JOB SATISFACTION

CHAPTER - I INTRODUCTION ABOUT THE STUDY

JOB SATISFACTION
Definitions: Job satisfaction does not seem to reduce absence, turnover and perhaps accident rates. -Robert L. Kahn Job satisfaction is a general attitude towards ones job: the difference between the amount of reward workers receive and the amount they believe they should receive. -P. Robbins Job satisfaction defines as The amount of over all positive affect (or feeling) that individuals have toward their jobs. -Hugh J. Arnold and Daniel C. Feldman

Job 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. By Andrew J DuBrins, The practice of supervision, New Delhi
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Human life has become very complex and completed in now-adays. 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 people 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. Any business cab achieve success and peace only when the problem of satisfaction and dissatisfaction of workers are felt understood and solved, problem of efficiency absenteeism labour

turnover require a social skill of understanding human problems and dealing with them scientific investigation serves the purpose to solve the human problems in the industry. a) Pay. b) The work itself. c) Promotion d) The work group. e) Working condition. f) Supervision.

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JOB SATISFACTION

PAY Wages do play a significant role in determining of satisfaction. Pay 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. Moreo ver, pay 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. THEWORK ITSELF 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 burnout. PROMOTI ON Promotional opportunities have a moderate impact on job satisfaction. A promotion to a higher level in an organization typically involves positive changes I supervision, job content and pay. Jobs that are at the higher level of an organization usually provide workers with more freedom, more challenging work assignments and high salary.
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SUPERVISION Two dimensions of supervisor style: 1. Employee centered or consideration supervisors who establish a supportive personal relationship with subordinates and take a personal interest in them. 2. 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 an the overall work situation. WORK GROUP Having friendly and co-operative co-workers is a modest source of job satisfaction to individual employees. The working groups also serve as a social support system of employees. People often used their co-workers as sounding board for their problem of as a source of comfort. WORK CONDITION 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.

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JOB SATISFACTION

Determinants of job satisfaction: 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.

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

Level of education: 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, Peters principle which suggests that every individual tries to reach his level of incompetence, applies more quickly.

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JOB SATISFACTION

Age: 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. Other factors: 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.

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

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Situational variables: 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:

1. Working conditions: 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 individuals perception about the organization. If these factors are favorable, individuals experience higher level of job satisfaction. 2. Supervision: 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 favorably 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. 3. Equitable rewards: 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
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JOB SATISFACTION

4. Opportunity: 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. Work group: 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. Effect of Job Satisfaction Job satisfaction has a variety of effects. These effects may be seen in the context of an individuals physical and mental health, productivity, absenteeism, and turnover.

Physical and Mental Health: The degree of job satisfaction affects an individuals physical and mental health. Since job satisfaction is a type of mental feeling, its favorableness or unfavorableness affects the individual psychologically which ultimately affects his physical health. For example, Lawler has pointed out that drug abuse, alcoholism and mental and physical health result from psychologically harmful jobs. Further, since a job is an important part of life, job satisfaction influences general life satisfaction. The result is that there is spillover effect which occurs in both directions between job and life satisfaction.
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JOB SATISFACTION

Productivity: There are two views about the relationship between job satisfaction and productivity: 1. A happy worker is a productive worker, 2. A happy worker is not necessarily a productive worker. The first view establishes a direct cause-effect relationship between job satisfaction productivity and productivity; when when job satisfaction decreases, increases, productivity

increases;

satisfaction

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 view does not explain fully the complex relationship between job satisfaction and productivity. The another view: 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. 1. 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 rewardsintrinsic and extrinsic. The intrinsic reward stems from the job itself which may be in the form of growth potential, challenging job, etc. The

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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. 2. 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 managements 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 o productivity. A satisfied worker may not necessarily lead to increased productivity but an unsatisfied worker leads to lower productivity. Absenteeism: 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 lack of will to work and alienate a worker form work as for as possible. Thus, job satisfaction is related to absenteeism.

JOB SATISFACTION

Employee turnover: Turnover of employees is the rate at which employees leave the organization within a given period of time. When an individual feels dissatisfaction in the organization, he tries to overcome this through the various ways of defense mechanism. If he is not able to do so, he opts to leave the organization. Thus, i n g e n e r a l c a s e , employee turnover is related to job satisfaction. However, job satisfaction is not the only cause of employee turnover, the other cause being better opportunity elsewhere.

For example, in the present context, the rate of turnover of computer software professionals is very high in India. However, these professionals leave their organizations not simply because they are not satisfied but because of the opportunities offered from other sources particularly from foreign companies located abroad. Improving job satisfaction: Job satisfaction plays significant role in the organization. Therefore, manager should take concrete steps to improve the level of job satisfaction. 1. Re-designing the job. 2. Improving the quality of work life. 3. Linking rewards with performance. 4. Improving overall organizational climate.

JOB SATISFACTION

PROFILE OF SBI
The origin of the State Bank of India goes back to the first decade of the nineteenth century with the establishment of the Bank of Calcutta in Calcutta on 2nd June 1806. Three years later the bank received its charter and it was re-designed as the Bank of Bengal (2nd January 1809). A unique institution, it was the first joint-stock bank of British India sponsored by the Government of Bengal. The Bank of Bombay (15th April 1840) and the Bank of Madras (1st July 1843) followed the Bank of Bengal. These three banks remained at the apex of modern banking in India till their amalgamation as the Imperial Bank of India on 27th January 1921. ESTABLISHMENT The establishment of the Bank of Bengal marked the advent of limited liability, joint-stock banking in India. So was the associated innovation in banking, viz. the decision to allow the Bank of Bengal to issue notes, which would be accepted for payment of public revenues within a restricted geographical area. This right of note issue was very valuable not only for the Bank of Bengal but also its two siblings, the Banks of Bombay and Madras. The three banks were governed by royal charters, which were revised from time to time.

JOB SATISFACTION

Each charter provided for a share capital, for-fifth of which were privately subscribed and the rest owned by the provincial government. The members of the board of directors, which managed the affairs of each bank, were mostly proprietary directors representing the large European

managing agency houses in India; The rest where government nominees invariably civil servants. One of whom was elected as the president of the board. MAJOR CHANGE IN THE CONDITIONS A major change in the conditions of operation of the Banks of Bengal, Bombay and Madras occurred after 1860. With the passing of the Paper Currency Act of 1861, the right of note issue of the presidency banks was abolished and the Government of India assumed from 1 March 1862 the sole power of issuing paper currency within British India. The task of management and circulation of the new currency notes was conferred on the presidency banks and the Government undertook the transfer the Treasury balances to the banks at places where the banks would open branches. None of the three banks had till than any braches (except the sole attempt ad that too a short-lived one by the Bank of Bengal at Mirsapore in 1839) although the charters had given them such authority. But as soon as the three presidency band were assured of the free use of government.

JOB SATISFACTION

IMPERIAL BANK The Imperial Bank during the three and a half decades of its existence recorded an impressive growth in terms of offices, reserves, deposits, investments and advances, the increases in some cases amounting to more than six-fold. The financial status and security inherited form its

forerunners no doubt provided a form and durable platform. But the lofty traditions of banking which the Imperial Bank consistently maintained and the high standard of integrity it observed in its operations inspired confidence in its

depositors that no other bank in India could perhaps then equal. All these enabled the Imperial Band acquire a preeminent position in the Indian banking industry and also secure a vital place in the countrys economic life. When India attained freedom, the Imperial Bank had a capital base (including reserves) of Rs.11.85 crores, deposits and advances of Rs.275.14 crores and Rs.72.94 crores

respectively and a new work of 172 branches and more than 200 sub offices extending all over the country. The State Bank of India was thus born within a new sense of social purpose aided by the 480 offices comprising branches, sub offices and three Local Head Offices inherited form the Imperial Bank.

JOB SATISFACTION

The concept of banking as mere repositories of the communitys savings and lenders to creditworthy parties was soon to give way to the concept of purposeful banking subserving the growing and diversified financial needs of planned economic development. The State Bank of India was destined to act banking system into the exciting field of national development. WELFARE MEASURE SBI provides educational facilities to its employees children. SBI provides loan to its employees at a low rate of interest. SBI provides health insurance to its employees.

JOB SATISFACTION

S.NO BRANCH NAME

BRANCH CODE

BRANCH ADDRESS Kurinji Complex, Railway Station, Coimbatore 641 018. Ph: (0422) 2300041 Email: sbi.00827@ sbi.co.in Hr. Sec. School, Sarvajana Coimbatore 641 004. Ph: (0422) 2595942 2577727 Email: sbi.07231@ sbi.co.in Road, 285, sathy Coimbatore 641 006. Ph:(0422) 2529446 Email: sbi.03690@ sbi.co.in 16-c, Thirugnanasamba nthar Complex, Coimbatore 641 018. Ph: (0422) 2218231 Email: sbi.07940@ Municipal Building, sbi.co.in R.S. Puram, Coimbatore 641 002. Ph:(0422) 2548009 Email: sbi.03061@ sbi.co.in Chetti Palayam, Pothanur Road, Coimbatore 641 201. Ph: (0422) 2655245 Email: sbi.02208@ sbi.co.in

1.

Coimbatore Main Branch

0827

2.

Peelamedu Branch

7231

3.

Ganapathy Branch

3690

4.

Race course Branch

7940

5.

R.S.Puram Branch

3061

6.

Chetti Palayam Branch

2208

JOB SATISFACTION

S.NO

BRANCH NAME

BRANCH CODE

BRANCH ADDRESS 1114-C, Trichy Road, Coimbatore 641 045. Ph: (0422) 2315019, 2316425 Email: sbi.06577@ sbi.co.in 151, N.S.R. Road, Coimbatore 641 011. Ph: (0422) 2449323, 2442060. Email: sbi.04792@ sbi.co.in 886-A, Trichy Road, Coimbatore 641 005. Ph: (0422) 2572457, 2573052. Email: sbi.03302@ sbi.co.in Kurichi CIDCO Complex, Coimbatore 641 021. Ph:(0422) 2673279, 2670806. Email: sbi.03595@ Tamil Nadu Agriculture sbi.co.in University Campus, Coimbatore 641 003. Ph: (0422) 2452973 Email: sbi.02274@ sbi.co.in 1/1, Mettupalayam Road, Coimbatore 641 031. Ph: (0422) 2460016 Email: sbi.08155@ sbi.co.in

7.

Red Fields Branch

6577

8.

Saibaba Colony Branch

4792

9.

Singanallur Branch

3302

10.

SSI Branch, Kurichi

3595

11.

Tamil Nadu Agriculture University Branch

2274

12.

Narasimhanaickenpal ayam Branch

8155

JOB SATISFACTION

S.NO BRANCH NAME

BRANCH CODE 990

BRANCH ADDRESS 381&382, Oppanakara Street, Coimbatore 641 001. Ph: (0422) 2394397 Email: sbi.00990@ 118, Karuppanna sbi.co.inGounder Street, Coimbatore 641 001. Ph: (0422) 2394901 Email: sbi.08608@ sbi.co.in Tiruchi Road, Coimbatore 641 018. Ph: (0422) 2302961 Email: sbiifbcbe@vsnl.com Kurinji Complex, Railway Station, Coimbatore 641 018. Ph: (0422) 2303561 Email: sbi.07639@ sbi.co.in Dr.Balasundaram Road, Coimbatore 641 018. Ph: (0422) 221332 Email: sbi.05790@ sbi.co.in

13.

Coimbatore City Branch

14.

Coimbatore Nagar Branch

8608

15.

Commercial Branch

7536

16.

Treasury Branch

7639

17.

C.T.O Complex Branch

5790

JOB SATISFACTION

OBJECTIVES OF STUDY The following are the objectives of the present study. To determine the level of satisfaction of the respondents regarding their job. To study and understand the job satisfaction among the employees of State Bank of India. To study the various factors which influencing job satisfaction. To study the relationship between the personal factors of the employee (Income, Designation, Educational qualification, Gender, etc.,)

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CHAPTER II REVIEW OF LITERATURE

Job satisfaction represents the constellations of persons attitude towards or about the job. In general, job satisfaction is the attitude towards the job as a whole. Job satisfaction is a function of satisfaction with different aspects of job, i.e. supervision, pay, works itself, co-workers, promotion, etc., and of the particular weighting or importance one attaches to these respective components. The study of job satisfaction is a relatively recent phenomenon. It can perhaps be said to have begun in earnest with the famous Hawthorne studies conducted by Elton Mayo at the western Electronic Company in 1920s during the course of investigations. However they become convinced that factors of a social nature were affecting satisfaction with the job and productivity. Since the

Hawthorne studies there has been an enormous output of work on the nature, causes and correlates of job satisfaction. The traditional model of job satisfaction is that it consists of the total body of feelings that an individual has about his job. This total body of feelings involves, in effect, weighting up the sum total of influences of the job, the nature of job

JOB SATISFACTION

itself, the pay, the promotion. The promotion prospects, the nature of supervision and so on. Where the sum total of influences gives rise to feelings of satisfactions the individual is job satisfied. Where in total they give rise to feelings of job dissatisfaction the individual is job dissatisfied. Improving any one of these influences will lead in the direction of job satisfaction, making less satisfactory any one of the influences will lead in the direction of the job dissatisfaction. However, what makes a job satisfying does not depends only on the nature of the job, but on the job expectations that individuals have of what their job should provide. Expectancy theory points to the importance of the individuals Expectations of his job in determining job satisfaction. For individuals who have expectations that their job should give them opportunities for pay, challenge, a failure of the job to meet this expectation will lead to dissatisfaction compared to a situation where no such expectation is involved. What expect expectation of individuals will have of a job may vary. For a large number of reasons, some deriving form social others from individual causes. These proposing an expectancy theory usually regarded over all job satisfaction as a function of satisfaction with various elements of the job. Another theory that has dominated the study of the nature of

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job satisfaction is Herzbergs famous Two factory Theorys of job satisfaction. In this he claims that the factors which cause job satisfaction are separate and distinct from the factors which job dissatisfaction. The factors causing job satisfaction, which level factors such as their relating to satisfaction with the job itself. The factors which cause job dissatisfaction called hygiene factors are more concerned with conditions of work such as pay and supervision. At no time does Herzberg argue a job satisfactory, except may be for a short run. Philip apple while has listed five major components of job satisfaction as, 1. Attitude towards work group. 2. General workings conditions. 3. Attitude towards company. 4. Monetary benefits and 5. Attitude towards supervision Other components that should be added to these five are the individuals state of mind about the work itself and about life in general. The individuals health, age, level of aspiration, social status and political and social activities can all contribute to job satisfaction. A person attitude toward the job may be positive or negative.

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Job satisfaction is not synonymous with organizational morale, which is the possession of felling of being accepted by and belonging to a group of employees through adherence to common goals and confidence in desirability of these goals. Morale is the byproduct of a group, while job satisfaction is more of an individual stage of mind. Howe ver the two concepts are interrelated in that job satisfaction can contribute to morale and morale can contribute to job satisfaction. For many years managers generally have believed that a satisfied worker is necessarily a good worker. In other works if management could keep all the employees HAPPY, good performance would automatically follow. Charles Greene has suggested that many managers subscribe to this be life because it represent the path of least residence. Greenes thesis is that if a performance problem exists, increasing an employees happiness is for more pleasant than discussing with the worker his or her failure to meet standards. Although happiness eventually results from satisfaction, this feeling goes much deeper and is far less tenuous than happiness. Recent research evidence generally rejects the more

popular view that satisfaction causes performance. The evidence does, however, provide moderate support for the view that job effort causes satisfaction. The evidence also strongly

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indicates that rewards constitute a more direct cause of satisfaction that performance does and that rewards based on current effort causes subsequent performance. Research also indicates that a high level of job satisfaction does have a positive impact is reducing turnover, absenteeism, tardiness accidents, grievances and strikes. In addition, recruitment efforts by current employees generally are more successful if these employees are well satisfied. Satisfied employees are preferred simply because they affect the work environment positively. Thus even through a well satisfied employee is not necessarily an outstanding performer; there are numerous reasons for taking steps to

encourage employee satisfaction. A high level of satisfaction leads to organizational commitment while a low level or dissatisfaction organization. It must be remembered that satisfaction and motivation are not synonymous. Motivation is a drive to perform, whereas satisfaction reflects situation. The factors that results in behaviors detrimental to the

determine whether an individual is adequately satisfied with the job differ from those that determine whether he or she is motivated. The level of satisfaction is largely determined by the comforts offered by the environment and situation. Motivation on the other hand, is largely determined by the

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value of rewards and their contingency on performance. Motivation results is added effort that is turn leads to increased performance if the individual has the ability and result of high satisfaction is increased commitment to the organized which may or may not result is better performance. The increased commitment normally will lessen the number of personnel related problems, Such as strikes, excessive

absenteeism, tardiness and turnover.

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CHAPTER - III

METHODOLOGY
Area of study: This study was conducted in Coimbatore city. Sample size: The researcher has proposed to interview 100 respondents who are working in 7 branches of State Bank of India, Coimbatore and they were selected as the sample for the study. Sources of data: The study is based on both primary and secondary data. Primary data: The primary data were collected through structured questionnaire. Secondary data: The required secondary was collected from books, magazines and web-sites. Sampling techniques: The methodology followed for collecting data, selection of sample, and analysis of data is as follows: Data collection technique: The questionnaire has been designed and supplied to the respondents for collecting primary data from customers.

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CHAPTER IV
ANALYSIS AND INTERPRETATION This chapter is allocated for analysis and interpretation of data. Preparing percentage analysis, two-way table and chi-squire test does the analysis of job satisfaction, which are directly extracted from the questionnaire. The variations in the extent of the consumer satisfaction can be measured with the variables such as job secured, promotional opportunity, relationship with management, and satisfaction factors of the respondents.

The following are the tools used to carry out the analysis, are: PERCENTAGE ANALYSIS: 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.

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CALCULATION OF SATISFACTORY SCORES

The Respondents were asked to state their level of Satisfaction relating to twenty factors. Based on their responses the Satisfaction score obtained by each respondent was found out. Points or scores were allocated based on the response. For each of the factor three levels of satisfaction were assigned namely high, medium and low. For high satisfaction three points were given, for Medium two and for low satisfaction one point was given. The total scores secured by each respondent were thus arrived at. All the hundred respondents were classified based on their level of satisfaction. Those who have obtained up to 30 points were classified under low satisfaction category, Respondents with 30 45 points were classified under medium satisfaction category and those with more than 45 points were classified under high satisfaction category.

NUMBER OF RESPONDENTS AND LEVEL OF SATISFACTION

LEVEL OF SATISFACTION HIGH SATISFACTION MEDIUM SATISFACTION LOW SATISFACTION TOTAL NO. OF RESPONDENTS 23 54 23 100

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Table No 4.1

TABLE SHOWING OPINION OF RESPONDENTS TOWARDS AGE

AGE BELOW 30 31 TO 45 ABOVE 45 TOTAL

RESPONDENTS 39 43 18 100

PERCENTAGE (%) 39 43 18 100

Interpretation: The above table indicates that 39% of the respondents belongs to the age group of less than 30 years. 43% of the respondents belongs to the age group of 31- 45 years. 18% of the respondents belongs to the age group of above 45 years.

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Table No 4.2

TABLE SHOWING OPINION OF RESPONDENTS TOWARDS MARITAL STATUS

MARTIAL STATUS MARRIED SINGLE TOTAL RESPONDENTS 76 24 100 PERCENTAGE (%) 76 24 100

Interpretation: The above table indicates that 76% respondents are married, and 24% of the respondents are unmarried.

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Table No 4.3

TABLE SHOWING OPINION OF RESPONDENTS TOWARDS GENDER

GENDER MALE FEMALE TOTAL RESPONDENTS 62 38 100 PERCENTAGE (%) 62 38 100

Interpretation: The above table indicates that 62% respondents are male, and 38% of the respondents are female.

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Table No 4.4

TABLE SHOWING OPINION OF RESPONDENTS OF DIFFERENT LEVELS OF JOB

LEVEL OF JOB ACCOUNTANT CASHIER CLERK CONSUMER CARE EXECUTIVE MANAGER TOTAL RESPONDENTS 26 21 35 6 12 100 PERCENTAGE (%) 26 21 35 6 12 100

Interpretation: The above table indicates that 26% of respondents are accountants, 21% of respondents are cashiers, 35% of respondents are clerks, of respondents are consumer care executives, and 6% 12% of respondents are managers.

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Table No 4.5
TABLE SHOWING OPINION OF RESPONDENTS TOWARDS EXPERIENCE

EXPERIENCE LESS THAN 5 6 TO 10 ABOVE 10 TOTAL

RESPONDENTS 59 36 5 100

PERCENTAGE (%) 59 36 5 100

Interpretation: The above table indicates that 59% of the respondents belongs to the group of less than 5 years experience. 36% of the respondents belongs to the group of 6 - 10 years experience. of the respondents belongs to the group of above 10 5% years experience.

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Table No 4.6

TABLE SHOWING OPINION OF RESPONDENTS TOWARDS MONTHLY SALARY

MONTHLY SALARY BELOW Rs.10,000 Rs.10,001 TO Rs.20,000 Rs.20,001 TO Rs.30,000 ABOVE Rs.30,000 TOTAL

RESPONDENTS 24 54 16 6 100

PERCENTAGE (%) 24 54 16 6 100

Interpretation: The above table indicates that 24%

54%

of the respondents belongs to the group of Below Rs.10,000.

of the respondents belongs to the group of Rs.10,001 to Rs.20,000. of the respondents belongs to the group of Rs.20,001 of the respondents belongs to the age group of
to Rs.30,000.
6%

16%

above
Rs.30,000.

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Table No 4.7

TABLE SHOWING OPINION OF RESPONDENTS TOWARDS EDUCATIONAL QUALIFICATION

EDUCATIONAL QUALIFICATION GRADUATE POST-GRADUATE TOTAL

RESPONDENTS 37 63 100

PERCENTAGE (%) 37 63 100

Interpretation: The above table indicates that 37% of the respondents are Graduates, and 63% of the respondents are Post Graduates.

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Table No 4.8

TABLE SHOWING OPINION OF RESPONDENTS TOWARDS FAMILY SIZE

FAMILY SIZE UP TO 2 3 TO 5 ABOVE 5 TOTAL RESPONDENTS 5 65 30 100 PERCENTAGE (%) 5 65 30 100

INTERPRETATION: The above table reveals that of the respondents belongs to the group of upto 2 members 5% in the family. 65% of the respondents belongs to the group of 3 5 members in the family. 30% of the respondents belongs to the group of above 5 members in the family.

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Table No 4.9
TABLE SHOWING RESPONDENTS OPINION ABOUT SALARY Man work to earn every employee is to organization will expect a correct pay to be paid for the job done by him. The reasonable pay for each job which is performed in the organization. This scale of pay may help for the job satisfaction to a certain extent. SALARY AND NUMBER OF RESPONDENTS
SALARY SATISFACTION AGREE DIS-AGREE STRONGLY AGREE TOTAL PERCENTAGE (%) RESPONDENTS 61 36 3 100 61 36 3 100

INTERPRETATION:

The above table reveals that 61% of the respondents are agreed with his salary satisfaction. 36% of the respondents are disagreed with his salary satisfaction. 3% of the respondents are strongly agreed with his salary satisfaction.

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Table No 4.10
TABLE SHOWING RESPONDENTS OPINION ABOUT

PROMOTIONAL OPPORTUNITIES
PROMOTIONAL OPPORTUNITY SATISFACTION AGREE DIS-AGREE STRONGLY AGREE STRONGLY DIS-AGREE UNDECIDED TOTAL PERCENTAGE (%) RESPONDENTS 60 23 6 3 8 100 60 23 6 3 8 100

INTERPRETATION:

The above table reveals that 60% of the respondents are agree with their promotional opportunities. 23% of the respondents are disagree with their promotional opportunities. of the respondents are strongly agree with their promotional 6% opportunities. of the respondents are strongly dis-agree withtheir 3% promotional opportunities. of the respondents are undecided with their 8% promotional opportunities.

JOB SATISFACTION

Table No 4.11
TABLE SHOWING RESPONDENTS OPINION ABOUT

WORKING CONDITION
OPINION GOOD FAIR EXCELLENT UNDECIDED TOTAL PERCENTAGE (%) RESPONDENTS 67 22 9 2 100 67 22 9 2 100

INTERPRETATION:

The above table reveals that 67% of the respondents are satisfied with the working conditions. 22% of the respondents are not satisfied with the working condition.

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Table No 4.12
TABLE SHOWING RESPONDENTS OPINION ABOUT NATURE

OF JOB
OPINION GOOD FAIR EXCELLENT POOR UNDECIDED TOTAL PERCENTAGE (%) RESPONDENTS 63 25 2 9 1 100 63 25 2 9 1 100

INTERPRETATION:

The above table reveals that 63% of the respondents feel that the nature of job is good. 25% of the respondents feel that it is fair.

JOB SATISFACTION

Table No 4.13
TABLE SHOWING RESPONDENTS OPINION ABOUT

TRAINING OPPORTUNITIES
OPINION GOOD FAIR EXCELLENT POOR UNDECIDED TOTAL PERCENTAGE (%) RESPONDENTS 63 26 6 2 3 100 63 26 6 2 3 100

INTERPRETATION:

The above table reveals that 63% of the respondents are satisfied with their training opportunities. 26% of the respondents are not satisfied with their training opportunities.

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Table No 4.14
TABLE SHOWING RESPONDENTS OPINION ABOUT

RELATIONSHIP WITH MANAGEMENT

OPINION GOOD FAIR EXCELLENT POOR UNDECIDED TOTAL PERCENTAGE (%) RESPONDENTS 70 13 11 3 3 100 70 13 11 3 3 100

INTERPRETATION:

The above table reveals that 70% of the respondents are agreed that they have cordial relationship with management. 13% of the respondents are disagreed that their relationship with management is cordial. 11% of the respondents are strongly felt that his with his their relationship with management is cordial.

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Table No 4.15
TABLE SHOWING RESPONDENTS OPINION ABOUT

RELATIONSHIP WITH CO-WORKERS

OPINION GOOD FAIR EXCELLENT POOR TOTAL PERCENTAGE (%) RESPONDENTS 67 13 17 3 100 67 13 17 3 100

INTERPRETATION:

The above table reveals that 67% of the respondents are agree with their relationship with coworkers is satisfaction. 13% of the respondents are not satisfied with their relationship with coworkers. 17% of the respondents are very much satisfied with their relationship with coworkers is satisfied.

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Table No 4.16
TABLE SHOWING RESPONDENTS OPINION ABOUT

SATISFACTION WITH OTHER FACILITIES

OPINION GOOD FAIR EXCELLENT POOR TOTAL P RESPONDENTS 71 16 11 2 100 PERCENTAGE (%) 71 16 11 2 100

INTERPRETATION:

The above table reveals that 71% of the respondents are satisfied with other facilities provided by bank. 16% of the respondents are not satisfied with other facilities provide by bank. 11% of the respondents has excellent opinion about with other facilities.

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CHAPTER - 5 FINDINGS AND SUGGESTIONS Findings: 1. 64% of respondent are satisfied with the salary and 36% are no satisfied with salary. 2. 66% of the respondent is agreed with their promotional opportunities and where as 34% is not agreed with their promotional opportunities. 3. 63% of the respondents feel that the nature of job is good and 9% feel that the nature of job is poor. 4. 70% of the respondents are agree with their relationship with management is good & 13% feel that the management is fair 5. 71% of the respondents are satisfied with other facilities. 6. 67% of the respondents are agree with their relationship with co-workers are satisfaction & 3% is feel that they are poor in relationship.

JOB SATISFACTION

SUGGESSIONS

1. To satisfy the remaining 36% employees about salary pay the fair salary. 2. Improve the promotional opportunities basic on their experiences skills, education etc. 3. Improve the nature of the jobs & good communication relationship with the management.

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CHAPTER - 6
LIMITATIONS OF THE STUDY Data collected is based on questionnaire. The research exercise was conducted within a limited duration. So a detailed study could not be made. The number of employees in State Bank of India is more, so sample size is limited by 100. The information collected by the observation method is very limited. The result would be varying according to the individuals as well as time. Some respondents hesitated to give the actual situation; they feared that management would take any action against them The findings and conclusions are based on knowledge and experience of the respondents sometime may subject to bias

JOB SATISFACTION

CONCLUSION

From the study, the researcher has come to know that most of the respondents have job satisfaction; the management has taken the best efforts to maintain cordial relationship with the employees. Due to the working conditions prevailing in this bank, job satisfaction of each respondent seems to be the maximum. From the study, the researcher has come to know that most of the employees were satisfied with the welfare measures provided by bank. The employees of SBI get more benefits compare to other banks. The main problem of shortage of man power is less in the SBI compare to other banks.

JOB SATISFACTION

CHAPTER 7 QUESTIONER
1. Your salary is satisfied. Agree Disagree Undecided Strongly agree

Strongly disagree 2. Opinion about your job. Excellent Good Fair Poor Undecided

3. You have the capability to achieve the targets in time. Agree Disagree Undecided Strongly disagree Strongly agree

4. Opinion about the existing relationship between the workers and management. Excellent Good Fair Poor Undecided

5. You feel over burden in your job. Agree Disagree Undecided Strongly disagree Strongly agree

6. You have enough time to spend with your family. Agree Disagree Undecided Strongly disagree Strongly agree

7. You feel that your working hours are convenient. Agree Disagree Undecided Strongly disagree Strongly agree

JOB SATISFACTION

8. Advertisement for bank is satisfactory. Agree Disagree Undecided Strongly disagree Strongly agree

9. Your personal problems affect the job. Agree Disagree Undecided Strongly disagree Strongly agree

10. Your relationship with co-workers. Excellent Good Fair Poor Undecided

11.Your complaints are settled quickly by the bank. Agree Disagree Undecided Strongly disagree Strongly agree

12. Promotional basis are satisfactory. Agree Disagree Undecided Strongly disagree Strongly agree

13.Opinion about other facilities in your bank. Excellent Good Fair Poor Undecided

14. What you feel about the working environment? Excellent Good Fair Poor Undecided

15. What you feel about training opportunity? Excellent Good Fair Poor Undecided

16. What is your opinion about welfare factors? Excellent Good Fair Poor Undecided

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CHAPTER - 8 BIBLIOGRAPHY
BOOKS:
ORGANIZATIONAL BEHAVIOR ROBBINS HUMAN RESOURCE MANAGEMENT STATISTICAL METHODS Web-Site : www.google.co.in www.sbi.com - STEPHEN P - L.M. PRASAD - S.P. GUPTA