CHAPTER-1 1.0 INTRODUCTION
In modern competitive business, service-oriented companies play a significant role to shape the economic structure of world economy. economy. Especially depository institutions such as commercial banks are the major service-oriented businesses that deal with customers to serve their needs at a peak level. Now-a-days to attain the specific goal companies strive to build a sustainable and profitable relationship with their employees. An organiation with with highly highly satisfied satisfied worke workers rs is alway alwayss in a flow flow of success successive ive impro improvem vement ent in its operation. I am doing my master paper on !ob satisfaction of bank employees
1.1 Problem Statement !ob satisfaction of employee is a very serious topic. "he organiations performance is mostly vary due to the variation in satisfaction level of employees. "he study will try to find out the following #uestions$ • •
%ey factors of bank employee&s employee&s satisfaction 'oot causes of employee dissatisfaction
1.2 Objectie! "his work will help the (anker to understand what he needs to do in order to satisfy the employee in the organiation. "his will also helpful to future researcher who will make new research on banking activities and job evaluation. "he main objectives of the work are to$ "o achieve deep knowledge about employees job satisfaction level in different
positions of bank. "o achieve deep knowledge about employees job dissatisfaction in performing job in bank. "o gives recommendations to the top level managers so that they can solve the problem "o help help policy makers in taking policies.
1
1." #iterat$re reie%& !ob satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of one&s job) an affective reaction to one&s job) and an attitude towards one&s job. *eiss + has argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect +emotion, beliefs and behaviors. /reative research in the area of job satisfaction has been conducted over the past few decades +(oshoff, /illiers 0 1an *yk, 2) (uitendach 0 3e *itte, 4) /alder,) 3erlin 0 5chneider, 6778) 3olliver, 2) 9oole 0 1ermeulen, 2) %h :etle, 4) :alherbe 0 ;earse, 2. 9owever, a scarcity of studies e
or eletcher 0 *illiams, 677? cited in (uitendach 0 3e *itte, 4 and job performance +(abin 0 (oles, 677? cited in (uitendach 0 3e *itte, 4. "hough various research works have been done on job satisfaction and employee services in various fields but comparison of employee job satisfaction in banking sector has not touched yet. "hat&s why I would like to make a res earch work in this sector s ector to measure the level of satisfaction and dissatisfaction of the employee of bank.
1.' #imitation o( t)e !t$*+& "he major limitation that might face while conducting this research is the knowledge constraint constraintss about about the subject matter. "here "here might might be several several other limitations limitations that might might need to take care of like$ •
>or this research paper, the first 0 foremost limitation is data accuracy. It is matter of fact that 6@ accurate cannot be provided as the sample sie is too small. "he second biggest limitation is the shortage of time for preparing this report.
•
Another limitation I will face is about the sie of the sample group. >or this research report purpose, I should conduct to survey at least 6 people. (ut for
2
•
6 surveys need at least more than 12 weeks, which is more than the limit for data collection, I will not be able to conduct more than surveys.
•
Another factor is, there are many potential employees outside 3haka, mainly in. 3ue to time constraints, those customers were not covered.
3
CHAPTER-2 2.0 AN O,ER,IEO THE OR/ANIATIONS & anata an3 lt*.
2.1 ac34ro$n*$
!anata (ank ltd. imited, the largest 0 leading commercial bank of the country, came into being in 67B immediately after the emergence of (angladesh as an independent state. A fully state-owned enterprise, the bank has been discharging its nation-building responsibilities by undertaking government entrusted different socio-economic schemes as well as money market activities of its own volition, covering all spheres of the economy. !anata (ank ltd. imited singularly enjoys the prestige of being the agent of the /entral (ank of (angladesh in such places where the guardian of the money market has chosen not to act by itself. !anata (ank ltd. imited is governed by a (oard of 3irectors consisting of nine members headed by a /hairman. "he (ank is headed by the /hief E
egal 5tatus (anking icense +from (( Ca5ital Str$ct$re
anata an3 #imite*
!anata (haban66, :otijheel /ommercial Area 3haka D 6. (angladesh ;ublic imited /ompany 26 :ay, B
Authoried /apital
"%. , :illion
;aid up /apital >ace value of per share 5hareholding ;attern
"%. 66, :illion "%. 6 per share 6@ 5hare owned by the ovt. of (angladesh
Dome!tic Net%or3
No. of (ranches No. of 3ivisional Cffices No. of Area Cffices No. of /orrespondents 3ivision 3epartments
F7B 6 8B 6,22 6 2F
4
No. of Employees
64,B6
Oer!ea! Net%or3
Numbers of (ranch
8 Abu Dhabi; Dubai; Sharjah; & AL-AIN. GAE - /hief E
A in the long term
A' D in the short term
As ovt. (ank
AAA in the long run
A' D 6 in the short term
S$b!i*iarie!
!anata /apital and Investment td. in 3haka !anata E
. o ( n I t c a t n o C
"ele<
?B4F8 !(3(!, ?B6FF !(9C(!
;hone
;A(J- 74?, 74??, 744?84-87, 74?486-84
>a< E-mail *ebsite 5*I>" /ode
FF--74?8?88, 74?F?7 m*6janataban3-b*.com %%%.janataban3-b*.com
!AN( (3 39
2." Princi5le Actiitie! •
/orporate (anking
•
;roject >inance
•
5:E >inance
•
/onsumer /redit
•
International "rade
•
"rade >inance
•
oan 5yndication
•
• •
NC-inkage oan >oreign E
5
2.' 7i!!ion& !anata (ank td creates new opportunities for its clients. It gives customied
services 0 maintains harmonies banker client relationship. "o mobilie financial resources from within 0 abroad to contribute to agricultures, industry 0 socioeconomic development of the country 0 to pay a catalytic role in the formation of capital market. "o mobilie resources from within to the development and growth of the country. Anticipating business solutions re#uired by all our customers everywhere and innovatively supplying them beyond e
productivity and
2.8,i!ion& (ecoming effective largest commercial bank in the perspective of (angladesh to support socio-economic development of the country and assists go ahead for becoming leading bank in 5outh-Asia.
2.9 ,al$e! o( t)e an3& "o have a strong customer focus arid build relationship based on integrity, superior
service and mutual benefit. "o work as a team to serve the best interests of the group. "o work for business innovation and improvements. "o value and respect the people and make decision based on the merit. "o provide recognition and reward on performance. "o be responsible, trustworthy and law-abiding in every sphere. "o become the base bank in respect of service, profitability and strength. ;rovide greatest return to the shareholders by achieving sound profitable growth. "o ensure optimum utiliation of all available resources.
2.: In(ormation abo$t t)e A*mini!tration o( #& O((ice A$tomation& "echnology, computer, internet these thins brings a new generation of banking service to the customer. Eight to ten years ago customers cannot think about that they can withdraw or deposit money from their account at least within one hour. (ut now it takes onlyat best five minutes for withdraw their money. "his is the simple e
get detail information from the web page. !( td also has credit card A":.
and
A$*it In!5ection Recoer+ Di!trib$tion& 9ead Cffice Audit and Inspection 3ivision comprising sufficiently e
mainly deals
Common Serice! De5artment& "hey take care of (anks assets and utilie their assets properly. P$blic Relation ; Protocol De5artment&"his department deals with people 0 coveys people&s views to the management.
7
Dea* Stoc3 ; Stationer+&"his department prints all security documents of looks after of this security items.
(ank 0
2.< Pro*$ct!& !( offers both corporate and retail banking services with a strong focus on socio economic development of the country. "he bank typically provides short term working capital and limited long term credit e
2.<.1 De5o!it Pro*$ct!& /urrent 3eposit Account-5hort "erm 3eposit. 5avings (ank 3eposit Account->ioreign /urrency 3eposit-:onthly 5avings 5cheme. :onthly profit based 5avings 5cheme. !anata (ank 5avings ;ension 5cheme +!(5;5. Education 3eposit 5cheme +E35. :edical 3eposit 5cheme +:35. !anata (ank :onthly 5avings 5cheme +!(:55. !anata (ank 5pecial 3eposit 5cheme +!(535. !anata (ank 5chool (anking 5avings %arjakarm.
2.<.2 Cre*it Pro*$ct!& "erm oan-"rade >inance, Import >inance. Einance-5:E >inancing, :icro /redit. Agricultural 0 'ural /redit-/onsumer /redit. 9ome oan-oan for :erchant (anking.
2.<." E-Serice!& 5peedy 'emittance *estern Gnion :oney "ransfer. Automated /learing. Internet (anking. A": (anking.
8
2.<.' AT7 O5eration& 3ebit /ard Cperation. 5alary /ard.
2.= Cor5orate Social Re!5on!ibilit+& "he banking sector of (angladesh has been actively participating in various social activities. 9owever, these efforts were hardly recognied and labeled as /5' activities since most of the financial institutions have not integrated /5' in their routine operation) rather these were in the form of occasional charity or promotional activities. 5ome of these activities are$ 3isaster relief and rehabilitation became the segment where the highest number
of banks participated to help case the sufferings of the affected people. In the current conte
Cor5orate Social Re!5on!ibilitie! b+ anata an3 #t*.&
(eing one of the leading state-owned commercial banks in (angladesh, !anata (ank imited is aware of the responsibilities of corporate citienship. As such, we that it is our responsibility to improve the living standard of the poor people, try to alleviate poverty from the society and contribute in the field of education, healthcare, sports etc. "hus the bank has stuck to the principle K>rom the 5ociety, "o "he 5ocietyK to uphold various /5' programs. >or making its entrepreneurship a success, !anata (ank imited distributed "k.6B million in 7 for /5'. In the same way bank distributed "k. ?6.7 million for following /5' activities during the year 6. Education and 'esearch) 9ealth care and "reatment) ;overty 'eduction and 'ehabilitation) >und deployed for repaying loan interest of the poorand marginal farmers. 9istory, /ulture and Art) Information "echnology)
9
Natural /alamity)
Emergency 'elief 5ervices etc.
2.10 Cor5orate /oernance& /orporate overnance of !anata (ank td. is defined as the fr amework by which the bank is directed and controlled and the relationships between the management, the (oard of 3irectors, 5hareholders and other stakeholders, such as employees, clients and lenders. "he aim of the /orporate overnance framework is$ "o ensure disclosure and transparency, "o define the responsibilities of the board and the management, "o define the rights and role of shareholders and stakeholders, "o ensure the e#uitable treatment and to avoid conflicts of interests.
It is the behalf of the management and the (oard that banks lend money that is in effect borrowed from depositors, and the failure of banks could result in a monetary loss for the depositors. "he interest of depositors should be protected and for this reason, amongst others, the importance of corporate governance of banks differs from that of other companies and needs special attention. "he (ank adopted the following strategies and techni#ues to ensure the application of corporate governance in attaining its objectives with efficiency and transparency. "he following are in place in order to ensure corporate good governance of !anata (ank. oar* Str$ct$re an* It>! Committee&"he (oard of 3irectors consists of 6 members, including /EC 0 :anaging 3irector. /onse#uent upon the corporatiation, the (oard now e
10
:aintaining and promoting both personal integrity and professionalism of board members of banksis indispensable for the boards to function effectively and properly. Ri4)t Tone at t)e To5& "he boardLs focus areas include guiding, approving and overseeing the bankLs strategic objectives, corporate values and policies. 5pecific code of conduct for the bank employees, management, and the board members are ine
7eetin4! o( t)e oar* *$rin4 2010& 3uring 6 a total number of 86 (oard meetings were held. "he attendance of each director is as follows$
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Name o( Director!& 6. ;rofessor 3r. Abul (arkat +/hairman . :r. Enamul 9u# /houdhury +3irector 2. :r. /howdhury Abdul Muayum +3irector 8. 3r. !amaluddin Ahmed, >/A +3irector 4. 3r. >ahmida%hatun +3irector ?. :r. >ale %abir +3irector B. :r. :dNaibar 'ahman +3irector F. Advocate (alaram ;odder +3irector 7. :r. 3abiruddin Ahmed +3irector 6. 3r. :d. Abdur 'ouf 5ardar +3irector II. AI-haj A.%.: 5hahjahan %amal +3irector 6. 3r. '.: 3ebnath +3irector 62. :r. :d. Emdadul 9o#ue +3irector 68. :r. 5.: Aminur 'ahman +/EC 0 :3
Internal Control Com5liance&"he board is responsible for ensuring the operation systems of internal control and for taking reasonable steps to safeguard the assets of the (ank and for preventing and detecting fraud and other irregularities. Audit :anual and Audit Implementation :anual have been introduced to ensure proper internal control. "hrough the Audit /ommittee, the (oard has reviewed the assessment of risks and the internal control and has considered the effectiveness of the system of internal control in operation in the (ank for the period under review. oar* Committee!&"here are two committees of the board, E
provisions of the (ank /ompaniesL Act. It e
A$*it Committee&"he Audit /ommittee consists of 2 members. "he (oardLs
Audit /ommittee of the (ank has been playing a vital role in strengthening 12
internal control and compliance function of the (ank. "his committee ensures all sorts of co-operation between the management and the ultimate supervisory authority- the (oard of 3irectors. "he committee is performing a vital role by identifying various risk factors that arise from the business activities of the (ank, by periodically reviewing the audit reports for safe, sound and discipline banking operations. :oreover, the bankLs internal auditors are responsible to report directly to the audit committee on matters concerning the effective implementation of policies and controls that are within the competence of the committee. :ore details as regards to audit committee are presented in separate LL'eport of the Audit /ommitteeK chapter of this Annual 'eport
2.11 7ana4erial Hierarc)+&
13
2.12 H$man Re!o$rce Deelo5ment&
In the !anata (ank, this department deals with the employees as the core resources of the organiation. "his department mainly emphasie on the recruitment, selection of the employees. "hey are also motivating the employee to work efficiently and effectively. "he (ank employees more than 64+fifteen thousand persons. "he (oard of 3irectors is composed of 62 +"hirteen members headed by a
/hairman. "he 3irectors are representatives from both public and private sectors. "he (ank is headed by the /hief E
7an5o%er Plannin4&!anata (ank td. is an employer of e#ual opportunity irrespective of gender #uality. A number of administrative measures have been initiated by the (oard in order to improve efficiency and performance of the human resources of the (ank. "hese include, a revised organ gram for the (ank, new service rules, performance-based promotions, posting and transfers and a few other policy issues. "he number of employees of the (ank was 6,F? on 3ecember 26L6, while F,844 were officer 0 8,2B6 were 5taff. Trainin4 Actiitie! an* S3ill Deelo5ment&9uman resource development is an essential prere#uisite to achieving organiational goals. /ontinuous training of the employees and eoundation /ourse for newly recruited officers, International "rade >inance and >oreign E
14
Promotion&;romotion is considered to be the key motivating factor for employees of any organiation. A scientific policy in this regard can encourage #uality performance and enhance efficiency of an organiation. In 6, as many as 42F eA:s, 8? 5ECs, 668 ECs and FF6 AECs. Em5lo+eeB! el(are&"he fund for staff welfare, named as (enevolent >und consists of regular contributions from employees and the (ank. It has been used for providing financial assistance to the distressed employees. In 6, a total number of 8 children of employees were granted scholarships of "k.6. million and ?62 children of the employees were awarded ;rie (ond and old :edal involving "k ?.88 million in recognition of their outstanding results in 55/ and 95/ Eemale 3ivorcees Allowance, 3ustha :ohila (hata+3istressed *omen Allowance, salary and benefits to non govt. teachers in schools, madrasas and colleges. "he (ank has also been involved in the collection of ("/, *A5A, electricity bills and in the issuance of ("1 licenses. C$rrent C)allen4e an* oc$! on 201"&(angladesh Economy is eoreign remittance may be declined due to job cut in all developed countries. 9owever, it is e
15
focus on its large customer base, automation 0 I" development to generate more business from e
Stren4t)! 9aving recognition within the community A large no. of branches arge customer base 5trong capital and asset #uality >ine environment in side of the
branch /o-ordination and co-operation among the staff Attractive ocation Cld (ank so greater reliance to customer
ea3ne!!e! ack of technological resources as
well as Internet banking ack of knowledge of customer profile Insufficient focus on #uality customer service and mortgage banking Cverall market share needs to grow Cpportunities$ Absence in commercial business lack of ade#uate A":s Enhanced business development in all product areas and promotion of those products 5trategic marketing towards customers of large merging banks Initiation of concept of >irs generation (anking *eak 'egulatory performance
O55ort$nitie! :ore E
know-how
16
Cpportunity to e
geographically within (angladesh. /ustomers are looking for good #uality and have the willingness to bank with !anata (ank ;otential market for internet banking Attracting candidates for ac#uisition over the ne
T)reat! 5trong community bank competition
Non-bank competition Inefficiencies within the operations of the bank ;ossibilities of more stringent regulations ack of appeal to younger, 5tudent, affluent potential customers ;olitical instability of the country ack of >le
>rom the 5*C" analysis we see that !anata (ank ltd. though has large number of branches and clients but they don&t have the modern technology for maintaining good
17
customer as well as employee satisfaction. "hey also face the illegal competition from other commercial banks. (oth the banks should provide attention on these grounds.
C)a5ter "
".0 7et)o*olo4+ o( t)e St$*+
"he research will perform in the following manner$ A. Po5$lation$ "he target population was the employees of !anata (ank ltd. . Sam5lin4 -5ample sie of the research will be . -5ampling procedure was completed by the help of non-probability convenience procedure to develop the sample plan. C. @$e!tionnaire "o make the research an effective one Muestionnaire will be included about types of #uestion. 6. Cpened #uestions to collect opinion from e
"he data were collected both primary and secondary sources. All necessary data and information will collect by reaching to the !anata (ank ltd. . "elephonic Interview I was made call to the needed personnel those who are related to my research problem. E. Data Anal+!i! "he collected data were analyed through raphical presentation
Action Plan! (or anata an3 lt*.& !anata (ank ltd. ltd. should use modern technology to provide better services to satisfy customers and employees as well in shortest possible time. And to do so they shall have to ensure #ualified 9.'. :oreover they should pay high attention in loan recovery.
18
C)a5ter 0' INDIN/S an* ANA#SIS RE/ARDIN/ THE OECTI,E O THE REPORT& After getting the task of evaluating Employee !ob 5atisfaction in /ommercial (anks of (angladesh I have try to measured employee job satisfaction on the following criterions. 5atisfaction with the nature of employee&s current job. ;leasure with the degree of supervision over the employee. /ontentment with the present salary. 5atisfaction level with the promotion opportunity in the organiation. 9appiness with the relationship with coworkers. 5atisfaction of the employee with the vacation opportunity. ;leasure with the condition of working environment. 5atisfaction with other future pecuniary benefits. >or measuring job satisfaction under these criteria i went to both banks and surveyed employees& job satisfaction by using a #uestionnaire that is given in the appendi<. >or the sake of simplicity in measuring employees& satisfaction i put a numerical value on each option. "hese are shown below. Cption
1alue
Hi4)l+ !ati!(ie* Sati!(ie*
2
7o*eratel+ !ati!(ie* Di!!ati!(ie*
6
Hi4)l+ Di!!ati!(ie*
-6
And by using this procedure I have found following satisfaction scores from the employees of both banks.
"able
6$
5atisfaction 5cores of !anata (ank ltd.
Employees Em5lo+ee Name
Criteria
A!lam Ho!!ain
/riterio n6
/riterio n 6
/riterion 2
/riterion 8 -6
/riterion 4 2
/riterion ? -6
/riterion B -6
/riterion F
Ra3ib$l Ha!!an
6
-6
-6
6
19
Pra!anto Sa)a
6
6
6
6
6
S)armin A3ter
6
6
6
2
6
7e!ba) U**in
6
6
6
6
Ra!!el A)me*
6
6
6
6
6
6
Anila A)me*
6
6
2
Sale)a e4$m
6
6
6
2
Sa4or A)me*
6
6
-6
6
-6
-6
6
7onir$l I!lam
2
6
2
-6
!anata (ank ltd. td. "able $ 5atisfaction with the nature of work
A!lam Ho!!ain
Ra3ib$l Ha!!an
Pra!anto S)a)a
S)armin A3ter
7e!ba) U**in
Ra!!el A)me*
Anila A)me*
Sale)a e4$m
Sa4or A)me*
7onir$l I!lam
2
6
6
6
6
2
>igure 6$ 5atisfaction with the nature of work
20
Employee&s job satisfaction depends on work nature. If the work done by an employee is preferable or interesting to himher, heshe feels enjoy and gets satisfaction from the work. 9ere we see that most of the employees in the !anata (ank ltd. are not highly satisfied with the nature of their work that indicates their work nature is not very much interesting to them and do not feel enjoy to do jobs.
"able 8$ 5atisfaction with the level of supervision .
A!lam Ho!!ain
Ra3ib$l Ha!!an
Pra!anto S)a)a
S)armin A3ter
7e!ba) U**in
Ra!!el A)me*
Anila A)me*
Sale)a e4$m
Sa4or A)me*
7onir$l I!lam
1
6
6
6
6
6
6
>igure $ 5atisfaction with the level of supervision
Nobody likes the supervision of the boss over him/her it!s n"tur"l# $he employees of %"n"t" &"nk ltd# "re not di'erent from it most of the employees dislike the supervision of the boss over them but to run business/or("ni)"tion su**essfully supervision is needed# +s or("ni)"tion!s su**ess is their su**ess they "re not hi(hly diss"tis,ed they "re moder"tely s"tis,ed#
"able 4$ 5atisfaction
with the present salary.
21
A!lam Ho!!ain
Ra3ib$l Ha!!an
Pra!anto S)a)a
S)armin A3ter
7e!ba) U**in
Ra!!el A)me*
Anila A)me*
Sale)a e4$m
Sa4or A)me*
7onir$l I!lam
2
-6
6
6
6
6
6
6
>igure 2$ 5atisfaction with the present salary.
-"l"ry is " hi(hly e'e*tive f"*tor of .ob s"tisf"*tion# i(h s"l"ry turns "n employee to i(h .ob s"tisf"*tion "nd loer s"l"ry turns "n employee to loer .ob s"tisf"*tion# n this b"nk employees! s"l"ry is loer th"n th"t of other priv"te b"nk "s " result here employees! .ob s"tisf"*tion is loer#
"able ?$ 5atisfaction with promotional opportunities.
A!lam Ho!!ain
Ra3ib$l Ha!!an
Pra!anto S)a)a
S)armin A3ter
7e!ba) U**in
Ra!!el A)me*
Anila A)me*
Sale)a e4$m
Sa4or A)me*
7onir$l I!lam
-1
-6
6
6
-6
>igure 8$ 5atisfaction with promotion opportunities
22
;romotion is also a highly effective factor of job satisfaction. ;romotion opportunity encourages employees to work at their best effort. "he employees of !anata (ank ltd. are not satisfied to their ;romotion opportunities.
"able B$ 9appiness with the 'elationship with /oworkers A!lam Ho!!ain
Ra3ib$l Ha!!an
Pra!anto S)a)a
S)armin A3ter
7e!ba) U**in
Ra!!el A)me*
Anila A)me*
Sale)a e4$m
Sa4or A)me*
7onir$l I!lam
"
6
6
2
In the following graph, horiontal a
>igure 4$ 9appiness with the 'elationship with /oworkers
23
"his graph shows that averagely employees are satisfied. 5o there coworker&s relationship is much satisfactory.
"able F$ 5atisfaction of the Employee with the 1acation Cpportunity Em5lo+ee Name
Sati!(action o( t)e em5lo+ee %it) t)e acation o55ort$nit+
Aslam 9ossain 'akibul 9assan
-6
;rasanto 5aha 5harmin Akter :esbah Gddin 'assel Ahmed Anila Ahmed 5aleha (egum
6 2 6 6 6 6
5agor Ahmed
-6
:onirul Islam
In the following graph, horiontal aigure ?$ 5atisfaction of the Employee with the 1acation Cpportunity
24
"he vacation opportunity of !anata (ank ltd. td is not satisfactory at all. (ecause graph shows some employees are fully dissatisfied and some are little satisfied
"able 7$ ;leasure with the /ondition of *orking Environment Em5lo+ee Name
Plea!$re %it) t)e %or3in4 enironment
Aslam 9ossain 'akibul 9assan
-6
;rasanto 5aha 5harmin Akter :esbah Gddin 'assel Ahmed Anila Ahmed 5aleha (egum
6 6 6
5agor Ahmed
-6
:onirul Islam
-6
con*ition
In the following graph, horiontal aigureB$ ;leasure with the /ondition of *orking Environment
25
o(
"he condition of working environment of !anata (ank ltd. td is not satisfactory at all. "he graph reveals that some employee&s satisfactory level is negative when some have little positive satisfaction level.
"able 6$ 5atisfaction with Cther >uture financial (enefits Em5lo+ee Name
Sati!(action %it) 5ec$niar+ bene(it!
Aslam 9ossain 'akibul 9assan
6
;rasanto 5aha 5harmin Akter :esbah Gddin 'assel Ahmed Anila Ahmed 5aleha (egum
6 2 2
5agor Ahmed
6
:onirul Islam
>igure F$ 5atisfaction with Cther >uture financial (enefits
26
ot)er
($t$re
27
C)a5ter 08 RECONNENDATION an* CONC#UTION &
As job satisfaction is a key point to ac#uire the strategic goal of organiation, the management should be more serious to ensure some tactics that can be effective for gratifying the workers. In recent times, the successf ul managers deal with their workers using different tools and techni#ues to satisfy their needs. In this section, some welldesigned tools and tactics are recommended to the management of !anata (ank ltd. 4.6 9igh pay :anagers should be aware of paying employees not poorly rather than highly. 9igh pay or salary is an instrument to attract high #uality employees to the organiation. 4. >ocus on the intrinsic parts of the job (esides offering a handsome salary the managers can focus on the intrinsic parts of the job. "hey should emphasie on making the work challenging and interesting for the workers. 4.2 'eduction of cognitive dissonance :anagers should also aware that employees will try to reduce any incompatibility between two or more attitudes or between behavior and attitudes. 4.8 Ensuring work safety Every worker needs safety in the workplace. 5o, managers should be concentrated to ensure the work that is both physically and mentally safe for the workers. 4.4 :aintaining a friendly work environment Now-a-days high #uality employees prefer the work that possesses a sociable and gracious environment in the workplace. >or this, the management should focus on observing the work situation whether it maintains friendly or not. 4.? Advancement opportunities Advancement opportunities give the employees chance to borrow from the organiation before receiving the basic pay to meet up the sudden and une
4.F ;rovision of training "raining can be influential to improve the work efficiency and effectiveness of the workers. Again, trained workers are highly paid for their performance. And this may be a tool to the job satisfaction level. 4.7 *ork Independence :anagers should ensure that the workers are independent in their fields of work. Actually, when employees tend to feel independent in case of working and thinking, they become more satisfied with their jobs. (ut employees should remind it that independence should be in favor of the organiational outcomes. 4.6 5pecial 'emuneration :anagers should provide special pecuniary benefits to the employees giving priority to their performance. 5uch remuneration will inspire the workers to e
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4.6? 1alue of emotions and moods :anagers should also value the emotions and moods of the employees to achieve their satisfaction with the jobs. 4.6B >re#uent Negotiation 5ervice businesses should negotiate with their employees regularly to make the job satisfaction level higher.
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En* 7atter&
Re(erence!
6. (erry, , +67F6. "he Employee as customers. !ournal of 'etail (anking, 2 +:arch pp. 22-88 . /heung, /. %., and 5cherling, 5. A. +6777 O!ob 5atisfaction, *ork 1alues, and 5e< 3ifferences in "aiwan&s CrganiationsP. The Journal of Psychology, 622 +4, 4?2-4B4. 2. anguli, 9. /. +6778 Job Saisfacion Scales for !ffeci"e #anage$en% #anual for #anagers an Social Scieniss, /oncept ;ublishing /ompany, New 3elhi. 8. ronoos, /. +. "otal 'elationship :arketing. /hichester, G%$ *iley, . 4. %arl, %. A., and 5utton, /. ., +677F O!ob 1alues in "oday&s *orkplace$ A /omparison of ;ublic and ;rivate 5ector EmployeesP. Public Personnel #anage$en , *inter, B+8, 464-4F. ?. ocke, E., +67B?, O"he Nature and /auses of !ob 5atisfactionP, in 'anboo( of Inusrial) *rgani+aional Psychology Edited by :.3. 3unnette +/hicago$ 'and :cNally, 67B?$ 76-7?7. B. Nunnally, !. . +67B7, Psycho$eric Theory, New =ork$ :craw 9ill /ompany. F. ;ugliesi, %., +6774 O*ork and *ell-(eing, ender 3ifferences in the ;sychological /onse#uences of EmploymentP. Journal of 'ealh an Social eha"ior, 2?, 4B-B6. 7. 5mith, ;. /., %endal, . :., and 9ulin, /. ., +67?7 O"he :easurement of 5atisfaction in *ork and 'etirementP in$ 9uang, 9. !., +6777 !ob 'otation from the Employees& ;oint of 1iew, esearch & Pracice in 'u$an esource #anage$en, B+6, B?. 6. 5teffy, (. 3., and !ones, !. *., +677 O3ifferences between >ull-"ime and ;art"ime Employees in ;erceived 'ole 5train and *ork 5atisfactionP. Journal of *rgani+aional eha"ior, 66, 26-27 66. *eiss, 3. !., 3avis, '. 1., England, . *., and of#uist, . 9., +67?B O:anual for the :innesota 5atisfaction MuestionnaireP in$ 9uang, 9. !., +6777 !ob 'otation from the Employees& ;oint of 1iew, esearch & Pracice in 'u$an esource #anage$en, B+6, B?. 6. Heithaml, 1.A. 0 (itner :. !. +2. 5ervice :arketing. 2 rd ed. , "ata :craw9ills ;ublishing company ltd. 62. evitt, ". +67F2. 'elationship :anagement :arketing Imagination, :c:illan Inc., New =ork, ;;. 666-6?
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A55en*i @$e!tionnaire
3ear respondent,
As a partial fulfillment of ((A, program, from !agannath Gniversity I am conducting a research on !ob 5atisfaction of commercial bank of (angladesh, A comparative 5tudy between ovt. bank and ;rivate (ank. >or that I need some information from you. "he information gathered will be used for academic purpose only. All the personal information will be kept confidential. ;art 6$ ;ersonal information 1# Employee name$ 2# Age$
a6-2
b26-8
a male
b female
c86-4
d46-?
3# ;ost$ 4# ender$
;art $ Muestions from job satisfaction view point$
6 9ow satisfied are you with the nature of your workQ a.
9ighly satisfied
d. 3issatisfied
b. satisfied
c.
:oderately satisfied
e. 9ighly 3issatisfied
9ow satisfied are you with the level of supervision over youQ a. 9ighly satisfied d. 3issatisfied
b. satisfied
c.
:oderately satisfied
e. 9ighly 3issatisfied
2 9ow satisfied are you with the present salaryQ a. 9ighly satisfied d. 3issatisfied
b. satisfied
c.
:oderately satisfied
e. 9ighly 3issatisfied
8 9ow satisfied are you with promotion opportunitiesQ a. 9ighly satisfied d. 3issatisfied
b. satisfied e. 9ighly 3issatisfied
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c.
:oderately satisfied
4 9appiness with the 'elationship with /o-worker a. 9ighly satisfied
b. satisfied
d. 3issatisfied
c.
:oderately satisfied
e. 9ighly 3issatisfied
? 5atisfaction of the Employee with the 1acation Cpportunity a. 9ighly satisfied
b. satisfied
d. 3issatisfied
c.
:oderately satisfied
e. 9ighly 3issatisfied
B ;leasure with the /ondition of *orking Environment a. 9ighly satisfied
b. satisfied
d. 3issatisfied
c.
:oderately satisfied
e. 9ighly 3issatisfied
F 5atisfaction with Cther >uture ;ecuniary (enefits a. 9ighly satisfied
b. satisfied
d. 3issatisfied
c.
:oderately satisfied
e. 9ighly 3issatisfied
7 ive a list of additional facilities that you may want from the bank$ 6 Are you happy with the system of job evaluationQ a. yes
b. no
66 Arrange the following factors according to the merit +give most important factor 4 and then arrange se#uentially %ey factors
'anks
>ear of losing job >ear of demotion Illegal challenge from the co- employees >ear of transfer from current location
>ear of unfair promotion
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