Meghna ful

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CHAPTER- 1
INTRODUCTION
1.1 Background of the Study
1.2 Objective of the Study
1.3 Review of Literature
1.4 Methodology of the Study
1.5 Limitations of the Study
1.6 Organization of the Study

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1.1 Background of the study
The Report titled, “Measuring Level of Employee Job Satisfaction: A Study on Meghna
Petroleum Limited”. Researcher has collected all the required information from the Human
resource department and other important department. Employee performance is highly
depends on the job satisfaction is important aspect of all types of organization. There is lots
of study found on this subject matter. Though on such study were found on Meghna
Petroleum Limited. So, there is an opportunities for study on measuring job satisfaction in
Meghna Petroleum Limited.
Several factors may affect the level of job satisfaction of the employee such as demographic
factors of the employees, personnel factors, and organizational factors. This study is to
measure the level of employee job satisfaction relating to different personal and
organizational factors.
Researcher chooses this organization because Meghna Petroleum always tries to given job
satisfaction for their employee & this organization always concern about employee job
satisfaction. Researchers have tried their best to combine and relate the information with the
concept of the report, but due to organization privacy policies limit and restricted access to
information there still remains some limitations.
1.2 Objective of the study
Principal objective of the study is to identify the level of employee job satisfaction of the
Meghna Petroleum Limited. To achieve the principal objective following specific objective
are developed.
1. To identify the factors of job satisfaction of the employees of Meghna Petroleum LTD.
2. To measure the level of employee job satisfaction of Meghna Petroleum LTD.
3. To identify the factors that needs to improve for improving the level of employee job
satisfaction of Meghna Petroleum LTD.
1.3 Review of Literature
Job satisfaction is the level of contentment a person feels regarding his or her job. This
feeling is mainly based on an individual's perception of satisfaction. Job satisfaction can be
influenced by a person's ability to complete required tasks, the level of communication in an
organization, and the way management treats employees.

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Blum & Neylon (2001) says“Job satisfaction is defined, as it is result of various attitudes the
person hold toward the life in general.”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.(Robbins, 2000)
Many organizations face challenges in accurately measuring job satisfaction, as the definition
of satisfaction can differ among various people within an organization. However, most
organizations realize that workers' level of job satisfaction can impact their job performance,
and thus determining metrics is crucial to creating strong efficiency.(Regis & Porto, 2006;
Worf, 1970)
Despite widespread belief to the contrary, studies have shown that high-performing
employees do not feel satisfied with their job simply as a result of to high-level titles or
increased pay. This lack of correlation is a significant concern for organizations, since studies
also reveal that the implementation of positive HR practices results in financial gain for the
organizations. The cost of employees is quite high, and creating satisfaction relevant to the
return on this investment is paramount. Simply put: positive work environments and
increased shareholder value are directly related.(Maslow’s 1954 cited in Huber, 2006)
Some factors of job satisfaction may rank as more important than others, depending on each
worker's needs and personal and professional goals. To create a benchmark for measuring and
ultimately creating job satisfaction, managers in an organization can employ proven test
methods such as the Job Descriptive Index (JDI) or the Minnesota Satisfaction Questionnaire
(MSQ). These assessments help management define job satisfaction objectively. (Cusworth
and Franks, 2003).
Typically, five factors can be used to measure and influence job satisfaction:
1. Pay or total compensation, 2.The work itself (job specifics such as projects,
responsibilities), 3.Promotion opportunities (expanded responsibilities, more prestigious
title), 4.Relationship with supervisor, 5. Interaction and work relationship with coworkers.

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1.4 Methodology
1.4.1 Data collection:
Data are collected by using both primary and secondary source.
i) Primary source:-
Researchers have collected all primary data by a structured questionnaire survey consist of 53
questions in the questioner and one opinion box. Researchers have surveyed the question in
Agrabad Branch of Meghna Petroleum Ltd. 30 respondents are selected randomly out of 110
employees of the branch. The questionnaire developed on the basis of different factors of job
satisfaction with five point Likert scale, which is range from 1 to 5 from highly dissatisfied to
highly satisfied.
ii) Secondary source:-
i) Annual report of Meghna Petroleum Limited.
ii) Websites.
iii) Various publication of Meghna Petroleum Limited.
iv) Daily dairy maintain by the researchers.
1.5 limitations of the study
In the period of study researcher faces following limitation:
1. Lack of availability of data.
2. Some personnel of Meghna Petroleum Limited are not interested to provide useful
Information.
3. Most of the information about the topic relevant in this purpose was secrete from the
point of view organization. So this kind of information could not be collected.
4. They are too busy with Assigned work so have no eagerness to supply more because
of extra hardness.
5. For the reason of confidentiality, some useful information cannot be expressed in this
report.
6. Time is a limitation that would mostly with stands a comprehensive study on the topic
selected.
7. Lack of available information about HRM practices of The Meghna Petroleum
Limited.

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8. Finally this is my first intern Experience. So my knowledge especially in such a
research study is limited.
1.6 Organization of the study
In first chapter the researcher will be shown background of the study, objective of the study,
data collection process, limitations of the study. In second chapter researcher will be given
the organization overview. In chapter three researchers will be discuss factors of Employee
Job Satisfaction of Meghna Petroleum Ltd. In the chapter four researchers will be discuses
about Level of Employee job satisfaction of Meghna Petroleum Ltd. In chapter five
researchers discuss about factors needs to improve for improving level of job satisfaction. In
the chapter six researchers will be discuss about finding, problem, recommendation,
Conclusion. In the ending part researchers will be given reference and appendix.

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CHAPTER- 2
ORGANIZATIONAL OVERVIEW
2.1 Introduction
2.2 History
2.3 Company Profile
2.4 Board of Directors
2.5 Legal Advisor
2.6Bankers
2.7 Vision & Missionof the MPL
2.8 Corporate strategies & core values
2.9Organ gram of MPL
2.10 Petroleum products

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2.1 Introduction
The Meghna Petroleum Limited (MPL) is petroleum products marketing company.MPL
business tines are procurement, storage and marketing of petroleum products, Lubricants and
breezes, Bitumen, and LPG (Liquefied petroleum Gas).Meghna Petroleum Limited controlled
by Bangladesh Petroleum Corporation (BPC).BPC import oil and those oil equally distributed
into Padma, Meghna and Jamuna. MPL get product from import (75%) and refinery
(25%).The shareholder of MPL are BPC (50.53%) ICB & Mutual fund (2.21%) and
Individual Bangladesh (24.43%) for fulfilling the customer need. MPL produce Meghna
brand or Local brand from crude oil. Crude oil also imported by BPC. MPL product price
determined by govt.MPL gets commission from BPC Product commission are 0.20(HSD),
0.20 (SKO), 0.27(MS), 0.27 (HOBC), per liter, 16.00(LPG) per cylinder, 0.18 (LDO),
.10(JBO), 0.26(SBP), 0.20 (MTT), 0.25(FO), 0.20(LSHSD) per liter, 300.00(Bitumen) per
Metric Ton. MPL distribute their product by the river (80%), wagon (10%) and road (10%).
Evaluation of Meghna Petroleum Limited
1956
Standard vacuum
oil co.ltd
1962
EESO Eastern
incorporated
1975
Meghna petroleum
marketing co.ltd
1968
Dawood petroleum limited
1972
Padma petroleum limited
31st March 1978
MEGHNA PETROLEUM LIMITED

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2.2 History of Meghna Petroleum Limited
Meghna Petroleum Limited (MPL) was setup on December27,1977 under Company Act
1913 (later on company Act 1994), as a private limited company with the objectives of taking
over the physical possession of all the fixed assets of the erstwhile Meghna Petroleum
Marketing Company Limited (MPMCL) and Padma Petroleum Limited (PPL) as on March
31, 1978. Meghna Petroleum Marketing Company Limited was created after acquiring the
operation of the then ESSO Eastern Inc. (1962) of America in 1975 and Padma Petroleum
Limited was created in 1972 after acquiring the operation of the then Dawood Petroleum
Limited (1968).
In the year 1976 the assets and liability of the company were transferred and handed over to
Bangladesh Petroleum Corporation (BPC) as per BPC Ordinance no. LXXXVIII. Since then
Meghna Petroleum Limited has been functioning as a subsidiary of BPC The Company
started its journey with an Authorized Capital and Paid-up Capital of Tk. 100 million and Tk.
50 million respectively. The Company was converted into Public Limited Company from a
Private Limited Company on 29th May 2007 and its Authorized Capital was increased to Tk.
4000 million. On 17th January 2014 the Paid-up Capital of the Company was increased to
983.8 million by issuing Bonus Share. The Company was enlisted with Dhaka Stock
Exchange Limited (DSE) and Chittagong Stock Exchange Limited (CSE) on 14th November
2007 and 2nd December 2007 respectively with a view of off-load of 30% i.e. 1.20 Crore
shares under direct listing procedure. On 14th January, 2008 the shares of the company were
off-loaded in the two Capital Market. Later on as per Govt, decision BPC has been off-loaded
another 17% share of the Company during the period from July 2011 to September 2011
under the same procedure.
2.3 Company Profile
Meghna petroleum is a subsidiary of Bangladesh petroleum corporation (BPC), had been
serving the nation for the last four decades through marketing of petroleum product. Meghna
Petroleum Limited was registered on 27th December , 1977 under the company act
1913(Amended 1994) as per decision taken by the government and Bangladesh petroleum
corporation , the company was converted into a public limited company on 29th may, 2007
by enlisting to security and stock exchange company .

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At present there is a Board of Directors comprising of 10 members to run the company. The
overall activities of the company are performed with the approval of the Board of Directors.
Name of the organization : Meghna Petroleum Limited (MPL).
Corporate Head Quarter : 58-59, AgrabadC/A, Chittagong-410, Bangladesh.
Resident Office : Meghna Bhaban, 131, Motijheel C/A, Dhaka, `
Bangladesh.
Main Installation : Guptakhal, Patenga, Chittagong, Bangladesh.
Date of Incorporation : 27th December, 1977.
Business line : Procuring, Storing and Marketing of Petroleum,
Products, Lubricants, Bitumen, LPG & Battery Water.
Company Status : Public Limited Company.
Authorized Capital : Taka 400 Crore.
Paid-Up-Capital : Taka 98.38 Crore (Tk. 108.22 Crore with proposed
bonus share for the year 2014).
Number of Employees : 490.
Nature of the company : Marketing oriented company
Registration No : C-5786 1977-78.
2.4 Board of Directors
Md. Eunusur Rahman : Chairman MPL board, chairman BPC board
Mr. Sharif Ashrafuzzaman : Managing Director MPL.
Mr. Mir Saifullah-All-Khaled : General Manager (Marketing)
Mr. Quamrul Hassan : General Manager (A &F)
Md. Delwar Hossain : General Manager (Operation)
Mr. Mozaharul Islam : Deputy General Manager
Kazi Manowar Diler : Deputy General Manager (Finance)
Ahmed Shahidul Haque : Deputy General Manager (Sales)
Md. Akhter Hossain : Deputy General Manager(HR)
Md. Golam Haider : Deputy General Manager Dhaka (In- Charge)
Sheikh Abdul Motileb : DeputyGeneral Manager (Operation)

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2.5 Legal Advisors
 LEX COUNSEL (Barristers, Advocates & Legal Consultants).
 LAW SOCIETY Dhaka.
 B. Ahmed & co. Chittagong.
 ADVOCATE. S.C LALA Chittagong.
 Sheik & Chowdhury (Barrister & Advocates), Dhaka.
 S.M Serajul Alam, Advocate, Chittagong.
 Ashanul Karim Chowdhury, Advocate, Dhaka.
Auditors
M/s Hoda Vasi Chowdhury & Co. and M/s S.Ahmed & Co.
Insurers
Sadharan Bima Corporation & jibon Bima Corporation.
2.6 Bankers
 Sonali Bank Limited
 Agrani Bank Limited
 Janata Bank Limited
 Pubali Bank Limited
 Uttara Bank Limited
 National Bank Limited
 Standard Charted Bank
 The city Bank Limited
 BRAC Bank Limited
 Premier Bank Limited
 EXIM Bank Limited
 AB Bank Limited
 Bank Alfalah Limited
 The Hongkong & Sanghai Banking Company.

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Managing Directors (MD)
2.7 Vision & Mission of the MPL
Vision
To be the leader in oil marketing in industries in Bangladesh in terms of efficiency, capital
adequacy, asset quality, sound management and profitability having strong liquidity.
Mission
To build our company into an efficient, market driven, customer focused institutions wing
good corporate governance structure.
2.8 Corporate strategies & core values
Corporate strategies
To have sustain growth, broaden and improve range of product and services in all areas of
Bangladesh with the aim to add increased value to shareholders’ investment and offer highest
possible benefit to our customer
Core values
For customer: To become most efficient company by providing the most courteous and
efficient service in every areas of Bangladesh.
For Employees:Promoting well being of the members of the staff.
For shareholders: Ensuring fare return on their investment through generating stable profit.
For community: Assuming our role as socially responsible compensable corporate entity in a
tangible manner through close adherence to national policies and objectives.
2.9 Organogram of MPL
Chart 2.1:- Organogram of MPL (Source –MPL HR Department)
Board of directors
Marketing
Division
Operation
Division
Accounts
Finance
Human
Resource
Management
Company
Secretary
Audit
Department
Dhaka Liaison
Office

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2.10 Products of Meghna Petroleum Limited
Meghna Petroleum Ltd not only marketing the petroleum products. The following petroleum
products are being marketing by MPL. These are below:
 HSD( High Speed Diesel)
 SKO(Superior Kerosene Oil)
 MS(Motor Sprit)
 HOBC(High Octane Blending Component)
 FO(Furnace Oil)
 JBO( Jute Batching Oil)
 LMS( Light Motor Sprit)
 SBP( Solvent Oil)
 MTT( Mineral Turpin Tine)
 LUBE OIL( Lubricant)
 LSHSD( Low Sulfur High Speed Diesel)
 LDO( Light Differ Oil)
 LPG( Liquefied petroleum Gas)
 Bitumen
 Grease
 Naphtha
(Source: - MPL annual report 2016)

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Chapter – 3
Factors ofEmployee JobSatisfactionof Meghna
Petroleum Ltd.
3.1 Introduction
3.2 Demographical Information
3.3 Factors of Employee’s Job Satisfaction at
Meghna Petroleum Limited

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3.1 Introduction
In this chapter researcher identify the factors of job satisfaction of the Meghna Petroleum
Limited. There are two sections of this chapter in the first sections researcher present the
demographic information of the selected respondents and in the second section researcher
identify and present the data related with factors of employee job satisfaction of the Meghna
Petrolatum Limited.
3.2 Demographical Information
3.2.1 Age Distribution of the Respondents
Age distribution of the respondents of this study is presented by the following Table 3.1 and
Figure 3.1.
Table 3.1: Age Distribution of the Respondents
Age Group Less than 35 36-45 46-60 Above 60
Frequency 4 9 17 0
Source: Survey, 2016
From the above table and graph, it is found that 4 employee’s age less than 35, 9 employee’s
age 36-45, 17 employee’s age 46-60, none of the employee’s age above 60.
4
9
17
0
0
2
4
6
8
10
12
14
16
18
Lesss 35 36-45 46-60 avobe 60
Chart 3.1: Age Distribution of the Respondents

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3.2.2 Gender of the Respondents
Gender distribution of the respondents of this study is presented by the following Table 3.2
and Figure 3.2.
Table 3.2: Gender Distribution of the Respondents
Sex Male Female
Frequency 28 2
As expected, most of the employee’s are male in Meghna Petroleum Limited. The males are
28 where the numbers of female are only 2.
3.2.3 Education of the Respondents
Education of the respondents are presented by the Table 3.3 and Chart 3.3 bellow.
Table 3.3: Level of Education of the Respondents
Education SSC HSC Diploma Graduation Post
masters
Masters MBBS Engineering
Frequency 1 2 2 3 1 16 2 3
Source: Survey 2016
28
2
0
20
40
Male Female
Chart 3.2: Gender Distribution of the
Respondnets

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From the above table and graph, it is found that 1 employee complete SSC, 2 employee
complete HSC, 2 employees complete Diploma, 3 employees complete graduation , 1
employee complete Post Masters , 16 employees complete Masters, 2 employees complete
MBBS, 3 employees complete Engineering.
3.2.4 Numbers of Years Spend in Meghna Petroleum Limited
Numbers of years spend by the respondents at Meghna Petroleum Limited is given by the
following Table 3.4 and Char 3.4.
Table 3.4: Numbers of Years Spend by the Respondents at Meghna Petroleum
Limited
Years Less than 5
year
1-5 year 5-15 year 15-25 year More than
25 year
Frequency 0 5 10 13 2
Source: Survey 2016
1
2 2
3
1
16
2
3
0
2
4
6
8
10
12
14
16
18
SSC HSC Diploma Graduation Post
masters
Masters MBBS Engineering
Chart 3.3: Level of Education of the Respondnets

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From the above table and graph, it is found that none of employee is working less than since
5 years, 5 of employees are working since 1- 5 years, 10 employees are working since 5-15
years, 13 employees are working since 15-25 years and 2 employees are working more than
25 year.
3.3 Factors of Job Satisfaction of Meghna Petroleum Limited
It is seems to be that all the respondents treated remuneration as factor job satisfaction, 87%
of the respondents select image of the organization, 70% choose working conditions as a
factors of job satisfaction, 57% respondents select training opportunities provided by the
organization and relationship with co-workers, 50% respondents select supervisor’s
managerial, leadership, and communication skills as a factors of jobs satisfaction, 40%
choose work load, 30% choose employee’s competence and influential activities of the
organization, and only 27% select responsibilities provided to employees as a factors of job
satisfaction. These data are presented by the following Table 3.5 and Chart 3.5 bellow.
Table 3.5: Factors of Job Satisfaction of Meghna Petroleum Limited
Factors Frequency Percentage
Supervisor’s Managerial, Leadership, and Communication
Skills
15
50%
Employee’s Self-Competence 9 30%
0
5
10
13
2
0
2
4
6
8
10
12
14
Less than 5 years 1-5 years 5-15 Years 15-25 Years More than 25 Years
Chart 3.4: Numbers of Year Spend by the
Respondents at Mehgna Petroleum Limited

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Training Opportunities Provided by the Organization 17 57%
Working Conditions of the Organization 21 70%
Remuneration provided by the Organization 30 100%
Relationship with Co-workers 17 57%
Work Load of the Employee 12 40%
Responsibilities provided to Employees 8 27%
Influential Activities of the Organization 9 30%
Image of the Organization 26 87%
50%
30%
57%
70%
100%
57%
40%
27%
30%
87%
0% 20% 40% 60% 80% 100% 120%
Supervisor’s Managerial, Leadership, and
CommunicationSkills
Employee’s Self-Competence
Training Opportunities Provided by the Organization
Working Conditions of the Organization
Remuneration provided by the Organization
Relationship with Co-workers
Work Load of the Employee
Responsibilities provided to Employees
Influential Activities of the Organization
Image of the Organization
Chart 3.5: Factors of Job Satisfaction at Meghna
Petroleum Limited

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Chapter – 4
Level of Employee Job Satisfaction of Meghna
Petroleum Ltd.
4.1 Introduction
4.2 Supervisor’s Managerial, Leadership, and
Communication Skills and Job Satisfaction
4.3Employee’s Self-Competence and Job Satisfaction
4.4 Training Opportunities and Job Satisfaction
4.5 Working Conditions and Job Satisfaction
4.6 Remuneration and Job Satisfaction
4.7 Relationship with Co-worker and Job Satisfaction
4.8 Work Load and Job Satisfaction
4.9 Responsibilities and Job Satisfaction
4.10 Influential Activities of the organization and Job
Satisfaction
4.11 Image of the Organization and Job Satisfaction
4.12 Overall Level of Job Satisfaction

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4.1 Introduction
In this chapter researcher measure the level of job satisfaction of Meghna
Petroleum Limited correspondents to the factors determine in the last chapter,
i.e. supervisor’s skills, employee’s self-competence, training opportunities,
working conditions, remuneration, relationship with co-worker, work load,
responsibilities provided to employees, influential activates of the organization,
and image of the organization. By the following ten sub sections levels of job
satisfaction regarding these factors are presented and discussed.
4.2 Supervisor’s Managerial, Leadership, & Communication Skills and Job
Satisfaction
To measure the level of job satisfaction regarding supervisor’s managerial,
leadership, and communication skills, there were eleven questions in that
section of the questionnaire which includes questions regarding leadership skill,
management and profession skill, conflict resolution skill, communication skill,
trust to fellow, knowledge about the work of subordinate, information about the
work of subordinate, expectations from subordinates, cares of the career of
subordinates, and finally training opportunities arrange for subordinates. Total
score and average score of such factors related with supervisor are presented by
the following Table 4.1 and Chart 4.1.
Table 4.1: Supervisor’s Managerial, Leadership, and Communication Skills and
Job Satisfaction
Factors Total Score Average Score
Leadership Skill 124 4.13
Management and Professional skill 125 4.16
Conflict resolution skill 123 4.1
Communication 115 3.83
Trust to fellow 130 4.33
Knowledgeable about my work 127 4.23

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Talk to me 106 3.53
Information about my work 110 3.66
Expectation of my work 113 3.76
Cares of my career advancement 111 3.7
Training Opportunities 98 3.26
From the above table and graph, it is found that leadership skill average 4.13, management
and professional skill average score 4.16, conflict resolution skill average score4.1,
communication skill average score 3.83, Trust in fellow employees average score 4.33,
Knowledgeable about my work average score4.23, talk to me average score3.53, Information
about my work average score3.66, expectation of my work average score3.76, Cares of my
career advancement average score3.7, Training Opportunities average score 3.26.
4.13 4.16 4.1
3.83
4.33 4.23
3.53 3.66 3.76 3.7
3.26
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Chart 4.1: Supervisor’sManagerial, Leadership, and
CommunicationSkills and Job Satisfaction

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4.3 Employee’s Self-Competence and Job Satisfaction
To measure the level of job satisfaction regarding self-competence of the employees there
were four questions in the questionnaire about opportunities for improving skill & knowledge
in the organization, opportunities for improving competence level, respect for the
competence, and career advancement opportunities. Total and average score of such
questions are presented bellow by the Table 4.2 and Chart 4.2.
Table 4.2: Employee’s Self-Competence and Job Satisfaction
Factors Total score Average score
Opportunities for improving skill & knowledge 107 3.57
Opportunities for improving competence level 108 3.6
Respect for the competence 107 3.57
Career advancement opportunities 110 3.67
From the above table and graph, it is found that, opportunities for improving skill &
knowledge average score 3.57, opportunities for improving competence level average score
3.6, respect for the competence average score 3.57, and career advancement opportunities
average score 3.67.
3.57
3.6
3.57
3.67
3.52
3.54
3.56
3.58
3.6
3.62
3.64
3.66
3.68
Opportunities for
improving skill &
knowledge
Opportunities for
improving competence
level
Respect for the
competence
Career advancement
opportunities
Chart 4.2: Employee’s Self-CompetenceandJob Satisfaction

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4.4 Training Opportunities provided by Organization and Job Satisfaction
Level of job satisfaction related with training opportunities provided by the organization are
measured by using four questions regarding available opportunities for training, training
helps the employees to improve their work, training helps employees to advance in career,
and training offers possibilities to apply for job outside. By the following Table 4.3 and Chart
4.3 total score and average score of such questions are presented.
Table 4.3: Training Opportunities in the Organization and Job Satisfaction
Available opportunities for training 83 2.77
Training help improve work 99 3.3
Training help advance in career 95 3.17
Training offers possibilities apply for job outside 98 3.27
From the above table and graph, it is found that, Available opportunities for training average
score 2.77, Training help improve work average score 3.3, Training help advance in career
average score 3.17, Training offers possibilities apply for job outside average score 3.27.
2.77
3.3
3.17
3.27
2.5
2.6
2.7
2.8
2.9
3
3.1
3.2
3.3
3.4
Available opportunities
for training
Training help improve
work
Training help advance in
career
Training offers
possibilities apply for job
outside
Chart 4.3: Training Opportunitiesinthe OrganizationandJob
Satisfaction

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4.5 Working Conditions and Job Satisfaction
Job satisfaction related to working conditions are measures on the basis of the four factors of
working conditions like availability of equipment, maintenance of the building, maintenance
of the office, and overall working condition. The levels of job satisfaction regarding these
four factors of working conditions are presented by the following Table 4.4 and Char 4.4.
Table 4.4: Working Conditions and Job Satisfaction
Equipmentforperformingtask 116 3.87
Maintenance of the building 114 3.8
Maintenance of the office 117 3.9
Workingcondition 112 3.73
From the above table and graph, it is found that, Equipment for performing task average
score 3.87, Maintenance of the building average score 3.8, Maintenance of the office average
score 3.9, Working condition average score 3.73.
3.87
3.8
3.9
3.73
3.6
3.65
3.7
3.75
3.8
3.85
3.9
3.95
Equipment for
performing task
Maintenance of the
building
Maintenance of the
office
Working condition
Chart 4.4: Working Conditions and Job Satisfaction

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4.6 Remuneration and Job Satisfaction
To measure the level of job satisfaction regarding remuneration, four factors are considered,
i.e. salary compare to performance, financial and non-financial rewards, overtime pay, and
salary compare to other organization. Findings regarding these four factors are presented by
the Table 4.5 and Chart 4.5.
Table 4.5: Remuneration and Job Satisfaction
Salary compare to work perform 126 4.2
Financial and Non-financial Reward 109 3.63
Overtime Payment 86 2.87
Salary compare to other organization 131 4.37
From the above table and graph, it is found that, Salary compare to work perform average
score4.2, Reward average score 3.63, overtime average score 2.87, Salary compare to other
organization average score 4.37.
4.2
4.63
2.87
4.37
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Salary compare to work
perform
Reward Overtime Salary compare to other
organization
Chart 4.5: Remuneratoin and Job Satisfaction

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4.7 Relationship with Co-worker and Job Satisfaction
Job Satisfaction regarding relationship with co-worker is presented by the following Table
4.6 and Chart 4.5 which are based on the four factors of the relationship with co-worker, like,
involvement of the people, respect from co-employee, assistance receive from co-employee,
and team work.
Table 4.6: Relationship with Co-worker and Job Satisfaction
Involvement of the people 116 3.87
Respect from co-employee 112 3.73
Assistance Receive from Co-employee 109 3.63
Team work 110 3.67
From the above table and graph, it is found that, Involvement of the people average score
3.87, Respect from co-employee average score 3.73, Receive assistance average score 3.63
and Team work average score 3.67.
3.87
3.73
3.63
3.77
3.5
3.55
3.6
3.65
3.7
3.75
3.8
3.85
3.9
Involvement of the
people
Respect from co-
employee
Receive assistance Team work
Chart 4.6: RelationshipwithCo-worker andJob Satisfaction

27 | P a g e
4.8 Work Load and Job Satisfaction
Level of job satisfaction regarding work load are measured on the basis of the five factors of
work load, these are, working hour, employee available for performing the work tasks,
sanctions for errors committed, workload pressure, and balance between personal and
professional life. Findings of total and average score of these factors are presented by the
following Table 4.7 and Chart 4.7.
Table 4.7: Work Load and Job Satisfaction
Working hour 119 3.97
Employee available for performing work tasks 87 2.9
Sanctions for errors committed 97 3.23
Workload pressure 105 3.5
Balance between personal professional life 110 3.67
From the above table and graph, it is found that, Working hour average score 3.97, Employee
available for performing work tasks average score 2.9, Sanctions for errors committed
average score 3.23, Workload pressure average score 3.5 and Balance between personal
professional life average score 3.67.
3.97
2.9
2.23
3.5
3.67
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
Working hour Employee available
for performing
work tasks
Sanctions for errors
committed
Workload pressure Balance between
personal
professional life
Chart 4.7: Work Load and Job Satisfaction

28 | P a g e
4.9 Influential Activities in Organization and Job Satisfaction
Level of job satisfaction regarding influential activities are measured on the basis of
participation in planning process, acceptability of opinion, and co-workers respect for
opinions, are presented by the following Table 4.8 and Chart 4.8.
Table 4.8: Influential Activities in Organization and Job Satisfaction
Participation in planning process 97 3.23
Acceptability of opinion 102 3.4
Co-workers respect for opinions 110 3.67
From the above table and graph, it is found that, Participation planning process average score
3.23, Possibility elaborate opinion average score 3.4, Co-workers respect for opinions
average score 3.67.
3.23
3.4
3.67
3
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
Participation planning process Acceptibility of Opinion Co-workers respect for opinions
Chart 4.8: Influential ActivitiesinOrganizationandJob
Satisfaction

29 | P a g e
4.10 Responsibility and Job Satisfaction
Level of job satisfaction regarding responsibility and job satisfaction is measured on the basis
of four factors like, spending working time in the organization, responsibilities for work
errors, responsibility toward client and reporting unit, and responsibility to immediate
supervisor, is presented by the following Table 4.9 and Chart 4.9.
Table 4.9: Responsibility and Job Satisfaction
Spending Workingtime inthe Organization 107 3.57
Responsibilityforworkerrors 102 3.4
Responsibilitytowardclientandreportingunit 110 3.67
Responsibilityto immediate supervisor 111 3.7
From the above table and graph, it is found that, Spend working time average score 3.57,
Responsibility for work errors average score 3.4, Responsibility toward client and reporting
unit average score 3.67, Responsibility immediate supervisor average score 3.7.
3.57
3.4
3.67
3.37
3.2
3.3
3.4
3.5
3.6
3.7
Spending Working time
in the Organization
Responsibility for work
errors
Responsibility toward
client and reporting
unit
Responsibility to
immediate supervisor
Chart 4.9: Responsibility and Job Satisfaction

30 | P a g e
4.11 Image of the Organization and Job Satisfaction
Level of job satisfaction regarding image of the organization are measured on the basis of
three factors, these are, image of the organization, public opinion about the organization, and
perform activities.
Table 4.10: Image of the Organization and Job Satisfaction
Image of organization 134 4.47
Public opinion of the organization 125 4.17
Activities perform by organization to improve
the image of the organization 141 4.7
From the above table and graph, it is found that, Image of organization average score 4.47,
Public opinion of the organization average score 4.17, Perform activities score average 4.7.
4.47
4.17
4.7
3.9
4
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
Image of organization Public opinion of the organization Activities of the Organizatoin to
Improve Image
Chart 4.10:Image of the OrganizationandJob Satisfaction

31 | P a g e
4.12 Overall Level of Job Satisfaction
In this section overall level of the satisfaction of the all respondents are presented. It seems to
be that maximum respondents (63.33%) are in the level of satisfied along with 6.67% highly
satisfied, and there are 9 respondents (30%) are in the middle of satisfaction and
dissatisfaction. The result is shown by the following Table 4.11 and Chart 4.11.
Table 4.11: Overall Level of Job Satisfaction
Level of Satisfaction Frequency Percentage
Highly Satisfied 2 6.67%
Satisfied 19 63.33%
Indifference 9 30%
Dissatisfied 0 0%
Highly Dissatisfied 0 0%
Total 30 100%
It is also found that total score of the overall level of job satisfaction is 113 and average score
is 3.77 i.e. level of job satisfaction is below the level of satisfied and above the indifference.
2
19
9
0 0
Chart 4.11:Overall Level of JobSatisfaction
Highly Satisfied
Satisfied
Indifference
Dissatisfied
Highly Dissatisfied

32 | P a g e
Chapter – 5
Factors Needs to Improve for Improving Level of
Job Satisfaction
5.1 Introduction
5.2 Factors Needs to Improve for
Improving Level of Job Satisfaction

33 | P a g e
5.1 Introduction
In this chapter researcher will specify the factors that needs to improve for improving the
level of the employee job satisfaction at Meghna Petroleum Limited. By the following section
5.2 researcher discus the factors that needs to improve for improving level of job satisfaction
of Meghna Petroleum Limited.
5.2Factors that Needs to Improve for Improving the Level of Job Satisfaction of
Meghna Petroleum Limited
While asking the question what are the factors are needs to improve for improving level of
job satisfaction of the employees, the data found are quite satisfactory for Meghna Petroleum
Limited. Maximum 36.67% of total respondents of 30 choose training opportunities of
Meghna Petroleum Should Improve, 30% respondents choose work load and responsibilities
provided to employees by the organization, 26.67% respondents select employee’s self-
competence, relationship with co-worker, and influential activates of the organization,
23.33% respondents select supervisor’s managerial, leadership, & communication skills,
working condition, and remuneration, and only 10% respondent respondents select image of
the organization. The result is presented by the following Table 5.1 and Chart 5.1.
Table 5.1: Factors that Needs to Improve for Improving Level of Job Satisfaction
Factors Frequency Percentage
Supervisor’s Managerial, Leadership, and Communication
Skills
7 23.33%
Employee’s Self-Competence 8 26.67%
Training Opportunities Provided by the Organization 11 36.67%
Working Conditions of the Organization 7 23.33%
Remuneration provided by the Organization 7 23.33%
Relationship with Co-workers 8 26.67%
Work Load of the Employee 9 30.00%
Responsibilities provided to Employees 9 30.00%
Influential Activities of the Organization 8 26.67%
Image of the Organization 3 10.00%

34 | P a g e
23.33%
26.67%
36.67%
23.33%
23.33%
26.67%
30.00%
30.00%
26.67%
10.00%
Supervisor’s Managerial, Leadership, and
CommunicationSkills
Employee’s Self-Competence
Training Opportunities Provided by the Organization
Working Conditions of the Organization
Remuneration provided by the Organization
Relationship with Co-workers
Work Load of the Employee
Responsibilities provided to Employees
Influential Activities of the Organization
Image of the Organization
Chart 5.1: Factors that Needs toImprove for Improving
Level of Job Satisfaction

35 | P a g e
Chapter – 6
Findings, Problems, and Recommendations
6.1 Introduction
6.2 Findings
6.3 Problems
6.4 Recommendations
6.5 Conclusion

36 | P a g e
6.1 Introduction
In this chapter the researcher will specify the findings of the study, identify the problems,
provide some recommendations to solve the problem, and finally conclude the report. By the
following four sections these are discussed.
6.2 Findings
1. 87% of the respondents select image of the organization, 70% choose working conditions
as a factors of job satisfaction, 57% respondents select training opportunities provided by the
organization and relationship with co-workers, 50% respondents select supervisor’s
managerial, leadership, and communication skills as a factors of jobs satisfaction, 40%
choose work load, 30% choose employee’s competence and influential activities of the
organization, and only 27% select responsibilities provided to employees as a factors of job
satisfaction.
2. Average score of level of job satisfaction related with supervisor’s managerial, leadership,
and communication is 3.88 which bellow satisfied level and above the indifference.
3. Level of job satisfaction regarding employee’s self-competence is 3.60 which is also the
level of bellow satisfied.
4. In case of level of job satisfaction, the average scores (3.13) is lower compare to other
factors. That means the employees of Meghna Petroleum Limited are not satisfied with
training opportunities providing by the organization.
5. Maximum respondents are satisfied with the working conditions of the organization though
the average score is not high enough also i.e., 3.88.
6. The response about the remuneration are almost similar to the working conditions, it has
average score of 3.77.
7. Average score of level of job satisfaction related with co-worker is 3.73 which is closed to
level of satisfied.

37 | P a g e
8. Level of job satisfaction regarding work load is 3.45 which is below the level of satisfied.
9. In case the level of job satisfaction regarding responsibilities provided by organization to
the employees, the result is almost similar to the level of job satisfaction regarding work load,
the average score is 3.43.
10. Average score of level of job satisfaction related with influential activities perform by
organization are also similar to the average score of work load i.e., 3.45, which far below the
level of job satisfaction.
11. In case the level of job satisfaction related with image of the organization, the result is
surprising because only it has average score which is more than the level of satisfied that is
4.45.
12. As overall it is seems to be that the employees of the Meghna Petroleum Limited is
moderately satisfied which average score is 3.77 out of 5.
13.Maximum 36.67% of total respondents of 30 choose training opportunities of Meghna
Petroleum Should Improve, 30% respondents choose work load and responsibilities provided
to employees by the organization, 26.67% respondents select employee’s self-competence,
relationship with co-worker, and influential activates of the organization, 23.33% respondents
select supervisor’s managerial, leadership, & communication skills, working condition, and
remuneration, and only 10% respondent respondents select image of the organization.
6.3 Problems
There are some specific problems related with level of employee job satisfaction determine
by the researcher after the study, the problems are stated bellow:
1. Supervisor’s offer only few training opportunities to the subordinates.
2. There are not enough training programs arrange by the Meghna Petroleum for their
employees and the arranged training programs are not much quality to improve work
efficiency of the employees as well advance in career.

38 | P a g e
3. Employees of Meghna Petroleum are not satisfied with the overtime payment structure and
system of the organization.
4. There are dissatisfaction among the employees of Meghna Petroleum regarding available
of enough human resources for performing work tasks which is increasing work load on the
existing employees.
5. Employees of the Meghna Petroleum are not usually get any chance to participate in
planning process of the organization as well there opinion are not taken before making
decision which is reducing the level of job satisfaction of the employees.
6.4 Recommendations
Following are the few recommendations for solving the problems mentioned above section
6.3.
1. Supervisor should give more emphasize on the training of their subordinates.
2. Meghna Petroleum Limited should design and provide more training programs for their
employees to improve their level of efficiency and effectiveness in the organization as well
they should improve the quality of existing training programs for enhancing the effectiveness
of the training programs.
3. They should revised and prepare a better structure for overtime payment of their
employees to improve the level of job satisfaction.
4. Meghna Petroleum should perform job analysis to identify the requirement of human
resources in there organization and according to the demand analysis they should go for
immediate recruitment to reduce the work load of existing employees.
5. To improve the quality of plan implementation Meghna Petroleum Limited should give the
chance to their employees to participate in managerial decision making process which will
improve the level of job satisfaction of the employees.

39 | P a g e
6.5 Conclusion
The aim of the study was to explore the employee job satisfaction. Analysis has shown an
employee job satisfaction. Respondent are not found much satisfied the factors Training
opportunity and equipment shortage for maintain office. The reward, salary and extra facility
(pension, profit sharing, medical, transport) make more satisfied in this organization
employees. However the research is very important making employee job satisfaction.

40 | P a g e
Reference
1) Stephen. P.R (2000), ‘’Human resource management’’ 8th edi, p. 275-287.
2) A.H. Maslow (1954), Job satisfaction, New York; Harper & Row.
3) Regis & Porto, 2006, worf 1970, job satisfaction, personnel psychology.22 pp.177-179.
4) Ilies R. & Judge T.A (2003). On the heritability of job satisfaction, the mediating role of
personality journal of applied psychology,88,750-759.
5) G. Jerald & Baron Robert A.(2009) , in organization, work related attitudes, job
satisfaction and organizational commitment, PHI, 9th edi. P. 221-224.
6) Website: WWW.MPL.GOV.BD
7) Previous Annual Report of Meghna Petroleum Limited.
8) Previous and present printed document of Meghna Petroleum Limited.

41 | P a g e
Appendix I: Questionnaire
Questionnaire on Measuring Employee Job Satisfactionin the Working
Place
The purposeof this survey is to obtain information about employees’ views and
opinions on the Meghna Petroleum Limited as a work environment. The survey
results will be used only study purpose. Please read carefully every question
before answering. You should express your opinions only, without discussing
them with fellow co-employees. This is very important because the purposeof
the survey is to obtain a true image of your views and opinions on certain
issues. It is also recommended that all questions be answered.
SectionA: Demographic Information
1. Name :( Not Mandatory)
_______________________________________________________
2. Age: Less than 35  36 – 45  46 – 60  Above 60
3. Name of Your Organization:
___________________________________________________
4. Designation:
____________________________________________________________
5. How long have you workedat this organization?
 Less than 1 year  1- 5 year  5 – 15 year  15 – 25 year  More
than 25 year
6. Education:
 HSC  Graduation Masters  PostMasters
NB: Certain questions of the following sections employ a 1 to 5 scale, with
answers ranging from “Notat all satisfied” to “Completely satisfied”.
Please tick []the box next to the number that best matches your opinion.

42 | P a g e
SectionB: How satisfiedare you with your immediate supervisor?
No. Questions 1 2 3 4 5
7. Leadership skills of your supervisor
    
8. Management and Professional skills
of your immediate supervisor
    
9. Conflict resolution skills of your
supervisor
    
10. Communication between the
immediate supervisor and employees
    
11. Immediate supervisors’ trust to in
fellow co-employees
    
12. My supervisor is knowledgeable
about my work
    
13. My supervisor takes time to talk to me
    
14. My supervisor provides me sufficient
information about my work
    
15. My supervisor has reasonable
expectation of my work
    
16. My supervisor cares of my career
advancement
    
17. My supervisor offers me training
opportunities
    
SectionC: How satisfiedare you with your competence?
[Here competence means standard requirement of the individual to effectively perform
assigned tasks. It includes a combination of knowledge, skills and behavior aimed at
improving performance.]
18. The available opportunities for
improving your skills and knowledge
in the courseof your work
    
19. The work activities compared to your
skills and the opportunities for
improving your competence level
    
20. The clients respect for the competence
of the employees
    
21. The career advancement opportunities
    

43 | P a g e
SectionD: How satisfiedare you with the training opportunities provided
by your organization?
22. There is available opportunities for
training provided by my organization
    
23. Training help me to improve my work
efficiency
    
24. Training help me advanced in my
career
    
25. Training offers me possibilities to
apply for job outside the organization
    
SectionE: How satisfiedare you with the premises of your working place
and technicalworking condition?
26. The access to equipment necessary
for performing your tasks
    
27. The current maintenance of the
building
    
28. The hygiene maintenance in the
Office
    
29. Physical working condition of my
office
    
SectionF: How satisfiedare you with the remuneration provided by your
origination?
30. Your salary compared to the work
perform
    
31. The current structure of rewards
    
32. The current structure of overtime
    
33. Your salary compare to other
organization
    
SectionG: How satisfiedare you with the relationship with your co-
employees in your origination?
34. Involvement of people with other
competencies in your work
    

44 | P a g e
35. Respectfrom your co-employees
    
36. Possibilities to receive assistance
from co-employees when necessary
    
37. Team work in the organization
    
SectionH: What is your opinion on the work load?
38. Current working hours
    
39. Number of employees available for
performing work tasks
    
40. Sanctions for errors committed
    
41. Workload pressure
    
42. Balance between personal and
professional life
    
SectionI: how satisfiedyou with the influential activity in your
organization?
43. Your participation in the planning
process in the organization?
    
44. The possibility to elaborate on your
opinion about different work related
aspects?
    
45. Your co-workers' respect for your
opinions?
    
SectionJ: What is your opinion on responsibilities?
46. How employees spend their working
time?
    
47. Responsibility for work errors?
    
48. Responsibility towards clients and
reporting units?
    
49. Responsibility of immediate
supervisors toward employees?
    

45 | P a g e
SectionK: What is your views regarding the image of the organization?
50. Image of the organization?
    
51. Public opinion on the image of the
organization?
    
52. Organization performs activities
toward increasing the image of the
organization?
    
SectionL: How satisfiedare your in generalwith the overall organizational
activities?
1 2 3 4 5
    
Please write any additional information and comments (including items not
coveredin this survey) in the space provided below.
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
____________________________________________________
Thank you for your nice co-operation.

Meghna ful

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