Introduction
a. To study various desk works of the Uttara Branch of Mercantile Bank Limited.
b. To analyze overall performance of the branch as well as Mercantile Bank
limited.
Broad Objective
The primary objectives of the report are to orient the real life nature of the bank and to
measure the job satisfaction of the employee of the MBL, Uttara branch, Dhaka.
The study has been carried out with the following secondary objectives:
To measure the level of job satisfaction of employees with respect to the company.
To know the reasons behind the job dissatisfaction of the employees from the
findings.
It was very difficult to collect the information from various personnel for the job
constrain.
Bank policy was not disclosing some data and information for various reasons.
The department people always remain busy due to lack of supporting employees so they
could not dedicate their full efforts
The annual report is the main secondary source of the information but this information
was not enough to complete the report and it was not identified clear idea about this bank.
Because of the limitation of information some assumption was made. So there may be
some personal mistake in this research.
The times 3 months are not sufficient to know all activities of the branch to prepare the
report.
Chapter 2
LITERATURE REVIEW
Job satisfaction falls into two levels: affective job satisfaction and cognitive job satisfaction.
Affective job satisfaction is a person's emotional feeling about the job as a whole. Cognitive job
satisfaction is how satisfied employees feel concerning some aspect of their job, such as pay,
hours, or benefits.
Hierarchy of needs:
Although commonly known in the human motivation literature, Maslows needs hierarchy theory
was one of the first theories to examine the important contributors to job satisfaction. The theory
suggests that human needs form a five-level hierarchy (Figure 1) consisting of: physiological
needs, safety, belongingness/love, esteem, and self-actualization. Maslows hierarchy of needs
postulates that there are essential needs that need to be met first (such as, physiological needs
and safety), before more complex needs can be met (such as, belonging and esteem).
Maslows needs hierarchy was developed to explain human motivation in general. However, its
main tenants are applicable to the work setting, and have been used to explain job satisfaction.
Within an organization, financial compensation and healthcare are some of the benefits which
help an employee meet their basic physiological needs. Safety needs can manifest itself through
employees feeling physically safe in their work environment, as well as job security and/ or
having suitable company structures and policies. When this is satisfied, the employees can focus
on feeling as though they belong to the workplace. This can come in the form of positive
relationships with colleagues and supervisors in the workplace, and whether or not they feel they
are a part of their team/ organization. Once satisfied, the employee will seek to feel as though
they are valued and appreciated by their colleagues and their organization. The final step is
where the employee seeks to self-actualize; where they need to grow and develop in order to
become everything they are capable of becoming. Although it could be seen as separate, the
progressions from one step to the next all contribute to the process of self-actualization.
Therefore, organizations looking to improve employee job satisfaction should attempt to meet
the basic needs of employees before progressing to address higher-order needs. However, more
recently this approach is becoming less popular as it fails to consider the cognitive process of the
employee and, in general, lacks empirical supporting evidence. In addition, others have found
fault with the final stage of self-actualization. The lack of a clear definition and conceptual
understanding of self-actualization, paired with a difficulty of measuring it, makes it difficult to
measure what the final goal is or when it has been achieved.
Motivator-Hygiene Theory
Herzbergs motivator-hygiene theory suggests that job satisfaction and dissatisfaction are not
two opposite ends of the same continuum, but instead are two separate and, at times, even
unrelated concepts. Motivating factors like pay and benefits, recognition and achievement need
to be met in order for an employee to be satisfied with work. On the other hand, hygiene factors
(such as, working conditions, company policies and structure, job security, interaction with
colleagues and quality of management) are associated with job dissatisfaction.
Whilst the Motivator-Hygiene theory was crucial in first distinguishing job satisfaction from
dissatisfaction, the theory itself has received little empirical support. Herzbergs original study
has been criticized for having been conducted with a weak methodology. As a result, subsequent
attempts to test this theory have obtained mixed results with some researchers supporting it and
others not.
Unlike the Maslow or Herzbergs theories, the JCM has received more empirical support.
However, it has also drawn criticism as many studies utilizing this model investigate the direct
impact core job dimensions have on personal and work outcomes, completely disregarding the
9
critical psychological states. Despite this, the JCM and its impact on job satisfaction has been the
subject of three reviews which further lend support to the model. Further to this, Benson and
colleagues meta-analysis of 13 studies specifically focused on the role of critical psychological
states, and found these psychological states to play a crucial practical and theoretical role within
the JCM.
Dispositional approach
This dispositional approach suggests that job satisfaction is closely related to personality. It
postulates that an individual has a strong predisposition towards a certain level of satisfaction,
and that these remain fairly constant and stable across time. The evidence for this approach can
be divided into indirect studies and direct studies. Judge and colleagues have reviewed these
areas in greater detail.
The indirect evidence comes from studies that do not explicitly measure personality. Data from
the National Longitudinal Studies in the United States found that measures of job satisfaction
tend to remain fairly stable over 2, 3 and 5 year periods. This even includes significant
employment changes, such as: changes in employer or occupation. Interestingly, a twin based
study examined 34 twins whom had been raised independently of one another. This study found
genetic factors accounted for 30% of job satisfaction levels when assessed in later life.
The indirect studies, however, are vulnerable to a number of important criticisms, namely that
other unaccounted factors might be contributing to job satisfaction levels this highlights the
respective importance of studies directly assessing the role of personality. Most prominently,
there is research evidence that self-esteem, self-efficacy, emotional stability and locus of control
comprise a broad personality construct, which contribute to how an individual sees themselves.
A review of 169 correlations between each of four affective constructs (i.e., self-esteem, selfefficacy, emotional stability and locus of control) and job satisfaction, found that as self-reported
levels of self-esteem, self-efficacy, emotion stability and locus of control increased so did job
satisfaction. Similarly, investigations into the link between the five factor model of personality
and job satisfaction revealed neuroticism, conscientiousness and extraversion to have a moderate
relationships with job satisfaction.
10
Summary of theories
Despite its past popularity, it is unfortunate that there is little empirical support for the hierarchy
of needs and motivator-hygiene approaches .On the other hand, the dispositional approach and
JCM continues to grow in empirical support. However, it is difficult to deny that the motivating
factors influence the surrounding environment and has an impact on how satisfied employees are
in their work, and that personality or the JCM do not fully explain job 10 Satisfaction.
Consequently, Turnham and colleagues integrated Herzbergs motivator-hygiene approach
alongside personality to better understand the combined impact on job satisfaction. Findings
revealed that demographic variables and scores on the five commonly used personality traits
(including, openness, conscientiousness, extraversion, agreeableness, and neuroticism) together
accounted for a significant portion of job satisfaction.
11
courses, for example. During an employee's annual performance review, a supervisor should map
out a path showing her what she needs to accomplish and what new skills she needs to develop in
order to be on a track to advancement within the organization.
12
performers. Opportunities to earn special incentives, such as bonuses, extra paid time off or
vacations, also bring excite me.
13
Chapter 3
Overview of the Organization
14
15
Strategic objective
To be one of the top three financial institutions in Bangladesh in terms of cost efficiency.
Financial objectives
To achieve a return on shareholders.
Equity of 20% or more on average.
Vision of MBL:
Would make finest corporate citizen MBL dreams to become the Bank of Choice of the
general public that includes both the consumer and the corporate clients. It has created a cadre of
young professionals in banking profession which has helped boosting productivity in the bank.
16
Core values:
For the customers:
Respecting worth and dignity of individual employees devoting their energies of the
progress of the bank.
Strengthening the corporate values and taking environment and social risks and reward
into account.
Date of incorporation
Registered Office
Logo
Name of the Chairman of the Board
Number of branches
65
Services provided
17
Services
Paid up capital
4072.206(Million)
1425.338(Million )
Credit Card
Technology used
415.61
41.04
mbl@bol-online.com
Website
www.mblbd.com
SWIFT
MBLBBDDH
Table: At a Glance of M B L
Board of Directors
Executive Committee
18
Director
Md. Shahabuddin Alam, Director
19
Dhaka
Division
Chittagong
Rajshahi
Division
Division
EXISTING
BRANCHES
No Branch
Sylhet
Division
In Barisal
Khulna
Division
20
21
Board of Directors
The Board of Directors consists of 21 member elected from the sponsors of the Bank.
The Board of Directors is the apex body of the bank.
Board Committees
The Board of Directors who also decides on the composition of each committee determines the
responsibilities of each committee.
Executive Committees
All routine matter beyond delegated powers of management are decided upon by or routed
through the Executive Committee, subject to ratification by the Board of Directors.
Policy Committee
All mater relating to the principles, policies, rules, and regulation, ethics etc. for operation and
management of the bank are recommended by the Committee to the Board of Directors.
22
Board Of Directors
Chief Advisor
Managing director -HRD
Senior Vice
President
Senior Vice
President
Vice President
Abbreviations
Senior Asstt. Vice
President
Asstt. Vice President
F.A.V.P
GSD
CAD
ASI
CB
D&M
ID
R&P
Principal Officer
23
Executive Officer
Asst. Officer
Merchant banking
Retail banking
In order to carry out the above operations of Mercantile Bank Ltd has set up the following
divisions, departments and units in its head office. For the operations by the above-mentioned
divisions, the bank has established the following divisions to provide support and internal
services.
Human resource division
Marketing division
24
b) Loan
c) Cards
Dual card
Debit Card
Prepaid Card
Lease Financing
Supplementary Card
Visa Card
Educational loan
Home loan
Cottage loan
School Banking
Polli loan
25
Import finance
Export finance
Structured finance
Loan syndication
Online banking
Mobile banking
SMS banking
SWIFT
Locker Facility
Account opening
26
27
Chapter-4
Research and methodology
28
strongly Disagree
Disagree
Agree
strongly Agree
Primary sources:
Secondary Sources:
Website of Mercantile-Bank-Limited
30
31
Chapter 5
Results and findings
32
Table: 1
Response
Strongly Disagree
Disagree
Neither Disagree Nor
Agree
Agree
Strongly Agree
Total sample
Number of Respondent
Percentage
0
2
12
0%
8%
48%
5
1
20
40%
4%
100%
4%
40%
0%
8%
storngly Disagree
Disagree
48%
Figure 1
From the table above and graph charts above point out those 20 respondent representing 48% of
the management and staff said that they feel neutral about of the work, they have no objection.
40% agreed, 4% strongly agree and 8% did not agree. Most of the employee thinks that appraisal
process is not bad or not good. Its medium performance.
33
Table: 2
Response
Strongly Disagree
Disagree
Neither Disagree Nor
Agree
Agree
Strongly Agree
Total
Number of Respondent
Percentage
0
1
8
0%
4%
32%
10
1
20
56%
8%
100%
Disagree
Neither Disagree Nor
Agree
Agree
Figure 2
From the table above and graph charts above point out those 20 respondent representing 32% of
the management and staff said that they feel neutral about of the work, they have no objection.
56% agreed, 8% strongly agree and 4% did not agree, no one has strongly disagreed. Most of the
employee thinks that appraisal process is not bad or not good. Most of the person is agreed about
the performance.
34
Table: 2
Response
Strongly Disagree
Disagree
Neither Disagree Nor
Agree
Agree
Strongly Agree
Total sample
0
1
5
0%
6%
20%
10
4
20
54%
20%
100%
20%
Disagree
0% 12%
20%
48%
Neither Disagree
Nor Agree
Agree
storngly Agree
Figure 3
From the table above and graph charts above point out those 20 respondent representing 20% of
the management and staff said that they feel neutral about of the work, they have no objection.
48% agreed, 20% strongly agree and 12% did not agree, no one has strongly disagreed. Most of
the employee thinks that appraisal process is not bad or not good. Most of the person is agreed
about the performance.
35
Strongly Disagree
Disagree
Neither Disagree Nor
Agree
Agree
Strongly Agree
Total sample
0
0
1
0%
0%
4%
14
5
20
76%
20%
100%
4%
Disagree
0%
Neither Disagree Nor
Agree
76%
Agree
storngly Agree
Figure 4
From the table above and graph charts above point out those 20 respondent representing 4% of
the management and staff said that they feel neutral about of the work, they have no objection.
76% agreed, 20% strongly agree and 0% did not agree, no one has strongly disagreed. Most of
the employee thinks that appraisal process is not bad or not good. Most of the person is agreed
about the performance.
36
Strongly Disagree
Disagree
Neither Disagree Nor
Agree
Agree
Strongly Agree
Total sample
0
2
5
0%
8%
32%
10
3
20
40%
20%
100%
0% 8%
Disagree
32%
40%
Figure 5
From the table above and graph charts above point out those 20 respondent representing 32% of
the management and staff said that they feel neutral about of the work, they have no objection.
40% agreed, 20% strongly agree and 8% did not agree, no one has strongly disagreed. Most of
the employee thinks that appraisal process is not bad or not good. Most of the person is agreed
about the performance.
37
Table: 6
Response
Strongly Disagree
Disagree
Neither Disagree Nor
Agree
Agree
Strongly Agree
Total sample
0
0
2
0%
0%
20%
15
3
20
68%
12%
100%
0%
12% 0% 20%
68%
Disagree
Neither Disagree Nor
Agree
Agree
storngly Agree
Figure 6
From the table above and graph charts above point out those 20 respondent representing 20% of
the management and staff said that they feel neutral about of the work, they have no objection.
68% agreed, 12% strongly agree and 0% did not agree, no one has strongly disagreed. Most of
the employee thinks that appraisal process is not bad or not good. Most of the person is agreed
about the performance.
38
Strongly Disagree
Disagree
Neither Disagree Nor
Agree
Agree
Strongly Agree
Total sample
0
0
5
0%
0%
32%
13
2
20
52%
16%
100%
storngly Disagree
16% 0%
0%
52%
Disagree
32%
Neither Disagree
Nor Agree
Agree
Figure 7
From the table above and graph charts above point out those 20 respondent representing 32% of
the management and staff said that they feel neutral about of the work, they have no objection.
52% agreed, 16% strongly agree and 0% did not agree, no one has strongly disagreed. Most of
the employee thinks that appraisal process is not bad or not good. Most of the person is agreed
about the performance.
39
8.
Table: 8
Response
Strongly Disagree
Disagree
Neither Disagree Nor
Agree
Agree
Strongly Agree
Total sample
0
1
4
0%
4%
24%
11
4
20
48%
24%
100%
24%
48%
Disagree
Neither Disagree Nor
Agree
Agree
storngly Agree
Figure 8
From the table above and graph charts above point out those 20 respondent representing 24% of
the management and staff said that they feel neutral about of the work, they have no objection.
48% agreed, 24% strongly agree and 0% did not agree, no one has strongly disagreed. Most of
the employee thinks that appraisal process is not bad or not good. Most of the person is agreed
about the performance.
40
Strongly Disagree
Disagree
Neither Disagree Nor
Agree
Agree
Strongly Agree
Total sample
0
0
3
0%
0%
24%
14
3
20
52%
24%
100%
0%
0%
52%
24%
Disagree
Neither Disagree Nor
Agree
Agree
storngly Agree
Figure 9
From the table above and graph charts above point out those 20 respondent representing 24% of
the management and staff said that they feel neutral about of the work, they have no objection.
52% agreed, 24% strongly agree and 0% did not agree, no one has strongly disagreed. Most of
the employee thinks that appraisal process is not bad or not good. Most of the person is agreed
about the performance.
41
Table: 10
Response
Strongly Disagree
Disagree
Neither Disagree Nor
Agree
Agree
Strongly Agree
Total sample
0
0
3
0%
0%
28%
15
2
20
52%
20%
100%
52%
0%
0%
28%
Disagree
Neither Disagree Nor
Agree
Agree
storngly Agree
Figure 10
From the table above and graph charts above point out those 20 respondent representing 28% of
the management and staff said that they feel neutral about of the work, they have no objection.
52% agreed, 20% strongly agree and 0% did not agree, no one has strongly disagreed. Most of
the employee thinks that appraisal process is not bad or not good. Most of the person is agreed
about the performance.
42
11. how comfortable do you feel giving upwards feedback to your supervisor
Table: 11
Response
Strongly Disagree
Disagree
Neither Disagree Nor
Agree
Agree
Strongly Agree
Total sample
0
0
2
0%
0%
12%
15
3
20
60%
28%
100%
0% 12%
0%
60%
Disagree
Neither Disagree Nor
Agree
Agree
storngly Agree
Figure 11
From the table above and graph charts above point out those 20 respondent representing 12% of
the management and staff said that they feel neutral about of the work, they have no objection.
60% agreed, 28% strongly agree and 0% did not agree, no one has strongly disagreed. Most of
the employee thinks that appraisal process is not bad or not good. Most of the person is agreed
about the performance.
43
Table: 12
Response
Strongly Disagree
Disagree
Neither Disagree Nor
Agree
Agree
Strongly Agree
Total sample
0
0
3
0%
0%
28%
5
12
20
32%
40%
100%
28%
0%
32%
Disagree
Neither Disagree Nor
Agree
Agree
storngly Agree
Figure 12
From the table above and graph charts above point out those 20 respondent representing 28% of
the management and staff said that they feel neutral about of the work, they have no objection.
32% agreed, 40% strongly agree and 0% did not agree, no one has strongly disagreed. Most of
the employee thinks that appraisal process is not bad or not good. Most of the person is strongly
agreed about the performance.
44
13. Do you feel like coworkers give each other respect here?
Table: 13
Response
Strongly Disagree
Disagree
Neither Disagree Nor
Agree
Agree
Strongly Agree
Total sample
0
0
5
0%
0%
20%
9
6
20
56%
24%
100%
0%
0%
20%
Disagree
Neither Disagree Nor
Agree
56%
Agree
storngly Agree
Figure 13
From the table above and graph charts above point out those 20 respondent representing 20% of
the management and staff said that they feel neutral about of the work, they have no objection.
56% agreed, 24% strongly agree and 0% did not agree, no one has strongly disagreed. Most of
the employee thinks that appraisal process is not bad or not good. Most of the person is strongly
agreed about the performance.
45
Table: 14
Response
Strongly Disagree
Disagree
Neither Disagree Nor
Agree
Agree
Strongly Agree
Total sample
0
0
13
0%
0%
52%
4
3
20
36%
12%
100%
36%
0%
0%
Disagree
52%
Neither Disagree Nor
Agree
Agree
storngly Agree
Figure 14
From the table above and graph charts above point out those 20 respondent representing 52% of
the management and staff said that they feel neutral about of the work, they have no objection.
36% agreed, 12% strongly agree and 0% did not agree, no one has strongly disagreed. Most of
the employee thinks that appraisal process is not bad or not good. Most of the person is strongly
agreed about the performance.
46
Strongly Disagree
Disagree
Neither Disagree Nor
Agree
Agree
Strongly Agree
Total sample
0
0
2
0%
0%
8%
14
4
20
76%
16%
100%
storngly Disagree
16%
0% 8%
Disagree
76%
Figure 15
From the table above and graph charts above point out those 20 respondent representing 8% of
the management and staff said that they feel neutral about of the work, they have no objection.
76% agreed, 16% strongly agree and 0% did not agree, no one has strongly disagreed. Most of
the employee thinks that appraisal process is not bad or not good. Most of the person is strongly
agreed about the performance.
47
Table: 16
Response
Strongly Disagree
Disagree
Neither Disagree Nor
Agree
Agree
Strongly Agree
Total sample
0
0
3
0%
0%
12%
11
5
20
54%
34%
100%
12%
Disagree
44%
44%
Figure 16
From the table above and graph charts above point out those 20 respondent representing 12% of
the management and staff said that they feel neutral about of the work, they have no objection.
44% agreed, 44% strongly agree and 0% did not agree, no one has strongly disagreed. Most of
the employee thinks that appraisal process is not bad or not good. Most of the person is strongly
agreed about the performance.
48
Table: 17
Response
Strongly Disagree
Disagree
Neither Disagree Nor
Agree
Agree
Strongly Agree
Total sample
0
0
3
0%
0%
20%
13
4
20
56%
24%
100%
0%
20%
Disagree
56%
Figure 17
From the table above and graph charts above point out those 20 respondent representing 20% of
the management and staff said that they feel neutral about of the work, they have no objection.
56% agreed, 24% strongly agree and 0% did not agree, no one has strongly disagreed. Most of
the employee thinks that appraisal process is not bad or not good. Most of the person is strongly
agreed about the performance.
49
Table: 18
Response
Strongly Disagree
Disagree
Neither Disagree Nor
Agree
Agree
Strongly Agree
Total sample
0
0
4
0%
0%
32%
12
4
20
52%
16%
100%
52%
0%
32%
Disagree
Neither Disagree Nor
Agree
Agree
storngly Agree
Figure 18
From the table above and graph charts above point out those 20 respondent representing 32% of
the management and staff said that they feel neutral about of the work, they have no objection.
52% agreed, 16% strongly agree and 0% did not agree, no one has strongly disagreed. Most of
the employee thinks that appraisal process is not bad or not good. Most of the person is strongly
agreed about the performance.
50
Strongly Disagree
Disagree
Neither Disagree Nor
Agree
Agree
Strongly Agree
Total sample
0
0
4
0%
0%
16%
10
6
20
52%
32%
100%
16%
52%
Disagree
Neither Disagree Nor
Agree
Agree
storngly Agree
Figure 19
From the table above and graph charts above point out those 20 respondent representing 16% of
the management and staff said that they feel neutral about of the work, they have no objection.
52% agreed, 32% strongly agree and 0% did not agree, no one has strongly disagreed. Most of
the employee thinks that appraisal process is not bad or not good. Most of the person is strongly
agreed about the performance.
51
Table: 20
Response
Strongly Disagree
Disagree
Neither Disagree Nor
Agree
Agree
Strongly Agree
Total sample
0
0
11
0%
0%
40%
5
4
20
36%
24%
100%
0%
40%
36%
Disagree
Neither Disagree Nor
Agree
Agree
storngly Agree
Figure 20
From the table above and graph charts above point out those 20 respondent representing 40% of
the management and staff said that they feel neutral about of the work, they have no objection.
36% agreed, 24% strongly agree and 0% did not agree, no one has strongly disagreed. Most of
the employee thinks that appraisal process is not bad or not good. Most of the person is strongly
agreed about the performance.
52
Findings
After my own work experiences as well as discussion with honorable officers I have found in my
study that there are several important problems that need to focus on for employe job satisfaction
of MBL.The findings of my study are-
53
Chapter 6
SWOT analysis
54
Mercantile Bank Limited has nationwide image of providing quality service. It provides
excellent and prompt services with higher degree of secrecy to corporate and mass level
of customers even internationally.
MBL abides by a set of core values that reflects high commitment to customer:
1. Responsive to customers needs.
2. Flexible in approach
3. Professional in manner
4. Strive for service excellence.
Strong network throughout the country and correspondent relationship with almost all
international and local banks operating in Bangladesh created a good accessibility and
relationship with people.
They have adopted Green Banking an ecofriendly move by placing solar panel
Weakness:
Online Banking quality and service is poor than the other private bank.
ATM booths are not available like DBBL, Prime Bank etc.
55
Opportunities:
Bonus is given for more than one time in a year this is another reason of the employees
satisfaction.
Threats:
Some foreign and private banks are becoming so advanced that can be a threat to
mercantile Bank Ltd. At present in retail banking Standard Chartered Bank and in
business banking American Express Bank, Hong Kong Shanghai Banking Corporation
are going well.
Bangladesh bank provides some rules and regulations for all banking institutions. Whether
the rules and regulations suit the organization or not, it must obey these that sometimes
impose barriers on daily normal operation.
Also some private banks like Dutch Bangla Bank, Prime Bank, Bank Asia, etc. had
introduced Sharia based banking which is a new concept that attracts almost every level
people towards them.
56
Chapter 7
Recommendations and conclusions
57
7.1 Recommendations
As I have gone through all the departments under Human Resources Management. I have come
up with some points, which can improve the efficiency as well as quality of the work. Though
the bank was found as a productive concern, the study reveals that the bank could do much more
if it was handled more efficiently. Also sonic problems of the Bank were given above. However,
some steps may be taken to improve the efficiency and to increase the performance of the Bank
in future which are given below-
MBL Overall they are satisfied their job sector .but I find out some problems and I think HR
Manager should take care of the following issues:
HR division show Employers assure their employees that they have rights to take their
decisions related their work areas independently and can choose their own method of
working.
The scope of promotion should be increased otherwise turnover rate will be increased.
They should also arrange award ceremonies to find out the most talented, honest, sincere
person in the institution and appreciate him or her for his outstanding performances.
Since they dont pay proper compensation they should facilitate benefits so that fewer
compensation is a least bother to employees.
Job description should be redesigned so that the employees get the opportunity to apply
their talents and expertise
58
7.2 Conclusions
As an organization the MBL is much more structured compared to any other listed bank
operation in Bangladesh. Mercantile Bank Limited is a customer oriented financial institution. It
remains dedicated to meet up with the ever growing expectations of the customer.
In MBL, Board of directors formulates banks policies, management functions on approved
policies In addition, board of directors take care the interest of shareholders & all other
stakeholders, management remains compliant with the policies, regulations, laws given by board
of directors, Bangladesh bank, other regulators However, MBL gives importance on their
customers, employees and shareholders. They want to achieve strong corporate growth through
financial inclusion. They try providing solutions at a minimum cost based on a high level of
satisfaction of all segments of our customers, thus also contributing to the prosperity of our
employees and shareholders.
MBL is trying to develop innovative and technologically advanced products and services that
satisfy their customer needs.
Job satisfaction is always important in the present day business world. It cuts very good figure in
our everyday communication because job satisfaction can help the organization motivate the
working team but to determine the level of job satisfaction is dependent on a wide range of
variables. These variables are not same at all organizations and institutions. Even patterns of
organizations and policies determine the job satisfaction of the staffs. Unlike organizations in the
developed world, in Bangladesh the study of job satisfaction has not attracted the potential
employers, notwithstanding, significant number of companies have realized the fact that the
growth and timely assurance of the investment, to a large extent, depends on how the employer
has succeeded in ensuring the job satisfaction of the employees.
Finally if the MBL control their expense by HRM and take proper steps to overcome their little
limitations, they will become a first rows bank of Bangladesh.
59
Chapter 8
References and Appendix
60
References
Reference Book:
Jham, V. & Khan, K. M, (2008).,
Employee and Customer Satisfaction in the Indian Banking Sector: A study, IIMB
Management Review, vol. 20, no.1, pp. 84-93, March 2008
Walker, A., Smither, J. and Waldman, D.,
A longitudinal examination of concomitant changes in team leadership and employee
satisfaction, Personnel Psychology, Vol. 61 No. 3, pp. 547-77, 2008
Bennett, R. and Rundle-Thiele, S.,
Job satisfaction should not be the only goal, Journal of Services Marketing, Vol. 18 No. 7, pp.
514-23, 2004
Staw, B. M.; Cohen-Charash, Y. (2005).
"The dispositional approach to job satisfaction: More than a mirage, but not yet an oasis:
Comment". Journal of Organizational Behavior. 26 (1): 5978. doi:10.1002/job.29
Websites:
www.mblbd.com
www.bangladesh-bank.org
www.jobsatisfaction.com
http://www.humanresources.hrvinet.com/graphic-rating-scales
Other References:
Statement of Affairs
61
Appendix
Job satisfaction: A study on Mercantile Bank in Bangladesh.
Personal Information
Name:
Organization:
Designation:
Age:
Below 25
Gender:
Male
Marital status:
25-35
35-40
40-45
More than 45
Female
Single
Married
Instructions:
HSC
Honors
Masters
Please read the following statements and indicate the extent of your agreement
with the statements on a five point Liker-scale, Please mark your answer.
1 = Strongly Disagree (SD), 2 = Disagree (D), 3 = neither Disagree nor Agree (N), 4 = Agree
(A) 5 = Strongly Agree (SA)
No.
Items
Scale
1
1.
2.
3.
62
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
63