Post on 22-Nov-2014
DECLARATION
I, Kajal Nagar hereby declare that the project entitled “Quality of work life and
job satisfaction of employees” is submitted by partial fulfillment of master of business
administrator to Sacred Heart Institute Of Management And Technology affiliated to
Gautam Buddha Technical University, Lucknow. It is my original work and is not
submitted for the award of the degree, diploma and fellowship or my other similar title
or prize and is not submitted to any other university and college
KAJAL NAGAR
PREFACE
MBA course is one of the most professional courses among other course, so
research play a very important role among them. I feel encouraged by the
widespread response from teachers and student alike from a research. I am
presenting this, of Quality of work life and job satisfaction of employees in Urban Co-
operative Bank, Lakhimpur. In this project I am collecting the primary data by the
questionnaire to know the employees perception about job. I am grateful to all those
employees who help me directly or indirectly in preparing the research.
ACKNOWLEDGEMENT
First of all I praise and thank God Almighty for all his blessings and graces he
has bestowed on me throughout this research work.
I would like to acknowledge with extreme gratitude to Fr. Denny Mathew CMI,
Principal, Sacred Heart Institute of Management and Technology (SHIMT), Sitapur.
His vital suggestions have led to the thriving conclusion of the work and completion
in the form of the present exposition.
I am deeply indebted to my supervisor Mrs. Ruchi Thakur (HOD of MBA
department) from the Sacred Heart Institute of Management and Technology
whose help, stimulating suggestions and encouragement helped me in all the time of
research and writing of this project.
I would like to express my gratitude to all those who gave me the possibility to
complete this project. I want to thank the Departments of Urban Co-Operative Bank
Limited, Lakhimpur for giving me permission to commence this project in the first
instance, to do the necessary research work and to use bank data. I have
furthermore to thank the Branch Head Mr. Sontos Gupta who gave and confirmed
this permission and encouraged me to go ahead with my Project.
I would also like to thanks to my entire respected Librarian and all those who directly
or indirectly rendered their help in completing this research project report. I also like
to thanks my family and friends who have been of great help directly and indirectly.
ABSTRACT
To study the Quality of work life environment and job satisfaction of
employees in Urban Co-Operative Bank Limited, Lakhimpur.
The objective of my project is to illustrate and explain the concepts of Work
Life Environment &Job Satisfaction of Employee.
While going through the project I used data collection technique methodology
through making questionnaire, and in this I compiled all the questions which were
having the expectation of knowing to the perception of employees towards their work
life environment at their work stations and respective job satisfaction towards their
job allotted to them in their respective departments.
After completing this project in two months duration I got filled 50 questioners
from all level employees of the bank, and I got a unexpected results after doing
complete data analysis of the available data. In the conclusion of the project I have
quoted all of my finding form this project.
TABLE OF CONTENTS
Chapter 1
1. Introduction
1.1 Introduction of topic
1.2 Objective of the study
1.3 Scope of the study
1.4 Limitation
1.5 Executive summary
Chapter 2.
2. Company profile
2.2 History
2.3 Business
2.4 Hierarchy
2.5 Products
Chapter 3.
3. Review of literature
4. Theoretical overview
5. Research Metrology
5.1 Universe
5.2 Hypothesis
5.3 Population
5.4 Sampling Technique
5.5 Sampling procedure
5.6 Tools of data collection
5.7 Statistical Tools
6. Data analysis & Interpretation
7. Findings & Recommendation
Conclusion
Bibliography
Appendix
INTRODUCTION
INTRODUCTION OF TOPIC
“To study the Quality of work life environment and job satisfaction of
employees in UCB, Lakhimpur.”
In summer training I tried to implement and illustrate the following two theoretical
concepts of Human Resource.
Quality of work Life.
Job Satisfaction.
Before going two brief and explain my practical approach in my summer training with
Urban Co-Operative Bank, I would like to go through the theory of above mentioned
concepts.
Quality of work Life.
The success of any organization is highly dependant on how it attracts, recruits,
motivates, and retains its workforce. Today's organizations need to be more flexible
so that they are equipped to develop their workforce and enjoy their commitment .
Therefore, organizations are required to adopt a strategy to improve the employees'
‘quality of work life'(QWL) to satisfy both the organizational objectives and employee
needs. These case lets discuss the importance of having effective quality of work life
practices in organizations and their impact on employee performance and the overall
organizational performance.
DEFINITION
Various authors and researchers have proposed models of Quality of working
life which include a wide range of factors. Selected models are reviewed below.
Hackman and Oldham (1976) drew attention to what they described as
psychological growth needs as relevant to the consideration of Quality of working life.
Several such needs were identified; Skill variety, Task Identity, Task significance,
Autonomy and Feedback. They suggested that such needs have to be addressed if
employees are to experience high quality of working life.
In contrast to such theory based models, Taylor (1979) more pragmatically
identified the essential components of Quality of working life as; basic extrinsic job
factors of wages, hours and working conditions, and the intrinsic job notions of the
nature of the work itself. He suggested that a number of other aspects could be
added, including; individual power, employee participation in the management,
fairness and equity, social support, use of one’s present skills, self development, a
meaningful future at work, social relevance of the work or product, effect on extra
work activities. Taylor suggested that relevant Quality of working life concepts may
vary according to organization and employee group.
Warr and colleagues (1979), in an investigation of Quality of working life,
considered a range of apparently relevant factors, including work involvement,
intrinsic job motivation, higher order need strength, perceived intrinsic job
characteristics, job satisfaction, life satisfaction, happiness, and self-rated anxiety.
They discussed a range of correlations derived from their work, such as those
between work involvement and job satisfaction, intrinsic job motivation and job
satisfaction, and perceived intrinsic job characteristics and job satisfaction. In
particular, Warr et al. found evidence for a moderate association between total job
satisfaction and total life satisfaction and happiness, with a less strong, but significant
association with self-rated anxiety.
Thus, whilst some authors have emphasised the workplace aspects in Quality
of working life, others have identified the relevance of personality factors,
psychological well being, and broader concepts of happiness and life satisfaction.
Factors more obviously and directly affecting work have, however, served as
the main focus of attention, as researchers have tried to tease out the important
influences on Quality of working life in the workplace.
Mirvis and Lawler (1984) suggested that Quality of working life was associated
with satisfaction with wages, hours and working conditions, describing the “basic
elements of a good quality of work life” as; safe work environment, equitable wages,
equal employment opportunities and opportunities for advancement.
Baba and Jamal (1991) listed what they described as typical indicators of
quality of working life, including: job satisfaction, job involvement, work role
ambiguity, work role conflict, work role overload, job stress, organisational
commitment and turn-over intentions. Baba and Jamal also explored routinisation of
job content, suggesting that this facet should be investigated as part of the concept
of quality of working life.
Some have argued that quality of working life might vary between groups of
workers. For example, Ellis and Pompli (2002) identified a number of factors
contributing to job dissatisfaction and quality of working life in nurses, including: Poor
working environments, Resident aggression, Workload, Unable to deliver quality of
care preferred, Balance of work and family, Shiftwork, Lack of involvement in
decision making, Professional isolation, Lack of recognition, Poor relationships with
supervisor/peers, Role conflict, Lack of opportunity to learn new skills.
Need satisfaction based on job requirements, Need satisfaction based on
Work environment, Need satisfaction based on Supervisory behaviour, Need
satisfaction based on Ancillary programmes, Organizational commitment. They
defined quality of working life as satisfaction of these key needs through resources,
activities, and outcomes stemming from participation in the workplace.
Maslow’s needs were seen as relevant in underpinning this model, covering
Health & safety, Economic and family, Social, Esteem, Actualisation, Knowledge and
Aesthetics, although the relevance of non-work aspects is play down as attention is
focussed on quality of work life rather than the broader concept of quality of life.
These attempts at defining quality of working life have included theoretical
approaches, lists of identified factors, correlational analyses, with opinions varying as
to whether such definitions and explanations can be both global, or need to be
specific to each work setting.
Bearfield, (2003) used 16 questions to examine quality of working life, and
distinguished between causes of dissatisfaction in professionals, intermediate
clerical, sales and service workers, indicating that different concerns might have to
be addressed for different groups.
The distinction made between job satisfaction and dissatisfaction in quality of
working life reflects the influence of job satisfaction theories. Herzberg at al., (1959)
used “Hygiene factors” and “Motivator factors” to distinguish between the separate
causes of job satisfaction and job dissatisfaction. It has been suggested that
Motivator factors are intrinsic to the job, that is; job content, the work itself,
responsibility and advancement. The Hygiene factors or dissatisfaction-avoidance
factors include aspects of the job environment such as interpersonal relationships,
salary, working conditions and security. Of these latter, the most common cause of
job dissatisfaction can be company policy and administration, whilst achievement can
be the greatest source of extreme satisfaction.
An individual’s experience of satisfaction or dissatisfaction can be
substantially rooted in their perception, rather than simply reflecting their “real world”.
Further, an individual’s perception can be affected by relative comparison – am I paid
as much as that person - and comparisons of internalised ideals, aspirations, and
expectations, for example, with the individual’s current state (Lawler and Porter,
1966).
In summary, where it has been considered, authors differ in their views on the
core constituents of Quality of Working Life (e.g. Sirgy, Efraty, Siegel & Lee, 2001
and Warr, Cook & Wall, 1979).
It has generally been agreed however that Quality of Working Life is
conceptually similar to well-being of employees but differs from job satisfaction which
solely represents the workplace domain (Lawler, 1982).
Quality of Working Life is not a unitary concept, but has been seen as
incorporating a hierarchy of perspectives that not only include work-based factors
such as job satisfaction, satisfaction with pay and relationships with work colleagues,
but also factors that broadly reflect life satisfaction and general feelings of well-being
(Danna & Griffin, 1999). More recently, work-related stress and the relationship
between work and non-work life domains (Loscocco & Roschelle, 1991) have also
been identified as factors that should conceptually be included in Quality of Working
Life.
Measurement
There are few recognised measures of quality of working life, and of those that exist
few have evidence of validity and reliability, that is, there is a very limited literature
based on peer reviewed evbaluations of available assessments. A recent statistical
analysis of a new measure, the Work-Related Quality of Life scale (WRQL), indicates
that this assessment device should prove to be a useful instrument, although further
evaluation would be useful. The WRQL measure uses 6 core factors to explain most
of the variation in an individual’s quality of working life: Job and Career Satisfaction;
Working Conditions; General Well-Being; Home-Work Interface;
Stress at Work and Control at Work.
Applications
Regular assessment of Quality of Working Life can potentially provide
organisations with important information about the welfare of their employees, such
as job satisfaction, general well-being, work-related stress and the home-work
interface.
Worrall and Cooper (2006) recently reported that a low level of well-being at
work is estimated to cost about 5-10% of Gross National Product per annum, yet
Quality of Working Life as a theoretical construct remains relatively unexplored and
unexplained within the organisational psychology research literature.
A large chunk of most peoples’ lives will be spent at work. Most people
recognise the importance of sleeping well, and actively try to enjoy the leisure time
that they can snatch. But all too often, people tend to see work as something they
just have to put up with, or even something they don’t even expect to enjoy.
Some of the factors used to measure quality of working life pick up on things
that don’t actually make people feel good, but which seem to make people feel bad
about work if those things are absent. For example, noise – if the place where
someone works is too noisy, they might get frequent headaches, or find they cannot
concentrate, and so feel dissatisfied. But when it is quiet enough they don’t feel
pleased or happy - they just don’t feel bad. This can apply to a range of factors that
affect someone's working conditions.
Other things seem to be more likely to make people feel good about work and
themselves once the basics are OK at work. Challenging work (not too little, not too
much) can make them feel good. Similarly, opportunities for career progression and
using their abilities can contribute to someone's quality of working life.
JOB SATISFACTION
Definitions
Job satisfaction has been defined as a pleasurable emotional state resulting
from the appraisal of one’s job; an affective reaction to one’s job; and an attitude
towards one’s job.
Weiss (2002) has argued that job satisfaction is an attitude but points out that
researchers should clearly distinguish the objects of cognitive evaluation which are
affect (emotion), beliefs and behaviours. This definition suggests that we form
attitudes towards our jobs by taking into account our feelings, our beliefs, and our
behaviors.
History
One of the biggest preludes to the study of job satisfaction was the Hawthorne
studies. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard
Business School, sought to find the effects of various conditions (most notably
illumination) on workers’ productivity. These studies ultimately showed that novel
changes in work conditions temporarily increase productivity (called the Hawthorne
Effect). It was later found that this increase resulted, not from the new conditions, but
from the knowledge of being observed. This finding provided strong evidence that
people work for purposes other than pay, which paved the way for researchers to
investigate other factors in job satisfaction.
Scientific management (aka Taylorism) also had a significant impact on the
study of job satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of
Scientific Management, argued that there was a single best way to perform any given
work task. This book contributed to a change in industrial production philosophies,
causing a shift from skilled labor and piecework towards the more modern approach
of assembly lines and hourly wages.
The initial use of scientific management by industries greatly increased
productivity because workers were forced to work at a faster pace. However, workers
became exhausted and dissatisfied, thus leaving researchers with new questions to
answer regarding job satisfaction. It should also be noted that the work of W.L.
Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylor’s work.
Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid
the foundation for job satisfaction theory. This theory explains that people seek to
satisfy five specific needs in life – physiological needs, safety needs, social needs,
self-esteem needs, and self-actualization. This model served as a good basis from
which early researchers could develop job satisfaction theories.
MODELS OF JOB SATISFACTION
Affect Theory
Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous
job satisfaction model. The main premise of this theory is that satisfaction is
determined by a discrepancy between what one wants in a job and what one has in a
job. Further, the theory states that how much one values a given facet of work (e.g.
the degree of autonomy in a position) moderates how satisfied/dissatisfied one
becomes when expectations are/aren’t met. When a person values a particular facet
of a job, his satisfaction is more greatly impacted both positively (when expectations
are met) and negatively (when expectations are not met), compared to one who
doesn’t value that facet. To illustrate, if Employee A values autonomy in the
workplace and Employee B is indifferent about autonomy, then Employee A would be
more satisfied in a position that offers a high degree of autonomy and less satisfied
in a position with little or no autonomy compared to Employee B. This theory also
states that too much of a particular facet will produce stronger feelings of
dissatisfaction the more a worker values that facet.
Dispositional Theory
Another well-known job satisfaction theory is the Dispositional Theory. It is a
very general theory that suggests that people have innate dispositions that cause
them to have tendencies toward a certain level of satisfaction, regardless of one’s
job. This approach became a notable explanation of job satisfaction in light of
evidence that job satisfaction tends to be stable over time and across careers and
jobs. Research also indicates that identical twins have similar levels of job
satisfaction.
A significant model that narrowed the scope of the Dispositional Theory was
the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge
argued that there are four Core Self-evaluations that determine one’s disposition
towards job satisfaction: self-esteem, general self-efficacy, locus of control, and
neuroticism. This model states that higher levels of self-esteem (the value one places
on his self) and general self-efficacy (the belief in one’s own competence) lead to
higher work satisfaction. Having an internal locus of control (believing one has
control over her\his own life, as opposed to outside forces having control) leads to
higher job satisfaction. Finally, lower levels of neuroticism lead to higher job
satisfaction.
Two-Factor Theory (Motivator-Hygiene Theory)
Frederick Herzberg’s Two factor theory (also known as Motivator Hygiene Theory)
attempts to explain satisfaction and motivation in the workplace. This theory states
that satisfaction and dissatisfaction are driven by different factors – motivation and
hygiene factors, respectively. Motivating factors are those aspects of the job that
make people want to perform, and provide people with satisfaction, for example
achievement in work, recognition, promotion opportunities. These motivating factors
are considered to be intrinsic to the job, or the work carried out. Hygiene factors
include aspects of the working environment such as pay, company policies,
supervisory practices, and other working conditions.
While Hertzberg's model has stimulated much research, researchers have
been unable to reliably empirically prove the model, with Hackman & Oldham
suggesting that Hertzberg's original formulation of the model may have been a
methodological artifact. Furthermore, the theory does not consider individual
differences, conversely predicting all employees will react in an identical manner to
changes in motivating/hygiene factors. Finally, the model has been criticised in that it
does not specify how motivating/hygiene factors are to be measured.
Job Characteristics Model
Hackman & Oldham proposed the Job Characteristics Model, which is widely
used as a framework to study how particular job characteristics impact on job
outcomes, including job satisfaction. The model states that there are five core job
characteristics (skill variety, task identity, task significance, autonomy, and feedback)
which impact three critical psychological states (experienced meaningfulness,
experienced responsibility for outcomes, and knowledge of the actual results), in turn
influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.). The
five core job characteristics can be combined to form a motivating potential score
(MPS) for a job, which can be used as an index of how likely a job is to affect an
employee's attitudes and behaviors----. A meta-analysis of studies that assess the
framework of the model provides some support for the validity of the JCM.
Measuring Job satisfaction
There are many methods for measuring job satisfaction. By far, the most
common method for collecting data regarding job satisfaction is the Likert scale
(named after Rensis Likert). Other less common methods of for gauging job
satisfaction include: Yes/No questions, True/False questions, point systems,
checklists, and forced choice answers. This data is typically collected using an
Enterprise Feedback Management (EFM) system.
The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969),
is a specific questionnaire of job satisfaction that has been widely used. It measures
one’s satisfaction in five facets: pay, promotions and promotion opportunities,
coworkers, supervision, and the work itself. The scale is simple, participants answer
either yes, no, or can’t decide (indicated by ‘?’) in response to whether given
statements accurately describe one’s job.
The Job in General Index is an overall measurement of job satisfaction. It is
an improvement to the Job Descriptive Index because the JDI focuses too much on
individual facets and not enough on work satisfaction in general.
Other job satisfaction questionnaires include: the Minnesota Satisfaction
Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The
MSQ measures job satisfaction in 20 facets and has a long form with 100 questions
(five items from each facet) and a short form with 20 questions (one item from each
facet). The JSS is a 36 item questionnaire that measures nine facets of job
satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used
widely, measured overall job satisfaction with just one item which participants
respond to by choosing a face.
Relationships and practical implications
Job Satisfaction can be an important indicator of how employees feel about
their jobs and a predictor of work behaviours such as organizational citizenship,
absenteeism, and turnover. Further, job satisfaction can partially mediate the
relationship of personality variables and deviant work behaviors.
One common research finding is that job satisfaction is correlated with life
satisfaction. This correlation is reciprocal, meaning people who are satisfied with life
tend to be satisfied with their job and people who are satisfied with their job tend to
be satisfied with life. However, some research has found that job satisfaction is not
significantly related to life satisfaction when other variables such as non work
satisfaction and core self-evaluations are taken into account.
An important finding for organizations to note is that job satisfaction has a
rather tenuous correlation to productivity on the job. This is a vital piece of
information to researchers and businesses, as the idea that satisfaction and job
performance are directly related to one another is often cited in the media and in
some non-academic management literature. A recent meta-analysis found an
average uncorrected correlation between job satisfaction and productivity to be
r=.18; the average true correlation, corrected for research artifacts and unreliability,
was r=.30[14]. Further, the meta-analysis found that the relationship between
satisfaction and performance can be moderated by job complexity, such that for high-
complexity jobs the correlation between satisfaction and performance is higher
(ρ=.52) than for jobs of low to moderate complexity (ρ=.29). In short, the relationship
of satisfaction to productivity is not necessarily straightforward and can be influenced
by a number of other work-related constructs, and the notion that "a happy worker is
a productive worker" should not be the foundation of organizational decision-making.
With regard to job performance, employee personality may be more important
than job satisfaction. The link between job satisfaction and performance is thought to
be a spurious relationship; instead, both satisfaction and performance are the result
of personality.
Contents and Concern Areas
In my projects as by this moment I have brief all the theoretical part of my
area of concern, and in next few chapters I will discusses in short about research and
methods of research, and will apply my tools and Techniques, to interpret my
information from the available Data.
And in short my concern area in this project are –
To know about work life environment condition of Urban Co-Operative Bank Ltd., and
to know the reaction for the same of the employees. & To rank the level of job
satisfaction of employees, towards their jobs, management and other factors which
have consideration in job.
OBJECTIVES OF THE STUDY
The following are the objectives of the study
To find the level of attitudes of the employees in a cooperative organization
To find the bottle necks in the employees attitude in achieving the organizational success
To find the effect of the attitudes on the organizational success
To create awareness among employees about the areas of work related attitude where they are generally weak.
To give suitable suggestions and recommendations to the management based on the findings of the study.
SCOPE OF THE STUDY
This study is conducted in cooperative banking sector. Very few studies are
conducted in human resource management of cooperative sector. The findings of
this study can be utilized to create positive attitude among the employees of The
Lakhimpur district cooperative bank Ltd and similar institutions. The attitudinal
training based on the findings of this study will contribute to the organizational
success. The employees can work for political parties and many of them are district
level leaders also. These leaders can indirectly control the managing committee as
the committee members come below their rank in the respective party setup. Hence
the human resource management is unique in such type of institutions and so the
results of this attitude related study is helpful to this type of organization for the
organizational success.
Limitations
This study is conducted in an apex district level financial Institution. The study is in
cooperative sector. The Sample contains managers, accountants and clerks (middle
level staff) only. The sample size is fifty only. As the size of the sample is small and
it is conducted in a limited span of time the generalization is difficult. As the HR
conditions of cooperative sector is unique the generalizations of the findings to
other areas is also difficult.
1.5 EXECUTIVE SUMMARY
The employees’ attitude is studied to find its relation with the success of the
organization. The study is conducted in ‘The lakhimpur district cooperative bank Ltd,
lakhimpur’. A sample survey is conducted for the study. Fifty samples are selected at
random from two branches and the head office of the organization. The
questionnaire is prepared in such a way that the analysis of the questions from areas
of different attitudes can measure the attributes of success belongs to the following
list. The list of benefits which contributes to success are: Increases productivity,
solves problems, fosters teamwork, improves quality, makes congenial atmosphere,
breeds loyalty, increases profits, fosters better relationships with employer, employee
& customers, helps a person to become a contributing member and makes for a
pleasing personality. From different questions of the questionnaire, scores are
generated to quantify these attributes. The Microsoft excel software is used to
analyze the results. The attributes of success measured in the study shows that ‘the
attitude which helps to become employees contributing members is the attribute
which has the highest percentage score in the organization and ‘Breeds loyalty’ is the
lowest percentage score .All the success attributes are scored above 76% and the
average of all the scores is 81%. This is a very high level of success rating. Here the
work related attitude of the employees is on a highly positive level and it has
contributed to the success of the organization.
Chapter - 2
Company Profile
2.1 History
The term Urban Co-operative Banks (UCBs), though not formally defined, refers to
primary cooperative banks located in urban and semi-urban areas. These banks, till
1996, were allowed to lend money only for non-agricultural purposes. This distinction
does not hold today. These banks were traditionally centred around communities,
localities work place groups. They essentially lent to small borrowers and
businesses. Today, their scope of operations has widened considerably.
The origins of the urban cooperative banking movement in India can be traced to the
close of nineteenth century when, inspired by the success of the experiments related
to the cooperative movement in Britain and the cooperative credit movement in
Germany such societies were set up in India. Cooperative societies are based on the
principles of cooperation, - mutual help, democratic decision making and open
membership. Cooperatives represented a new and alternative approach to
organisaton as against proprietary firms, partnership firms and joint stock companies
which represent the dominant form of commercial organisation.
TRANSFORMATION JOURNEY IN
Urban Co-Operative Bank Ltd
The Urban Co-operative Bank is, the District oldest Bank and a premier in terms of
having a clientele of local businessmen, balance sheet size, number of branches,
market share and profits is today going through a momentous phase of Change and
Transformation – the two decades old private sector behemoth is today stirring out of
its Public Sector legacy and moving with an agility to give the Private and Public
Banks a run for their money.
The bank is entering into many new businesses with strategic tie ups – Pension
Funds, General Insurance, Custodial Services, Private Equity, Point of Sale
Merchant Acquisition, Advisory Services, structured products etc – each one of these
initiatives having a huge potential for growth.
The Bank is forging ahead with cutting edge technology and innovative new banking
models, to expand its Rural Banking base, looking at the vast untapped potential in
the hinterland and proposes to cover 1000 villages in the next two years.
It is also focusing at the top end of the market, on whole sale banking capabilities to
provide India’s growing mid / large Corporate with a complete array of products and
services.
It is consolidating its local treasury operations and entering into structured products
and derivative instruments. Today, the Bank is the largest provider of infrastructure
debt, educational loan and the largest arranger of external commercial borrowings in
the District. It is the only bank to presently in the district which is providing all seven
days banking to its customers.
The Bank is changing outdated front and back end processes to modern customer
friendly processes to help improve the total customer experience. With about 15 of its
own 2 extension branches and another 3 branches of its Associate Banks already
networked, today it offers the largest banking network to the local customer. The
Bank is also in the process of providing complete payment solution to its clientele
with its over 20 branches, and other electronic channels such as Internet banking,
debit cards, mobile banking, etc.
Throughout all this change, the Bank is also attempting to change old mindsets,
attitudes and take all employees together on this exciting road to Transformation.
2.2 Business Of UBC
Progress detail of organization
S.no. Account Year 2007-08 Year 2008-09
1 Current account 380.17 319.55
2 Saving Account 4564.56 5437.45
3 Recurring Account 131.81 168.16
4 Home Deposit 456.23 490.83
5 Fixed Account 6637.33 8435.22
TOTAL 12170.10 14851.23
Note: All figures are in Crores.
2.3 Hierarchy
2.5 Products:
Urban Co-Operative Bank Limited is presently providing following range of products
to their Customers.
1. Saving Accounts
2. Current Account
3. Fixed Deposits
4. Recurring Deposits
5. Home Deposits
6. Loan
Saving Account is specially designed for the customers who’s are willing to keep
their money in safe avenues for the future short come requirements.
Current Accounts are a daily use instruments for the business persons operating
their business in city.
Fixed Deposits are one time short come as well as long term investment
instrument.
Recurring Deposits are designed for those customers who like to save money for
their future requirement on daily basis.
Home Deposits are deposits which are being collected by bank people from the
door step of customer on daily basis frequency.
Loans are given to customer for their immediate requirement of money for different
proposes like
Home Loan
Car loan
Education Loan
Agriculture
Chapter – 3 & 4
LITERATURE REVIEW & THEORETICAL OVERVIEW
Human Resource (or personnel) management, in the sense of getting things done
through people, is an essential part of every manager’s responsibility, but many
organizations find it advantageous to establish a specialist division to provide an
expert service dedicated to ensuring that the human resource function is performed
efficiently.
“People are our most valuable asset” is a cliché, which no member of any senior
management team would disagree with. Yet, the reality for many organizations are
that their people remain under valued, under trained and underutilized.
Following are the various functions of Human Resource Management that are
essential for the effective functioning of the organization:
1. Recruitment
2. Selection
3. Induction
4. Performance Appraisal
5. Training & Development
INTRODUCTION TO HUMAN RESOURCE MANAGEMENT
Human Resource (or personnel) management, in the sense of getting things done
through people, is an essential part of every manager’s responsibility, but many
organizations find it advantageous to establish a specialist division to provide an
expert service dedicated to ensuring that the human resource function is performed
efficiently.
“People are our most valuable asset” is a cliché, which no member of any senior
management team would disagree with. Yet, the reality for many organizations are
that their people remain under valued, under trained and under utilized.
The market place for talented, skilled people is competitive and expensive. Taking on
new staff can be disruptive to existing employees. Also, it takes time to develop
‘cultural awareness’, product / process / organization knowledge and experience for
new staff members.
FUNCTIONS OF HUMAN RESOURCE MANAGEMENT
Following are the various functions of Human Resource Management that are
essential for the effective functioning of the organization:
1. Recruitment
2. Selection
3. Induction
4. Performance Appraisal
5. Training & Development
Recruitment
The process of recruitment begins after manpower requirements are determined
in terms of quality through job analysis and quantity through forecasting and
planning.
Selection
The selection is the process of ascertaining whether or not candidates possess
the requisite qualifications, training and experience required.
Induction
Induction is the technique by which a new employee is rehabilitated into the
changed surroundings and introduced to the practices, policies and purposes
of the organization.
Chapter 5
RESEARCH METHODOLOGY
BASIC RESEARCH
Basic research (also called fundamental or pure research) has as its primary
objective the advancement of knowledge and the theoretical understanding of the
relations among variables. It is exploratory and often driven by the researcher’s
curiosity, interest, and intuition. It is conducted without any practical end in mind,
although it may have unexpected results pointing to practical applications. The terms
“basic” or “fundamental” indicate that, through theory generation, basic research
provides the foundation for further, sometimes applied research. As there is no
guarantee of short-term practical gain, researchers may find it difficult to obtain
funding for basic research.
Traditionally, basic research was considered as an activity that preceded
applied research, which in turn preceded development into practical applications.
Recently, these distinctions have become much less clear-cut, and it is sometimes
the case that all stages will intermix. This is particularly the case in fields such as
biotechnology and electronics, where fundamental discoveries may be made
alongside work intended to develop new products, and in areas where public and
private sector partners collaborate in order to develop greater insight into key areas
of interest.
But now a days research in Mnanagement is a very vast and growing
phenomeneon, and for that many tools and techniques have been developed.
RESEARCH METHODS
The goal of the research process is to produce new knowledge, which takes three
main forms (although, as previously discussed, the boundaries between them may
be fuzzy):
Exploratory research, which structures and identifies new problems
Constructive research, which develops solutions to a problem
Empirical research, which tests the feasibility of a solution using empirical
evidence
Research can also fall into two distinct types:
Primary research
Secondary research
Research methods used by scholars include:
Action research
Cartography
Case study
Classification
Citation Analysis
Consumer ethnocentrism and CETSCALE
Content or Textual Analysis
Delphi method
Ethnography
Experience and intuition
Experiments
Interviews
Mathematical models
Participant observation
Q methodology
Questionnaires
Simulation
Statistical analysis
Statistical surveys
Research is often conducted using the hourglass model. The hourglass model starts
with a broad spectrum for research, focusing in on the required information through
the methodology of the project (like the neck of the hourglass), then expands the
research in the form of discussion and results.
In collection of data form the source(Urban Co-operative Bank) I used tool of
collecting data through questioners, which were got filled by all level of Employees,
whether of top rank, or peon, because my cause of concern was to analyze the job
satisfaction of all level employees, not of only specific level.
And in the process of going through the research with the bank I broke my
research in to some regular process, to make the things easy and understandable.
And my regular break ups are given below -
Sources of data
Sample size, if any
Methods of data collection
Tools and techniques of analysis
SOURCE OF DATA
Data refers to a collection of organised information, usually the result of experience,
observation or experiment, other information within a computer system, or a set of
premises. This may consist of numbers, words, or images, particularly as
measurements or observations of a set of variables.
Data can easilly be classified in two cataegories :-
- Primary Data
- Secondary Data
PRIMARY DATA OR RAW DATA
Raw data is a term for unprocessed data, it is also known as primary data. It is a
relative term. Raw data can be input to a computer program or used in manual
analysis procedures such as gathering statistics from a survey. It can refer to the
binary data on electronic storage devices, and as well s can be refer to the statistical
data to management projects.
SECONDARY DATA
In research, Secondary data is collecting and possibly processed by people
other than the researcher in question. Common sources of secondary data for social
science include censuses, large surveys, and organizational records. In sociology
primary data is data you have collected yourself and secondary data is data you
have gathered from primary sources to create new research. In terms of historical
research, these two terms have different meanings. A primary source is a book or set
of archival records. A secondary source is a summary of a book or set of records.
Sources of secondary data may be classified into qualitative and quantitative.
Examples of qualitative sources are biographies, memoirs, newspapers, etc.
Quantitave sources include published statistics (e.g., census, survey), data archives,
market research, etc.[1] Today, with Internet capabilities, thousands of large scale
datasets are at the click of a mouse for secondary data analyst. Globally, there are
many sources available. These sources can arrive from the data arranged by
governmental and private organizations, to data collected by any social researcher.
Secondary data analysis is a growing research tool in our modern day society. Social
scientists have the opportunity to explore massive amounts of secondary data.
In my project study because of not being any well stablished HR department
in Urban Co-Operative Bank, it were not possible to gather secondary data form any
source for my project, and so I got totally dependent on the Primary data to which I
collected.
RESEARCH DESIGN:
Research Design refers to "framework or plan for a study that guides the collection
and analysis of data". A typical research design of a company basically tries to
resolve the following issues:
Determining Data Collection Design
Determining Data Methods
Determining Data Sources
Determining Primary Data Collection Methods
Developing Questionnaires
Determining Sampling Plan
(1) Explorative Research Design:
Explorative studies are undertaken with a view to know more about the problem.
These studies help in a proper definition of the problem, and development of specific
hypothesis is to be tested later by more conclusive research designs. Its basic
purpose is to identify factors underlying a problem and to determine which one of
them need to be further researched by using rigorous conclusive research designs.
(2) Conclusive Research Design:
Conclusive Research Studies are more formal in nature and are conducted with a
view to eliciting more precise information for purpose of making marketing decisions.
These studies can be either:
a) Descriptive or
b) Experimental
Thus, it was mix of both the tools of Research Design that is, Explorative as well as
Conclusive.
SAMPLING SIZE
The sample size of a statistical sample is the number of observations that
constitute it. It is typically denoted n, a positive integer (natural number).
Typically, all else being equal, a larger sample size leads to increased
precision in estimates of various properties of the population. This can be seen in
such statistical rules as the law of large numbers and the central limit theorem.
Repeated measurements and replication of independent samples are often required
in measurement and experiments to reach a desired precision
It is easy to show that as n becomes large, this variability becomes very small.
This yields to more sensitive hypothesis tests with greater statistical power and
smaller confidence intervals.
Sample Size for Primary Data in my project is 50
DATA COLLECTION
Data Sources:
(i) Secondary Data through Internet
(ii) Primary Data through Questionnaire
(iii) Contact Method
(iv) Personal Interaction
DATA PRESENTATION AND ANALYSIS:
1. Bar graphs
2. Pie Diagrams
3. Doughnuts
Repeated measurements and replication of independent samples are often
required in measurement and experiments to reach a desired precision
It is easy to show that as n becomes large, this variability becomes very small.
This yields to more sensitive hypothesis tests with greater statistical power and
smaller confidence intervals.
Sample Size for Primary Data in my project is 50
3.3 METHODS OF DATA COLLECTION
In project I used only one method for data collection and that is
QUESTIONNAIRE. For collection of primary data I prepared a questionnaire of 16
Questions and all the questions were designed in such a manner, so that they can
extract out the response of sample on two parameters only, which are Work Life
Environment
Job Satisfaction
3.4 TOOLS AND TECHNIQUES OF ANALYSIS
After got filled all the questionnaire, I found the challenge to get out the information
form the available data through bank.
Because sample size was not very big so, it was not relevant to apply any complex
statistical tool, and because of being small sample size I used tables and chart to
illustrate the information I received form the primary data.
For the consolidation of information I have prepared a consolidated master table
which consist all aspect of data I picked, and information received.
Chapter 6.
DATA ANALYSIS
Data analysis is the process of looking at and summarizing data with the
intent to extract useful information and develop conclusions. Data analysis is closely
related to data mining, but data mining tends to focus on larger data sets, with less
emphasis on making inference, and often uses data that was originally collected for a
different purpose. In statistical applications, some people divide data analysis into
descriptive statistics, exploratory data analysis and confirmatory data analysis.
Data analysis assumes different aspects, and possibly different names, in
different fields.
For the next couple of pages you will be going through the analysied data.
ANALYSIS AND FINDING
1. Do the employee get equla pay – out for their work ?
Response No. Of Employees Percentage (%)
Yes 26 52
No 10 20
Differ form Designation 14 28
In the above mentioned pie chart, study prove that 52% of employees are getting
equal pay-out of their work. Further 28% of employees are get pay differ from
designation and rest of 20% of employees are not getting equal pay-out of their work.
So study prove that pay-out of employees are equal for everyone.
3. What do you think about your work Environment ?
Response No. Of Employees Percentage (%)
Outstanding 6 12
It is very Good 24 48
It is Fair 18 36
It is not Fair 1 2
It is Poor 1 2
During the analysis of environment of organization survey’s questionnaire 2% of
employees are feeling working environment is poor, 2% of employees are feeling it
is not fair, further 12% of employees feel their working environment is outstanding,
36% of employees feel it is fair and rest of 48% of employees feel it is very good. So
study prove that working environment of UCB is very good.
4. What do you think about your working hours?
Response No. Of Employees Percentage (%)
It is Very Good 30 60
It is Fair 18 36
It is Not Fair 1 2
It is Poor 1 2
In the above mentioned pie chart , study prove that 2% of employees said that
working hours are poor, 2% of employees are said that it is not fair, 36% of
employees are said that it is fair and rest of 60% of employees are said that it is very
good. So study proves that working hours in UCB is very good.
5. Comment on the behavior and attitude of you seniors.
Response No. Of Employees Percentage (%)
Rough Way 1 2
Very fine 30 60
Neither Rough Nor Fine 6 12
Improvements required 13 26
In the above mentioned pie chart shows that 2% of employees are feel attitude of
their senior is rough, 12% of employees are said that the attitude and behavior of
their senior is neither rough nor fine, 26% of employees are feel it requires some
improvement and rest of 60% of employees said that it is very fine. So study prove
that the attitude and behavior of senior is fine not so good so that it should require
some improvement.
6. Comment on the behavior of the subordinates at the course of
Employment.
Response No. Of Employees Percentage (%)
Very Fine 32 64
Rough 1 2
Neither Rough Nor Fine 10 20
Improvements required 7 14
In the above mentioned pie chart , study prove that 2% of employees feel the
behavior of their subordinate is rough, 14% of employees said it requires some
improvement, 20% of employees said it is neither rough nor fine and rest of 64%
employees feel it is very fine. So study proves that behavior of their subordinate is
very fine.
7. Do you feel secure (Job Security), at your work Place?
Response No. Of Employees Percentage (%)
Yes 44 88
NO 6 12
Yes
No. Of Employees
Percentage (%)
In the above mentioned pie chart ,analysis prove that 12% of employees feel
insecure at their workplace and 88% of employees feel secured at their workplace .
So study proves that employees job are secured. But 12% of employees job are not
secured may be because of they are not permanent.
8. Does the management listen requisite demand of the employees?
Response No. Of Employees Percentage (%)
Yes 38 76
NO 12 24
Yes
No. OfEmployees
Percentage (%)
In the above mentioned picture graph, study proves that 24% of employees
are said management not listen their requisite demand and 76% of employees are
said to that management listen their requisite demand.
9. Do you satisfied with seven days working?
Response No. Of Employees Percentage (%)
Yes 34 68
NO 16 32
Yes
No. Of Employees
Percentage (%)
In the above mentioned pie chart study prove that 32% of employees are not happy
with seven days working and 68% of employees are satisfied with seven days
working. So after analysis we can say that most of the employees are satisfied with
seven days working.
10. Are you satisfied with your job?
Response No. Of Employees Percentage (%)
Highly Satisfied 8 16
Satisfied 34 68
Dissatisfied 8 16
No. Of Employees
Highly Satisf ied
Satisf ied
Dissatisf ied
In the above mentioned pie chart analysis prove that 16% of employees are
dissatisfied with their job, 16% of employees are highly satisfied with their job and
other 68% of employees are satisfied with their job. So after above finding we can
say that employees are satisfied with their job.
11. Give your view regarding employee welfare program.
Response No. Of Employees Percentage (%)
Satisfactory 18 36
Not Satisfactory 4 8
No. Such Welfare Program 28 56
In the above mentioned pie chart we see 8% of employees are not satisfied with
welfare program ,36% of employees are satisfied with welfare program and rest of
56% of employees are said that no such welfare program for employees. So study
proves that no such welfare program for employees. So UCB has to start some
welfare program for their employees.
12. Does your bank provide any means of conveyance by any mean?
Response No. Of Employees Percentage (%)
Yes 14 28
No 36 72
Yes
No. OfEmployees
Percentage (%)
From the above pie chart it can be concluded that 28% of employees shows their
contentment in regard of the statement. They agree with the fact that the bank is
providing means of conveyance to them while rest 72% of employees deny with the
fact. So overall conclusion drawn improvement is needed in this field.
13. Are you provided with all the benefits improved by the government for the
social security of the employees?
Response No. Of Employees Percentage (%)
Under C. B. I. 0 0
Under workmen's act 6 12
Under Provident Fund 24 48
Under Gratuity 20 40
No. Of Employees
Under C. B. I.
Underworkmen's act
Under ProvidentFund
Under Gratuity
From the above pie chart it can be concluded that no one aware about the C.B.I.
provide which benefits for employees, 12% of employees get benefits under
workmen act, 40% of employees are under gratuity, and rest of 48% of employees
are under provident fund. So after overall conclusion study prove that variation
between the results so the employees are not aware about their benefits.
14. How do you feel about your wages payable by the organization as
compared to the standard rate paid by the other organization?
Response No. Of Employees Percentage (%)
It is higher than standard rate 8 16
It is approximately equal to standard rate 32 64
It is lower than standard rate 10 20
It is very lower than standard rate 0 0
No. Of Employees It is higher thanstandard rate
It isapproximatelyequal tostandard rate
It is low er thanstandard rate
It is very low erthan standardrate
From the above pie chart it can be concluded that 16% of employees wages are
higher than standard rate, 20% of employees wages are lower than standard rate,
and rest of 64% of employees wages are approximately equal to standard rate. So
overall conclusion drawn wages are approximately equal to standard rate.
15. Does your job fulfill your expectation?
Response No. Of Employees Percentage (%)
It is very below your expectation 8 16
It is below your expectation 12 24
It just fulfill your expectation 21 42
Higher then expectation 8 16
Very higher then expectation 1 2
No. Of Employees It is very belowyourexpectation
It is below yourexpectation
It just fulfill yourexpectation
Higher thenexpectation
Very higherthenexpectation
From the above pie chart it can be concluded that 2% of employees’ job expectation
is very high, 16% of employees job expectation is very below, 165 of employees job
expectations are higher, 24% of employees job expectation are below and rest of
42% employees job expectation are just fulfill. So overall conclusion drawn that
employees job not fulfill their expectations.
16. Comment upon the safety and accident preservation measures provided
by your organization.
Response No. Of Employees Percentage (%)
Sufficient 20 40
Not Sufficient 12 24
Just prevents normal accident 4 8
No concern regarding 0 0
Requires Modification 14 28
No. Of Employees Sufficient
Not Sufficient
Just preventsnormalaccident
No concernregarding
RequiresModification
From the above pie chart it can be concluded that 8% of employees just prevent
normal accident, 24% of employees not get any safety measures, 28% of employees
want some requirement in accident prevention it is not sufficient, and rest of 40%
employees are satisfied with accident prevention. So overall conclusion drawn out it
requires some improvement.
Chapter 7
FINDINGS AND RECOMMENDATION
CONCLUSION
High employee satisfaction level can reduce turnover optimizing employee
satisfaction is the key to success of any business. And sound, insightful employees
satisfaction research is the key to understanding how to achieve that optimization.
Employee satisfaction leads to-
Enhance workforce productivity, rotation, satisfaction.
Reduce turnover, recruiting, and training cost.
Anticipate and respond to workforce issue before they escalate.
Enhance customer satisfaction and loyalty.
Enable more effective and cost effective reward recognition.
INFORMATION OUTCOME
Pay-out-Through the analysis of chart 1 shows that majority of employees are
satisfied with pay-out. The suggestion given by employees most of the employees
get equal pay-out of their work.
Work environment- Through the analysis of chart 2 shows that majority of
employees said the environment is good. So after overall study prove that it needed
some improvement.
Working hours- After the analysis of chart 3 shows that 60% of employees said it is
very good. In UCB working hours are 10:00 to 8:00. They are working in a two sift
10:00 to 5:00 and 5:00 to 8:00.
Attitude of senior- After the analysis of chart 4 the study shows that majority of
employees feel the attitude of senior is fine. But it requires some improvement.
Behavior of subordinate- Through the analysis of chart 5 shows that majority of
employees feel behavior of subordinate is fine. But on the other hand it is neither
rough nor fine. So it requires some improvement.
Encouragement for their work- Through the analysis it is found that majority of
employees are encouraged at workplace but rest of employees are not. So that
senior staff should give bonus, incentives to their employees for giving them
encouragement.
Management listen demand- Trough the analysis of chart 8 it is found that 76% of
employees demand are listen by the management but rest of 24% of employees
demand are not listen by the management. After above analysis it is recommended
that management should listen requisites demand of employees.
Seven days working- Through the analysis of chart 9. It can be concluded that
majority of employees are satisfied with seven days working but rest of employees
are not satisfied with seven days working.
Job satisfaction- From the analysis of chart 10 shows that majority of employees
are satisfied. So overall study proves that they are satisfied.
Employees welfare program- Trough the analysis of chart 11 it can be concluded
that majority of employees said that no such welfare program for the employees and
rest of are satisfied. So overall conclusion find out there is no welfare program for
employees in UCB.
Conveyance- Trough the analysis of chart 12 it can be concluded that majority of
employees said that there is no conveyance allowance. So UCB should provide
conveyance allowance to their employees
.
CHAPTER - 7
SUGGESTIONS
After having analyzed the data, it was observed that practically there was no
appraisal in the organization. To be an effective tool, it has to be on the
continuous basis. This is the thing that has been mentioned time and again in the
report, as, in the absence of continuity, it becomes a redundant exercise. Before
actually deciding drafting what should be the kind of appraisal the following
things should be taken care of:
1. The very concept of performance appraisal should be marketed throughout
the organization. Unless this is done, people would not accept it, be it how
important to the organization.
2. To market such a concept, it should not start at bottom, instead it should be
started by the initiative of the top management. This would help in percolating
down the concept to the advantage of all, which includes the top management as
well as those below them. This means that the top management has to take a
welcoming and positive approach towards the change that is intended to be
brought.
3. Further, at the time of confirmation also, the appraisal form should not lead
to duplication of any information. Instead, detailed appraisal of the employee’s
work must be done – which must incorporates both the work related as well as
the other personal attributes that are important for work performance.
4. It should be noted that the appraisal form for each job position should be
different as each job has different knowledge and skill requirements. There
should not be a common appraisal form for every job position in the
organization.
5. The job and role expected from the employees should be decided well in
advance and that too with the consensus with them.
6. A neutral panel of people should do the appraisal and to avoid subjectivity
to a marked extent, objective methods should be employed having quantifiable
data.
7. The time period for conducting the appraisal should be revised, so that the
exercise becomes a continuous phenomenon.
8. Transparency into the system should be ensured through the discussion
about the employee’s performance with the employee concerned and trying to
find out the grey areas so that training can be implemented to improve on that.
7.1 CONCLUSION
Ideally in the present day scenario, appraisal should be done, taking the views of
all the concerned parties who have some bearing on the employee. But, since a
change in the system is required, it cannot be a drastic one. It ought to be
gradual and a change in the mindset of both the employees and the head is
required.
Performance appraisal refers to the assessment of and employee’s actual
performance, behavior on jobs and his or her potential for future performance.
Appraisal has several objective but the main purposes are to asses training needs
effect, effect promotion, and to give pay increases.
Appraisal of performance proceeds in a set pattern. The steps are defining
appraisal objectives establishing job expectations; design the appraisal
programme, conduction performance interview, and using appraisal data for
different HR activities. Edward Deming disfavored performance appraisal,
instead he stressed on effective leader4ship for organizational effectiveness but
now performance appraisal system has become an inherent part of the modern
corporate organizations and through this management system one can asses the
performance of the employees. Through this I have tried to highlight the
performance appraisal system its need and importance in mordent corporate
organizations and its key role in checking the performance and progress of the
employees in the current job.
7.2 BIBLIOGRAPHY
1- BOOK
Marketing Management
By- Kotler Philip
Research Methodology
By- Kothari C.R
2- MAGAZINE
Annual year magazine published by Bank
3-WEBSITES
www.google.com
www.rbi.co.in
www.lkgb.in
4-Brouchures of the Bank
RECOMMENDATION
The management should try to make some new policies to motivate the
workforce and should implement these to all the workers.
Apart from lunch breaks some refreshment should be given to the workers. So
to maintain their energy level.
Transportation facility should be given to all the workers from the lower staff to
the top executive.
There are two shifts running in the UCB. One is from
10:00 to 5:00
5:00 to 8:00
But the ladies staffs don’t want to work in second shift so the management
should take care of this. In second shift employees should be increased so all
burden is not come on the first shift employees.
From the survey, I also concluded that behavior of some senior needs to be
improved and interpersonal relationship at all level needs to be somewhat
improved.
More welfare program should be implemented in the bank.
Management should increase the wages of lower level employees as they are
not satisfied with the present wages given to them.
Management should take prompt action regarding the grievance of any
employees and should solve it out as early as possible.
Give encouragement to the employees given by them some fringe benefits.
QUESTIONNAIRE
Questionnaire for the purpose of studying the quality of work life and job
satisfaction of employees in Urban Cooperative Bank Lakhimpur-Kheri
Name of the employee-_ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __
Post of the employee-_ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __
_
Contact number-_ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __
_
1. Do the employees get equal pay-out for equal work?
Yes
No
Differ from designation
2. What do you think about your working environment?
Outstanding/Excellent
It is very good
It is fair
It is not fair
It is poor
3. What do you think about your working hours?
It is very good
It is fair
It is not fair
It is poor
4. Comment on the behavior and attitude of your senior supervision?
Rough way
Very fine
Neither rough nor fine
It requires some improvement
5. Comment on the behavior of the subordinate at the course of
employment.
Rough way
Very fine
Neither rough nor fine
It requires some improvement
6. Do you feel secured at your work place (job security)?
Yes
No
7. Comment upon the safety and accident prevention measures provided by your
organization.
It is sufficient
It is not sufficient
It just prevents accident
Company is least concerned regarding accident
It requires modification
8. Are the employees encouraged at work?
Yes
No
9. Does your job fulfill your expectations?
It is very below your expectation
It is below your expectation
It just fulfill your expectation
It is higher than your expectation
It is very higher than your expectation
10.How do you feel about your wages payable by the organization as compared
to the standard rate paid by the other organizations?
My wages is very high than the standard rate
My wages is approximately equal to the standard rate
My wages is lower than the standard rate
My wages is very low as compared to the standard rate
11.Does the management listen requisites demand of the employees?
Yes
No
12.Give your view regarding employees welfare program
Satisfactory
Not satisfactory
No such welfare program
13.Are you provided with all the benefits improved by the government
for the social security of employees?
Under C.B.I.
Under workmen’s act
Under provident fund
Under gratuity
14.Does your bank provide any means of conveyance?
If yes, is it by staff bus
If no, do they provide any conveyance allowance?
15. Are you satisfied with your job?
Highly satisfied
Not satisfied
Satisfied