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The Reserve Bank of India (RBI), as the central bank of the country, closely monitors
developments in the whole financial sector.

The banking sector is dominated by Scheduled Commercial Banks (SBCs). As at end-March


2002, there were 296 Commercial banks operating in India. This included 27 Public Sector
Banks (PSBs), 31 Private, 42 Foreign and 196 Regional Rural Banks. Also, there were 67
scheduled co-operative banks consisting of 51 scheduled urban co-operative banks and 16
scheduled state co-operative banks.

Scheduled commercial banks touched, on the deposit front, a growth of 14% as against 18%
registered in the previous year. And on advances, the growth was 14.5% against 17.3% of the
earlier year. State Bank of India is still the largest bank in India with the market share of 20%
ICICI and its two subsidiaries merged with ICICI Bank, leading creating the second largest bank
in India with a balance sheet size of Rs. 1040bn.

Higher provisioning norms, tighter asset classification norms, dispensing with the concept of
µpast due¶ for recognition of NPAs, lowering of ceiling on exposure to a single borrower and
group exposure etc., are among the measures in order to improve the banking sector.

 
   
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The first phase of financial reforms resulted in the nationalization of 14 major banks in 1969 and
resulted in a shift from Class banking to Mass banking. This in turn resulted in a significant
growth in the geographical coverage of banks. Every bank has to earmark a minimum percentage
of their loan portfolio to sectors identified as ³priority sectors´. The manufacturing sector also
grew during the 1970s in protected environs and the banking sector was a critical source. The
next wave of reforms saw the nationalization of 6 more commercial banks in 1980. Since then
the number scheduled commercial banks increased four-fold and the number of banks branches
increased eight-fold.

After the second phase of financial sector reforms and liberalization of the sector in the early
nineties, the Public Sector Banks (PSB) s found it extremely difficult to complete with the new
private sector banks and the foreign banks. The new private sector banks first made their
appearance after the guidelines permitting them were issued in January 1993. Eight new private
sector banks are presently in operation. These banks due to their late start have access to state-of-
the-art technology, which in turn helps them to save on manpower costs and provide better
services.

During the year 2000, the State Bank of India (SBI) and its 7 associates accounted for a 25%
share in deposits and 28.1% share in credit. The 20 nationalized banks accounted for 53.5% of
the deposits and 47.5% of credit during the same period. The share of foreign banks ( numbering
42 ), regional rural banks and other scheduled commercial banks accounted for 5.7%, 3.9% and
12.2% respectively in deposits and 8.41%, 3.14% and 12.85% respectively in credit during the
year 2009.

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The Indian banking industry, which is governed by the Banking Regulation Act of India, 1949
can be broadly classified into two major categories, non-scheduled banks and scheduled banks.
Scheduled banks comprise commercial banks and the co-operative banks. In terms of
ownership, commercial banks can be further grouped into nationalized banks, the State Bank of
India and its group banks, regional rural banks and private sector banks (the old / new domestic
and foreign). These banks have over 67,000 branches spread across the country. The Indian
banking industry is a mix of the public sector, private sector and foreign banks. The private
sector banks are again spilt into old banks and new banks.

Banking System in India

Reserve bank of India (Controlling Authority)

Development Financial institutions Banks

IFCI IDBI ICICI NABARD NHB IRBI EXIM Bank ISIDBI

Commercial Regional Rural Land Development Co-operative


Banks Banks Banks Banks

Public Sector Banks Private Sector Banks

SBI Groups Nationalized Banks Indian Banks Foreign Banks


 !"#$

This project work characterizes to evaluate job satisfaction level of employees working in
various branches of Syndicate Bank. The objectives of the study are as follows:

A.p To analyze bank¶s working environment.


B.p To study and analyse the satisfaction level of employees at Syndicate Bank.
C.p To study various factors which influences job satisfaction of employees.
D.p To study the relationship between personal factors of employees (income, designation,
education qualification etc.)
E.p To identify and suggest measures for the improvement of the satisfaction level.

pp
p

þp Data collected was based on questionnaire and interview method only.p


þp Total number of employees in Syndicate bank is more but sample size is limited to 25
only.
þp The research was conducted in limited duration only.
þp Survey can vary from city to city.
þp Some respondants hesitated to give actual situation , they feared that management would
take action against them.
þp The findings and conclusions can result in bias.

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The scope of the study is very vital. Not only the Human Resource department can use
the facts and figures of the study but also the personnel, finance and sales department
can take benefits from the findings of the study.

% &!'(#%'&)*
The sales department can have fairly good idea about their employees,that they are
satisfied or not.

% &%&**(#%'&)*
Some customers have the complaints or facing problems regarding the job. So the
personnel department can use the information to make efforts to avoid such complaints.
CHAPTER.2


  

Commercial banks in India have traditionally focused on meeting the short-term financial needs
of industry, trade and agriculture. At present, there are 286 scheduled commercial banks in the
country, with a network of 67,742 branches. Scheduled commercial banks are the ones that are
listed in the second schedule to the RBI Act, and may further be classified as public sector banks,
private sector banks and foreign banks Scheduled commercial banks have a presence throughout
India, with nearly 69.72% of bank branches located in rural or semi-urban areas of the country.
A large number of these branches belong to the public sector banks. Public sector banks make
up the largest category of banks in the Indian banking system. There are 27 public sector banks
in India. They include the SBI and its associate banks and 19 nationalized banks. Nationalized
banks are governed by the Banking Companies (Acquisition and Transfer of Undertakings) Act
1970 and 1980. The banks nationalized under the Banking Companies (Acquisition and Transfer
of Undertakings) Act 1970 and 1980 are referred to as µcorresponding new banks¶. Syndicate
Bank is a corresponding new bank, nationalized in 1969 under the Bank Acquisition Act.

Public sector banks operate in the remotest possible areas of the country and give
employment opportunity to one and all. Contrary to their private sector counterparts,
technological up gradation is still in infancy in public sector banks. The most astonishing feature
of the public sector banks is that many employees are not computer literate and the personnel¶s
average age is 40+. These banks are also subject to limited government interference. But the last
decade has seen many positive developments in the Indian banking sector. These banks have
established an outstanding track record of innovation, growth and value creation. While bank
lending has been a significant driver of GDP growth and employment, periodic instances of the
³failure´ of some weak banks have often threatened the stability of the system. But nonetheless,
the banking sector is the fastest growing and the most flourishing sector in the Indian economy.
The major players in this sector are private and public sector banks.
Though the banking sector is going through a rough patch nowadays, still this sector
contributes the most to the world GDP. These banks should strive to penetrate the untapped areas
of the market to overshadow the downward trend in this sector.

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Syndicate Bank was established in 1925 in Udupi, and was originally known as Syndicate
Industrial and Banking Syndicate Limited. It was renamed as Syndicate Bank Limited with effect
from Jan 1, 1964 and was nationalized in 1969. It was started with a capital of Rs.8000/- by three
visionaries - Sri Upendra Ananth Pai, a businessman, Sri Vaman Kudva, an engineer and Dr. T
M A Pai, a physician. Their objective was primarily to extend financial assistance to the local
weavers who were crippled by a crisis in the handloom industry through mobilizing small
savings from the community. The bank collected as low as 2 annas daily at the doorsteps of the
depositors through its Agents under its Pigmy Deposit Scheme started in 1928. This scheme is
the Bank's brand equity today and the Bank collects around Rs. 2 crore per day under the
scheme.

The progress of Syndicate Bank has been synonymous with the phase of progressive banking in
India. Spanning over 80 years of pioneering expertise, the Bank has created for itself a solid
customer base comprising customers of two or three generations. Being firmly rooted in rural
India and understanding the grass root realities, the Bank's perception had vision of future India.
It has been propagating innovations in Banking and also has been receptive to new ideas, without
however getting uprooted from its distinctive socio-economic and cultural ethos. Its philosophy
of growth by mutual sustenance of both the Bank and the people has paid rich dividends. The
Bank has been operating as a catalyst of development across the country with particular
reference to the common man at the individual level and in rural/semi urban centers at the area
level.
Syndicate Bank today is placed in the league of large and leading public sector banks in India.
The bank is a pioneer in introducing several initiatives such as agricultural financing and door-
to-door banking, which are now recognized as benchmark by the industry. The bank offers wide
gamut of services including deposits, corporate and retail loans, cash management, foreign trade
services, cards, insurance. Syndicate bank has won accolades for its service in rural communities
and achieving exemplary customer service is an ongoing priority for the bank. The bank has a
large network of 2,125 branches in India with overseas presence in London and boasts of a
workforce of over 25000 employees.

In addition, it has been managing exchange companies in the Middle East to channelize
remittance from expatriates to India. The Bank has launched an ambitious technology plan called
Core Banking Solution (CBS) whereby 500 of our strategic branches with their ATMs are being
networked nationwide over a 4 year period. The bank has made steady progress over the years
and has had a consistent performance throughout.

The IT initiatives of the Bank have been amply recognized and rewarded both nationally and
globally, which can be seen from the following awards won by the Bank during this year.

1.p Best use of IT for customer service in Semi-urban and Rural areas by IDRBT,
Hyderabad.
2.p Best Core Banking Project among Large Banks in Asia Pacific Region ± The Asian
Banker IT Implementation Awards
3.p The Asian banker IT implementation AWARD 06 for best core banking project for large
banks

The bank is known for its customer friendly approach. The bank is committed to providing high
quality customer service and timely redressal of customer grievance.




+


þp Consolidating position as a premier public sector bank with increased global outreach.

þp Emerging as a strong, vibrant, responsive, competitive bank.

þp Embracing state-of-art technology harnessing human potential and effectively


participating in the process of nation building.

þp Serving its constituents and shareholders¶ as a faithful friendly financial partner.



The bank continuously envisages to:

þp Add core deposits continuously

þp ›ffer better customer service

þp Enhance tolerance level in dealing with customers and get better understanding of their
requirements

þp Design and deliver the products and services according to its customer¶s needs so as to
give them an exhilarating and enthusiastic experience.

þp Acquire accounts aggressively

þp àear of NPA resolution


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p  c +  


 This activity includes the following :

1.p Syndicate Bank Global Debit Card

2.p Syndicate Bank Global Credit Cards

p '*'"&'* The bank provides insurance services in association with Bajaj Allianz.p

p Life Insurance Products

ãp Non Life Insurance

Some of its life-insurance products in association with Bajaj Allianz are :

a.p INVESTGAIN

b.p CASHGAIN

c.p CHILDGAIN

d.p RISKCARE

e.p TERMCARE

f.p LIFETIMECARE

g.p SWARNA-VISHRANTI

h.p UNITGAIN

i.p L›AN PR›TECT›R

j.p SàNDDRIVER
±p Cash Management (SCMS)

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1.p Synd 400 Plus and Synd 500 Plus

2.p Savings Deposit Account:

3.p Special Premium Savings Accounts

4.p Fixed Deposit Scheme:

5.p Vikas Cash Certificate:

6.p Social Security Deposit:

7.p Senior Citizen¶s Security Deposit

8.p Syndicate Suvidha Deposit

9.p Cumulative SyndTaxShield Deposit Scheme

10.pPigmy Deposit

11.pSuper Premium Savings Bank Account

12.pSynd Samanya Savings Bank Account (No Frills Account) :

13.pSyndFlexi Current Account

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, - It is a wholly owned subsidiary of Syndicate Bank.
This is a first BP› outfit of a Nationalized Bank. This BP› Company is proposed to
undertake the following activities facilitating customers to file their income tax returns,
undertaking Back ›ffice functions relating to Bank's Debit / Credit Card / Bancassurance
Business etc.

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a.p SyndRent

b.p SyndSaral:

c.p SyndSenior:
d.p SyndVidyarthi: 

e.p SyndNivas:

f.p SyndNivasPlus:

g.p SyndPigmy:

h.p SyndKisan:

i.p SyndVahan:

j.p SyndLaghuUdyami:

k.p SyndMahila:

l.p SyndMortgage:

m.p SyndPravasi:

n.p SyndSmallCredit:

o.p SyndSuvidha:

p.p SyndUdyog:

q.p SyndVyapar:

r.p SyndJaiKisan

s.p SyndShakti

p  c  c




p Animal Husbandry Scheme

ãp Development of Irrigation Infrastructure

±p Farm Mechanization Schemes

Èp Hi-tech Agriculture

ßp SyndJaiKisan

p Jewel Loans for Agriculture

'p Land Development Schemes


]p Purchase of Land for Agricultural Purpose

.p Rural Employment Generation Program

/pSolar Water Heater Systems

pSyndicate 2/3/4 Wheelers Scheme

ãpSyndicate Farm House Scheme

±pSyndicate Kisan Credit Card(SKCC)

ÈpTenant Farm Loan

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1.p Tele Banking

2.p Internet Banking

3.p µAny Branch Banking¶

4.p Synd Bill Pay

5.p ›n-Line Collection of Direct Taxes 

6.p ›n-line Railway Ticket Booking

7.p Western Union Money Transfer

8.p SyndInstant - (RTGS System for instant transfer of funds)

9.p Electronic Funds Transfer (EFT) System

10.pSyndicate Gift Cheques

11.pInsurance Cover for Deposits

12.pStop Payment Facility

13.pDormant Accounts

14.pSafe Deposit Lockers




CHAPTER- 3

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*&#"*

Human life has become very complex and completed in now-a-days. In modern society the needs
and requirements of the people are ever increasing and ever changing. When the people are ever
increasing and ever changing when the peoples needs are not fulfilled they become dissatisfied.
Dissatisfied people are likely to contribute very little for any purpose. Job satisfaction of
industrial workers us very important for the industry to function successfully. Apart from
managerial and technical aspects, employers can be considered as backbone of any industrial
development. To utilize their contribution they should be provided with good working conditions
to boost their job satisfaction..

Job satisfaction is important technique used to motivate the employees to work harder. It is often
said that ³ A HAPPà EMPL›àEE IS A PR›DUCTIVE EMPL›àEE´. A happy employee is
generally that employee who is satisfied with his job.

Job satisfaction is very important because most of the people spend a major portion of their life
at working place. Moreover, job satisfaction has its impact on the general life of the employees
also, because a satisfied employee is a contented and happy human being. A highly satisfied
worker has better physical and mental well being.

 **

In simple words , job satisfaction can defined as extent of positive feelings or attitudes that
individuals have towards their jobs. When a person says that he has high job satisfaction , it
means that he really likes his job, feels good about it and value his job dignity.

0 

³Job satisfaction is the amount of pleasure or contentment associated with a job. If you
like your job intensely, you will experience high job satisfaction.if you dislike your job intensely,
you will experience job dissatisfaction.
*

³Job satisfaction is a general attitude towards one¶s job: the difference between the
amount of reward workers receive and the amount they believe they should receive.´

(#)'*'*#&*(#

Job satisfaction will be defined as amount of overall positive affect that individuals have towards
their jobs.


  

›ne of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These
studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to
find the effects of various conditions (most notably illumination) on workers¶ productivity.
These studies ultimately showed that novel changes in work conditions temporarily increase
productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from
the new conditions, but from the knowledge of being observed. This finding provided strong
evidence that people work for purposes other than pay, which paved the way for researchers to
investigate other factors in job satisfaction.

Scientific management (aka Taylorism) also had a significant impact on the study of job
satisfaction. Frederick Winslow Taylor¶s 1911 book, Principles of Scientific Management,
argued that there was a single best way to perform any given work task. This book contributed to
a change in industrial production philosophies, causing a shift from skilled labor and piecework
towards the more modern approach of assembly lines and hourly wages. The initial use of
scientific management by industries greatly increased productivity because workers were forced
to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving
researchers with new questions to answer regarding job satisfaction. It should also be noted that
the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylor¶s
work.

Some argue that Maslow¶s hierarchy of needs theory, a motivation theory, laid the foundation for
job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life
± physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This
model served as a good basis from which early researchers could develop job satisfaction
theories.
)%&'*0&1&'*# &2'*3'*

Frequently, work underlies self-esteem and identity while unemployment lowers self-worth and
produces anxiety. At the same time, monotonous jobs can erode a worker's initiative and
enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and
occupational success are major factors in personal satisfaction, self-respect, self-esteem, and self-
development. To the worker, job satisfaction brings a pleasurable emotional state that often leads
to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative,
and loyal.

For the organization, job satisfaction of its workers means a work force that is motivated and
committed to high quality performance. Increased productivity the quantity and quality of output
per hour worked seems to be a byproduct of improved quality of working life. It is important to
note that the literature on the relationship between job satisfaction and productivity is neither
conclusive nor consistent. However, studies dating back to Herzberg's (1957) have shown at least
low correlation between high morale and high productivity, and it does seem logical that more
satisfied workers will tend to add more value to an organization. Unhappy employees, who are
motivated by fear of job loss, will not give 100 percent of their effort for very long. Though fear
is a powerful motivator, it is also a temporary one, and as soon as the threat is lifted performance
will decline.

Tangible ways in which job satisfaction benefits the organization include reduction in complaints
and grievances, absenteeism, turnover, and termination; as well as improved punctuality and
worker morale. Job satisfaction is also linked to a more healthy work force and has been found to
be a good indicator of longevity. And although only little correlation has been found between job
satisfaction and productivity, Brown (1996) notes that some employers have found that
satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus
protecting the "bottom line." No wonder Andrew Carnegie is quoted as saying: "Take away my
people, but leave my factories, and soon grass will grow on the factory floors. Take away my
factories, but leave my people, and soon we will have a new and better factory"

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So, how is job satisfaction created? What are the elements of a job that create job satisfaction?
›rganizations can help to create job satisfaction by putting systems in place that will ensure that
workers are challenged and then rewarded for being successful. ›rganizations that aspire to
creating a work environment that enhances job satisfaction need to incorporate the following:

þp Flexible work arrangements, possibly including telecommuting

þp Training and other professional growth opportunities


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

þp ›pportunities to use one's talents and to be creative

þp ›pportunities to take responsibility and direct one's own work

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

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


provides timely feedback as well as congenial team members

þp Flexible benefits, such as child-care and exercise facilities

þp Up-to-date technology

þp Competitive salary and opportunities for promotion .

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There are no. of factors that influence job satisfaction in an organization. A no. of research
studies have been conducted in order to establish some of the causes that result in job
satisfaction. These studies have revealed consistent correlation of certain variables with the job
satisfaction. These factors are given below:
&2'*3'*'( '&

-
'('&'*#4'2 Wages do play a significant role in determining of satisfaction. Salaries
and wages is instrumental in fulfilling so many needs. Money facilities the obtaining of food,
shelter, and clothing and provides the means to enjoy valued leisure interest outside of work.
More over, salary can serve as symbol of achievement and a source of recognition. Employees
often see pay as a reflection of organization. Fringe benefits have not been found to have strong
influence on job satisfaction as direct wages.

2-&)*!'*Promotion chances considerably affect the job satisfaction because of


the following reasons:

÷ = promotion indicates an employees¶s worth to the organization which is highly moral
boosting. This is particularly true in case of high level jobs.

„ = employee takes promotion as the ultimate achievement in his career and when it is
realized , he feels extremely satisfied.

, promotion involes positive changes e.g high salary, less supervision, increased status etc
which enhances job satisfaction.

3- c)%'*$ %(: ›rganizational structure and policies also play an important role in
affection job satisfaction of employees. An autocratic and highly authoritative structure causes
resentment among the employees as compared to a structure which is more open and democratic
in nature.

0&1*&*)* '&

-
"%&*

Two dimensions of supervisor style:

þp Employee centered or consideration supervisors who establish a supportive personal


relationship with subordinates and take a personal interest in them.
þp The other dimension of supervisory style influence participation in Decision making,
employee who participates in decision that affect their job, display a much higher level of
satisfaction with supervisor at the overall work situation .

ã-0&12&"%

The nature of the work group or team will have effect on job satisfaction in the following ways:

þp A friendly and cooperative group provides opportunities to the group members to interact
with each other.

þp The work group group will be even a stronger sources of satisfaction when members have
similar attitudes and values.

þp Smaller groups provide greater opportunity for building mutual trust and understanding
as compared to larger groups.

Thus, group size and quality of interpersonal relations within the group play a significant role in
workers satisfaction.

±-0&1*2*#*The employees desire good working condition because they lead to


greater physical comfort. The working conditions are important to employees because they can
influence life outside of work. If people are require to work long hours and / or overtime, they
will have very little felt for their families, friends and recreation outside work. So the working
conditions inside the organization should be favorable.

0&1( 

Along with pay, the content of the work itself plays a very major role in determining how
satisfied employees are with their jobs. By and large, workers want jobs that are challenging;
they do want to be doing mindless jobs day after day. The two most important aspect of the work
itself that influence job satisfaction are variety and control over work methods and work place. In
general, job with a moderate amount of variety produce the most job satisfaction. Jobs with too
little variety cause workers to feel bored and fatigue. Jobs with too much variety and stimulation
cause workers to feel psychologically stressed and µburnout¶.
þp V%It provides the amount of responsibility , work pace and feed back. The
higher the level of these factors , higher the job scope and higher level of satisfaction.

þp +'&$ A moderate amount of variety is very effective. Excessive variety produces


confusion and stress and too little variety causes monotony and fatigue which are
dissatisfiers.

þp '1 '"*)$'*# &#) Lack of autonomy and freedom over work methods
and work pace can create helplessness and dissatisfaction.

Employees do not like strict supervision.

þp *&*24&1: A work which is very interesting and challenging and gives status ,
provides satisfaction to the employees.

þp (')2"$'*#(* (: Role ambiguity and role conflict also lead to


confusion and job job dissatisfaction because employees do not know exactly what their
task is and what is expected of them.

&*'( '&

þp 2'*#*&$With age, people become more mature and realistic and less idealistic
so that they are willing to accept available resources and rewards and be satisfied about
the situation. With the passage of time , people move into more challenging and
responsible positions. People who do not move up at all with time are more likely to be
dissatisfied with their jobs.

þp *"&: Employees with longer tenure are expected to be highly satisfied with their jobs.
Tenure assures job security , which is highly satisfactory to employees. They can easily
plan for their future without any fear of losing their jobs.
þp &*'($ Some of the personality traits which are directly related to job satisfaction
are self assurance, self esteem, maturity , challenge and responsibility. Higher the person
is on Maslows needs hierarchy , the higher is the job satisfaction. This type of satisfaction
comes from within the person and is a function of his personality.

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!&'('%%&'!' '*'&' ((4

-p # "( (()*!&$According to this theory , a person will be satisfied when he
gets what he wants from his job. Job satisfaction will vary directly with the extent to
which those needs of an individual, which can be satisfied are actually satisfied. Thus,
job satisfaction according to this theory , is a function of the degree to which the
employees needs are fulfilled in the giving situation.

ã-p 5"$ !&$   According to this theory , every individual has a basic tendency to
compare his rewards to with those of a reference group. If he feels his rewards are
equitable with others doing the similar work in similar environment, he feels satisfied.
this theory thus belives that µa person job satisfaction depends upon his perceived equity
as determined by his output balance in comparison with input ± output balance of others.
This theory takes into account not only the needs of the employeer but also to the opinion
of the refrence group towards which the employee looks for guidance.

±-p 4 '& !&$ This theory states that satisfaction and dissatisfaction are
independent of each other. ›ne set of factors are known as hygiene factors act as
dissatisfiers. Their absence causes dissatisfaction like pay, humane working condiditons
etc. the other set of factors lead to satisfaction like promotion , recognition etc.

È-p
'(& &*2&"%!&$: According to this theory an employee is satisfied with
his job when the job meets the interest , desires, and requirements of a persons¶reference
groups. job satisfaction is a function of the degree to which the job meets the approval of
the group to which the individual looks for guidance in evaluating the world and defining
social reality.

ß-p &%'*$ !&$: Job satisfaction and dissatisfaction are functions of perceived
relationship between what one wants from ones job and what one perceives it is actually
offerings.

Satisfaction is thus the difference between what one actually received are less than the expected
rewards , it causes satisfaction.

-p 5"$ #&%'*$ !&$  this is a combination of equity and discrepancy theory.
Under this theory , satisfaction is defined as the difference between the outcomes that one
perceives he actually received and outcomes that one feels he should receive in
comparision with others. A person perception of what he should receive is influenenced
by the inputs and outputs of others.If inputs are similar to those of referent groups but his
outcomes are less, he is likely to be satisfied.

'- !&$

Edwin A. Locke¶s Range of Affect Theory (1976) is arguably the most famous job
satisfaction model. The main premise of this theory is that satisfaction is determined by a
discrepancy between what one wants in a job and what one has in a job. Further, the
theory states that how much one values a given facet of work (e.g. the degree of
autonomy in a position) moderates how satisfied/dissatisfied one becomes when
expectations are/aren¶t met. When a person values a particular facet of a job, his
satisfaction is more greatly impacted both positively (when expectations are met) and
negatively (when expectations are not met), compared to one who doesn¶t value that
facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is
indifferent about autonomy, then Employee A would be more satisfied in a position that
offers a high degree of autonomy and less satisfied in a position with little or no
autonomy compared to Employee B. This theory also states that too much of a particular
facet will produce stronger feelings of dissatisfaction the more a worker values that facet.

 
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c 

While analyzing the various determinants of job satisfaction, we have to keep in mind
that: all individuals do no derive the same degree of satisfaction though they perform the same
job in the same job environment and at the same time. Therefore, it appears that besides the
nature of job and job environment, there are individual variables which affect job satisfaction.
Thus, all those

factors which provide a fit among individual variables, nature of job, and situational
variables determine the degree of job satisfaction. Let us see what these factors are:

*##"'( '&:

Individuals have certain expectations from their jobs. If their expectations are met from
the jobs, they feel satisfied. These expectations are based on an individual¶s level of education,
age and other factors.

( #"'*:

Level of education of an individual is a factor which determines the degree of job


satisfaction. For example, several studies have found negative correlation between the level of
education, particularly higher level of education, and job satisfaction. The possible reason for
this

phenomenon may be that highly educated persons have very high expectations from their
jobs which remain unsatisfied. In their case, Peter¶s principle which suggests that every
individual tries to reach his level of incompetence, applies more quickly.
2:

Individuals experience different degree of job satisfaction at different stages of their life.
Job satisfaction is high at the initial stage, gets gradually reduced, starts rising upto certain stage,
and finally dips to a low degree. The possible reasons for this phenomenon are like this. When
individuals join an organization, they may have some unrealistic assumptions about what they
are going to drive from their work. These assumptions make them more satisfied. However,
when these assumptions fall short of reality, job satisfaction goes down. It starts rising again as
the people start to assess the jobs in right perspective and correct their assumptions. At the

last, particularly at the fag end of the career, job satisfaction goes down because of fear of
retirement and future outcome.

!& '&:

Besides the above two factors, there are other individual factors which affect job
satisfaction. If an individual does not have favourable social and family life, he may not feel
happy at the workplace. Similarly, other personal problems associated with him may affect his
level of job satisfaction. Personal problems associated with him may affect his level of job
satisfaction.

'"& :

Nature of job determines job satisfaction which is in the form of occupation level and job
content.

›   Higher level jobs provide more satisfaction as compared to lower levels. This
happens because high level jobs carry prestige and status in the society which itself becomes
source of satisfaction for the job holders. For example, professionals derive more satisfaction as
compared to salaried people factory workers are least satisfied.

V**:

Job content refers to the intrinsic value of the job which depends on the requirement of
skills for performing it, and the degree of responsibility and growth it offers. A higher content of
these factors provides higher satisfaction. For example, a routine and repetitive lesser
satisfaction; the degree of satisfaction progressively increases in job rotation, job enlargement,
and job enrichment.

"'*'('&'(

Situational variables related to job satisfaction lie in organizational context ± formal and
informal. Formal organization emerges out of the interaction of individuals in the organization.
Some of the important factors which affect job important factors which affect job satisfaction are
given below:

 0&1*2 *#*: Working conditions, particularly physical work environment, like
conditions of workplace and associated facilities for performing the job determine job
satisfaction. These work in two ways. First, these provide means job performance. Second,
provision of these conditions affects the individual¶s perception about the organization. If these
factors are favourable, individuals experience higher level of job satisfaction.

ã
"%&*: The type of supervision affects job satisfaction as in each type of supervision;
the degree of importance attached to individuals varies. In employee-oriented supervision, there
is more concern for people which is perceived favourably by them and provides them more
satisfaction. In job oriented supervision, there is more emphasis on the performance of the job
and people become secondary. This situation decreases job satisfaction.

± 5"'( &4'&#: The type of linkage that is provided between job performance and
rewards determines the degree of job satisfaction. If the reward is perceived to be based on the
job performance and equitable, it offers higher satisfaction. If the reward is perceived to be based
on considerations other than the job performance, it affects job satisfaction adversely.

È %%&"*$: It is true that individuals seek satisfaction in their jobs in the context of job
nature and work environment by they also attach importance to opportunities for promotion that
these job offer. If the present job offers opportunity of promotion is lacking, it reduces
satisfaction.

5. 0&12&"% Individuals work in group either created formally of they develop on their own
to seek emotional satisfaction at the workplace. To the extent such groups are cohesive; the
degree of satisfaction is high. If the group is not cohesive, job satisfaction is low. In a cohesive
group, people derive satisfaction out of their interpersonal interaction and workplace becomes
satisfying leading to job satisfaction.
'"&*2' '*

There are many methods for measuring job satisfaction. By far, the most common
method for collecting data regarding job satisfaction is the Likert scale (named after Rensis
Likert). ›ther less common methods of for gauging job satisfaction include: àes/No questions,
True/False questions, point systems, checklists, and forced choice answers. This data is typically
collected using an Enterprise Feedback Management (EFM) system.

The V &% *#6 (JDI), created by Smith, Kendall, & Hulin (1969), is a specific
questionnaire of job satisfaction that has been widely used. It measures one¶s satisfaction in five
facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself.
The scale is simple, participants answer either yes, no, or can¶t decide (indicated by µ?¶) in
response to whether given statements accurately describe one¶s job.

The V**&'( *#6 is an overall measurement of job satisfaction. It is an improvement to


the Job Descriptive Index because the JDI focuses too much on individual facets and not enough
on work satisfaction in general.

›ther job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ),
the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job satisfaction in 20
facets and has a long form with 100 questions (five items from each facet) and a short form with
20 questions (one item from each facet). The JSS is a 36 item questionnaire that measures nine
facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used
widely, measured overall job satisfaction with just one item which participants respond to by
choosing a face.

V 

c   


Mood and emotions while working are the raw materials which cumulate to form the affective
element of job satisfaction. (Weiss and Cropanzano, 1996).. Moods tend to be longer lasting but
often weaker states of uncertain origin, while emotions are often more intense, short-lived and
have a clear object or cause. There is some evidence in the literature that state moods are related
to overall job satisfaction.[ Positive and negative emotions were also found to be significantly
related to overall job satisfaction. Frequency of experiencing net positive emotion will be a better
predictor of overall job satisfaction than will intensity of positive emotion when it is experienced.
Emotion regulation and emotion labor are also related to job satisfaction. Emotion work (or
emotion management) refers to various efforts to manage emotional states and displays. Emotion
regulation includes all of the conscious and unconscious efforts to increase, maintain, or decrease
one or more components of an emotion. Although early studies of the consequences of emotional
labor emphasized its harmful effects on workers, studies of workers in a variety of occupations
suggest that the consequences of emotional labor are not uniformly negative. It was found that
suppression of unpleasant emotions decreases job satisfaction and the amplification of pleasant
emotions increases job satisfaction. The understanding of how emotion regulation relates to job
satisfaction concerns two models:

1.p )*'( #*'*. Emotional dissonance is a state of discrepancy between public


displays of emotions and internal experiences of emotions, that often follows the process of
emotion regulation.Emotional dissonance is associated with high emotional exhaustion, low
organizational commitment, and low job satisfaction.

2.p
'( *&'* )#(. Taking the social interaction perspective, workers¶ emotion
regulation might beget responses from others during interpersonal encounters that
subsequently impact their own job satisfaction. For example: The accumulation of favorable
responses to displays of pleasant emotions might positively affect job satisfaction
performance of emotional labor that produces desired outcomes could increase job
satisfaction.

c 
7c
 V 

c 

Reasearch has concluded that there is a relationship between job satisfaction and performance of
the employees. Thus, job satisfaction or job dissatisfaction is an important concern for
management. High job satisfaction may lead to improved productivity , decreased turnover ,
improved attendance , less job stress. Job dissatisfaction produces low morale among the
employees and more of stress. The following subtopics explain the outcomes of job satisfaction:

- V' '*'*#%&#"$ : There are two views about the relationship between job
satisfaction and productivity:

. A happy worker is a productive worker,

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

The & 4 establishes a direct cause-effect relationship between job satisfaction and
productivity; when job satisfaction increases, productivity increases; when satisfaction decreases,
productivity decreases. The basic logic behind this is that a happy worker will put more efforts
for job performance. However , this may not be true in all cases. For example, a worker having
low expectations from his jobs may feel satisfied but he may not put his efforts more vigorously
because of his low expectations from the job. Therefore, this viewdoes not explain fully the
complex relationship between job satisfaction and productivity.
!'*!&4: That is a satisfied worker is not necessarily a productive worker explains the
relationship between job satisfaction and productivity. Various research studies also support this
view. This relationship may be explained in terms of the operation of two factors: effect of job
performance on satisfaction and organizational expectations from individuals for job
performance.

 Job performance leads to job satisfaction and not the other way round.

The basic factor for this phenomenon is the rewards (a source of satisfaction) attached with
performance. There are two types of rewards intrinsic and extrinsic. The intrinsic reward stems
from the job itself which may be in the form of growth potential, challenging job, etc. The
satisfaction on such a type of reward may help to increase productivity. The extrinsic reward is
subject to control by management such as salary, bonus, etc. Any increase in these factors does
not help to increase productivity though these factors increase job satisfaction.

ã A happy worker does not necessarily contribute to higher productivity because he has to
operate under certain technological constraints and, therefore , he cannot go beyond certain
output. Further, this constraint affects the management¶s expectations from the individual in the
form of lower output. Thus, the work situation is pegged to minimally acceptable level of
performance. However, it does not mean that the job satisfaction has no impact on productivity.
A satisfied worker may not necessarily lead to increased productivity but a dissatisfied worker
leads to lower productivity.

ã-V' '*'*#)%($"&*& High employee turnover is a matter of concern for


the management as it disrupts the normal operations of the organization. Managerial concern is
mostly for the turnover which arises from job dissatisfaction.

The employees thus tries to keep the employees satisfied on their jobs to minimize the turnover.
Though , high job satisfaction in itself cannot keep the turnover low, but considerable job
dissatisfaction will definitely increase the employee turnover.

The employee turnover is affected by certain other factors also like if people are highly satisfied
with their jobs, they are willing to leave if there are better opportunities available anywhere else.
If no other opportunities are available , the employees will stay where they are irrespective of
dissatisfaction.

›n the overall basis , we can say that there is an important role played by job satisfaction in
employee turnover.
±- V' '*'*#'*) Absenteeism refers to the frequency of absence of job
holder from the workplace either unexcused absence due to some avoidable reasons or long
absence due to some unavoidable reasons. It is the former type of absence which is a matter of
concern. This absence is due to lack of satisfaction from the job which produces a µlack of will to
work¶ and alienate a worker form work as for as possible. Thus, job satisfaction is related to
absenteeism.

È- V ' '* '*# "** ': High level of job satisfaction reflects a highly
favourable organizational climate resulting in attracting and retaining better workers. Satisfied
employees are not interested in unions and they do not perceive them as necessary.

ß- V ' '* '*# ' $ When people are dissatisfied from their jobs, company and
supervisors, they are more prone to experience accidents. A satisfied worker will always be
careful and attentive towards his job and the chances of accidents will be less.

0&1&8(*V
' '*

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:

þp Seek opportunities to demonstrate skills and talents. This often leads to more challenging
work and greater responsibilities, with attendant increases in pay and other recognition.

þp Develop excellent communication skills. Employers value and reward excellent reading,
listening, writing, and speaking skills.

þp Know more. Acquire new job-related knowledge that helps you to perform tasks more
efficiently and effectively. This will relieve boredom and often gets one noticed.

þp Demonstrate creativity and initiative. Qualities like these are valued by most
organizations and often result in recognition as well as in increased responsibilities and
rewards.

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

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

þp See the value in your work. Appreciating the significance of what one does can lead to
satisfaction with the work itself. This helps to give meaning to one's existence, thus
playing a vital role in job satisfaction.
þp Learn to de-stress. Plan to avoid burnout by developing healthy stress-management
techniques.

V
' '*'*#c")&
' '*

Satisfied workers provide better customer service if it linked to Customer Satisfaction factors:

þp Satisfied employees increase customer satisfaction because:

þp They are more friendly, upbeat, and responsive.

þp They are less likely to turnover, which helps build long-term customer relationships.

þp They are experienced.

þp Dissatisfied customers increase employee job dissatisfaction.

"&*2V
' '*

Assuring job satisfaction, over the longterm, requires careful planning and effort both by
management and by workers. Managers are encouraged to consider such theories as
Herzberg's(1957) and Maslow's (1943) Creating a good blend of factors that contribute to a
stimulating, challenging, supportive, and rewarding work environment is vital. Because of the
relative prominence of pay in the reward system, it is very important that salaries be tied to job
responsibilities and that pay increases be tied to performance rather than seniority.

So, in essence, job satisfaction is a product of the events and conditions that people experience
on their jobs. Brief (1998) wrote: "If a person's work is interesting, his pay is fair, his
promotional opportunities are good, his supervisor is supportive, and his coworkers are friendly,
then a situational approach leads one to predict he is satisfied with his job" Very simply put, if
the pleasures associated with one's job outweigh the pains, there is some level of job satisfaction


CHAPTER ± 3

p  p  p





'**2 '&!

Research is defined as ³a scientific & systematic search for pertinent information on a specific
topic´. Research is an art of scientific investigation. Research is a systemized effort to gain new
knowledge. It is a careful inquiry especially through search for new facts in any branch of
knowledge. The search for knowledge through objective and systematic method of finding
solution to a problem is a research.

'&!!#(2$

Research is a systematic method of finding solutions to problems. It is essentially an


investigation, a recording and an analysis of evidence for the purpose of gaining knowledge.
According to Clifford woody, ³research comprises of defining and redefining problem,
formulating hypothesis or suggested solutions, collecting, organizing and evaluating data,
reaching conclusions, testing conclusions to determine whether they fit the formulated
hypothesis´



c 



A research is the arrangement of the conditions for the collections and analysis of the data in a
manner that aims to combine relevance to the research purpose with economy in procedure. In
fact, the research is design is the conceptual structure within which research is conducted; it
constitutes the blue print of the collection, measurement and analysis of the data. As search the
design includes an outline of what the researcher will do from writing the hypothesis and its
operational implication to the final analysis of data.
The design is such studies must be rigid and not flexible and most focus attention on the
following:

 pp p

pppppppppppppppppp
p

pppppppp pp p  p p


pppppppppp
 pppppp
p
ppppppppppppppppppp
ppppppppppppppppppp p
ppppppppppp
 pp

The present study is exploratory in nature, as it seeks to discover ideas and insight to bring out
new relationship. Research design is flexible enough to provide opportunity for considering
different aspects of problem under study. It helps in bringing into focus some inherent weakness
in enterprise regarding which in depth study can be conducted by management.

 
 

The study was conducted in two branches of Syndicate Bank in Patna.



9

There were 25 respondents working in 2 branches of Syndicate Bank.



c
 

Data was collected from both primary and secondary source.

&)'&$#''

The primary data was conducted through structured questionnaire and some personal interview.

*#'&$#''

Secondary data was collected from books, magazines, internet, newspapers.

''(("# &*&%&'*'*#'*'($

c

It refers to special kind of ratio; percentages are used in
making comparison between two or more series of data, and used to describe the relation. Since
to percentage reduced everything to a common based and thereby allows meaningful
comparison to be made.






 c È

pu   ›

 u  „„ 


1). Age of employees in bank:

Age BEL›W 30 31-45 AB›VE 45


Respondents 07 13 05
Percentage 28% 52% 20%

 ppp






 
ã

ã

ã 
 ã


 ã 

ppppppppppppppppppppppp ppppppppppppppppp  p pppppppppp !pp  p


p

"&: Questionnaire to the Employees.

*'($: The above Table shows the following.The analysis revealed that 28% of the
respondents are below the age of 30 years. 52% of the respondents are between the age group of
31 to 45 years and only 20% are above 45years.
2). Gender of employees

GENDER MALE FEMALE


RESP›NDANT 14 11
PERCENTAGE 56% 44%


ppppppp  


" 
 " ã


"&: Questionnaire to the Employees.

*'($: The above Table shows the following.

The analysis revealed that 56% of the respondents working in bank are MALE and 44%
FEMALES are working.
3).Marital status of employees:

MARITAL STATUS SINGLE MARRIED


RES›NDENTS 7 18
PERCENTAGE 28% 72%

  

ã 

 


ã

"&: Questionnaire to the Employees.

*'($: The above Table shows the following.

The analysis revealed that 28% of the respondents working in bank are SINGLE and 72 % are
MARRIED.
4). Education qualification of employees

EDUCATI›N GRADUATE P›ST- GRADUATE


QUALIFICATI›N
RESP›NDENTS 15 10
PERCENTAGE 60% 40%

 
p   

ã    

ã


 





 



"&: Questionnaire to the Employees.

*'($: The above Table shows the following.

The analysis revealed that 60% of the employees are GRADUATE in the bank and only 40% are
P›ST GRADUATES.
5). Different levels of jobs:

Different Accountant Cashier Clerk Customer Manager


level of job care executive
Respondents 6 5 10 2 2
Percentage 24% 20% 40% 8% 8%



p   p!"






ã
ã
ã  
ã





 %


p  #  "$

"&: Questionnaire to the Employees.

*'($: The above Table shows the following.

The analysis revealed that 40% of CLERKS are working in bank.

Accountant are 24%, cashier are 20% , and customer care executive and manager are 8%.
6). Experience of employees at Syndicate bank

EXPERIENCE LESS THAN 5 6-10 àEARS AB›VE 10 àEARS


àEARS
RESP›NDENTS 6 15 4
PERCENTAGE 24% 60% 16%







 

ã

ã 



 ! p  !pp  
  

"&: Questionnaire to the Employees.

*'($: The above Table shows the following.

The above analysis reveals that mostly the employees are new to the organization and only 16%

of employees have more than 10years of experience in the organization.


7). Are you satisfied with the nature of job?

Nature of job 1).Excellent 2).Good 3). Average


respondents 7 10 8
percentage 28% 40% 32%



c 0   V 

 
ã ã 

ã


"&: Questionnaire to the Employees.

*'($: The above Table shows the following.

The above analysis states that 28% of employees are highly satisfied with the nature of job they
are doing .
8).Monthly salary of employees

Salary Rs. 10,000- 20,0000 Rs. 20,000- 30,000 Above 30,000


Respondents 8 12 5
Percentage 32% 48% 20%

 *!($'('&$ 
)%($
 



 ã

ã  
ã




  ã  &p
ã     

"&: Questionnaire to the Employees.

*'($: The above Table shows the following.

The above analysis states 32%of the employees are getting salary between 10,000 to 20,000.

48%are getting salaries between 20,000 to 30,000 and only 20% are getting salaries above
30,000.
9). Are the employees of the bank are satisfied with the salary?

Salary satisfaction Agree Disagree


Respondents 18 7
Percentage 72% 28%

  p  ã
 

 

ã 

 


ã

"&: Questionnaire to the Employees.

*'($: The above Table shows the following.

The above analysis states 72%of the employees are satisfied with their salaries because their
salaries are secured and they get other allowances along with their salaries.

But 28% of the employees are not satisfied with their present salaries because they think that
more they can get more salary if they work in private sector.
10). Are you satisfied with the performance appraisal technique?

Performance Agree Disagree Cant say


appraisal
Respondents 18 4 3
Percentage 72% 16% 12%

   p



ã
 p







  



ã 





p '

"&: Questionnaire to the Employees.

*'($: The above Table shows the following.

72% of employees are satisfied with the performance appraisal technique adopted by the bank.
16% don¶t like this appraisal of performance done by the bank.
11). Are incentives given to you from time to time?

Incentives àes No
Respondents 20 5
Percentage 80% 20%

  pppppppp  

ã

 ã



"&: Questionnaire to the Employees.

*'($: The above Table shows the following.

The above analysis that 80% employees agree to the fact that incentives are given to them from
time to time . and 20% says that incentives are not given to them at time.
12).Are you satisfied with the promotional method adopted by the bank?

Promotional method Agree disagree Cant say


adopted
Respondents 15 05 05
Percentage 60% 20% 20%

 p p

ã

% 

% ã
ã 

p 
'

"&: Questionnaire to the Employees.

*'($: The above Table shows the following.

The above analysis that 60% of employees are happy with promotions. 40% of employees have
not much to say about promotions.
13). Are training and developments programs conducted from time to time?

Conduction of Training and àes No


development programs
Respondents 15 10
Percentage 40% 60%

p


'


 ã


"&: Questionnaire to the Employees.

*'($: The above Table shows the following.

The above analysis that 60% of employees are not satisfied from the training and development
programs conducted by bank . only 40% says that training programs are conducted from time to
time.
14). What was the employees relationship with management?

Relationship 1).Excellent 2). Good 3).average 4).Cant say


with
management
respondents 5 10 7 3
percentage 20% 40% 28% 12%

('*!%4!)'*'2)*



ã
ã


ã 

ã


"&: Questionnaire to the Employees.

*'($: The above Table shows the following.

20% have excellent relationship with management and they are very much satisfied from job.

40% of them have good relationship.

28% have average relationship with management.

12% were silent about their relationship with management.


15). What was the relationship of the employees with their co- employees?

Relationship of 1).Excellent 2).Good 3).Average


employees with
co- employees
respondents 8 12 5
percentage 32% 48% 20%

 pp  p p    


ã 
ã

ã
 

"&: Questionnaire to the Employees.

*'($: The above Table shows the following.

The above analysis shows that 32% of the employees have excellent relationshiop with their co-
employees. 48% share good relationship and 20% have average type of relationship.
16). Do you find your job boring and repetitive?

Boring and repetitive job àes No


Respondents 16 9
Percentage 64% 36%

p
p"p!"

ã
 



'

"&: Questionnaire to the Employees.

*'($: The above Table shows the following.The above analysis shows that 36% of the
employees working in the bank finds the job repetitive and boring but 64% both are satisfied
with the job.
17). Do you thinking about another job?

Thinking about another job yes no


respondents 23 2
percentage 92% 8%

' 
 ã

Vã

"&: Questionnaire to the Employees.

*'($: The above Table shows the following.

The above analysis shows that 92% of employees doesn¶t want to change their job because their
job is secured. But 8% of them are thinking of changing their job.
18). Do you sometimes feels that you are overworked?

Employees response towards àes no


work
Respondents 13 12
Percentage 52% 48%


ã p#$p%&'#(p

&#)




V  




 

"&: Questionnaire to the Employees.

*'($: The above Table shows the following.

The above analysis states that 52% of the employees agrees to the fact that they are overloaded
with their work and 48% of the employees says that are not overloaded with work.
19). Are you paid with the performance linked salary?

Salary w.r.t to performance àes No


Respondents 10 15
Percentage 40% 60%

 
 
 c 

 :



'

 ã


"&: Questionnaire to the Employees.

*'($: The above Table shows the following.

The above analysis shows that 40% of employees are getting salaries according to their
performance and 60% of employees are not getting performance linked salaries..
20). Does bank provide you flexible working hours?

Flexibility in working hours yes no


respondents 19 6
percentage 72% 28%

(6($*4&1*2!"&
 ã


ã 


ã


"&: Questionnaire to the Employees.

*'($: The above Table shows the following.

The above analysis states that 72% of employees agrees to the fact that there is flexibility in the
working hours of bank and 28% don¶t agree to it.
21). Do you feels agree with the fact that employees are recognized as individuals ?

Employees Agree Disagree Cant say


recognized as
individuals
Respondents 12 10 3
Percentage 48% 40% 12%

 
c 
 
  + 

ã

  
 
(  ã
p 



"&: Questionnaire to the Employees.

*'($: The above Table shows the following.

The above analysis shows that 48% of employees agrees that they are recognized as
individuals. 40% of employees individuality is missing in the organization .
22). How do you view your job?

Challenging Responsible Motivation Secured


Respondents 2 5 3 15
Percentage 8% 20% 12% 60%

 
 #ï%*$p 

%&'#(p-+
 
ã


ã 
ã
ã

 



 

 ï '$*$ #$*+ ï#(


%*,'%*$

"&: Questionnaire to the Employees.




c ;ß

pp÷u„›÷ „ up


 


The findings of the study are follows:
þp The Syndicate Bank Patna has a well defined organization structure.
þp There is a harmonious relationship is exist in the organization between employees
þp and management..
þp The employees are satisfied with the present incentive plan of the company.


  V 

c 

þp Most of the workers working in the bank are highly experienced..


þp The study reveals that there is a good relationship exists among employees.
þp All employees agreed that there job security to their present job.
þp Majority of the employees are satisfied with their salaries.
þp From the study it is clear that most of employees agrees to the fact that performance
appraisal activities and support from the co-workers in helpful to get motivated.
þp The incentives and other benefits will influence the performance of the employees.
þp Most of the employees agree with the method of promotions adopted by the bank.
þp However some employees doesn¶t have very good relationship with the management..
þp There is lack of training and development programs conducted by the bank which has
become one of the major causes of job dissatisfaction.
þp Some employees do complaint about the work given to them as it lacks flexibility.
þp Some employees in the bank were not recognized as individuals.

But on the whole as the employees are govt. servant so they were mostly satisfied with the jobs
as their job provides them security.
CHAPTER - 6

„ „ ›„ u!›! „›p




 


1.p Highly educated and experience people should be recruited.
2.p Salary is the most important factor considered in job satisfaction. So employees should be
given good salary.
3.p Employees performance should be appraised from time to time so that organization can
come to know about the efficiency of the organization.
4.p According to their performance, they should be given incentives.
5.p Work should be assigned according to the qualification of the employees.
6.p ›rganization should try to adopt certain measures to enhance team spirit and co-
ordination among the employees.
7.p Management of the bank should be friendly with the employees.
8.p Training and development programmes should be conducted from time to time so that
employees does not get bored from their job.

c c


It was good learning session for me during my tenure with Syndicate Bank.. it is a well
organized bank. While doing the project,I learnt a lot about various banking operation.this study
was conducted on job satisfaction among Syndicate bank employees. Job satisfaction is a very
big concept as it includes various factors associated with job satisfaction of employees.
Satisfaction varies from employee to employee. Employees are given equal salaries then also
some employees are satisfied with it and some are not.
So at end I would like to say , that organization should try to take every possible step to enhance
job satisfaction among employees because if employees are satisfied then customers associated
with it will also be satisfied.

<

þp QUESTI›NAIRE

7
  

Name of the respondent (›ptional):

Please indicate by a tick ( ) mark

- To which age group do you belong?

A.p Below 30 years


B.p 31-45 years.
C.p Above 45 years.

ã- Gender

A.p Male
B.p Female.

±- Marital status

A.p Single
B.p Married.

4). Education qualification of employees:

A.p Graduate
B.p Post ± graduate.
5). Different levels of jobs:

A.p Accountant
B.p Cashier
C.p Clerk
D.p Customer care executive.
E.p Manager.

6).Experience of employees at bank:

A.p Less than 5 years.


B.p 6-10 years.
C.p Above 30 years.

7). Nature of job:

A.p Excellent
B.p Good
C.p Average.

8). Monthly salary of employees

A.p Rs 10,000-20,000
B.p Rs 20,000-30,000
C.p Above Rs 30,000

9). Salary satisfaction:

A.p Agree
B.p Disagree.
10). Are you satisfied with the techniques of performance appraisal adopted by the bank:

A.p Agree
B.p Disagree
C.p Can¶t say.

11). Are incentives given to you from time to time?

A.p àes
B.p No.

12). Are you satisfied with the promotional oppourunities?

A.p Agree
B.p Disagree
C.p Can¶t say.

13). Are training and development programs conducted from time to time?

A.p àes
B.p No.

14).Relationship with management:

A.p Excellent
B.p Good
C.p Average
D.p Can¶t say.

15). Relationship with co- workers:

A.p Excellent
B.p Good
C.p Average
D.p Can¶t say.
16). Do you find your job repitive and boring:

A.p àes
B.p No.

17). Are you thinking about another job?

A.p àes
B.p No.

18). Do you feel that you are overworked?

A.p àes
B.p No.

19). Are you paid performance linked salary?

A.p àes
B.p No.

20). Does the bank provide you with flexible working hours?

A.p àes
B.p No.

21). Do you feel that employees are recognized as individuals?

A.p Agree
B.p Disagree
C.p Can¶t say

22). How do you view your job?

A.p Challenging
B.p Responsible
C.p Motivating
D.p Secured.
BIBLI›GRAPHà

 


1.p Human resource management Rosy josy


2.p ›rganizational behavior Stephen P Robbins
3.p Human resource management L.M Prasad

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www.Syndicatebank.com

www. en.wikipedia.org/wiki/Job_sa

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