This document is a term paper on job satisfaction of bank employees in Bangladesh. It includes an introduction discussing the importance of job satisfaction for employees and organizations. It also discusses the increased competition in the banking sector. The problem statement notes that job dissatisfaction could be higher in public sector banks due to work pressure without sufficient compensation. The objectives are to examine factors like work conditions, pay, fairness and promotion that influence job satisfaction. The scope covers these organizational and individual factors and their impact on satisfaction.

1. Term paper on
JOB SATISFACTION
OF
BANK EMPLOYEEs

2. 2
LETTER OF TRANSMITTAL
Mosa. Hafeza Begum
Lecturer,
CCN University of Science and Technology,
Cumilla
Subject: Submission of Term Paper.
Sir,
It is our great honor to submit the term paper of our BBA Program. In addition, it is a great
pleasure that we have been able to submit the term paper on― “Job Satisfaction of Bank
employee" in due time. The whole experience of this program enabled us to get an insight into
the real life Situation. We have tried our best with our knowledge to make a full-fledge term
paper by analyzing all the requirements you have asked for. Besides this, there may be
shortcomings. We would be grateful if you consider those from excusable manner.
We would like to express our sincere gratitude to you for your guidance and suggestions in
preparing the term paper. We will be happy to provide any further explanation regarding this
research term paper if necessary.
Sincerely yours,
………………..
Name:

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ACKNOWLEDGEMENT
First of all we would like to thank Almighty “ALLAH” as finally we were able to finish our term
paper that has been given by biostatistics lecturer to us. This task had been done with all afford
by group members even though a little bit problem were happened among us while doing this
term paper. Luckily, the entire problems can have besotted down and we were able to adapt
properly and wisely.
We would like to express our special thanks of gratitude to our lecturer Mosa. Hafeza Begum
who gave us the golden opportunity to do this wonderful term paper on the topic “Job
satisfaction of Bank employee”, which also helped us in doing a lot of Research and we came
to know about so many new things we are really thankful to her.
Secondly, we would also like to thank our parents and friends who helped us a lot in finalizing
this term paper within the limited time frame.
Finally, our thanks and appreciations also go to our colleague in developing the term paper and
people who have willingly helped us out with their abilities.

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TABLE OF CONTENTS
SL. No. Title Page No.
1. CHAPTER 1
i. Introduction
ii. Statement of the Problem
iii. Literature Review
iv. Scope of the Study
v. Objectives of the Study
vi. Operational Definition of Concepts
vii. Methodology of the Study
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2. CHAPTER 2
i. Introduction
ii. Meaning and Definition of Job Satisfaction
iii. Concepts of Job Satisfaction
iv. Dimensions of Job Satisfaction
v. Consequences of Job Satisfaction
vi. Sources of Job Satisfaction
vii. Measuring of Job Satisfaction
viii. Theories of Job Satisfaction
18-33
4. CHAPTER 3
i. Limitations of the Study
ii. Recommendations
iii. Conclusions
34-37
5.
REFERENCE 38-39
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QUESTIONNAIRE 40-44

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ABSTRACT
This study attempts to evaluate job satisfaction of bank employees in Bangladesh. It focuses on
the relative importance of job satisfaction factors and their impacts on the overall job satisfaction
of employees. In this study the targeted population is employees of Bank. The Banks include
private and public Bank. The overall job satisfaction of the bank officers is at the positive level
appeal to their customers. In such situation, job satisfaction of bank officers becomes an
important issue that has to be taken care of in order to achieve ultimate goals of the banking
sector in Bangladesh.

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CHAPTER 1

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INTRODUCTION
The success of any organization depends upon its employees. In sustaining the market share,
every organization has a big responsibility of keeping its workforce satisfied. Employees’ of the
day expect not a mere decent living but also a satisfied life. Personal satisfaction in the life of an
employee depends upon the satisfaction he/she gets in his/her job. A worker in stress cannot
perform well in the job. The higher employee turnover and dissatisfaction in the job are the two
serious competitive disadvantages faced by many of the modern day undertakings.
It is an undeniable fact that the future of any business enterprise depends upon the level of
satisfaction of its workforce. Dissatisfied workforce causes immediate problem to their business.
If the problems are left unattended they have a tendency of spiraling out to other business, or
industry and even to other region. Hence in course of time it could become a serious threat to the
growing economy.
Commercial banks including the nationalized and non-nationalized banks provide banking
services to the people in the country. Quiet a long period of time nationalized banks good
governance and the growing trade union activities in the banks make the workers stick on to
labor rules and follow working norms. It leads to dissatisfaction among employees in such banks.
The employees with dissatisfaction in such banks do not work so effectively as the employees in
private sector banks. Therefore, the question that is raised with doubt is that how far the
nationalized banks in India have achieved their objectives particularly after globalization. If so,
how far the employees are contributing towards the achievement of its objectives. Hence the
need for studying job satisfaction, among employees working in commercial banks especially in
the nationalized banks like the State Bank of India has become inevitable.
Enjoyed a monopoly right in the distribution of financial services. The non-nationalized banks
provided a supporting service in the sector. In the post globalization era, the growing competition
among banks made them become much customer centered. In the provision of customer oriented
services the employees working in the banks have a formidable role. The employees in banks
serve better to their customers and attract further more customers towards their bank and make it
much competitive in the market. It is a known fact that the satisfied employees positively
perform better in their job and add more and more customers towards their bank. Such
employees are the real asset to bank. The customers getting poor services in a bank due to lack of
services by dissatisfied employees switch over to other banks.
In the recent scenario especially after globalization customer attrition is very high especially
from public sector banks to private sector banks. One of the reasons for the higher attrition is the
poor banking services. Hence every commercial bank attempts to make their employees satisfied
in their job and try to attract more customers. The private sector banks are owned and controlled
by private corporate bodies. Hence under the direct supervision of the owners the banks are well
managed and employees are well focused towards their customers who are satisfied with the
service provided. But in the nationalized banks owned by the Government and managed by the
officials, good governance is not assured.

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STATEMENT OF THE PROBLEM
Banking sector plays a crucial role in the economic growth of developing countries, because in
developing countries a chunk of population always lives in poverty that is denied formal
financial services. In the provision of formal financial services at a reasonable rate, banking
sector has an important role to play. Banking structure comprises nationalized and non-
nationalized banks. Beyond this there are several other foreign banks, co-operative banks, which
too provide banking services in the country.
Banks had been so liberal on its functioning for several years. For years together, banking
services had been solely provided either by the Government, or by a handsome number of
entrepreneurs or groups of entrepreneurs. There was no competition among them in the provision
of banking services. Hence, banking services were not competitively provided to the customers.
The era of globalization made the sector so liberal. As the outcome, many foreign banks have
either started their branches or tied up with banks and started to provide customized banking
services. Similarly several other new entrepreneurs or group of entrepreneurs, non banking and
other similar financial agencies started new banks and provided financial services. All these
institutions in coalition with the existing public and private sector banks now provide banking
services in the country.
The new entrants to the banking arena started to provide more sophisticated services with
modern electronic gadgets to customers. As the outcome even the existing public and private
sector banks had to transform their style of functioning. Hence the banking mantras like
‘Anywhere banking’ and ‘anytime banking’ have started gaining wide acceptance among all
banks in the country. So now banks are established in every nook and cranny of the country.
Similarly, without any holidays and break hours banks started to function. In achieving
efficiency and attaining higher productivity the banks modernized their services with modern
devices like computers and other gadgets. The services like net banking, e-banking and financial
networking have been widened to cover even the small banks. Thus in modern days the
competition among banks in providing banking services has become so keen and acute.
To face the challenging competition banks computerized their functioning whereby reduced the
labor force. Further the banks activated their workforce to work for more time without extra cost
such as salary or bonus. All these efforts were made to bring down the overhead cost to
economic its operations. The regular banking hours were extended up to 5 pm. Every staff
working in the bank is supposed to complete the entire work of the day including the back office
work like the regular business hours. By and large the concept of nonbanking hours and non
banking day (usually on a day in a week without regular banking business the pending and

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finishing work are completed) have gone out. Now because of such a work pressure every
worker is under strain to work from 10 am to 5.45 pm with half an hour lunch break. Similarly
no extra remuneration in the name of overtime salary or bonus is allowed. This has reduced the
emoluments of the employees working in banks. Retirement scheme was introduced in the bank
with attractive monetary package to facilitate reduction in employees in these sectors. In the
retirement vacancies no new staff is employed. Existing staff are trained to work efficiently and
motivated to achieve the target. The electronic system was strengthened. More number of
ATM counters were opened; online internet banking facilitating RTGS time banking and the like
has been introduced in large number. This has attracted more number of customers towards
banking.
Now there exists a stiff competition among banks in attracting customers. Drawing of customers
from competitor bank requires provision of better services in the bank. Unless the better services
are provided in the bank the customers will not remain there. Instead they will switch over to
other bank. Hence in retaining the existing customers and drawing new customers towards the
bank the role of employees working in banks becomes more vital than ever before. This
necessitates the need for motivated personnel.
Motivated staff is an asset to the bank. But employing such a staff with heavy work pressure
without sufficient pay package makes a negative influence on their work performances. As the
outcome they do not perform their work well. Continuous work pressure makes such employee
fail in their duties. Such employees either make mistakes in their job or do not serve better to
their customers resulting in deficiency in banking service to customers. Further the employees
with work pressure disturb their job. They absent themselves in the job. This results in total job
dissatisfaction.
The job dissatisfaction of the employees seriously affects the customers who are getting banking
services from such employees.
Therefore in recent times in many banks customer attrition could be noticed at a higher rate. But
customer attrition is not so high in new private sector banks. Because the employees in private
sector banks have joined in the job only after knowing the details of work pressure. They do not
much worry about their work pressure. Hence they work well and get satisfied. But it is not so
the case with old private and public sector banks especially with nationalized banks where job
dissatisfaction is a major concern.
Hence it is a serious problem affecting the national economy. It raises the following issues:
1. Are employees in public sector banks really satisfied in their job? If not so,
2. What factors have been weakening the job satisfaction among employees in public sector
banks?

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Further exploration on the issues will bring to light many hidden issues. Hence, the present study
is the first of its kind attempting to measure the level of job satisfaction of the employees.
LITERATURE REVIEW
Job satisfaction is one’s feelings or state–of-mind regarding the nature of his 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. Again Mobey and Lockey
(1970) opined Job satisfaction and dissatisfaction are function of the perceived relationship
between what one expects and obtains from one’s job and how much importance or value one
attributes to it.
There has been disagreement among researchers about whether Job satisfaction has multiple
dimensions. Researchers like Porter and Lawler (1972) define Job satisfaction as a one-
dimensional contract; that is, one is generally satisfied or dissatisfied with one’s job. In contrast,
Smith, Kendall and Hulin (1969) argue that Job satisfaction is multidimensional; that is one may
be more or less satisfied with one’s supervisor, pay or workplace etc.
For the purpose of our work, we follow the second opinion and define job satisfaction as an
emotional response towards various facets of one’s job. A person can be relatively satisfied with
one aspect of his/her job and dissatisfied with one or more other aspects. Authors also vary in
opinions of what should be these factors or facets.
According to Stephen P Robbins, (1997) finding summation of satisfaction regarding different
job facets is a sophisticated approach of measuring Job satisfaction and the five key elements
are: nature of the work, supervision, present pay, promotion opportunities and relation with
coworkers. John W. Newstrom and Keith Davis (1997) added ‘immediate working condition’
along with the above five factors.
Most of the studies identified the relationship between job-related factors and Job satisfaction
Sekaran, (2006) conducted a study on paths to the job satisfaction of bank employees at the
workplace through the quality of life factors of job involvement and sense of competence.
Results indicated that personal, job, and organizational climate factors influenced the ego
investment or job involvement of people in their jobs, which in turn influenced employees’ job
satisfaction.
K Chidambaram and A Rama, (2006) carried out a research on “Determinants of Job satisfaction
of bank Employees” that examined how an employer can influence the job satisfaction of an
employee at the workplace so that his or her job performance can be enhanced. Islam and Shahab

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Uddin (2002) conducted a research on the job satisfaction of insurance employees in Bangladesh.
They found some job satisfaction factors that are associated with the overall job satisfaction of
insurance employees. They identified factors namely recognition, reward, task significance, pride
in work, goal ambiguity, bureaucracy, workload, conflicts, promotion, and smooth
communication. Among those factors, task significance, pride in work, bureaucracy, and
conflicts are found to be the important factors for improving job satisfaction of the insurance
employees.
Islam and Saha (2001) conducted a study on “Job Satisfaction of Bank Officers in Bangladesh”
that focused on the relative importance of job satisfaction factors and their impacts on the overall
job satisfaction of officers. The result shows that salary, efficiency in work, fringe supervision,
co-worker relation, facilities and supportive work environment are the important factors
contributing to job satisfaction of bank employees.
Therefore, it is reviewed that the research previously done on job satisfaction of bank and
insurance employees mainly focused on the factors namely salary, efficiency in work, fringe
supervision, co-worker relation, facilities and supportive work environment, task significance,
pride in work, bureaucracy, and conflicts but ignored recognition, job security, talent utilization
and so on. So the researchers in this study have considered these factors to cover the gap to
identify the job satisfaction factors of bank employees in Bangladesh.

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SCOPE OF THE STUDY
This study covers the factors affecting job satisfaction in Banks. The organizational factors
include work conditions, pay, fairness and promotion; individual factors include age and gender,
they are the independent variables; job satisfaction is the dependent variable.

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OBJECTIVES OF THE STUDY
The study has been undertaken with the following principal’s objectives.
1. To determine the influence of work conditions on employee job satisfaction in Banks.
2. To identify the influence of pay on employee job satisfaction in Banks.
3. To examine the influence of fairness on employee job satisfaction in Banks.
4. To investigate the influence of promotion on employee job satisfaction in Banks.
5. To determine the influence of age and gender on employee job satisfaction in Banks.
OPERATIONAL DEFINITION OF CONCEPTS
Cadre of Employees
All employees working in the Bank are not equal to one other. The duties and responsibilities
vested on them differ from one another. On the basis of similarities of duties and responsibilities
employees are categorized into three: officials, clerical staff and sub staff. Each group of
employee has a different type of work. Hence separate salary structure is followed for each
category of employees. This different category of employees is referred in the study as cadre of
employees.

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Clerical Staff
That staffs who are maintaining the accounts of the customers in banks are referred as clerical
staff. As soon as a customer enters a bank he/she approaches the clerical staff and does various
transactions like deposit or withdrawal, opening of an account or any other kind only through the
clerical staff. The routine work of a clerical staff includes entering the transaction in journal and
posting it to ledger. At the end of the day the clerical staff closes the account and balances it.
Similarly, at the end of the quarter / half year / year consolidated report is prepared by them.
Official
The administrative heads in a bank are officials. Each branch is headed by a senior manager and
assisted by several other supporting managers. The designations may be Accountant, Cash
officer, Assistant Manager and the like. Each officer is assigned a duty to look after. The clerical
staff is working under the supervision of officials.
Sub staff
The supporting staffs that assist the clerical staff and official in carrying out their individual
function are herein represented as sub staff. The sub staff is in no need to know about the
technical issues connected with the functioning of the bank. Each branch has at least one sub
staff. In addition to this there are security staffs that are also considered herein the study as sub
staff.
Job Rotation
In banks total work is shared equally by all clerical staff. So frequently the work which is
assigned to a staff is shifted to another staff. Such a type of shifting of job from one staff to
another staff is referred as job rotation.
Creativity
Doing the work innovatively and differently without interference is referred as creativity. In
carrying out the routine functions, every clerical staff follows his / her own practices. The
innovative practices in doing the work, managing office economies time, and cost increase the
productivity. Hence the liberty in doing the things without interference encourages creativity.
Such innovative practices are herein referred as creativity.
Training
Training is the act of increasing the knowledge or imparting specific job-related skill to the
employee for doing a particular job.
Monetary Benefits
Benefits received by the employees in the term of cash are known as monetary benefits.

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Job Involvement
The commitment that an employee shows to his work is known as job involvement.
Safety Measures
Taking proactive actions to prevent the occurrence of accidents at the work place are known as
safety measures.
METHODOLOGY OF THE STUDY
In general, Methodology is the efficient explanation of sequence of activates required. In this
term paper, both the descriptive and exploratory method has been used. To get term paper
elements and to implement the term paper I worked in some steps. Those steps are sampling
methods, Questionnaire development, and data collection, data analysis.
Nature of the report:
Exploratory term paper, an exploratory research paper is an attempt to lay the ground work that
will lead to future studies, or to determine if what is being observed might be explained by a

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currently existing theory. Most often, exploratory research lays the initial ground work for future
research.
Data Collection:
The questionnaire method has been used for data collection for the study. Information collected
to deliver this term paper is both from primary and secondary sources.
Sample size: 10 people
Population size: 20 people
Primary Data:
The primary data are collected from several desk works in different Bank. I have done some face
to face discussion with executive and officer from different division which is consider being
another source of primary data. I also collected some interesting and important data through my
observation during of my term paper period. And my survey questionnaire was the best of the lot
from other methods. It helps me to get specified data which is essential for my term paper.
Secondary Data:
The secondary data are collected from annual reports of Bank. The manual of export procedures
of bank is also another source of data. Procedure manual published by bank, those kinds of
sources can be considered as a secondary data. And data regarding the operations and analysis of
financial statement were collected from secondary sources like annual report, Broachers and
company website

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CHAPTER 2

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INTRODUCTION
Job satisfaction is one of the important factors that have drawn attention of the organization as
well as academicians. In view of the rising competition as a result of globalization; managers
have placed great importance on the construct of job satisfaction. This may be due to the findings
of many studies that job satisfaction is a significant determinant of organizational commitment.
Highly satisfied employees will exert extra effort and contribute positively to the effectiveness
and efficiency of their organizations. Job satisfaction will lead to better performance and the
employees will be more committed towards their organization. Hence, the theoretical concept of
framework is presented to have the conceptual clarity about job satisfaction.
MEANING AND DEFINITION OF JOB SATISFACTION
Job satisfaction refers to an individual’s complex attitude towards his job. It is a pleasurable
emotional state resulting from the appraisal of one’s job as achieving as facilitating the
achievement of one’s job value. According to Vroom (1964) the term ‘job’ refers to workers’
immediate work task and work role in a particular work organization.
As a generic concept, satisfaction may be described in a behavioral perspective. Individual or
organizational behavior is believed to be goal directed. Each human action has a primary
motivation and most actions are attempts to maximize satisfaction by fulfilling multiple
motivations, some of which are identified by Maslow (Maslow, 1943). Accordingly the meaning
of satisfaction in common usage, satisfaction occurs when one gets what he needs, desires,
wants, expects, deserves or deems to be his entitlement.
According to Hoppock (1935), “Job satisfaction is any combination of psychological,
physiological and environmental circumstances that cause a person truthfully say I am satisfied
with my job”. Such a description indicates the variety of variables that influence job satisfaction.
Blum (1968) conceptualized job satisfaction as “an attitude which results from a balancing and
summation of many specific likes and dislikes experienced in connection with the job”.
Vrom (1964) observes that job satisfaction is, “the positive orientation of an individual towards
all aspect of the work situation”.
Locke (1969) defines job satisfaction as a “pleasurable or positive emotional state resulting from
the appraisal of one’s or job experiences”.
On the basis of these definitions it may be concluded that job satisfaction is a complex set of
variables governed to a large extent by perception and expectations of the employees.
In the present study, job satisfaction is conceptualized as, “a positive attitude or a pleasurable
emotional state which results from specific work related experiences”

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CONCEPTS OF JOB SATISFACTION
A clarification of the concept of job satisfaction presents a better understanding on the issues in
job satisfaction. It further illuminates many dimensions on job satisfaction.
Job Satisfaction and Job Attitude
Attitude represents a persistent tendency to feel and behave in a particular way towards some
object. Attitudes are not learned. They are acquired from several sources, the more important of
them being direct experience with the object, associating one object with another about which an
attitude had already been formed from family and peer groups, from the neighborhood, economic
status and occupations and mass communications. Job satisfaction represents a person’s feelings
towards his job.
Job Satisfaction and Job Attraction
The concept of job satisfaction applies only to the outcome already gained by an individual
whereas job attraction is concerned with hedonism of the future”.
Job Satisfaction and Morale
Morale means the employee’s satisfaction and dissatisfaction with the work situation.

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DIMENSIONS OF JOB SATISFACTION
There are three important dimensions to job satisfaction.
1. Job satisfaction refers to one’s feeling towards one’s job. It can only be inferred but not
seen.
2. Job satisfaction is often determined by how well outcomes meet or exceed expectations.
Satisfaction in one’s job means increased commitment in the fulfillment of formal
requirements. There is greater willingness to invert personal energy and time in job
performance.
3. The terms job satisfaction and job attitudes are typically used interchangeably. Both refer
to effective orientation on the part of individuals towards their work roles which they are
presently occupying. Positive attitudes towards the job are conceptually equivalent to job
satisfaction and negative attitudes towards the job indicate job dissatisfaction.

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CONSEQUENCES OF JOB SATISFACTION
High job satisfaction may lead to improved productivity, increased turnover, improved
attendance, reduced accidents, less job stress and lower unionization.
Productivity
The relationship between satisfaction and productivity is not definitely established. The
consensus, however, is that in the long run job satisfaction leads to increased productivity. But,
four decades of research into this issue, unfortunately, does not lend support to this belief.
First, the relationship between job satisfaction and job performance is weak.
Second, there is more evidence to suggest that job performance leads to job satisfaction and not
the other way round. An employee who performs well in his job gets both intrinsic and extrinsic
rewards which will lead to high satisfaction. A poor performer will feel worse about his
incompetence and will receive fewer rewards. He will be less satisfied with his work
experiences.
Third, there are some conditions under which high productivity more clearly leads to high job
satisfaction. One condition is that the employees perceive that intrinsic and extrinsic rewards are
contingent upon their productivity. The second condition is that the extrinsic rewards (pay, for
example) may be distributed equitably. Inequitable distribution fails to convince the employee’s
close correlation between hard work and rewards.
However, the adage “a happy worker is a productive worker” is not always wrong. True, there
may not be a relationship between job satisfaction and productivity; performance may be
affected indirectly by absenteeism or turnover which is related (negatively) to satisfaction.

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Job Satisfaction and Employee Turnover
High employee turnover is of considerable concern for employees because it disrupts normal
operations, cause morale problems for those who stick on, and increases the cost involved in
selecting and training replacements. The employer does whatever possible to minimize
turnover, making the employees feel satisfied on their jobs, being one each.
The connection between job satisfactions to employee turnover is established beyond doubt.
It has been demonstrated that workers who have relatively low levels of job satisfaction are
the most likely to quit their jobs and that organizational units with the lowest average
satisfaction levels tend to have the highest turnover rates.
However, the withdrawal behavior of employees is modified by certain factors. Loyalty to the
organization is one such. Some employees cannot imagine themselves working elsewhere,
however dissatisfied they are in their present jobs. Availability of other places of employment
also influence turnover. Even if greener pastures are available, an employee does not mind
going in search of them, notwithstanding the present level of job satisfaction he enjoys.
Satisfaction and Absenteeism
Correlation of satisfaction to absenteeism is also proved conclusively. Workers who are
dissatisfied are more likely to take “mental health” days, that is days off not due to illness or
personal business. As in turnover, absenteeism is subject to modification by certain factors.
The degree to which people feel that their jobs are important has a moderate influence on
their absences. Employees who feel that their work is important tend to clock in regular
attendance. Besides, it is important to remember that while high job satisfaction will not
necessarily result in low absenteeism, low satisfaction is likely to bring about high
absenteeism.
Satisfaction and Safety
Poor safety practices are a negative consequence of low satisfaction level. When people are
discouraged about their jobs, company and supervisors, they are more liable to experience
accidents. An underlying reason for such accident is that discouragement may take one’s
attention away from the task at hand.
Inattention leads directly to accidents.
Satisfaction and Job Stress
Job stress is the body’s response to any job related factor that threatens to disturb the person’s
equilibrium. In the process of experiencing stress, the employees’ inner state changes.
Prolonged stress can cause serious ailments such as heart disease, ulcer, blurred vision, lower
back pain, dermatitis, and muscle aches to the employees.
Chronic job - dissatisfaction is a powerful source of job stress. The employee may see no
satisfactory short term solution to escaping this type of stress. An employee trapped in a
dissatisfying job may withdraw by such means as high absenteeism and tardiness, or the
employee may quit.

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Employees under prolonged stress stemming from job-dissatisfaction often consume too
much alcohol, tobacco and drugs. These employees are costly to the management in terms of
time lost due to frequent absences and increased payments towards medical reimbursements.
Unionization
Job dissatisfaction is a major cause for unionization. Dissatisfaction with wages, job security,
fringe benefits, and chances for Promotion and treatment by supervisors are reasons which
make employees join unions.
Other Effects of Job Satisfaction
It has been claimed that satisfied employees tend to have better mental and physical health
and learn new job related tasks more quickly.

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SOURCES OF JOB SATISFACTION
Several job elements contribute to job satisfaction. The most important amongst them are
wage structure, nature of work, promotion chances, polices of the organisms, work group and
working conditions.
Wages
Wages play a significant role in influencing job satisfaction. This is because of two reasons.
First, money is an important instrument in fulfilling one’s needs; and too, employees often
see pay as a reflection of management is concern for them.
Employees want a pay system which is simple, fair, 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. What needs emphasis is that it is not the absolute
amount paid that matters, rather it is one’s perception of fairness.
Nature of Work
Most employees crave for intellectual challenges on jobs. They tend to prefer being given
opportunities to use their skills and attitudes and being offered a variety of tasks, freedom,
and feedback on how well they are doing. These characteristics make jobs mentally
challenging. Jobs that have too little challenge create boredom. But too much challenge
creates frustration and a feeling of failure. Under conditions of moderate challenge,
employees experience pleasure and satisfaction.
Promotions
Promotional opportunities affect job satisfaction considerably. The desire for promotion is
generally strong among employees as it involves change in job content, pay, responsibility,
independence, status and the like. An average employee in a typical government organization
can hope to get two or three promotion in his entire service, though chances for promotion
are better in the private sector. It is no surprise as the ultimate achievement in his career is
realized, he feels extremely satisfied.
Supervision
There is a positive relationship between the quality of supervision and job satisfaction.
Supervisors who establish a supportive personal relationship with subordinates and take a
personal concern in them contribute to their employees’ satisfaction.
Work group
The work group plays a significant role in providing satisfaction to individual employees. It
does so, primarily by providing group members, with opportunities for interaction, with each
other. It is well known that, for many employees work fills the need for social interaction.
The employees derive higher satisfaction when the members in the work group have similar
attitudes and values. Having people around with similar attitudes causes less friction on a day

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to day basis. Co-workers with similar attitudes and values can also provide some
confirmation of a person’s self-concept. “We are ok and you are ok”.
Working conditions
Working conditions that are compatible with an employee’s physical comfort and that
facilitate doing a good job contribute to job satisfaction. Temperature, humidity ventilation,
lighting and noise, hours of work, cleanliness of the work place, and adequate tools and
equipment are the features which affect job satisfaction.
Organizational policies and procedures
Organizational policies include the basis for effecting promotions (seniority versus merit),
transfer of people, foreign assignments, lay off and retrenchment appraisal and reward
systems, motivational methods, skill based versus job based, pay and the like.
The other important factors are education, age and other factors. Other factors here mean if
the individual does not have favorable social family life, he may not feel happy of the work
place.

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MEASURING OF JOB SATISFACTION
There are a number of ways of measuring job satisfaction. The most common ways of
measurement include rating scales, critical incidents, interviews and action tendencies.
Rating Scales
The most common approach for measuring job satisfaction is the use of rating scales. These
scales fall into two general categories. One is called factor made scales, which are
constructed for a particular setting or a project. The second set comprises standardized scales
which, before their use, have been developed to establish group norms on the scales and to
ensure reliability and validity of the measuring instruments. It is the tailor made scale which
is frequently used in practice.
Job Descriptive Index (JDI)
This scale measures the dimensions identified by Smith, Kendall and Hulin in the five point
scale. The Job Descriptive Index has separate scales for satisfaction with pay, promotion,
supervision, work and co-workers. It has been widely used by behavior researchers over the
years and provides a broad picture of employees’ attitudes towards the major components of
jobs.
Minnesota Satisfaction Questionnaire (MSQ)
Another popular rating scale is the Minnesota Satisfaction Questionnaire. It has 20 factors.
There are five questions to study, each of these 20 factors. Thus in total there are 100
questions in the Minnesota Satisfaction Questionnaire. They are
1. Ability utilization 11. Moral values
2. Achievement 12. Recognition
3. Activity 13. Responsibility
4. Advancement 14. Security
5. Authority 15. Social service
6. Company policies and practices 16. Social status
7. Compensation 17. Supervision - human relations
8. Co-workers 18. Supervision – technical
9. Creativity 19. Variety
10. Independence 20. Working conditions
Critical Incidence
The critical incidence approach to the measurement of job satisfaction was developed by
Herzberg and his associate in their research on the two-factor way of motivation. Employees
were asked to describe incidents on their job when they are particularly satisfied or
dissatisfied. These incidents were then content analyzed in determining which aspects were
closely related to positive and negative attitudes.

27. 27
Interview
Personal interviews are yet another method of measurement of satisfaction. Employees are
interviewed individually and the responses reveal their satisfaction or dissatisfaction.
Action Tendencies
These represent the inclinations people have to axis or approach certain things. By gathering
information about how they feel like acting with respect to their jobs, the job satisfaction can
be measured.

28. 28
THEORIES OF JOB SATISFACTION
Job satisfaction has been treated as a complex set of variables. There have been various
attempts to explain job satisfaction in different ways A reflection on these theories will show
that in the discussion it is very difficult to consider motivation different from job satisfaction,
even though there are both theoretical and practical differences between the two concepts.
Nevertheless, the two are closely related and as the procedures used in the analysis of work
motivation are remarkably similar to these used in the studies of job satisfaction.
The various theories of job satisfaction are subsumed under two categories namely content
theories and process theories. The former category emphasizes the specific factors which
motivate the individual towards job, while the latter category deals with dynamics of this
motivational process. Even-though criticisms were raised against these theories they
represent foundation for the development of later theories. So any discussion of job
satisfaction will be incomplete and inadequate if a glance at the contributions of the important
theorists is not made. So a very brief evaluation of the important-theories is attempted in the
following section.
Content Theory
The content theories are concerned with identifying the needs/drives that people have and
these needs/drives are practiced.
Abraham Maslow’s Need Hierarchy Theory (1943)
Abraham Maslow proposed his hierarchical theory of five important needs more than 68
years back in 1943. The theory gained ground over the years and because of its innate logic it
became widely accepted and part of compulsory reading for every management student and
Human Resource Professional. Over the years it has been questioned, analyzed and thought
by later thinkers to be inadequate in certain respects but there is no denying its basic merit in
understanding human and employee behavior in the workplace. His basic premise concerns
the meeting of human needs which progressively move up the value chain as simpler and
more basic needs are met.
Maslow’s theory opines that indicated have five progressive sets of needs, the first set being
purely physical needs, also called Physiological needs. These include all the needs a person
needs first to stay alive like, food, water, air, the maintenance of body temperature and the
necessity of voiding of natural human waste. It is only when this basic need set is satisfied
that the next set of needs will be thought of for satisfaction.
The five need sets that are in sequential order are physiological needs, safety and security
needs, love and belonging needs, status and prestige needs and actualization needs. Humans
work to satisfy these needs and as people and societies move up in life their need set also
changes. This is true of all people; it could apply to the situations, individuals in
progressively larger groups and also to whole countries as well. Growth of the individual or
group causes the needs to shift upwards whereas the opposite causes downward movement in

29. 29
need fulfillment desire. The safety needs can be broken up into physical safety, family
security, monetary security and employment security and love; belonging needs can be
broken up into parental love, love between partners, sibling and children. It is easy to
understand why these needs were classified as hierarchical, with physiological needs at the
base and actualization needs at the apex of a hierarchical pyramid.
Using this classification Maslow reasons that as a person moves up in life his need changes
and if a person is unable to access needs appropriate to him he will basically be dissatisfied,
even though he may not know it.
Clayton Alderfers ERG Theory (1969)
Alderfer reformulated Maslow`s need hierarchy into three basic human needs simplifying it
to make it more in tune with data obtained from empirical research. He kept Maslow’s
hierarchical structure but reduced the levels to three on the basis that a certain overlap existed
in the middle layers and call them Existence, Relatedness and Growth, in short ERG
existence is the lowest level need which is concerned with physical survival and includes the
obvious needs for food, water and shelter which can be satisfied through salary, fringe
benefits, safe working environment and some measures of job security. Relatedness needs
involve interaction with other people and the satisfaction they can bring in the form of
emotional support, respect, recognition and sense of belonging. These needs can be satisfied
on the job through co workers and off the job through friends and family growth need focuses
on the self and includes need for personal growth and development which can be satisfied
only by using ones capabilities into the fullest.
ERG theory sees different needs from different levels existing in a sort of continuum where
while there is a hazy precedence for a lower level need, it can still very well exist in the
presence of a higher level need.
Frederick Herzberg Two Factor Theory (1959)
Frederick has tried to modify Maslow’s need Hierarchy theory. His theory is also known as
two factor theory or Hygiene theory. He stated that there are certain satisfies and dissatisfies
for employees at work. Intrinsic factors are related to job satisfaction while extrinsic factors
are associated with dissatisfaction. He devised his theory on the question: “What do people
want from their jobs?” He asked people to describe in detail such situations when they felt
exceptionally good or exceptionally bad. From the responses that he received, he concluded
that opposite of satisfaction is not dissatisfaction. Removing dissatisfying characteristics from
a job does not necessarily make the job satisfying. He states that presence of certain factors in
the organization is natural and the presence of the same does not lead to satisfaction.
However, there no response leads to dissatisfaction. In similar manner there are certain
factors, the absence of which causes no dissatisfaction, but their presence has motivational
impact.

30. 30
Douglas McGregor Theory X and Theory Y
McGregor proposed theory X and Y underlying the behavior of employees.
Theory X holds that men who are basically lazy dislike work; one has to force him to do
work. Later, McGregor noticed that these patterns of behavior are the result of management
action. An average worker can be motivated by low level incentives such as money, security
and the like only for certain period of time. When a worker strives to achieve higher level
needs and when management denies this, he becomes distrusted and adopts an apathetic
attitude, which may be interpreted as laziness. So in Y theory McGregor postulates that man
is creative and has the power of self-discipline to work. The important function of
management, therefore, should be to make the best use of the creative potentiality of
employees by providing adequate means for the satisfaction of their higher order needs. The
implication of McGregor theory in the context of job satisfaction is that when there are
opportunities in the job to satisfy the needs of workers at different levels, they will become
satisfied.
David McClelland’s Needs Theory
David McClelland’s, an American behavioral psychologist who taught at Harvard and
Boston, in his book on “The Achieving Society” in 1961 wrote of three basic human needs
which motivated people to strive and succeed. These were the need for achievement, N-Ach,
the need for power, N.Pow, and the need for affiliation, N.Aff. These need levels would vary
from individual to individual and again from society to society. It was inconceivable that
each individual would have the same levels for all three needs, which would vary with the
background, society, culture and education of the individual.
McClelland’s theory came to be known as the three need theory and is also referred to as the
learned needs theory as it stipulates that most of these needs are shaped over time and depend
upon the experiences of the particular individual. The results at the workplace depend upon a
proper matching of job requirements and putting in a person with high achievement needs in
a slot ideal for a person with high affiliation needs is going to result in a mismatch and
possible underperformance. People with high affiliation needs, for example, will be ideally
suited in cooperative and people environments and tend to do very well in customer service
and public relations.
Process Theories
Sensing the fact that it is the motivation of an employee that contributes to the perception and
experience of satisfaction and dissatisfaction of workers, the process theories attempt to trace
the process involved in the development of different motivations. They explain the employee
motivation from the initial energization of behavior through the selection of behavioral
alternatives, to actual effort. The important theories having relevance in the context of job
satisfaction are mentioned in the following sections.

31. 31
Vroom’s Valence Expectancy Theory
The most widely accepted explanation of motivation has been propounded by Victor Vroom.
His theory is commonly known as expectancy theory. The theory argues that the strength of a
tendency to act in a specific way depends on the strength of an expectation that the act will be
followed by a given outcome and on the attractiveness of that outcome to the individual. To
make this simple, expectancy theory says that an employee can be motivated to perform
better when there is a belief that the better performance will lead to good performance
appraisal and that this shall result into realization of personal goal in the form of some
reward. Therefore an example is:
Motivation = Valence × Expectancy
The theory focuses on three things:
 Efforts and performance relationship
 Performance and reward relationship
 Rewards and personal goal relationship
Valence × Expectancy
Motivation
Action
Results
Satisfaction in the form of rewards
The Equity Theory
In the equity theory Adams argues that people are motivated by inequity and keep on
comparing their efforts with that put in by others around them in the workplace as also the
rewards being meted out to them.
Equity is likened to a perception of fairness involved between efforts and rewards given to
co-workers in the work place. A fair situation where all employees are treated with equality
obviously envisages similar outcomes for similar inputs; and if some employees feel that
others are being given higher rewards for similar work they will obviously hold back some of
their efforts. In case an employee putting in hard work happens to see an inefficient and
unproductive colleague being rewarded with the same salary may probably feel demotivated
to put in the same level of work continuously. Motivation is thus very difficult without the
establishment of fairness in the appraisal and reward process.

32. 32
Goal Setting Theory of Edwin Locke
Instead of giving vague tasks to people, specific and pronounced objectives help in achieving
them faster. A goal orientation also avoids any misunderstandings in the work of the
employees. The goal setting theory states that when the goals to be achieved are set at a
higher standard, the employees are motivated to perform better and put in maximum effort. It
revolves around the concept of ‘self-efficiency’ that is individual’s belief that he or she is
capable of performing a hard task.
4 Porter and Lawler Model
Lyman W.Porter and Edward E. Lawler developed a more complete version of motivation
depending upon expectancy theory. It relates to perception, effort reward and satisfaction. An
employee’s individual effort is dependent on the value of expected reward and the perception
of the effort involved in performing and obtaining reward. Thus performance is the result of
effort, a person’s abilities and an accurate role of perception. The performance or
accomplishment will provide other intrinsic and extrinsic reward. The employees compare
the perceived equitable reward with the reward actually received. This will result in employee
satisfaction or dissatisfaction. If the difference between the perceived equitable reward and
the actual reward is less the satisfaction is high. A failure to receive the perceived equitable
reward will create a feeling of dissatisfaction.

33. 33
CHAPTER 3

34. 34
LIMITATIONS OF THE STUDY
Researcher was really unable to collect enough information due to official restrictions of the
selected banks. Many things were so confidential that was not entitled to access there. The
data obtained from this research is only applicable for Banks in Bangladesh and did not
include other sectors of the economy. Thus, the recommendations and suggestions may not
be applicable to other country’s Banks as well as other sectors.

35. 35
RECOMMENDATIONS
Opportunities for future study have emerged as a result of this study. In addition to
overcoming the limitations of data gathering, additional research is needed to observe the
relationships between job satisfaction and work conditions, pay back, fairness, and
promotion. The limitations have contributed to the lack of arriving at many strongly
statistically proven findings and conclusions. For future research the following suggestions
should be considered:
1. It is suggested that for future research a random sample be used to compare several
public sector and private sector institutions using a larger sample.
2. The research is needed to further investigate the potential relationships and effects
these variables and other extraneous variables, such as role ambiguity, job level,
contingent rewards and co-work have on job satisfaction.
3. Qualitative investigators must conduct research regarding the job satisfaction of
Banks.
This research method will provide a different perspective of employees, job satisfaction and
contribute a more in-depth understanding of how employees view their job. Based on this
study, and analysis of factors affecting Bank employee’s job satisfaction, this paper makes
the following recommendations to Bank managers:
1. Create favorable work conditions for the company. Guide the staff to communicate
effectively, build a good interpersonal environment within the company, and create
good work conditions.
2. To improve the pay treatment of Bank employees. Banks should improve the overall
wage level of employees; on the other hand, two shifts is a way to reduce the
workload of staff.
3. To improve fairness in Banks: create a scientific performance appraisal system in the
organization. Utilize the other developed countries‟ scientific performance systems,
and use these systems to evaluate employee work performance and evaluate employee
service quality.
4. Concern about the employee’s education and training. Bank employees generally have
high levels of education; organizations have to provide the employees with effective
training them in science and cultural knowledge, and let the employees acquire
practical knowledge.

36. 36
CONCLUSIONS
This study focused on the factors that affected job satisfaction in Banks; the central objective of
this study was to establish the impact of the chosen variables: work conditions, pay, fairness and
promotion and relationships on employee job satisfaction in Banks. A literature survey was made
to form the theoretical premises for the study. The rationale for the study was simply an
observation that some employees seem better adjusted and happier at work and are able to cope
well with the demands of the working environment while others are not. Another observation is
that management seems not to be aware of what motivates their subordinates and to strategically
utilize those motivational tools to maintain high levels of job satisfaction, high productivity and
morale. Through the analysis of Bank employee job satisfaction we can conclude the following:
Bank employees are younger, mostly married, with a high level of education, and short years of
work experience; there are 9 general factors affecting employee job satisfaction in Bank, which
are: work conditions, fairness, promotion, pay, education level, marriage, age and gender, and
work experience. There are 4 key factors affecting employee’s job satisfaction in Bank: they are:
work condition, pay, fairness, and promotion. These four factors are most important in employee
job satisfaction. Other individual factors do not have a significant effect on Banks. These factors
include have a small effect on job satisfaction in Banks.

37. 37
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39. 39
Appendix: 01
A STUDY ON JOB SATISFACTION OF BANK EMPLOYEES
(Questionnaire)
[Tick (√) at the appropriate box]
PART I – GENERAL
01. Name [optional] :
02. Name of the branch :
03. Age : 21-30 31-40 51-60
04. Gender : Male Female
05. Marital status : Married Unmarried Widow Widower Divorced
06. Religion : Muslim Hindu Christian
07. Number of
dependents
: Below 4 4-6 7-9 Above 9
08. Place of residence : Rural Urban Semi urban
09. Distance in K.M from
work place
: Up to 10 11-20 21-30 Above 30
10. Dwelling status : Rented Owned Quarters
11. Educational
qualification
: SSC HSC Graduate P.G Others
12. Present position : Officer Clerk Sub Staff
13. Experien ce in years : Below 5 5-10 11-15 16-20 Above 20
14. Monthly income : Up to 10000 10001-20000 20001-30000 30001-40000 Above 40000
15. Status of the spouse : Employed Unemployed
16. Type of branch : Rural Urban

40. 40
17. Are you a member of
any trade union
: Yes No
PART II -JOB SATISFACTION
Several aspects of characteristics connected with your job, having relationship with job satisfaction are presented
below. For each of these characteristics, you are requested to give three ratings, which symbolizes your [a]
Perception, [b] Aspiration, and [c] Importance, about your characteristics in your job. So you are supposed to
give your rating for each of the job characteristics in respect of questions a, b, and c. Your rating could range from 1
to 5.
For each item, answer a, b, c, by circling a number on the rating scale ranging from 1 to 5; low number represents
minimum amount of characteristic and high number represents maximum amount of characteristic.
Please encircle only one number for each question;
1. The feeling of social status because ofyour employment in the organization
[a] How much is there, now?
5 4 3 2 1
[b] How much should be there?
5 4 3 2 1
[c] How much important is this for you?
5 4 3 2 1
2. The fairness of monetary benefit in your organization
[a] How much is there, now?
5 4 3 2 1
[b] How much should be there?
5 4 3 2 1
[c] How much important is this for you?
5 4 3 2 1
3. Opportunity to use skills and abilities in your job
[a] How much is there, now?
5 4 3 2 1
[b] How much should be there?
5 4 3 2 1
[c] How much important is this for you?
5 4 3 2 1
4. The feeling of security in your organization
[a] How much is there, now?
5 4 3 2 1
[b] How much should be there?
5 4 3 2 1
[c] How much important is this for you?
5 4 3 2 1

41. 41
5. Involvement and responsibility among employees in your organization
[a] How much is there, now?
5 4 3 2 1
[b] How much should be there?
5 4 3 2 1
[c] How much important is this for you?
5 4 3 2 1
6. The scope for personalgrowth and development in your organization
[a] How much is there, now?
5 4 3 2 1
[b] How much should be there?
5 4 3 2 1
[c] How much important is this for you?
5 4 3 2 1
7. recognition for a well done job
[a] How much is there, now?
5 4 3 2 1
[b] How much should be there?
5 4 3 2 1
[c] How much important is this for you?
5 4 3 2 1
8. The existence of work environment in your organization
[a] How much is there, now?
5 4 3 2 1
[b] How much should be there?
5 4 3 2 1
[c] How much important is this for you?
5 4 3 2 1
9. Recognition for creativity in your organization
[a] How much is there, now?
5 4 3 2 1
[b] How much should be there?
5 4 3 2 1
[c] How much important is this for you?
5 4 3 2 1
10. Installation of update equipments in your organization
[a] How much is there, now?
5 4 3 2 1
[b] How much should be there?
5 4 3 2 1

42. 42
[c] How much important is this for you?
5 4 3 2 1
11. Promotion opportunities in your organization
[a] How much is there, now?
5 4 3 2 1
[b] How much should be there?
5 4 3 2 1
[c] How much important is this for you?
5 4 3 2 1
12. Transfer practices norms and rules in yourorganization
[a] How much is there, now?
5 4 3 2 1
[b] How much should be there?
5 4 3 2 1
[c] How much important is this for you?
5 4 3 2 1
13. Trade union activities in your organization
[a] How much is there, now?
5 4 3 2 1
[b] How much should be there?
5 4 3 2 1
[c] How much important is this for you?
5 4 3 2 1
14. The fairness of monetary and non-- monetary benefits after retirement in your organization
[a] How much is there, now?
5 4 3 2 1
[b] How much should be there?
5 4 3 2 1
[c] How much important is this for you?
5 4 3 2 1
15. Disciplinary procedures practiced in your organization
[a] How much is there, now?
5 4 3 2 1
[b] How much should be there?
5 4 3 2 1
[c] How much important is this for you?
5 4 3 2 1
16. Training programmed conducted in yourorganization
[a] How much is there, now?
5 4 3 2 1

43. 43
[b] How much should be there?
5 4 3 2 1
[c] How much important is this for you?
5 4 3 2 1
17. The existence of the formal and friendly atmosphere with fellow workers and higher authorities in your
organization
[a] How much is there, now?
5 4 3 2 1
[b] How much should be there?
5 4 3 2 1
[c] How much important is this for you?
5 4 3 2 1
18. Work load assigned on you in your organization
[a] How much is there, now?
5 4 3 2 1
[b] How much should be there?
5 4 3 2 1
[c] How much important is this for you?
5 4 3 2 1
MISCELLANEOUS
1. What are your problems with regard job satisfaction?
Comments:……………………………………………………………………………………………………
……………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………
………………………………………………………………………….
2. What are your suggestions to improve job satisfaction?
Comments:……………………………………………………………………………………………………
……………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………
……………………………………………….

44. 44
Thank You