Job satisfaction

An Organisational Study on State Bank of India- Zonal Office, Bangalore

E xecutive S ummary

Industry profile:

The banking industry in India today comprises of 27 public sectors, 31 private

banks and 29 foreign banks.

The Indian banking sector is headed for consolidation. The presence of many

regional players will see few banks emerging as global competitors.

Moreover, the likely rise in interest rates will see bank margins under pressure.

Treasury gains may wilt in the current scenario. Bank profits in future may again

be driven by core income.

Indian banking industry in general and SBI in particular has positioned itself to

take advantage of such economic growth, India is likely to achieve.

Company profile:

There are a total of 350 Commercial banks in the country, with more than 70,000

offices. STATE BANK OF INDIA owns 28% percent of these along with its seven

associates. The bank has reach. Its three-and-a-half times the size of the next

biggest bank, and bigger still than the next five banks put together. The bank has

dominance. It has 28% percent of the total banking business in India.

Despite its sheer size, and the legacy of the public sector, the bank is

surprisingly nimble. It’s computerizing its branches at a rapid pace, having

already done so in 4,000 branches. It hopes to computerize 95% of the branch

network by September 2005, and all the branches by December 2005. The bank

has tied with TCS to develop core banking solutions, which will help network the

branches.

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For the moment, SBI is distancing itself from its old ways and charting new

territories. A few years from now people will be asking whether it can remain

efficient despite the high -growth blueprint. But for now, it can be safely said; the

bank is moving forward and taking on competition head on.

Products, services and departments

The bank has brought about a lot of innovation in its products and departments

and has come out with various schemes.

SBI is providing quality services for its customers, and has been successful in

keeping their customers happy.

With the support of the investors and customers and the efficient endeavours of

the staff, the bank is living upto the expectations of all concerned.

My learning:

My internship training at State Bank of India was indeed a learning experience.

The organisation study has enhanced my knowledge regarding many aspects of

administration. .

I also got the opportunity to interact with the staff of SBI which proved to be very

educative.

It was overall a very wonderful and splendid experience which I wholly cherish.

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I NDUSTRY P ROFILE

Banking in India has its origin as early as the Vedic period. It is believed that the

transition from money lending to banking must have occurred even before. Manu,

the great Hindu jurist who has devoted a section of his work to deposits and

advances and laid down rules relating to rates of interest.

During the mogul period, the indigenous bankers played a very important role in

east India Company; it was the turn of the agency houses to carry on the banking

business. The general bank of India was the 1st joint stock bank to be established

in the year 1786. The others that followed were the Bank of Hindustan and the

Bengal Bank failed in the meantime.

In the 1st half of 19th century the East India Company established 3 banks:

The Bank of Bengal in 1809.

The Bank of Bombay in 1840 and

The Bank of Madras in 1843.

These 3 banks also known as Presidency Banks were independent units and

functioned as well. These 3 banks were amalgamated in 1920 and a new bank,

the Imperial Bank of India was established on 27 th Jan 1921. With the passing

SBI act in 1955, the undertaking of the Imperial Bank of India was taken over by

the newly constituted State Bank of India.

The RBI which is the central bank of India was created in 1935, by passing RBI

act 1934. In the wake of the swadeshi movement, a no. of banks with Indian

management were established in the country namely, Punjab National Bank ltd.,

Bank of India ltd., Canara Bank Ltd., Indian Bank Ltd., the Bank of Baroda Ltd.,

the Central Bank of India Ltd.On July 19, 1969, 14 major banks of the country

were nationalised and on 15th April 1980, 6 more commercial private banks were

also taken over by the Government.

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Today, the commercial banking system in India may be distinguished into:

1. public sector banks

o SBI and its associate banks called the State Bank group.

o 20 nationalised banks.

o Regional rural banks mainly sponsored by public sector banks.

2. private sector banks

o Old generation private banks.

o New generation private banks.

o Foreign banks in India.

o Scheduled co operative banks.

o Non-scheduled banks.

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Indian Financial System

The Indian Financial System is broadly classified into 2 groups:

1. Organised sector.

2. Unorganised sector.

The financial system is also divided into users of financial services and providers.

Financial institutions sell their services to households, businesses and

government who are all the users of financial services.

The providers of financial services are:

1. central Bank

2. other banks

3. Financial institutions.

4. money and capital markets

5. Informal financial enterprises.

The organised financial system comprises the following subsystems:

1. The Banking System.

2. The Cooperative System.

1. Development Banking System.

a. Public Sector

b. Private Sector.

2. Money Markets.

3. Financial companies/Institutions

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The unorganised sector comprises of money lenders, indigenous bankers, pawn

brokers, landlords, traders etc. there are also a host of financial companies, chit

funds etc. in the unorganised sector.

The central bank or the government does not regulate these in a systematic

manner.

Banking Scenario in India

A strong and vibrant banking sector with a network of over 54,500 branches

supports Indian economy. Besides, a no. of national and state level financial

institutions, a large no. of domestic and foreign institutional investors, investment

funds, equipment leasing companies and venture capitalists add vigour to Indian

banking arena.

In the recent years, Indian banking system is undergoing an existential crisis. In

the pre-privatization period, were never ensconced in the financial sector. Then

came the banking regulation act of 1993, which opened the floodgates for foreign

banks. Foreign banks are in the fray, forcing their Indian counterparts to adopt a

customer centric approach.

Merger of banks is also a recent phenomenon. Some of them are Times Bank

with HDFC Bank, Bank of Madura with ICICI Bank and the recent Global Trust

Bank with Oriental Bank of Commerce.

IT in Banking

Indian banking industry, today is in the midst of an IT revolution. A combination of

regulatory and competitive reasons has lead to increasingly importance of total

banking automation in the Indian banking industry.

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Competition, growing expectations of customers and increased awareness

among customers has led to the IT aspect in banking.

E volution of S tate B ank of I ndia

The origin of the State Bank of India goes back to the first decade of the

nineteenth century with the establishment of the Bank of Calcutta in Calcutta on

2 June 1806. Three years later the bank received its charter and was re-

designed as the Bank of Bengal (2 January 1809). A unique institution, it was the

first joint-stock bank of British India sponsored by the Government of Bengal. The

Bank of Bombay (15 April 1840) and the Bank of Madras (1 July 1843) followed

the Bank of Bengal. These three banks remained at the apex of modern banking

in India till their amalgamation as the Imperial Bank of India on 27 January 1921.

Primarily Anglo-Indian creations, the three presidency banks came into existence

either as a result of the compulsions of imperial finance or by the felt needs of

local European commerce and were not imposed from outside in an arbitrary

manner to modernize India's economy. Their evolution was, however, shaped by

ideas culled from similar developments in Europe and England, and was

influenced by changes occurring in the structure of both the local trading

environment and those in the relations of the Indian economy to the economy of

Europe and the global economic framework.

Bank of Bengal H.O.

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Establishment

The establishment of the Bank of Bengal marked the advent of limited liability,

joint-stock banking in India. So was the associated innovation in banking, viz. the

decision to allow the Bank of Bengal to issue notes, which would be accepted for

payment of public revenues within a restricted geographical area. This right of

note issue was very valuable not only for the Bank of Bengal but also its two

siblings, the Banks of Bombay and Madras. It meant an accretion to the capital of

the banks, a capital on which the proprietors did not have to pay any interest.

The concept of deposit banking was also an innovation because the practice of

accepting money for safekeeping (and in some cases, even investment on behalf

of the clients) by the indigenous bankers had not spread as a general habit in

most parts of India. But, for a long time, and especially upto the time that the

three presidency banks had a right of note issue, bank notes and government

balances made up the bulk of the investible resources of the banks.

The three banks were governed by royal charters, which were revised from time

to time. Each charter provided for a share capital, four-fifth of which were

privately subscribed and the rest owned by the provincial government. The

members of the

board of directors, which managed the affairs of each bank, were mostly

proprietary directors representing the large European managing agency houses

in India. The rest were government nominees, invariably civil servants, one of

whom was elected as the president of the board.

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Group Photograph of Central Board (1921)

Business:

The business of the banks was initially confined to discounting of bills of

exchange or other negotiable private securities, keeping cash accounts and

receiving deposits and issuing and circulating cash notes. Loans were restricted

to Rs.one lakh and the period of accommodation confined to three months only.

The security for such loans was public securities, commonly called Company's

Paper, bullion, treasure, plate, jewels, or goods 'not of a perishable nature' and

no interest could be charged beyond a rate of twelve per cent. Loans against

goods like opium, indigo, salt woolens, cotton, cotton piece goods, mule twist and

silk goods were also granted but such finance by way of cash credits gained

momentum only from the third decade of the nineteenth century. All commodities,

including tea, sugar and jute, which began to be financed later, were either

pledged or hypothecated to the bank. Demand promissory notes were signed by

the borrower in favor of the guarantor, which was in turn endorsed to the bank.

Lending against shares of the banks or on the mortgage of houses, land or other

real property was, however, forbidden.

Indians were the principal borrowers against deposit of Company's paper, while

the business of discounts on private as well as salary bills was almost the

exclusive monopoly of individuals Europeans and their partnership firms. But the

main function of the three banks, as far as the government was concerned, was

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to help the latter raise loans from time to time and also provide a degree of

stability to the prices of government securities.

Old Bank of Bengal

Major change in the conditions

A major change in the conditions of operation of the Banks of Bengal, Bombay

and Madras occurred after 1860. With the passing of the Paper Currency Act of

1861, the right of note issue of the presidency banks was abolished and the

Government of India assumed from 1 March 1862 the sole power of issuing

paper currency within British India. The task of management and circulation of

the new currency notes was conferred on the presidency banks and the

Government undertook to transfer the Treasury balances to the banks at places

where the banks would open branches. None of the three banks had till then any

branches (except the sole attempt and that too a short-lived one by the Bank of

Bengal at Mirzapore in 1839) although the charters had given them such

authority. But as soon as the three presidency bands were assured of the free

use of government Treasury balances at places where they would open

branches, they embarked on branch expansion at a rapid pace. By 1876, the

branches, agencies and sub agencies of the three presidency banks covered

most of the major parts and many of the inland trade centres in India. While the

Bank of Bengal had eighteen branches including its head office, seasonal

branches and sub agencies, the Banks of Bombay and Madras had fifteen each.

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Bank of Madras Note Dated 1861 for Rs.10

Presidency Banks Act

The presidency Banks Act, which came into operation on 1 May 1876, brought

the three presidency banks under a common statute with similar restrictions on

business. The proprietary connection of the Government was, however,

terminated, though the banks continued to hold charge of the public debt offices

in the three presidency towns, and the custody of a part of the government

balances. The Act also stipulated the creation of Reserve Treasuries at Calcutta,

Bombay and Madras into which sums above the specified minimum balances

promised to the presidency banks at only their head offices were to be lodged.

The Government could lend to the presidency banks from such Reserve

Treasuries but the latter could look upon them more as a favor than as a right.

Bank of Madras

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The decision of the Government to keep the surplus balances in Reserve

Treasuries outside the normal control of the presidency banks and the connected

decision not to guarantee minimum government balances at new places where

branches were to be opened effectively checked the growth of new branches

after 1876. The pace of expansion witnessed in the previous decade fell sharply

although, in the case of the Bank of Madras, it continued on a modest scale as

the profits of that bank were mainly derived from trade dispersed among a

number of port towns and inland centres of the presidency.

India witnessed rapid commercialization in the last quarter of the nineteenth

century as its railway network expanded to cover all the major regions of the

country. New irrigation networks in Madras, Punjab and Sind accelerated the

process of conversion of subsistence crops into cash crops, a portion of which

found its way into the foreign markets. Tea and coffee plantations transformed

large areas of the eastern Terais, the hills of Assam and the Nilgiris into regions

of estate agriculture par excellence. All these resulted in the expansion of India's

international trade more than six-fold. The three presidency banks were both

beneficiaries and promoters of this commercialization process as they became

involved in the financing of practically every trading, manufacturing and mining

activity in the sub-continent. While the Banks of Bengal and Bombay were

engaged in the financing of large modern manufacturing industries, the Bank of

Madras went into the financing of large modern manufacturing industries, the

Bank of Madras went into the financing of small-scale industries in a way which

had no parallel elsewhere. But the three banks were rigorously excluded from

any business involving foreign exchange. Not only was such business

considered risky for these banks, which held government deposits, it was also

feared that these banks enjoying government patronage would offer unfair

competition to the exchange banks which had by then arrived in India. This

exclusion continued till the creation of the Reserve Bank of India in 1935.

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Bank of Bombay

Presidency Banks of Bengal

The presidency Banks of Bengal, Bombay and Madras with their 70 branches

were merged in 1921 to form the Imperial Bank of India. The triad had been

transformed into a monolith and a giant among Indian commercial banks had

emerged. The new bank took on the triple role of a commercial bank, a banker's

bank and a banker to the government.

But this creation was preceded by years of deliberations on the need for a 'State

Bank of India'. What eventually emerged was a 'half-way house' combining the

functions of a commercial bank and a quasi-central bank.

The establishment of the Reserve Bank of India as the central bank of the

country in 1935 ended the quasi-central banking role of the Imperial Bank. The

latter ceased to be bankers to the Government of India and instead became

agent of the Reserve Bank for the transaction of government business at centers

at which the central bank was not established. But it continued to maintain

currency chests and small coin depots and operate the remittance facilities

scheme for other banks and the public on terms stipulated by the Reserve Bank.

It also acted as a bankers' bank by holding their surplus cash and granting them

advances against authorized securities. The management of the bank clearing

houses also continued with it at many places where the Reserve Bank did not

have offices. The bank was also the biggest tenderer at the Treasury bill auctions

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conducted by the Reserve Bank on behalf of the Government.

The establishment of the Reserve Bank simultaneously saw important

amendments being made to the constitution of the Imperial Bank converting it

into a purely commercial bank. The earlier restrictions on its business were

removed and the bank was permitted to undertake foreign exchange business

and executor and trustee business for the first time.

Imperial Bank

The Imperial Bank during the three and a half decades of its existence recorded

an impressive growth in terms of offices, reserves, deposits, investments and

advances,

the increases in some cases amounting to more than six-fold. The financial

status and security inherited from its forerunners no doubt provided a firm and

durable platform. But the lofty traditions of banking which the Imperial Bank

consistently maintained and the high standard of integrity it observed in its

operations inspired confidence in its depositors that no other bank in India could

perhaps then equal. All these enabled the Imperial Bank to acquire a pre-eminent

position in the Indian banking industry and also secure a vital place in the

country's economic life.

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Stamp of Imperial Bank of India

When India attained freedom, the Imperial Bank had a capital base (including

reserves) of Rs.11.85 crores, deposits and advances of Rs.275.14 crores and

Rs.72.94 crores respectively and a network of 172 branches and more than 200

sub offices extending all over the country.

First Five Year Plan

In 1951, when the First Five Year Plan was launched, the development of rural

India was given the highest priority. The commercial banks of the country

including the Imperial Bank of India had till then confined their operations to the

urban sector and were not equipped to respond to the emergent needs of

economic regeneration of the rural areas. In order, therefore, to serve the

economy in general and the rural sector in particular, the All India Rural Credit

Survey Committee recommended the creation of a state-partnered and state-

sponsored bank by taking over the Imperial Bank of India, and integrating with it,

the former state-owned or state-associate banks. An act was accordingly passed

in Parliament in May 1955 and the State Bank of India was constituted on 1 July

1955. More than a quarter of the resources of the Indian banking system thus

passed under the direct control of the State. Later, the State Bank of India

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(Subsidiary Banks) Act was passed in 1959, enabling the State Bank of India to

take over eight former State-associated banks as its subsidiaries (later named

Associates)

At present the 7 associate banks are:

1. State Bank of Bikaner and Jaipur

2. State Bank of Hyderabad.

3. State Bank of Indore.

4. State Bank of Mysore.

5. State Bank of Patiala.

6. State Bank of Saurashtra.

7. State Bank of Travancore.

The State Bank of India was thus born with a new sense of social purpose aided

by the 480 offices comprising branches, sub offices and three Local Head Offices

inherited from the Imperial Bank. The concept of banking as mere repositories of

the community's savings and lenders to creditworthy parties was soon to give

way to the concept of purposeful banking sub serving the growing and diversified

financial needs of planned economic development. The State Bank of India was

destined to act as the pacesetter in this respect and lead the Indian banking

system into the exciting field of national development.

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M ission S tatement

To retain the bank’s position as the premier Indian Financial Services Group, with

world class standards and significant global business committed to excellence in

customer, shareholder and employee satisfaction and to play a leading role in the

expanding and diversifying financial services sector while continuing emphasis

on its development banking role.

V ision S tatement (Qualitative)

Premier Indian Financial Services Group with global perspective, world class

standards of efficiency and professionalism and core institutional values.

Retain its position in the country as a pioneer in development banking;

Maximise shareholder value through high sustained earnings per share

An institution with a culture of mutual care and commitment, a satisfying and

exciting work environment and continuous learning opportunities.

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V alues

Excellence in customer service

Profit orientation

Belonging and commitment to the bank.

Fairness in all dealings and relations.

Risk-taking and innovation.

Team-playing.

Learning and renewal.

Integrity.

Transparency and discipline in policies and systems.

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B oard of D irectors as on 15-09-2005

1. Shri. Arun Kumar Purwar --- Chairman

2. Shri. K.Ashok Kini --- Managing Director (National Banking Group)

3. Shri. T.S.Bhattacharya --- Managing Director (Corporate Banking)

4. Shri. K.P.Jhuhjhunwala

5. Shri. P.R.Khanna

6. Shri. Suman Kumar Bery

7. Shri. Ajay.G.Piramal

8. Shri Ananta Chandra Kalita.

9. Shri N.S.Sisodia.

10. Smt. Shyamala Gopinath.

11. Shri. Arun Singh

12. Shri. Rajiv Pandey

13. Shri. Piyush Goyal

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O RGANISATION S TRUCTURE

The structure of the corporate center and the business groups located at Mumbai is as follows:

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Chairman

DMD & CFO

DMD (I & MA)

CVO

DMD & CCO

DMD & CDO

DMD (IT)

MD & GE (CB)

MD & GE (NB)

DMD & GE (IB)

DMD & GE (A&S)

CORPORATE CENTER

BUSINESS GROUPS


The structure of Local Head Office (LHO) is as follows:

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Chief General Manager

DGM (Vigilance)

DGM (Law)

AGM (Public relations and community services

banking)

DGM Circle Financial Officer

DGM Circle Credit Officer

DGM Circle Development Officer

General Manager (Commercial Banking)

General Manager (Development & Personal Banking)


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Deputy General Manager (Module)


F INANCIAL V IEW

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MMGS II – Security Officer

SMGS IV- Personnel & HRD

MMGS III – Disc.Pro.Cell

AGM’s (Region)

Retail Asset CPC

SE Credit CellCredit Processing Cell (Temporary)

Head, Mortgage Sales

MMGS III – Official Languages

SMGS IV- Gen. Banking/Bud & Per.Mon.Etc.

All branches headed by AGM’s

MMGS III- Zonal Office Computer Centre

Manager MIS (Direct Branches)

SMGS IVAdvances, Rehab.Cum NPA Mgt.Cell

MMGS IIIAdv. Cell

MMGS III NPA MGA/REC.CELL

JMGS Medical Officer

MMGS IIPremises

CM Banking Operations

SMGS IV – Office Administration

MMGS III – interoffice reconciliation- Government accounts department.

Chief ManagerLead Bank Cell (in a few nodules)

JMGS I – Asst. Manager (Law)

Structure of Zonal Office


The Bank posted a net profit of Rs 1222.83 cr for Q1 of 2005-06, recording a

growth of 15.54% compared to Rs. 1058.40 cr in Q1 of 2004-05.

Operating profit for the quarter stood at Rs.3439.48 cr. as against Rs. 2071.40 cr

in Q1 of 2004-05 a growth of 66.05%. Operating Profit excl. profit on sale of

investment, Dividend and one time item increased by 44.07%. Increase in net

interest income coupled with marginal decline in Operating Expenses led to

higher Operating Profit.

Ratio Analysis:

2004-05 05-06

Selected Ratios FY Q1 Q1

Earnings per share in Rs on Face Value of Rs 10 81.79 80.44 92.94

Return on shareholders equity 18.10 19.89 19.38

Net interest margin (Net Int Income/Avg Int Earning Assets) 3.39 2.99 3.77

NIM (Excl. one time items) 3.20 2.99 3.14

Other income to Total net operating income 33.80 34.25 27.04

Capital Adequacy Ratio (%) 12.45 13.82 11.63

Tier I 8.04 9.01 7.88

Tier II 4.41 4.81 3.75

Net NPA Ratio 2.65 3.45 2.44

GROUP PERFORMANCE HIGHLIGHTS:

The aggregate deposits and advances of the State Bank Group as at the

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end of first quarter of 2005-06 were Rs. 5, 28,125 crores and Rs. 3, 00,122 crores respectively.

The Operating Profit and the Net profit of the Group for the Q1FY06 were Rs. 4282.55 crores and Rs, 1322.67 crores respectively.

The major financial indicators of the Group as at the end of Q1 FY 06 were as under:

Financial Parameter %

ROA 0.84

ROE 15.69

Expense Ratio 44.91

NIM 3.76

Yield on Advances 7.89

Cost of Deposit 4.65

Gross NPAs 5.13

Net NPAs

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P roducts and s ervices

Being the largest bank in India, SBI aims at attracting customers from all sectors

of the society. In order to facilitate this, the bank has set up various strategic

business units called SBU’s to cater to different needs.

Some of them are as follows:

Strategic business units (SBU’s)

1. Corporate Banking Group.

2. National banking group

3. International banking

4. Associates and subsidiaries

5. Project finance.

National banking is further divided into:

1. personal banking

2. agricultural Banking

3. small and medium enterprises

4. development banking

Personal banking

State Bank of India offers a wide range of services in the Personal Banking

Segment.

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Some of them are as follows:

SBI Term Deposits

Savings Bank

SBI Recurring Deposits

Loan against Mortgage of property

SBI Loan for Pensioners

SBI Housing Loan

Loan against Shares & Debentures

SBI Car Loan Rent plus Scheme

SBI Educational Loan Medi-Plus Scheme

SBI Personal Loan Rates of Interest

A no. of personal banking branches are opened throughout, equipped with

customer friendly knowledgeable staff to cater to an individual’s financial

requirements State Bank of India offers a wide range of services in the Personal

Banking Segment. Here’s a brief look at one of the Personal Banking Product:

SBI HOUSING LOANS:

Home is where the heart is!

The Housing loan schemes are designed to make it simple to make a choice at

least as far as financing goes.

Some of the advantages are:

Excellent service and lower costs.

Low Equated Monthly Instalments (EMI)

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Low interest rates, currently between 8% p.a. and 9.25% p.a. on daily reducing

balances

No hidden costs or administrative costs

No prepayment penalties.

The loan could be taken for:

Purchase or construction of a new house/ flat.

Purchase an existing (old) house/ flat.

Extend, repair, renovate or alter a house/ flat.

Purchase a plot of land meant for construction of a dwelling unit.

Eligibility

Anyone who is over 21 years of age and has a steady source of income is

eligible.

Loan Amount

The actual loan amount is determined on the basis of repayment capacity taking

into account the income, age, assets and liabilities. As a rule of thumb - Upto 60

times the net monthly income will be sanctioned depending upon the age.

Usually, spouse's income and the expected rental would also be taken into

account.

Repayment

The repayment terms are amongst the most flexible in the market. Depending on

the age and capacity to repay, the loan could be paid back the loan in easy

instalments spread over 20 years.

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Agricultural Banking:

State Bank of India Caters to the needs of agriculturists and landless

agricultural labourers through a network of 6600 rural and semi-urban branches.

There are 972 specialized branches which have been set up in different parts of

the country exclusively for the development of agriculture through credit

deployment. These branches include 427 Agricultural Development Branches

(ADBs) and 547 branches with Development Banking Department (DBDs) which

cater to agriculturists and 2 Agricultural Business Branches at Chennai and

Hyderabad catering to the needs of hi-tech commercial agricultural projects.

The branches have covered a whole gamut of agricultural activities like crop

production , horticulture , plantation crops, farm mechanization, land

development and reclamation, digging of wells, tube wells and irrigation projects,

forestry, construction of cold storages and godowns, processing of agri-products,

finance to agri-input dealers, allied activities like dairy , fisheries, poultry, sheep-

goat, piggery and rearing of silk worms.

SBI is the leader in agriculture finance in the country with a portfolio of Rs.

18,000

Corporate Banking

SBI provides financial products and services of wide range for large, medium and

small customers both domestic and international. The corporate banking unit is a

step towards providing services to corporates.

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Some of its products are:

Working capital financing

It is extended both as fund based and non-fund based facilities to corporates,

partnership firms, and proprietary concerns.

It also extends working capital finance to all segments of industries and services

sector such as IT.

Term Loans

The bank provides term loans to support capital expenditures for setting up new

ventures and also for expansion, renovation etc.

Deferred Payment Guarantees

This is given to provide support purchase of capital equipments.

Corporate loans.

This is provided to corporates for a variety of business related corporates.

Some of the loans are

Project finance and Lease Finance, which is a dedicated set up specialised in

financing of infrastructure and other large projects

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Project Export Finance

State Bank of India is an active participant in the area of finance of Project

export activities. These activities will mainly involve financing the fund based and

non fund based requirements of the project exporters.

• Export of engineering goods on deferred payment terms

• Execution of turnkey projects abroad

• Execution of overseas civil construction contracts abroad

• Exports of services are the contracts for export of consultancy, technical and

other services.

Project export contracts are generally of high value and exporters undertaking

them are required to offer competitive terms to be able to secure orders from

foreign buyers in the face of stiff international competition.

Various types of credit facilities, both non fund and fund based, that the project

exporters may need at the time of bidding and/ or for execution of the project are

extended by the Bank.

Non Fund Based Facilities

Letter of Credit facility on behalf of the customer enabling him to import raw

material required for manufacturing goods for project export is provided by the

bank and also all other types of guarantees required for project export contract

are issued by the bank:

Bid Bond Guarantee.

Advance Payment Guarantee

Performance Guarantee Down

Payment Guarantee

Retention Money Guarantee

Maintenance Guarantee & Overseas Borrowing Guarantee

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The fund based facilities are:

Pre-shipment credit

Rupee/ Foreign currency supplier's credit

Buyer’s credit

Merchant banking:

SBI’s Merchant Banking Group is strongly positioned to offer perfect financial

solutions to your business. We specialize in the arrangement of various forms of

Foreign Currency Credits for Corporates.

It provides resources, convenience and services to meet customer’s needs by

arranging Foreign Currency credits through:

• Commercial loans

• Syndicated loans

• Lines of Credit from Foreign Banks and Financial Institutions

• FCNRB loans

• Loans from Export Credit Agencies

• Financing of Imports.

International Banking:

International banking services of State Bank of India are delivered for the benefit

of its Indian customers, non-resident Indians, foreign entities and banks through

a network of 52 offices/branches in 31 countries, spread over all time zones. The

network is augmented by a cluster of Overseas and NRI branches within India

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and correspondent links with over 700 banks, the world over. Bank's Joint

Ventures and Subsidiaries abroad further underline the Bank's international

presence.

The Bank has carved a niche for itself in the Euro land with branches located in

Antwerp, Paris and Frankfurt. Indian banks and corporates are able to avail

single-window Euro services from the Bank's Frankfurt branch.

Some of the other services of the State Bank of India are:

SBI Life - Insurance

SBI Cards - Credit and Debit cards

SBI Mutual Funds

Some of the Internet Banking services include:

Self-account funds transfer across India.

Third party transfers in the same branch

New account opening

Demand Draft requests

Standing instructions

New Cheque-book request and much more.

Apart from these, the other salient value-added features available are:

Railway tickets booking,

Utility bill payments

LIC and other insurance premium payments,

SBI Mutual funds Investments

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Remit Subscription to PPF account,

Credit card dues payments,

Deposit your taxes,

Donations to your religious inspirations

Donations to Red Cross and such other organisations

Setting up SMS alerts for transaction information.

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S TRUCTURE OF Z ONAL O FFICE, B ANGALORE

A Module in State Bank Of India, Comprises 100-200 branches. The HQ of a

Module is called as Zonal Office and is headed by a Deputy General Manager

who is responsible for the business growth; smooth functioning of the branches,

quality of assets, customer service and personnel Management. The DGM is

assisted in this by a set of officers, Assistant General Managers (AGMs) of

Regions and AGMs of Direct branches. The Organisational structure of a Module

is depicted in the schematic diagram.

AGM(Operations) : Stationed at the Zonal Office is in charge of all

Banking Operations like , budgeting, Performance monitoring, Premises ,

Fixed Assets, all Banking activities other than Advances etc.. In the Region.

Chief Managers (GB) of the regions will report to him. He will report to the

Module DGM..

AGM(Retail Assets Processing Cell(RACPC)): In order to reduce turn

around time in the processing of Personal segment advances like Housing

loans, Educational loans and Car loans, the Bank has setup RACPCs

under its Business Process Reengineering(BPR) Project. While the

branches will source the applications and ensure KYC in respect of

customers, the processing of loans and sanctions will be made by RACPC.

They will also obtain legal opinions and valuation reports and conduct pre-

sanction inspections. An RACPC is functioning at Bangalore.

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AGM(Small Enterprises Credit Cell(SECC)): In order to reduce turn

around time in the processing of small business and SSI advances the

Bank has setup SECCs under its Business Process Reengineering(BPR)

Project. While the branches will source the applications and ensure KYC in

respect of customers, the processing of loans, sanctions and

Documentation will be made by SECCS. They will also obtain legal opinions

and valuation reports and conduct pre-sanction inspections. An SECC is

functioning at Bangalore.

AGM(RAPSECC): At centres where there is not sufficient work load to

setup RACPC & SECC separately a hybrid processing cell is set up to cater

to both Personal segment loans & Small enterprises. In Bangalore module

two such cells are in operation at Mysore & Mangalore.

AGM(Outbound Sales force): He is in charge of a mobile marketing wing

of the Bank staffed with sales executives, who will contact prospective

customers in personal segment and direct them to the nearest branches.

One such wing is functioning at Bangalore

AGM(Mortgage Loans) He is responsible marketing Mortgage loans in

the module, particularly in Personal segment His responsibilities include

getting new business, exploring strategic tie-ups,co-ordinating with RACPC

& Outbound Sales force .

AGM (Credit Processing cell) : In order to reduce turn around time in the

processing of small business and SSI advances the Bank has set up CPCS

.While the branches will source the applications and ensure KYC in respect

of customers, the processing of loans , sanctions will be made by CPCS.

One CPC is functioning in Bangalore Module.

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Manager (Multi Sales Task Force) He is in charge of a mobile marketing

wing of the Bank staffed with sales executives, who will contact prospective

customers in Small & Medium enterprise segment and direct them to the

nearest branches. One such wing is functioning at Bangalore

Chief Manager (Advances, Rehabilitation

cum NPA management cell): Stationed at Zonal office and will monitor the

credit portfolio pertaining to direct branches & module and is in charge of

Advances, Rehabilitation & NPA management cell. He is also the secretary

of Zonal Office Credit Cell. He is assisted by

o Manager (NPA) : Stationed at Zonal office and will monitor the

NPAs in respect of direct branches & module

o Manager Advances cell : Stationed at Zonal office and will

monitor the credit portfolio pertaining to direct branches and is in

charge of Advances, Rehabilitation

Chief Manager(General Banking): Stationed

at the Zonal Office is in charge of all Banking Operations like , budgeting,

Performance monitoring, Premises , Fixed Assets, all Banking activities

other than Advances in respect of direct branches. Compliance of

Inspection reports. He will also look after the issues relating to branch

premises, fixed assets. He will functionally report to AGM(Operations of the

Module)

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Chief Manager(Personnel & HRD) Stationed

at Zonal office and is in charge of staff matters including Staff

budgeting ,transfers, training , leave, Medical Bills ,Staff Housing loans and

placements in the module. He will assess the training needs of the staff and

arrange for such training. He will also manage the service files and leave

records of the officers in the module. He is also staff in charge in respect of

staff working in direct branches.

Chief Manager (Banking Operations): He is in charge of Inter Office

Reconciliation, Zonal Office Computer Centre(ZOCC), Govt Accounts MIS

depts in the Module. He is responsible for collection of various returns, data,

and analysis and follow-up with branches for attending to IOR memos,

Reconciliation, submission of data etc. He is responsible for preparation of

and submission of Annual returns. Completion of statutory Audit of the

returns and compliance of the Audit reports. He is assisted by ;

o Manager ZOCC: He is in charge of ZOCC, which will collect data

like weekly reports, Monthly P Forms, Credit Information System

(CIS) data, analyze them and prepare report to DGM.

o Manager (IOR Cell): He is in charge of Inter Office Reconciliation,

and will ensure timely reconciliation by the branches in the zone,

Submission of daily statements to the Reconciliation dept at

Belapur.

o Manager (MIS): He is responsible for collection of data and various

returns from the branches in the module. Analysis of these data

and providing information to the Management (DGM) and

submission of consolidated returns to Local Head office.

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Manager Disciplinary Proceedings Cell (DPC): He is in charge of

Disciplinary & Vigilance matters in the module. He will arrange for

Investigation, calling of explanations, charge sheeting the errant staff,

arranging for Enquiry and follow-up of the pending cases with the

disciplinary authorities in the module. He will also appraise the management

from time to time progress in each case and the details of pending cases.

He will also ensure timely completion of Investigation and enquiry. He is

assisted by the Investigation officers, Presenting Officers and Enquiry

officers appointed in each case.

Manager Security: He is responsible for ensuring proper security for the

branch premises and offices. He will visit branches and ensure required

security precautions are taken by the branches. He will recommend for

installation of CC TVs at branches. He will arrange for training to armed

guards. Ensure that Gun licences are renewed and up to date and Guns are

serviced regularly. He will also ensure that locking system is properly

managed.

Dy. Manager Law: With a view to provide advises on legal matters to the

branches in the module, a law dept has been setup in each module. The

Law officer is a specialist officer with legal background. He will provide

expert opinion on legal matters, empanel the advocates and follow-up cases

with the advocates and branches. He will scrutinise agreements and study

the legal implications relating to various banking decisions. At times he will

oversee the cases relating to the Bank in Courts, Debt Recovery tribunals,

Ombudsman and Consumer forums.

Dy. Manager Engineering: In order to enable the branches and the

operating staff to take decisions regarding Civil & Electrical works a section

headed by engineer is functional at the Zonal Office. The Engineer who will

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be reporting to the DGM will evaluate the estimates and plans .He will also

supervise the constructions and will also monitor the works subcontracted to

contractors. He will also scrutinise the Bills submitted by the contractors and

countersign the Bills.

Sr. Medical Officer: With a view to provide Medical assistance to the

Staff, Bank has setup a Medical section headed by a senior medical officer

is set up at the Zonal Office. The Medical Officer will provide Health care

service to the staff. He will also scrutinise the medical bills of staff. He will

also undertake medical examination of new recruits.

Manager Official Languages: He is responsible for the implementation of

the Official language policy of Govt of India, in the branches and module. He

has to ensure progressive use of Hindi and Regional language (Kannada in

Bangalore Module), in day to day operations within and with the customers.

He will receive quarterly returns from the branches and take steps to

achieve the targets. He will also arrange for training the staff in Hindi &

Kannada. Translate Circulars, letters etc from English to Hindi/ Kannada.

Ensure usage of Bi/ Tri lingual stamps, letter heads and computer

application packages.

Manager Computer& Communications: As the Bank is totally

computerised; there is a need to provide ongoing software & hardware

support to the branches. With the above in view a specialised section under

the Manager Computer& Communications is functional at the Zonal office.

He is assisted by Project officers who will help in computerising the

branches and software updates. A Communication Engineer in the section

will help manage the communication network & equipments

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Chief Manager Office Administration: All payments including Salary and

allowances to the staff made in the Zonal office are made by the Office

Administration Dept in the Zonal Office. All the Clerical and Subordinate

staff working in the Zonal office are under the Chief Manager Office

Administration.

AGMs of Regions: A Module in SBI comprises of 3-6 regions

which are headed by AGMs. Each region is a mini module controlling 25-35

branches and is responsible for the business growth; smooth functioning of

the branches, quality of assets, customer service and personnel

Management. There are 5 Regions in Bangalore Module .The AGM of the

region is assisted by the following officials :

o Branch Managers: The Heads of branches who will ensure

smooth functioning of the branches and are responsible for branch

operations.

o Chief Manager (Credit Support cell): Stationed at Regional office

and will monitor the credit portfolio in the region.

o Chief Manager(General Banking): Stationed at the Regional

Office is in charge of all Banking Operations like , budgeting,

Performance monitoring, Premises , Fixed Assets, all Banking

activities other than Advances etc.. In the Region. He will

functionally report to AGM(Operations of the Module)

o Manager (NPA): Stationed at Regional office and will monitor the

NPAs in the region.

o Manager(Staff in charge) Stationed at Regional office and is in

charge of staff matters including transfers, training and disciplinary

matters

o Dy. Manager (I&A): Stationed at Regional office and will oversee

the Compliance of Inspection reports, ensuring the health of

branches.

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AGM (Regional Business Office): With a view to take the controllers

nearer to place of operations some of the AGMs of regions will be stationed

out side the module HQ. Their functions are same as that of AGMs of

regions. RBO of Region III in Bangalore module is located at Mangalore.

AGMs of Branches: All Branches with more than Rs.1000million

business are headed by AGMs, who in turn manage these branches

through Divisional Managers heading various business segments in the

branch. and will ensure smooth functioning of the branches and are

responsible for branch operations. He will directly report to the DGM of the

module. There are 18 direct branches in Bangalore Module

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S WOT A NALYSIS

STRENGTH:

Many new generation banks both private and foreign have entered the banking

industry and these banks offer new products at competitive rates.

In this scenario, the bank has defined its competitive advantage as:

Vast branch network spread all over the country.

Advancement in technology upgradation.

Low NPA ratio

SBI & Associates is the largest bank in India

Branch network has also spread overseas.

Well trained personnel to handle specialised products.

Provides innovative products and services.

WEAKNESS:

High cost of funds.

Insufficient banking hours.

Inability to make good use of advertising to attract customers.

Old fashioned ambience.

Some of the branches not being fully computerised.

Non availability of a centralised customer database.

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OPPORTUNITY:

In the banking sector, technology is finding its application in product

delivery/access, productivity, performance, product design and above all

adapting to market and customer needs.

This can significantly add to the competitive advantage and promote the services

to clients.

THREAT:

Size has become an important issue in Indian banking parlance. There are

bound to be mega mergers and acquisitions.

Increasing pressure on asset quality, decreasing margins and competition.

Banks, especially PSB’s are at the receiving end of certain developments

including policy changes, for instance the ongoing clamour to lower the

interest rates.

Stiff competition from other industrial rivals.

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J OB S ATISFACTION – A N O VERVIEW

Job satisfaction refers to one’s feeling towards one’s job. It can only be inferred

but not seen.

Job satisfaction is often determined by how well outcomes meet or exceed expectations.

Satisfaction in one’s job means increased commitment in the fulfilment of formal requirements.

There is greater willingness to invest personal energy and time in job performance.

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.

Consequences of Job Satisfaction:

High job-satisfaction may lead to improved productivity, increased turnover, improved attendance,

reduced accidents, less job stress and lower unionisation.

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 support to this belief.

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Satisfaction and absences:

Correlation of satisfaction to absenteeism is also improved conclusively. Absenteeism is high

when satisfaction id low. The degree to which people feel that their jobs are important has a

moderating influence on their absences. While high job-satisfaction will not necessarily result in

low absenteeism, low satisfaction is likely to bring about high absenteeism.

Satisfaction and job stress:

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.

Measurement of Job satisfaction

This provides an index of organisational effectiveness. The three primary methods of measuring

job satisfaction are:

o Attitude Surveys

o Observing actual behaviour

o Conducting executive rapport sessions

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Sources of Job Satisfaction:

o Wage structure

o Nature of work

o Promotions

o Work group

o Working conditions

o Supervision

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R ESEARCH M ETHODOLOGY

Background of the study

Job satisfaction is a widespread problem. Productivity, efficiency are related to

work force. To achieve those one should be committed to the organisation to the

long term. This in turn depends on the level of job satisfaction and the morale of

the employees.

Job satisfaction improves the performance of an organisation.

Statement of the problem

The research problem selected is entitled as “Job satisfaction of employees in

SBI, Zonal Office, Bangalore”.

Need and importance of study

o This study is undertaken to find out the level of job satisfaction among the

employees of SBI. Moreover, this study is to know the impact of working

conditions, company policies and its impact on the job satisfaction.

o This study will help the organisation to design their job satisfaction

programme.

o Management can decide whether the existing job satisfaction programme

should be continued or revised.

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Hypothesis:

o There exists no difference in the perception of job satisfaction as perceived by

employees of SBI

o There exists difference in the perception of job satisfaction as perceived by

employees of SBI.

Primary Objective

o To study the level of job satisfaction in SBI

Secondary Objectives

o To study the effects and outcomes of job dissatisfaction

o To identify potential causes for job satisfaction

o To measure the level of job satisfaction in relation to various factors like the

physical and social environment, training and development, goals, rewards

remuneration etc.

Scope

This study is undertaken to find out the level of job satisfaction among the

employees of SBI, Zonal Office, Bangalore.

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Limitation

o The sample size was limited

o It includes the officers and clerks of the Zonal Office only and not the

organisation as a whole.

o Respondents did not answer a few questions.

o Opinion of the respondents may be raised.

o The study is sensitive in nature and there might be a colour of bias in

answering the questionnaire.

Sources of Data:

Primary Data:

Primary data has been collected through administering the questionnaires

personally to employees of SBI. The response will be analysed and evaluated to

extract the required information.

Secondary Data:

Secondary data has been collected by way of personal meeting with employees

of SBI and also various reports collected from them.

Information was also collected from websites, brochures, bank journals,

magazines etc.

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Sample size:

The sample size considered for the research is 50.

Sampling technique:

The sampling technique used is simple random sampling.

Research Instrument:

The instruments used for research are mainly questionnaires and interviews.

A set of questionnaires was presented to respondents. Because of its flexibility, it

is by far the most common instrument used to collect primary data. Questions

were carefully developed, tested and debugged before administering in a large

scale.

The questions and their form, wording and sequence were carefully chosen.

Close ended questions were chosen specifying all possible answers

Under close-ended questions, the following types of questions were asked in the

questionnaire.

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D ata A nalysis

The various parameters selected for analysing the job satisfaction level are:

Remuneration

Training & Development

Communication

Goals

Teamwork

Promotions

Leadership

Rewards & Punishment

Social Environment

Physical Environment

Previously conducted surveys prove that the above mentioned parameters have

a highly positive correlation with the job satisfaction level.

Feedback given by the employees regarding the above mentioned parameters

have been analysed to find out the employees perception about these

parameters and thereby the overall job satisfaction level is measured.

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Graph depicting the satisfaction level with respect to Remuneration:

Satisfaction level percentage (%)

To a very small extent nil

To a small extent 21.2

To a large extent 48.8

To a very large extent 31

Remuneration

0.0% 21.2%

48.8%

30.0% To a very small extent

To a small extent

To a large extent

To a very large extent

Graph 1

21.2% of the employees are satisfied with the remuneration to a small extent.

48.8% of the employees are satisfied with their remuneration to a large extent

31% of the employees are very much satisfied with their remuneration.

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Graph depicting satisfaction level regarding Training & Development:


To a very small extent 0



To a very large extent 37.1

Training & Development

0.0%28.3%

34.6%


To a small extent

To a large extent


Graph 2

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Graph depicting satisfaction level regarding Communication with peers and superiors:


To a very small extent 3.4




Communication

3.4%26.6%

43.2%


To a small extent

To a large extent


Graph 3

3.4% of the employees feel very uncomfortable to communicate with their

peers and superiors.

26.6% of the employees are satisfied to a small extent with regard to

communication.

43.2% of the employees a satisfied to a large extent with regard to

communication.

26.8% of the employees to a very large extent are comfortable in

communicating with their superiors and peers.

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Graph depicting how clear are the employees regarding goals of their departments and the organisation.



To a small extent 10



Goals

6.6% 10.0%

56.6%


To a small extent

To a large extent


Graph 4

6.6% of the employees are not very clear with their goals.

10% of the employees are clear to a small extent with their goals.

56.6% of the employees are clear with their goals to a large extent.

26.8% of the employees do not have any confusion with regard to

their goals.

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Graph showing the extent of teamwork present between the employees






Teamwork

8.1%

34.9%54.0%

3.0%To a very small extent

To a small extent

To a large extent


Graph 5

8.1% of the employees are satisfied with teamwork to a very small extent.

34.87% of the employees are satisfied with teamwork to a small extent.

53.98% of the employees to a large extent are satisfied with teamwork.

3.03% of the employees are satisfied with teamwork to a very large extent.

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Graph depicting the satisfaction level regarding promotions.






Promotions

18.2%

32.2%36.6%


To a small extent

To a large extent


Graph 6

18.18% of the employees are dissatisfied with promotions.

32.24% of the employees are satisfied with promotions to a small extent.

36.57% of the employees are satisfied with promotions to a large extent.

13.01% of the employees are satisfied with promotions to a very large

extent.

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Graph indicating satisfaction level regarding the leadership of superiors.




To a large extent 50


Leadership

16.7%

33.3%50.0%


To a small extent

To a large extent


Graph 7

16.7% of the employees are very much dissatisfied with leadership.

33.3% of the employees are dissatisfied with leadership to a small extent.

50% of the employees are satisfied with leadership to a large extent.

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Graph depicting the satisfaction level of the employees regarding Rewards & Punishment






Rewards & Punishment

19.8%

40.1%

32.6%


To a small extent

To a large extent


Graph 8

19.8% of the employees feel that rewards & punishment system is not

very effective.

40.1% of them feel that rewards & punishment system is effective to a

small extent.

32.6% of them feel that rewards & punishment system is effective to a

large extent.

7.5% of the employees are very much satisfied with rewards &

punishment system.

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Graph indicating satisfaction level regarding the social environment of the work place.






Social Environment

2.0%28.7%

52.6%


To a small extent

To a large extent


Graph 9

2.03% of the employees are very much dissatisfied with the social environment.

28.74% of the employees are satisfied with the social environment to a small extent.

52.6% of them are satisfied with the social environment to a large extent.

16.6% of the employees are satisfied with the social environment to a very large extent.

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Graph indicating satisfaction level regarding the physical environment of the workplace






Physical Environment

16.0%

39.6%30.4%


To a small extent

To a large extent


Graph 10

16% of the employees are not very happy with the physical environment.

39.6% of them are satisfied with the physical environment to a small

extent.

30.4% of the employees are satisfied with the physical environment to s

large extent.

14% of the employees are very much happy with the physical environment

of the organisation.

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F indings

Hurdling may be an appropriate metaphor for what researchers face when the

fact is considered that learning to hurdle makes better runners. This research

involved multifarious hurdles; but the outcome of the struggle has been fruitful

from the bank’s perspective as well as from the researcher’s perspective.

The findings arrived at from “A SURVEY ON JOB SATISFACTION”, are

summarised as under:

About 58.8% of the employees are very much satisfied with the remuneration.

41.2 % of the employees are not satisfied with the remuneration to a great

extent.

The employees are very satisfied with the medical and scholarship facilities

provided to their family and children.

An employee gets 100% reimbursement of medical expenses and 75%

reimbursement of medical expenses to his/her family.

The training facilities of the bank are extremely good. Most of the employees

are satisfied with the amount of training given to them in 1 year.

The employees feel that the training provided to them helps them in their work

to a great extent.

Communication between the peers and superiors is good. About 30% of the

employees feel a little uncomfortable in communicating with their superiors.

A major portion of the employees are very clear with the goals of their

departments and the organisation.

About 16.6% of the employees are not very clear with their goals. Further

investigation revealed that most of them who were unclear with their goals

were new comers to their concerned departments.

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About 56% of the employees feel that the team work in their respective

departments is excellent. Again, these are from the department where team

work was rewarded.

In departments where teamwork was not rewarded, teamwork and

cooperation was not very apparent.

50.42% of the employees were not satisfied with the promotions. Most of the

felt that promotions have been long overdue.

Most of the employees also felt that they have been denied promotion many a

times.

50% of the employees were happy with their superior’s leadership. They felt

that their bosses’ took personal interest in the employee’s growth.

The other 50% of the employees were not very much satisfied with their

superior’s leadership. Since the opinion is precisely divided into 2 halves, this

issue clearly has got to do with the kind of superiors present in each

department.

The reward and punishment system is fairly good but that very much effective

according to 59.9% of the employees.

Employees stated that if an employee is charged under a certain crime, it

takes a very long time for the matter to be settled. In the course of time the

intensity of the matter reduces to a great extent.

69.23% of the employees are very much content with the social environment

of the workplace. Most of the employees share a very good relationship with

one another even outside the organisation. This definitely brings a good effect

on the social environment as well.

The physical environment of the bank is very good. Most of the employees

are satisfied with the workspace provided to them.

The officers are provided with sufficient workspace. Some of the clerical staff

feels that the space provided for work is not sufficient.

All the employees feel much secured about their jobs. This sense of security

makes them a part of the organisation’s growth.

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Since SBI is the largest bank in India, the employees feel good to be

associated with this bank as it also has an international repute.

The overall job satisfaction level of the employees is extremely good. The

extremely good figure could be attributed to the job security in public sector

banks and also the satisfaction level considered from the other attributed

mentioned.

Also, the average no. of years of service on an employee being 14.8 yrs.

justifies the reason for an extremely good job satisfaction level.

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S UGGESTIONS

After analysing the feedback given by the employees, the following suggestions

can be considered to improve the job satisfaction level:

Since all major banks are fully computerised, some of the older employees

are not well versed with the usage of computers; thorough training should be

given to such employees as it will help them to carry out their job more

efficiently.

With the entry of private players, SBI is facing tough competition with banks

like ICICI, HSBC etc. Therefore, the staff should be trained so that they can

face the competition. They should be adequately trained about the modern

ways of banking.

The software and hardware equipments should be maintained properly so

that work can be carried out smoothly.

Since, employees of public sector banks are prone to transfers; technical

know – how should be considered before transferring an employee. This will

increase the productivity of the employee.

Also, the bank need not spend additional money on training an employee for

a particular job.

Also, needy employees must be granted a transfer on special conditions.

Job rotation should be done especially for clerical jobs, as the same kind of

work leads to boredom.

Strong emphasis should be laid on team work.

Leaders must stress on team building.

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Employees must be encouraged to participate in decision making. The

employee giving the most valuable suggestion must be rewarded.

Team work must be compulsorily rewarded to further motivate employees.

The rigid policies of promotion must be done away with. Instead, deserving

employees must be promoted. This will lead to better job satisfaction.

The democratic way of looking at things is obsolete. It hampers growth.

Hence, managers must have a global view.

Rewarding system should be made more transparent.

Each department should select “Employee of the month”. That particular

employee must be rewarded for his/her hard work. This type of social

recognition leads to high self esteem in the employee thus, leading to better

job satisfaction.

Informal get-togethers can be organised in order to facilitate better

relationships among the employees.

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C ONCLUSION

I had an enriching experience during the internship. I learnt a great deal of things

by being a part of the team in group discussions. It has also exposed me to the

work style and outlook services offered by the organisation.

The future of an organisation largely depends on its productivity and productivity

depends on the employees who work for the organisation. If the employees are

very productive in nature, no one can beat the organisation. To make the

employees more productive, the organisation should try to satisfy the employees

to the maximum extent. Every organisation must conduct employee survey every

year to compare the present satisfaction level with the past. These surveys help

to indicate the mirror of management in the minds of the employee as well as

management about their feelings, opinions and attitude.

Observations, interviews and questionnaire feedback helped me to understand

the perception of job satisfaction.

From various feedback obtained, It can be concluded that the job satisfaction

level of employees is very high in State Bank of India, Zonal Office, Bangalore.

Employees are proud to be associated with State Bank of India and it is an

extremely good organisation to work with.

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Cadre: ----------------------- Grade: ----------------------

No. of years of service in the organisation: --------------------------------------

Rate the following on a scale of 1 - 4 (Circle any one)

1 - To a very small extent 2 - To a small extent 3 - To a large extent 4 - To a very large extent To what extent:

1) Do you receive regular feedback about your job performance?

1-----2-----3-----4

2) Do you feel free to communicate with your superiors?

1-----2-----3-----4

3) Are the important decisions of your department communicated to you?

1-----2-----3-----4

4) Is the amount of work you are expected to do reasonable?

1-----2-----3-----4

5) Are the individual differences respected?( educational background, gender, race)

1-----2-----3-----4

6) Are your opinions and suggestions heard and welcomed?

1-----2-----3-----4

7) Are you satisfied with the general amenities like canteen, toilet facilities etc.?

1-----2-----3-----4

8) Are you satisfied with the workspace provided to you?

1-----2-----3-----4

9) Is teamwork and cooperation present among individuals?

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1-----2-----3-----4

10)Is teamwork rewarded?

Yes No

11)Are you satisfied with your remuneration?

1-----2-----3-----4

12)Are you satisfied with your appraisal system?

1-----2-----3-----4

13) When was your last promotion? (no. of years)

14) Do you feel it is high time you got promoted

Yes No

To what extent:

15)Are you satisfied with the medical facilities?

1-----2-----3-----4

16) Are you satisfied with the education and scholarship facilities provided to your children?

1-----2-----3-----4 17) Do you receive rewards and recognition for work well done?

Always Sometimes Usually Never

18) Is the reward and punishment system effective?

1-----2-----3-----4

19)Are you clear about the goals of your department?

1-----2-----3-----4

20)Are you clear with the goals expected from you?

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1-----2-----3-----4

21) Are you clear about the company’s vision and goals?

1-----2-----3-----4

22) How good is the quality of training being given?

Poor Satisfactory Good Very good Excellent

To what extent:

23)Do your superiors give attention to your training needs?

1-----2-----3-----4

24) Has the training you received helped you to do your job better?

1-----2-----3-----4

25) Are you satisfied with the amount of time you have spent on training in the past 1 year?

1-----2-----3-----4

26) Do your superiors focus on team building and teamwork?

1-----2-----3-----4

27) Do your superiors pay attention to your grievances?

1-----2-----3-----4

28) Do your superiors motivate you?

1-----2-----3-----4

29) Are you satisfied and proud of working for the organisation?

1-----2-----3-----4

30) What is the culture of your organisation?

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Authoritarian Participative Mechanistic Organic

31) Considering everything how satisfied are you with your job?

Very dissatisfied somewhat dissatisfiedSomewhat satisfied Very satisfied

32) Mention in brief what you feel could be done to improve the overall working conditions

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Graph depicting the overall job satisfaction level of the employees



To a small extent 0



Job Satisfaction

0.0%

0.0%

56.3%


To a small extent

To a large extent


Graph 11

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The job satisfaction level of SBI, Zonal office, Bangalore is extremely

good.

56.25% of the employees are happy with their job to a large extent.

43.75% of the employees are very much happy with their jobs.

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BABASABPATIL

Job satisfaction

Economy & Finance

Transcript of Job satisfaction