about job satisfaction factors affects on it.

1. BANGLADESH ARMY INTERNATIONAL
UNIVERSITY of SCIENCE and TECHNOLOGY
Comilla Cantonment, Comilla.
Department of Business Administration
Level
Course Code : BUS 2407
Course Titl
Rebaka Sultana.
Lecturer of Management
DBA, BAIUST.
Term
Submitted to;
Submission Date:
BANGLADESH ARMY INTERNATIONAL
UNIVERSITY of SCIENCE and TECHNOLOGY
Comilla Cantonment, Comilla.
Department of Business Administration
Level-3 Term-1
Course Code : BUS 2407
Course Title : Organizational Behavior
Group
members ID
Group members name
4104004 Morium Akter Bhuiyan
4104008 Md. Azizul Islam
4104011 Moshin Ahmed
4104028 Mustak Ahammad
4104030 Md. Mainuddin
4104034 Md. Forhad Hosan
4104038 Shobroto Sarker
4104051 Fahmida Haque Shorna
Term Paper Topic; Job Satisfaction
Submitted by:
Submission Date: 16-07-2019
1
BANGLADESH ARMY INTERNATIONAL
UNIVERSITY of SCIENCE and TECHNOLOGY
Group members name
Morium Akter Bhuiyan
Md. Azizul Islam
Moshin Ahmed
Mustak Ahammad
Md. Mainuddin
Md. Forhad Hosan
Shobroto Sarker
Fahmida Haque Shorna
Submitted by:

2. 2
Table of contents:
Chapter Particular Page
01
1.1 Introduction
1.2 Literature Review
04
1.3 Objective of the study
051.4 Methodology of the study
1.4 Limitation of the study
02 Analysis and finding 06
03 Recommendation and conclusion 11

3. 3
Abstract
In this study, we have constructed on original model and carried out a research analysis in
banking sector. The main subject of the research model is to investigate the employee
satisfaction in terms of organizational culture and spiritual leadership and the aim is to
contribute to academic researches as well as a business, about how to maximize the employee
satisfaction. The research was applied on 50 employees of the related industry. By the results,
it has been determined that employee satisfaction has positive satisfaction correlations with
organizational culture and spiritual leadership.
Key words: Employee satisfaction, employee performance, workplace environment, reward
and recognition.

4. 4
Chapter 1
1.1 Introduction:
Job satisfaction describes how content an individual is with his or her job. It is a relational
recent term since in previous centuries the job available to a particular person was often
predetermined by the occupation of that person’s parent. There are a variety of factors that
can influence a person’s level of job satisfaction. Some of these factors include the level of
pay and benefits the perceived frailness of the promotion system within a company, the
quality of the working conditions, leadership and social relationship, the job itself (the Varity
of task involved, the interest and challenge the job generates, and the clarity of job
description/ requirements). The happier people are within their job, the more satisfied they
are said to be. Job satisfaction is not the same motivation, although it is clearly linked job
design aims to enhance job rotation, job enlargement and job enrichment. Other influences on
satisfaction include the management style and culture, employee involvement, empowerment
and autonomous workgroups.
1.2 Literature Review
Job satisfaction and dissatisfaction not only depends on the nature of the job, it also depends
on the expectations what the job supply to an employee (Hussami, 2008). Lower convenience
costs, higher organizational and social and intrinsic reward will increase job satisfaction
(Mulinge and Mullier, 1998). Job satisfaction is complex phenomenon with multi facets and
influenced by the factors like salary, working environment, autonomy, communication, and
organizational commitment (Vidal, Valle and Aragón, 2007). Different people interpret
compensation differently. Compensation, reward, recognition, and wages are terms used in
different situations (Zobal, 1998). The compensation is defined by American Association as
“cash and non-cash remuneration provided by the employer for services rendered”. Salary
was found to be the prime factor for the motivation and job satisfaction of salaried employees
of the automobile industry in the results of the survey done by Kathawala et al. (1990). The
survey tried to assess the various job characteristics and the way the employees ranked them
as motivators and satisfiers. The results showed that compensation was ranked as the number
one job element for job satisfaction and increase in salary for performance was ranked as the
number one job element for motivation. Compensation is very valuable tool for retention and
turnover. It is also a motivator for an employee in commitment with the organization which
in result enhances attraction and retention (Zobal, 1998; Moncarz et al., 2009; Chiu et al.,
2002). It also works as communicator when it is given to employee against his services which
shows how much an employee is valuable for its organization (Zobal, 1998).
According to the study conducted by Friedlander and Margulies (1969), it was discovered
that management & friendly staff relationships contribute to the level of job satisfaction.
However, this result contradicts with view of Herzberg
(1966) who supported the view that supervision is irrelevant to the level of job satisfaction.
Arnold and Feldman (1996), promoted factors such as temperature, lighting, ventilation,
hygiene, noise, working hours, and resources as part of working conditions. The worker
would rather desire working conditions that will result in greater physical comfort and
convenience. The absence of such working conditions, amongst other things, can impact
poorly on the worker’s mental and physical well-being (Baron and Greenberg, 2003). Arnold
and Feldman (1996) shows that factors such as temperature, lighting, ventilation, hygiene,
noise, working hours, and resources are all part of working conditions. Employees may feel
that poor working conditions will only provoke negative performance, since their jobs are
mentally and physically demanding.

5. 5
Spector (1997) refers to job satisfaction in terms of how people feel about their jobs and
different aspects of their jobs. Ellickson and Logsdon (2002) support this view by defining
job satisfaction as the extent to which employees like their work. Schermerhorn (1993)
defines job satisfaction as an affective or emotional response towards various aspects of an
employee’s work. C.R. Reilly (1991) defines job satisfaction as the feeling that a worker has
about his job or a general attitude towards work or a job and it is influenced by the perception
of one’s job. J.P. Wanous and E.E. Lawler (1972) refers to job satisfaction as the sum of job
facet satisfaction across all facets of a job. Abraham Maslow (1954) suggested human need
from a five-level hierarchy ranging from physiological needs, safety, belongingness and love,
esteem to selfactualization. Based on Maslow’s theory, job satisfaction has been approached
by some researchers from the perspectiveof need fulfillment.
1.3 Objective of the study
 To assess the satisfaction level of employee in banking sector.
 To identify the factors which influence the job performance
 To identify the factors which influence the job satisfaction of employee
 To be identify the factor which influence the job satisfaction of employee
 To be identify the factor which improve the satisfaction level of employee
1.4 Methodology of the study
Primary source
We used primary data to find out the study. We survey 50 people using a questioner. We also
used a round table conversation with 10 people, by asking some question about job
performance.
Secondary source
Secondary data are collected from internet, different published articles, books, other
publications. For collecting data form secondary sources, go through various website.
Limitation of the study
 The study is limited to cummilla district bank sectors only.
 The data is collected form 50 employees only
 Less information in internet or books
 The research was carried out in a short span of time, for this we could not widen the
stud

6. 6
Chapter 2
Analysis and finding:
In this situation we can see that most of the organization arranged their working condition is
participative which 59% is, then autonomy is 12%, democratic is 27%, and red tapism is only
2%.
.
In there an employee believes that work is according to be qualified by employee’s skill. 59%
is agree, 21& strongly agree, 18% were neutrals. 2% disagree.
59%
12%
27%
2%
The working condition
Participative
Autonomy
Democratic
Red tapism
21%
59%
18%
2%0%
Work is according to
employee qualification and
skill
Strongly Agree
Agree
Neutrals
Disagree
Strongly Disagree

7. 7
Most of the employee was satisfied with their top management, they are accepting the top
management planning. Agree were 75%, neutrals 18% and disagree were 7%.
Employee was satisfied with their current responsibility which is 79%, dissatisfied 14%, and
highly satisfied 7%.
Here we can see that most of the employee is motivated by high salary, then job recognition,
then reward and other benefit.
75%
18%
7%
Employees are satisfied with the
top management
Strongly
Agree
Agree
Neutrals
Disagree
Strongly
Disagree
14%
79%
7%
Employee satisfied with their job
placement and your current job
responsilibility
Dissatisfi
ed
Satisfied
Highly
satisfied
0
5
10
15
20
High salary Job
recognition
Reward Other
benefit
Motivation factor

8. 8
Most of the employee was satisfied with the incentive mechanism of the current organization,
satisfied 61%, moderately 34%, and 5% was dissatisfied.
Most of the employee was satisfied with the level of job security. 82% was agree with it, 11%
was neutrals, and 7% was disagree.
Organization rules make easy to do a good job, 84% employee was agree with it, 11% was
disagree, and 5% was neutrals.
5%
34%
61%
Employee satisfied with the
incentive mechanism
Dissatisfied
Moderately
Satisfied
82%
11%
7%
Job security and level of satisfaction are
good
Strongly Agree
Agree
Neutrals
Disagree
84%
11%
5%The organizational rules make it easy for me to
do a good job
Strongly Agree
Agree
Neutrals
Disagree

9. 9
Employee feels they are related with the all level with their organization. They was agree
with 55%, disagree 20%, strongly disagree 7%, strongly agree is 18%.
Most of the employee was satisfied with their position at their organization. There was 62%
was satisfied, 36% was neutral and 2% was dissatisfied.
18%
55%
20%
7%
Emplyee feel they can easily
communicate with members from all
level of this organization
Strongly Agree
Agree
Neutral
Disagree
Strongly
Disagree
62%
36%
2%
Overall satisfied are you with your position
at this company
satisfied
Neutral
dissatisfied

10. 10
Chapter-3
Recommendation and conclusion
3.1 Recommendation
 Clear, concise, and consistent communication.
 Getting to know your employees and create a team.
 Arrangement of training and other improvement programs
 Opportunity for promotion and career development
 Monitor performance and reward for contribution
 Ensure to better job security
 Provide best equipment and safe working condition
3.2 Conclusion
Job performance is the result of an employee’s motivation and ability, and how he/she adapts
to the situational constrains and the uncongenial environment. This cannot be neglected as it
leads to the behavioral disturbance; specifically referred to as the decrease in job
performance. The present findings shows that the situational constrains are constituted of
multiple variables such as noise, office furniture, ventilation and light. These are the major
physical conditions that should gain more attention. It is suggested that employers should
take initiatives to motivate employees by improving work environments. As employees are
motivated, their job performance will increase, and they will achieve the desired outcomes
and goals of the job. Thus, the increasing of employers’ satisfaction. Job satisfaction
represents one of the most complex areas facing today’s managers when it comes to
managing their employees. Policy makers and managers have turned their attention to
provide different kinds of facilities to their employees in order to satisfy their employees. A
good work environment and good work conditions can increase employee job satisfaction and
the employees will try to give their best which can increase the employee work performance.

11. 11
References
Assaf, A. M. & Alswalha, A. (2013). Environmental impacts of working conditions in paint
factories workers in the Hashemite Kingdom of Jordan. European Scientific Journal, 9 (8).
Bhatti, K., & Qureshi, T. (2007). Impact of employee participation on job satisfaction,
employee commitment and employee productivity. International Review of Business
Research Papers,Vol. 3(2): 54 – 68
Jitendra Kumar Singh, Job Satisfaction and Impact on their performance, journal of Indian
Research (ISSN-2321-4155) VOL.1, No-4 October- December, 2013, 105-111.
Kabir, M. M. N., (2011), Factors affecting employee job satisfaction of pharmaceutical
sector, Australian Journal of Business and
Management Reserch, Vol. 1 No. 9, pp: 113-123.
Lane, K.A., Esser, J., Holte, B.& McCusker, M.A. (2010). A study of nurse faculty job
satisfaction in community
colleges in Florida. Teach. Learn. Nurs., Vol.5: 16-26.
Lease, S. H. (1998). Annual review, 1993–1997: Work attitudes and outcomes. Journal of
Vocational Behaviour, Vol.
53(2): 154–183.
Locke, E. (1976). The nature and causes of job satisfaction. In M. D. Dunnette (Ed.).
Handbook of industrial and
organizational psychology,pp.1297–1349). Chicago: Rand McNally.
Locke, E. A. (1980). The Nature and Causes of Job Satisfaction in M.D Dunnette (Ed.),
Handbook of Industrial and
Organizational Psychology, Chicago: Rand McNally. pp.1297-1349
Nitisemito, A. S. (2001). Personnel management, human resources management (3rd ed.).
Ghalia Indonesia, Jakarta.
Robbins, S. P. (2001). Organisational Behaviour (9th ed.). New York: Prentice-Hall, Inc.
Schmidt, S.W. (2007b), “The relationship between satisfaction with work place training and
over all job satisfaction”, Human
Resource Development Quarterly, Vol. 18 No. 4, pp. 481-98.
Saks, A. M. (1996). The relationship between the amount and helpfulness of entry training
and work outcomes. Human Relations, 49,
429–451