :

CEOO

Director 18
Executive
Senior
Senior
Assistant
Deputy
Senior
Assistant
Assistant
Senior
Assistant
Officer
Manager
Manager
Officer
manager
Manager
Officer
Officer
Director
SOWT Analysis
STRENGTH:

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 1 Strong financial capacity.
2 Combination of modern technology.
3 Transfer money is to any where.
4 A group of skilled and trained human resource with national and internal
expertise.

5 Efficient management under all online banks.

6 Reputation in the national and international banking sector for higher

service quality.

7 A strong relationship between all customer and management.

WEAKNESS:

1 High cost of service charge.

2 Adequate promotional campaign.
3 Absence of micro-credit unit.
4 No social –economic enlistment.

OPPORTUNITY:

1 Branch network expansion.

2 Can offer wide range of financial products.

3 Can invest in IT sector.

4 Foreign remittance opportunity.

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 THREAT:

1 Deterioration of global economic conditions.

2 Political instability of the country.

3 Currency rate fluctuations.

4 Volatile call money market.

5 Critical legislative procedure of the government.

6 New competitors entering in the field of financial institutions.

Chapter Five Analysis & Findings

Job Satisfaction level of employee at- BRACK BANK LTD

5.1 Job-satisfaction:

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Much of the research exploring job satisfaction suggests that
satisfaction with one’s job or work is related to the work tasks being
undertaken. Research completed by Balzer and his colleagues
suggests that satisfaction with one’s work tasks is the greatest
predictor of overall job satisfaction. Further, it remains the greatest
predictor of job satisfaction, independent of the specific work tasks
being completed by the worker or the age or gender of the worker.
However changes in the working conditions of modern employees,
including increasing work hours, varying working arrangements and
intensifying job demands, matched with the segmenting and
compartmentalizing of many workplace tasks; as well as the
increasingly common current workplace rhetoric of, “do more, for less
… and faster” have made it increasingly challenging.

The present research explored alternative avenues towards job

satisfaction, exclusive of work task satisfaction. I was interested in
exploring the level of employee job satisfaction, for BRACK BANK
LTD
Job-Satisfaction Model-
A job satisfaction model has given below. Which will help us to
understand what is actually job satisfaction means.

Expectation from Existing condition

work place Difference of the work place

Salary Salary
Nature of work Nature of work
Promotion Promotion
Supervision Supervision
Working environment Working environment
Mentality of co-workers Mentality of co-workers

Employee
Figure : Job satisfaction Model. Satisfaction

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 Age

Cumulative
Frequency Percent Valid Percent Percent

Valid 25-35 6 60.0 60.0 60.0

36-45 4 40.0 40.0 100.0

Total 10 100.0 100.0

Comments : Here we can see that 60% of employees are in the age of in between 25 to
35 and 40 are in between 36 to 45..

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 gender

Cumulative
Frequency Percent Valid Percent Percent

Valid male 6 60.0 60.0 60.0

female 4 40.0 40.0 100.0

Total 10 100.0 100.0

Conclusion Here 60% of the employees are male and 40% are female. So most of the
working employees are male.

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 designnation

Cumulative
Frequency Percent Valid Percent Percent

Valid senior accountant 2 20.0 20.0 20.0

remittence officer 2 20.0 20.0 40.0

manager of card divition 1 10.0 10.0 50.0

marketing executive 1 10.0 10.0 60.0

cashier 2 20.0 20.0 80.0

supporting staff 2 20.0 20.0 100.0

Total 10 100.0 100.0

Conclusion :Here in mid level, the percentage of senior accoutantis 20%, remittance
officer is 20%, 10% is about card division manager, 20% are cashier. In Entry level 20%
are supporting staff.

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 religion

Cumulative
Frequency Percent Valid Percent Percent

Valid muslim 8 80.0 80.0 80.0

hindu 2 20.0 20.0 100.0

Total 10 100.0 100.0

Conclusion : Here 80% of the working employees are muslim and 20% are from hindu
religion.

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 pretty good workplace

Cumulative
Frequency Percent Valid Percent Percent

Valid strongly agree 1 10.0 10.0 10.0

agree 9 90.0 90.0 100.0

Total 10 100.0 100.0

Comments :Here 90% of employees that they are agree that the place is pretty good to
work and 10% of them are strongly agree with the statement.

27
 can make effort

Cumulative
Frequency Percent Valid Percent Percent

Valid agree 7 70.0 70.0 70.0

undecided 2 20.0 20.0 90.0

disagree 1 10.0 10.0 100.0

Total 10 100.0 100.0

Comments : 70% of the working employees of Brack Bank are Agree and 10% are
disagree that they can go ahead if they make any effort.

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 competative wage rate

Cumulative
Frequency Percent Valid Percent Percent

Valid strongly agree 1 10.0 10.0 10.0

agree 5 50.0 50.0 60.0

undecided 4 40.0 40.0 100.0

Total 10 100.0 100.0

Comments : Competitive wage rate- 50% are agree with this statement and 40% are
undecided.

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 employee promotion

Cumulative
Frequency Percent Valid Percent Percent

Valid strongly agree 2 20.0 20.0 20.0

agree 5 50.0 50.0 70.0

undecided 2 20.0 20.0 90.0

disagree 1 10.0 10.0 100.0

Total 10 100.0 100.0

Comments : Here 50% of employees are agree that employees promotional decisions are
handled fairly and 10% are disagree and 20% undecided.

30
 fringebenefits

Cumulative
Frequency Percent Valid Percent Percent

Valid strongly agree 2 20.0 20.0 20.0

Agree 6 60.0 60.0 80.0

undecided 1 10.0 10.0 90.0

Disagree 1 10.0 10.0 100.0

Total 10 100.0 100.0

Comments :
60% are agree that they understand the fringe benefits the
company offer and 20% are disagree with the statement.

31
 use of job abilities

Cumulative
Frequency Percent Valid Percent Percent

Valid agree 9 90.0 90.0 90.0

undecided 1 10.0 10.0 100.0

Total 10 100.0 100.0

Comments ;90% are agree that job makes best use of their abilities and
10% are undecided.

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 challenging work

Cumulative
Frequency Percent Valid Percent Percent

Valid strongly agree 2 20.0 20.0 20.0

agree 6 60.0 60.0 80.0

undecided 2 20.0 20.0 100.0

Total 10 100.0 100.0

Comments :60% are agree that workload they take is challenging and 20%
are undecided.

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 trust & confidence on boss

Cumulative
Frequency Percent Valid Percent Percent

Valid agree 8 80.0 80.0 80.0

undecided 2 20.0 20.0 100.0

Total 10 100.0 100.0

Comments : 80% of the employees have trust and confidence on their boss and 20% are
confused about statement.

34
 free to tell the Boss

Cumulative
Frequency Percent Valid Percent Percent

Valid strongly agree 1 10.0 10.0 10.0

agree 6 60.0 60.0 70.0

undecided 3 30.0 30.0 100.0

Total 10 100.0 100.0

Comments : 60% of the employees admit that they are free to tell to the
boss about their thinking and 20% are confused about what to say.

35
 know the expectation of boss

Cumulative
Frequency Percent Valid Percent Percent

Valid strongly agree 1 10.0 10.0 10.0

agree 9 90.0 90.0 100.0

Total 10 100.0 100.0

Comments : Here we find that 90% of the employees know what their boss
expect from them.

Conclusion:

In this research work an attempt has been made to access the

satisfaction level with respective job of various categories of

36
employees at BBL. For such purpose an analysis has been done for all
employees taken together as well as categories of employees. We
actually took 10 respondents as my sample form their organization.
They have a mean of 35 and standard deviation of 6. I also find that
majority responses came as positive answer. Amazingly, respondents
of every category are dissatisfied with their present salary scale. On
the other hand 94% of employees are very satisfied with their work
environment. 91% employees agreed on the good job security.77% of
the employees think that their job is interesting enough and keep them
from getting bored. When asked, they enjoyed their work during job
more than their leisure time, the mean for this question was 3.43,
meaning that they agreed that they really enjoyed their work. Based
on the answers to these questions, there seems to be some strong
indication that there may be a high level of job satisfaction within the
company.

The indication on - Impact of satisfied employee’s performance on the success of the

company, tells us though We know that satisfied employees have higher
level of impact on company’s success but here from my analysis we
found that BBL employees have not that much impact on the
company’s success. That is why, company made degrowth in 2007
compared to previous year.

So, all this gives us the indication that BBL employees are satisfied
with their job quite some extent. And if few things are changed they
would be much more satisfied with their job.

Recommendations:
Some useful recommendation are given bellow :

37
1. Ogganization should more ciear up about their duties and
responsibilities in a way that will increase their performance
level. s

2. Better performance should obtain the opportunities of early

promotion for their performance

3. Several job facets like salary, management policy, and

leadership approach, freedom at work and job security need
relatively more attention.

4. It is to be emphasized that better fruits can be expected from

employees with high moral strength and it is possible when an
employees is satisfied with his job. Thus it is imperative for BPL
to identify modals of job satisfaction and take necessary actions
accordingly.

5. BBL Develop teamwork and people skills. A large part of job

success is the ability to work well with others to get the job done.

6. Accept the diversity in people. Accept people with their

differences and their imperfections and learn how to give and
receive criticism constructively.

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

stress-management techniques.

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