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Submitted By: -

ROLL NO NAME OF STUDENTS


15 Sumeet Punjabi
19 Juhi Makhija
21 Ritu Valecha
23 Megha Tulsani
25 Priya Advani
43 Paramveer Bains
Submitted To: -Prof. Sunil Lalchandani
Date of submission:-7th October 2014
Objectives

1. To study the level of job satisfaction among Employees in Bank.

2. To study the factors influencing Job factors.


3. To identify the level of Satisfaction of employees towards their salary.

4. To study the Employee satisfaction from designation.

5. To study the initiative taken by Employer for Employees Job Satisfaction.

Research Methodology:

Primary Data:-
Primary data is collected by sample survey from 30 Employees of 3 different

Banks each Bank 10 Employees i.e ICICI Bank, Axis Bank and Kotak Bank located

in Ulhasnagar.

Secondary Data:-

Secondary data is also known as readymade data. Data which is already

available in books, magazines, newspapers, blogs, and the main source now-a-days is

Internet. Secondary data is collected from following sources:-

 Magazine

 Newspapers

 Blogs

 Internet

Executive Summary:

A satisfied, happy and hard working employee is the biggest asset of any organization,
including banks. Workforce of any bank is responsible to a large extent for its productivity

andprofitability. Efficient human resource management and maintaining higher job

satisfaction level in banks determine not only the performance of the bank but also affect the

growth and performance of the entire economy. So, for the success of banking, it is very

important to manage human resource effectively and to find whether its employees are

satisfied or not. Only if they are satisfied, they will work with commitment and project a

positive image of the organization. The present project makes an effort to study the job

satisfaction level among employees of selected private sector banks in ULHASNAGAR.

Index
Sr no. Particulars

1 Introduction

2 Review Of Literature

3 Area Of Study

4 Findings And Analysis

5 Suggestions

6 Conclusion

7 Biblography

8 Annexure

Introduction:
Human life has become very complex and completed in now-a-days. In modern society the

needs and requirements of the people are ever increasing and ever changing. When the people

are ever increasing and ever changing, when the people’s 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 can 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.

Job satisfaction is the positive attitude that a person has for his job. Many research studies

have been done on this area all over the world. The employees’ attitude toward his job simply

means his feelings about job, boss, peers, perks, contesters, work place, work schedule, etc. A

positive feeling about these leads to job satisfaction and negative feeling leads to job

dissatisfaction.

Job satisfaction is defined as an individual’s general attitude toward his or her job. This

means that an employees’ assessment of how satisfied or dissatisfied he or she is with his or

her job is a complex summation of a number of discrete job elements.

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 one’s 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 overall positive affect (or feeling) that individuals

have toward their jobs.”

-Hugh J. Arnold and Daniel C.

“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.”

- Feldman

FACTORS INFLUENCING JOB SATISFACTION


Fitting the right man on the right job is the primary function of an organization

for its success. Then only all the resources can be managed effectively. Without human

efforts an organization cannot accomplish its objectives. Renis Likert rightly observes

“All the activities of any enterprise initiated and determined by the persons, who make

up that institution, plants, offices, computers, automated equipment and all else that

make a modern firm uses, are unproductive except for human effort and direction of all

the tasks of management, manager the human component, is the central and the most

important task, because all else depends on how well it is done”.

The important factors conducive to job satisfaction are mentally challenging

work, equitable rewards, supportive working conditions, etc.,

1. Mentally Challenging work:

Employees tend to prefer jobs that give them opportunities to use their skills

and abilities and offer a variety of tasks, freedom and feedback how well they are

doing. These characteristics make work mentally challenging.

This is approached by two ways.

(a) Designing Jobs :

“Whatever level of job you are designing, it must be of interest and give satisfaction to the
Variation Multi skill

Targets Interest
Employees

Accountability
Prospects
Ownership
The Job exist to fill roles. The jobs and their occupants both need regular modification

and sometimes radical change, over course of time.

(b) Defining performance :

Arriving at a single measure of performance is difficult. To measure quality

rather than quantity, include staff morale, customer satisfaction, inter team

collaboration and specific project results as measures of performance.

Hence the rule is “ENSURE that jobs offer a wide range of stimulation and

variation”

Including the factors above mentioned will help to make any post more appealing in

the long term and motivate the job holder to perform more effectively.

2. Equitable rewards :

“Get the money right or everything else could easily go wrong”

Employees want pay systems and promotion policies that they perceive as being just,

unambiguous and in line with their expectations. When pay is seen as fair based on job

demands, individual skill level and community pay standards satisfaction is likely to
result. Individuals who perceive that promotion decisions are made in a fair and just

manner, therefore are likely to experience satisfaction from their jobs.

A pay package is not just about salary, though that is how most people tend to think of

it. Other elements come in to play, not all of them directly cash related.

Salary
Flexi time Paid holidays

Incentives
Shares Pay Car
Packages

Pensions
Insurance
Health care

3. Supportive working conditions:

Employees are concerned with their work environment for both personal

comfort and facilitating doing a good job. Studies demonstrate that employees prefer

physical surroundings that are not dangerous or uncomfortable. Temperature, light

noise and other environment factors should not be at either extreme.

4. Supportive colleagues:

People get more out of work than mere money or tangible achievements. For

most employees, work also fills the need for social interaction. Not surprisingly
therefore, having friendly and supportive co-workers leads to increased job

satisfaction.

DETERMINANTS OF JOB SATISFACTION:

Psychological aspects of job satisfaction are first considered. Dispositional stands,

situational factors and cognitive dissonance influence job satisfaction.

Dispositional stands refer to certain tendencies that individuals show toward

certain things. They may like something and dislike something. There may be no

apparent reasons for such likes and dislikes.

The situational factors of job satisfaction say that a person’s attitude to job

influenced not by pre-disposition they have towards the job, but by the situations like

peers, work environment etc. They are open with no prior dispositions. Attitude got

formed from the work place encounters.

Cognitive dissonance is the mental anxiety a person undergoes when two sets

of information or perceptions are contradictory. A new worker while contributing to his

work, also has to participate in union activities. Cognitive dissonance arises here. Later

the dissonance is resolved by balancing . If no such resolution is possible, satisfaction

from job is affected. He becomes the troubled person and develops a dislike for job.
There are different factors for job satisfaction. They are

 Job itself

 Rewards

 Challenge

 Variety

 Work group

 Work Status

 Opportunity for growth

 Fairness of competition

 Healthy working conditions

 Company status

 Management style.

 Social relevance of work life

 Flexibility in enrichment

 Scope for participation in management

 The style of Leadership

 Dignity of job

 Market standing of the company

 The extent of transparency in communication.


VARIABLES OF JOB SATISFACTION:

According to Abraham A. Korman, there are two types of variables, which determine

the job satisfaction of an individual. They are:

I. Organizational variables, and

II. Personal variables.

ORGANISATIONAL VARIABLES :

1. Occupational Level:

The higher the level of the job, the greater the satisfaction of the individual will be. This is

because higher level jobs carry greater prestige and self-control. This relationship between

occupational level and job satisfaction stems from social reference group theory in that our

society values some jobs more than the others. Hence people in valued jobs will like them

more than those who are in non-value jobs. The relationship may also stem from the need-

fulfillment theory. People in higher level jobs find most of their needs more satisfied than

when they are in lower level ones.

2. Job Content:

Greater the variation in job content and the less the repetitiveness with which the tasks

must be performed, the greater the satisfaction of the individuals involved will be. Since

job content in terms of variety and nature of tasks called for is a function of occupational

level, the theoretical arguments given above apply here also.


3. Considerate Leadership:

People like to be treated with consideration. Hence considerate leadership results in

higher job satisfaction than inconsiderate leadership.

4. Pay and Promotional Opportunities:

All other things beings equal these two variables are positively related to job satisfaction.

An explanation for this finding lies in both the theories discussed above.

5. Interaction in the Work Group:

Here the question is; when is interaction in the work group a source of job satisfaction

and when is it not? Interaction is most satisfying when-

i. It results in the cognition that other person’s attitudes are similar to one’s own,

since this permits the ready calculability of the other’s behavior and

constitutes a validation of one’s self;

ii. It results in being accepted by others and

iii. It facilitates the achievement of goals.


PERSONAL VARIABLES:

For some people, it appears that most jobs will be dissatisfying irrespective of the

organizational conditions involved, whereas for others, most jobs will be satisfying. Personal

variables like age, educational level, sex, etc., are responsible for this difference.

1. Age:

Most of the evidence on the relation between age and job satisfaction, holding such

factors are occupational level constant, seems to indicate that there is generally a positive

relationship between the two variables up to the pre-retirement years and then there is a sharp

decrease in satisfaction. An individual aspires for better and more prestigious jobs in the later

years of his life. Finding his channels for advancement blocked, his satisfaction declines.

2 . Educational Level:

With occupational level held constant, there is a negative relationship between the

educational level and job satisfaction. The higher the education, the higher the reference

group, which the individual looks for guidance to evaluate his job rewards, will be.

3. Role Perception:

Different individuals hold different perceptions about their roles, i.e., the kind of

activities and behaviors they should engage themselves in to perform their jobs successfully.

Job satisfaction is determined by this factor also. The more accurate the role perception of an

individual the greater his satisfaction will be.


5. Sex:

There is yet no consistent evidence as to whether women are more satisfied will their

jobs than men, holding such factors as job and occupational level constant. One might predict

this to be the case, considering the generally lower occupational aspirations of women.

OUTCOMES OF JOB SATISFACATION:

To society as a whole as well as from an individual employees’ standpoint, job

satisfaction in and out of itself is a desirable outcome. However, from a pragmatic managerial

and organizational effectiveness perspective, it is important to know how, satisfaction relates

to outcome variables.

SATISFACTION AND PRODUCTIVITY:

Satisfied workers are more productive than the less satisfied counterparts. This

“satisfaction-performance controversy” has raged over the years. Although most people

assume a positive relationship, the preponderance of research evidence indicates that there is

no strong linkage between satisfaction and productivity. For example, a comprehensive meta-

analysis of the research literature found only a 0.17 average of correlation between job

satisfaction and productivity. Satisfied workers will not necessarily be the highest producers.

There are many possible mediating variables, the most important of which seem to be

rewards. If people receive rewards they feel are equitable, they will be satisfied and this is

likely to result in greater performance effect. Also, recent research evidence indicates that

satisfaction may not necessarily lead to individual performance improvement, but does lead

to organizational-level improvement. Finally, there is still considerable debate whether

satisfaction leads to performance or performance leads to satisfaction.


SATISFACTION AND TURNOVER:

High employee job satisfaction result in low turnover. Unlike that between

satisfaction and productivity, research has uncovered a moderate relationship between

satisfaction and turnover. High job satisfactions will not, in and out of itself, keep turnover

low, but it does seem to help. On the other hand, if there is considerable job dissatisfaction,

there is likely to be high turnover. One group researchers found that for women of eighteen to

twenty-five, satisfaction was an excellent predictor of whether or not they changed jobs. On

the other hand, as job tenure (Length of time on the job) increased, there was less likelihood

of their leaving. Tenure has also been found to listen the effects of dissatisfaction among

male employees.

There are other factors, such as commitment to the organization, that play a role in

this relationship between satisfaction and turnover. Some people cannot see themselves

working anywhere else, so they remain regardless of how dissatisfied they feel. Another

factor is the general economy. When things in the economy are going well and there is little

unemployment, typically there will be an increase in turnover because will begin looking for

better opportunities will other organizations. Even if they are satisfied, many people are

willing to leave if the opportunities elsewhere promise to be better. On the other hand if jobs

are tough to get, dissatisfied employees will stay where they are. On an overall basis,

however, it is accurate to say that job satisfaction is important in employee turnover.

Although absolutely no turnover is not necessarily beneficial to the organization, a low

turnover rate is usually desirable because of training costs and the drawbacks of inexperience.
SATISFACTION AND ABSENTEEISM :

Research has pretty well demonstrated an inverse relationship between and

absenteeism. When satisfaction is high, absenteeism tends to be low; when satisfaction is

low, absenteeism tends to be high. However, as with the other relationships with satisfaction,

there are moderating variables such as the degree to which people feel that their jobs are

moderating variables such as the degree to which people feel that their jobs are important.

For example, research among state government employees has found that those who believed

that their work was important had lower absenteeism than did those who did not feel this

way. Additionally, it is important to remember that while high job satisfaction will not

necessarily result in low absenteeism, low job satisfaction is likely to bring about high

absenteeism

OTHER EFFECTS OF JOB SATISFACTION :

In addition to those noted above, there are a number of other effects brought about by

high job satisfaction. Research reports that highly satisfied employees tend to have better

mental and physical health, learn new job-related tasks more quickly, have fewer on-the-job

accidents, and file fewer grievances. On the positive side it has also recently been found that

satisfied employees are more likely to exhibit pro-social “citizenship” behaviors and

activities such as helping coworkers, helping customers and being more cooperative.

From an overall standpoint, then, most organizational behavior researchers as well as

practicing managers would argue that job satisfaction is important to an organization. Some
critics have argued, however, that this is pure conjecture because there is so much we do not

know about the positive effects of satisfaction. On the other hand, when job satisfaction is

low, there seems to be negative effects on the organization that have been documented. So if

only from the stand point of viewing job satisfaction as minimum requirement or point of

departure, it is of value to the organization’s overall health and effectiveness and is deserving

of study and application in the field of organizational behavior.


AIMS OF JOB SATISFCTION:

1. Economic aim

2. Humanistic aim

3. Theoretical aim

1. Economic aim:

The workers who are all satisfied more will be more productive than dissatisfied

workers. Because those who have fulfilled their needs in respect to their status may

give full involvement and imitativeness to work and this will definitely lead that

organization towards the achievement of their goal in an effective way.

2. Humanistic aim:

Humanistic aim of the job attitude research will make the work hours as pleasurable

and as meaningful as possible.

3. Theoretical aim:

This aim will increase the understanding power, knowledge and skills of employee to

know the factors which are responsible for job satisfaction and will contribute to

personality theory in particular and to psychological theory in general.


REVIEW OF LITERATURE:

Job satisfaction has been defined as a general attitude towards one’s job. It is in regard to

one’s feelings or state of mind regarding the nature of their work. It is a self-reported positive

state resulting from the appraisal of one’s job or from one’s job experience. According to

Robbins (1997), Job satisfaction is the difference between the amount of rewards employees

receive and the amount they believe they should receive.

Hoppack introduced the term ‘Job satisfaction’ in 1953 in his book on job-satisfaction.

Hoppack defined job satisfaction as ‘any combinations of psychological, physiological and

environmental circumstances that make a person say I am satisfied with the job’. The

definition is vague in so far as there are many parameters used by Hoppack.

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 individual’s state of mind about

the work itself and about life in general. The individual’s 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.


According to Weiss and Cropanzano (1996), job satisfaction represents a person's Evaluation

of one's job and work context. This definition is still being debated. It Captures the most

popular view that job satisfaction is an evaluation and represents both belief and feelings.

Saleh (1981) states that job satisfaction is a feeling which is a function of the perceived

relationship between all that one wants from his job life and all that one perceives as offering

or entailing. The emphasis here is on all that one wants, whether it is important for self-

definition or not.

Professor Herzberg , Mausner and Synderman in 1959 , after conducting a massive study

developed ‘Two Factor Theory’ that identifies two set of factors contributing to Job

satisfaction and dissatisfaction . Those are

(1) Hygiene factors: salary, relation with superior and peer, quality of technical supervision,

company policy and administration, working condition etc. and

(2) Motivation factors: Achievements, recognition, work itself, responsibility, advancement

and possibility of growth.

Kamal & Sengupta (2008) in their research paper made an attempt not only to ascertain the

degree of overall job satisfaction prevailing among the Bank Officers but also to elicit

officer’s views on the different factors contributing to their job satisfaction. It is also

observed that as a person ages, his job satisfaction shows an increasing trend. Younger

employees have more energy, more expectations and more options, and hence have lesser

satisfaction with the job. Overall the job satisfaction of bank officers though is not very high

but still satisfactory. But there is still considerable room for improvements.
Shrivastava & Purang (2009) in their study examined the job satisfaction level of a public

sector and private sector bank employees in India. Public and private sector banks differ with

respect to their background and work culture. Writers of this study observed that the work

culture of public sector banks was based on the concept of socio- economic responsibility, in

which profitability is secondary. On the other hand, private sector banks work towards

profitability. Because of these differences between the sectors hold an important factor in

shaping the work culture of an organization, it needs to be explored how they would likely

affect job satisfaction.

Khanetal, (2011) in their research paper highlighted the problems faced by banking industry

in Pakistan which is badly affecting the loyalty of the customers and the employees. The

employees’ satisfaction and retention are critical to the conduct of business in the competitive

marketplace and business environment today, and the banks enjoy no exception to it. So, the

purpose of their research study was to establish link between perceived human resources

internal service quality practices with employee retentions in mediating environment of

employee job satisfaction.


AREA OF STUDY

Our Area of Study consists of Employees of three banks which are ICICI Bank, Axis Bank

and Kotak Bank. ICICI Bank located in Ulhasnagar-5, Axis Bank located in Ulhasnagar-

3and Kotak Bank located in Ulhasnagar-3.

About ICICI Bank:

ICICI Bank was originally promoted in 1994 by ICICI Limited, an Indian financial

institution, and was its wholly-owned subsidiary. ICICI's shareholding in ICICI Bank was

reduced to 46% through a public offering of shares in India in fiscal 1998, an equity offering

in the form of ADRs listed on the NYSE in fiscal 2000, ICICI Bank's acquisition of Bank of

Madura Limited in an all-stock amalgamation in fiscal 2001, and secondary market sales by

ICICI to institutional investors in fiscal 2001 and fiscal 2002. ICICI was formed in 1955 at

the initiative of the World Bank, the Government of India and representatives of Indian

industry. The principal objective was to create a development financial institution for

providing medium-term and long-term project financing to Indian businesses.

In October 2001, the Boards of Directors of ICICI and ICICI Bank approved the merger of

ICICI and two of its wholly-owned retail finance subsidiaries, ICICI Personal Financial

Services Limited and ICICI Capital Services Limited, with ICICI Bank. The merger was

approved by shareholders of ICICI and ICICI Bank in January 2002, by the High Court of

Gujarat at Ahmedabad in March 2002, and by the High Court of Judicature at Mumbai and

the Reserve Bank of India in April 2002. Consequent to the merger, the ICICI group's

financing and banking operations, both wholesale and retail, have been integrated in a single

entity.
About Axis Bank:

Axis Bank was the first of the new private banks to have begun operations in 1994, after the

Government of India allowed new private banks to be established. The Bank was promoted

jointly by the Administrator of the specified undertaking of the Unit Trust of India (UTI - I),

Life Insurance Corporation of India (LIC) and General Insurance Corporation of India (GIC)

and other four PSU insurance companies, i.e. National Insurance Company Ltd., The New

India Assurance Company Ltd., The Oriental Insurance Company Ltd. and United India

Insurance Company Ltd. The Bank today is capitalized to the extent of Rs. 357.71 crore with

the public holding (other than promoters) at 57.49%. The Bank's Registered Office is at

Ahmedabad and its Central Office is located at Mumbai. Presently, the Bank has a very wide

network of more than 671 branch offices and Extension Counters. The Bank has a network of

over 2764 ATMs providing 24 hrs a day banking convenience to its customers. This is one of

the largest ATM networks in the country.

About Kotak Mahindra Bank:

Kotak Mahindra Bank is an Indian bank and financial service firm established in 1985. It was

previously known as Kotak Mahindra Finance Limited, a non-banking financial company.In

February 2003, Kotak Mahindra Finance Ltd, the group's flagship company was given the

licence to carry on banking business by the Reserve Bank of India (RBI). Kotak Mahindra

Finance Ltd. is the first company in the Indian banking history to convert to a bank. As of

2011 to October 2013, it has more than 500 branches, over 1,000 ATMs and a consolidated

balance sheet of approx. US$ 2.9 billion. The Bank has its registered office at Nariman

Bhavan, Nariman Point, Mumbai.


Findings and Analysis

1. How long you worked for this Bank?

45

40

35

30
6months -1year
25
1-3years
20 3-5 years

15 more than 5 years

10

0
Axis ICICI Kotak

As per the survey, among employees of AXIS bank 30% of employees had

worked for period of 6months to 1year as they believe in adding freshers to the job whereas

25% of employees work for 1-3 years while 20% are retaining their job for 3-5 years and the

remaining 25% are working for more than 5 years because of their hardworking and honest

attitude towards bank.Talking about the employees of ICICI bank 40% of employees had

worked for period of 6months to 1year whereas 30% of employees work for 1-3 years while

20% are retaining their job for 3-5 years and the remaining 10% are working for more than 5

years this shows that ICICI influences young blood to the bank .Where as among employees

of Kotak bank 25% of employees had worked for period of 6months to 1year whereas 25% of

employees work for 1-3 years while 35% are retaining their job for 3-5 years and the

remaining 15% are working for more than 5 years.


2. What was your salary at the time of Joining?

70

60

50

40 Below Rs.5,000
Rs5,001-10,000
30 Rs.10,001-20,000
More than Rs,20,000
20

10

0
Axis ICICI Kotak

Survey shows, 30% employees of AXIS bank had offered salary below Rs.5000

because they were fresher towards job where as 25% of employees earn salary between

5001-10,000 in their starting stage while 25%have offered salary ranges from Rs.10,001-

20,000 and the remaining 20% are have salary more than 20,000 at the time of appointment

because of theirexperience.Among employees of ICICI bank 20% have offered salary below

Rs. 5000 because of their less experience towards job whereas 30% of employees earn salary

between 5001-10,000 at the time of appointment while 40% have offered salary ranges from

Rs. 10,001- 20,000 and the remaining 10% had started earning salary more than Rs 20,000.In

case of kotak bank, 50% of employees have offered salary below Rs.5,000 while 20% of

employees earn salary between 5001-10,000 at the time of joining while 30% had salary

ranges from Rs. 10,001- 20,000 and the remaining 10% are had offered salary more than

Rs.20,000.
3. What is your Present Salary?

60

50

40
Below Rs.5000

30 5001-10,000
10,001-20,000

20 Above 20,000

10

0
Axis ICICI Kotak

As per survey, 10% employees of AXIS bank have salary below Rs. 5000 because of their

low designation towards job whereas 25% of employees earn salary between 5001-10,000

while 50% have salary ranges from Rs. 10,001- 20,000 and the remaining 15% are earning

salary more than 20,000 because of their increased experience. Among employees of ICICI

bank 20% have salary below Rs. 5000 because of their less experience towards job whereas

30% of employees earn salary between 5001-10,000 while 35% have salary ranges from Rs.

10,001- 20,000 and the remaining 15% are earning salary more than 20,000. In case of kotak

bank, 20% of employees have salary below Rs. 5000 while 20% of employees earn salary

between 5001-10,000 while 40% have salary ranges from Rs. 10,001- 20,000 and the

remaining 20% are earning salary more than 20,000 because of their increased experience.
4. How do you view your Job?

80%

70%
70%

60%
60%

50%
50%

40%

30%

20%

10%

0%
Axis Kotak ICICI

As per the survey, 50 %employees of axis bank are satisfied with their job and take job as

motivation. 70 %employees of kotak bank feel that their job is a responsibility and are not

that much satisfied from their job. 60% employees of ICICI bank who are satisfied with their

job and take them as a challenge.


5. Working environment:

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%
more than 4 hrs more than 8 hrs less than 4 hrs

Working environment relates mainly to where they work and what is there without which the

employees are unable to work, the answer to this question was COMPUTERS , A total of

91% of the respondents from axis, kotak and ICICI work on a computer for more than four

hours a day, including a group of 73% who do so for more than eight hours a day. Only a

small proportion of respondents 4% work with computers for less than four hours a day. The

length of computer usage also shows a clear gender difference: only 2% of women, compared

with 12% of men, work on computers for less than four hours a day. The reason behind a lot

of computer usage is that increase in technology and speed of work done, which would let

any bank to achieve its targets fast.


6. Working hours:

Over all, all the banks work for 9 - 5 but it depends how much an employee want to get on in

the job as to any additional work that employee do. There have been numerous occasions

when employee have started at 7 and finished beyond 6, but then there are other occasions

when employee will leave mid afternoon after a customer meeting so it is dependent on

workload. The more the work load, more the number of hours to work. The reason behind

this could be the pressure of work the employee has.

7. Work responsibilities and stress level :

Employees of all the 3 banks AXIS, KOTAK, ICICI believe that – more work – more

responsibilities – more stress – more productivity – more incentives – the MOST

SATISFACTION. This means that if there is more work, there are more responsibilities,

there will more stress and in pressure there is more productivity and if there is good

productivity because of employees they will receive good incentives and ultimately they are

satisfied .
8. Superior Subordinate relation

90%
80%
80%

70%
60%
60%

50%
40%
40%

30%

20%

10%

0%
Axis Kotak ICICI

As per the survey, only 40% employees from Axis bank are satisfied with their relation with

superior whereas 60% employees are satisfied with their relation with superior in Kotak bank,

in ICICI bank 80% employees enjoy satisfactory relation with their superior, the reason

behind this could be their own performance and skills and the rewards they get, because on

that basis the relationship becomes strong.


9. Job Security

20 20%

10%
30%

20%

As per the survey conducted among three banks, it is observed that 20 percent of employees

rated 1 in terms of job security satisfaction where as 10 percent of employees rated 2 , 20

percent of employees rated 3 while 30 percent of employees rated 4 and remaining 20 percent

of employees rated 5 in terms of job security satisfaction.


10. Present performance appraisal policy of the bank.

10% 1
25%
2
3

15% 4
5
25%

15%

As per the survey conducted among three banks, it is observed that 20 percent of employees

rated 1 in terms of satisfaction for performance appraisal policy of their bank where as 15

percent of employees rated 2 , 15 percent of employees rated 3 while 25 percent of

employees rated 4 and remaining 25 percent of employees rated 5 in terms of job security

satisfaction.
11. Recognition and reward for your work and contributions

10% 1
15%
2
3

20% 4
5
35%

20%

As per the survey conducted among three banks, it is observed that 10 percent of employees

rated 1 in as they don’t get high satisfactory rewards for their work of their bank where as 20

percent of employees rated 2, 20 percent of employees rated 3 while 35 percent of employees

rated 4 and remaining 15 percent of employees rated 5 because they are satisfied from the

rewards they are getting in their work.


13. Employees balance between work and family life

90%
80%
80%
70%
60%
60%
50%
40%
40%
30%
20%
10%
0%
Axis Kotak ICICI

As per survey, it is observed that 60 % employees from Axis bank maintain balance between

work and family life, whereas only 40 % employees of kotak bank have ability to maintain

work and family life and 80 % of employees of ICICI bank manage their work and family

life. This could be because of their pressure of work and relationship with their family

members and the capabilities they possess.


14. High job satisfaction leads to high productivity:

12

10

0
Axis Kotak ICICI

out if 10 Employees from Axis bank, 8 feel that high productivity depends on high

satisfaction, only 6 employees of kotak bank said that high productivity depends on high

satisfaction, Where as, every employee of ICICI bank said that high productivity is fully

dependent on high level of satisfaction because the reason behind this could be their personal

experiences and knowledge while working there.


15. Are you satisfied with the employee assistance policy (e.g. lunch and transport etc.) of

the bank?

10
20

10
1
2
3
4
5
20

30

As per the survey conducted in overall three banks 20% employees rated 1 in terms of

satisfaction with the employee assistance policy of the bank, whereas 30% rated as 2, 20%

rated 3, 10% of employees rated 4 while the remaining 10% of employees rated 5.
16. Are you satisfied with long and short term benefits like promotion) & insurance

policies of the company?

10

30
1
2
3
20 4
5

25

As per the survey conducted in overall three banks 30% employees rated 1 in terms of

satisfaction with long and short term benefits & insurance policies of the company, whereas

25% rated as 2, 20% rated 3, 10% of employees rated 4 while the remaining 5% of

employees rated 5.
17. Overall how satisfied are you as an employee?

20

30
1
2
3
10 4
5

10
20

As per survey conducted in overall three banks 30% employees rated 1 in terms of

satisfaction, whereas 20% rated as 2, 10% rated 3, 20% of employees rated 4 while the

remaining 20% of employees rated 5.


Suggestions:

1. Most important cause of dissatisfaction private employees is of job security. So, private
banks must provide an element of security to employees. Banks can provide security

in terms of conditions that until employee will fulfill these conditions; his/her job

will remain secure.

2. Other important cause of dissatisfaction among private Bank employees is their


relationship with supervisors. Supervisors must have a fair relationship with their

employees to keep them satisfied.

3. It has been found that employees of private sector banks were less satisfied with
their jobs so to increase their satisfaction, private sector banks need to improve job

security. Layoff threats are one of the greatest blows to employee loyalty, even among

those whose jobs are not immediately at risk.

4. Long tenure of working in organizations increases the job satisfaction of employees.


the Indian middle class is very protective towards family members, so private sector

banks must launch special schemes to safeguard the interests of family members of

employees. This may be education facilities for children, pension schemes for

employees, accommodation for employees, gratuity, and other retirement benefits.

5. In the light of the findings, job security is one of the most important ingredients of
job satisfaction. Secure job environment enhances the degree of job satisfaction.

Management must create an environment of job security among employees. Indians

work with emotions, so any legal job contract will not motivate them.

Instead, there should be a psychological or emotional bond between employees

and the Organization.


Conclusion:

The result of the study indicates that layoff threats, quick turnover, less

welfare schemes, and less scope for vertical growth increase job dissatisfaction.

On the other hand, secure job environment, welfare policies, and job stability

increase the degree of job satisfaction. Efficient human resource management

and maintaining higher job satisfaction level in banks determine not only the

performance of the bank but also affect the growth and performance of the entire

economy. So, for the success of banking, it is very important to manage

human resource effectively and to find whether its employees are satisfied or not.

Only if they are satisfied, they will work with commitment and project a

positive image of the organization.


Biblography:

1. www.Scribd.com
2. Wikipedia.org
3. www.icicibank.com
4. www.axisbank.com
5. www.kotak.com
6. http://shodhganga.inflibnet.ac.in/bitstream/10603/12822/9/09_chapter%
202.
Annexure:

Note: This questionnaire will be used purely for academic research only. Information
provided will be kept confidential.

Name: __________________________________________________________

Age: ______ Gender: Male/Female Marital Status: Single/Married

Educational Qualification: ___________________

Present Designation: _____________________

Name of the Bank: __________________________________________________

1. How long you worked for this Bank?

6 Months-1years 1-3years

3-5years more than 5years

2. What was your salary at the time of Joining?

Below Rs.5000 Rs.5001-10,000

Rs.10,001-20,000 Above 20,000

3. What is your Present Salary?

Below Rs.5000 Rs.5001-10,000

Rs.10,001-20,000 Above 20,000

4. What is the attitude of Management in solving Employees problem?

Fast and in favour of worker Fast and in favour of worker

Postponed Refused
5. How do you view your Job?

Challenging Motivating

Secured Responsible
Rate the following things in 1 to 5

Sr. No. Survey Questions 1 2 3 4 5

1. working environment of the Bank

2. job location?

3. working hours

4. salary structure

5. work responsibilities

6. stress level

7. Superior subordinate relations

8. job security

9. present performance appraisal policy of the Bank

recognition and rewards for your work and


10.
contributions

11. Does your personal problem affect your work?

Are you able to maintain a healthy balance between


12.
work and family life?
Do you feel that high job satisfaction helps in high
13.
productivity?
14. leave policy (Sick leave, etc.) of the Bank
Are you satisfied with the employee assistance policy
15.
(e.g. - lunch & transport etc.) of the Bank?
Are you satisfied with long and short term benefits
16. (like promotion) & insurance policies of the
company?

17. Overall how satisfied are you as an employee?

18 Any suggestions to improve your job satisfaction?

Signature

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