Relationship Between Job Satisfaction and Absenteeism of the Employees in the Private Commercial Banks in Bangladesh

Course Name: Organizational Behavior (THM – 225)

Submitted To: Md. Shariful Alam Khandakar Lecturer Department of Tourism and Hospitality management, Faculty of Business Studies University of Dhaka Submitted By:

Name

Roll No.

Md. Saifullar Rabbi

84

Shimu Akter

85

Md. Armaan Rashid Shovon

86

Mohammad Zahedul Islam

87

Lijon Rema

88

Date of Submission: December 04, 2013

Letter of Transmittal

December 04, 2013 Md. Shariful Alam Khandakar

Lecturer, Department of Tourism and Hospitality management, Faculty of Business Studies, University of Dhaka. Subject: Submission of Report on “Relationship Between Job Satisfaction and Absenteeism of the Employees in the Private Commercial Banks in Bangladesh”. Dear Sir, We are proud to present you our group’s report, which is entitled “Relationship Between Job Satisfaction and Absenteeism of the Employees in the Private Commercial Banks in Bangladesh”, which was done under your instruction. We would like to thank you for giving us the opportunity to work on such a report. By doing this report, we gained lots of valuable knowledge not only on creating a report, but also on understanding the significance of analyzing a particular company. The entire report is based on our practical experience in SIBL, IBBL & NCC Bank Limited. We have tried our level best to provide what we have learned during our academic course, Organizational Behavior. We sincerely hope that this report meets your approval and demonstrates our ability to present reports. We would be glad to furnish you with any clarification if required. Sincerely Yours, Team Inception, Dept. of Tourism & Hospitality Management (5th Batch), University of Dhaka

Acknowledgement

At the very beginning, we would like to express our gratitude to Almighty Allah for whose kindness we are enough sound mentally and physically to prepare this report. Then we must express our deep gratitude to our course teacher, Md. Shariful Alam Khandakar, Lecturer, Dept. of Tourism & Hospitality Management, for his guidance and instructions in conducting the survey program successfully. Then we would like to thank the Human Resource Department of SIBL, IBBL & NCC Bank Limited for granting us the opportunity to make this survey program in their organizations. Finally, we would like to thank all the officials of SIBL, IBBL & NCC Bank Limited for their co-operation, support and love. This was truly an excellent environment to work with and gain practical experience. We would like to thank from the bottom of

our heart to those people who had contributed in making this report a huge success. We are grateful to all for their supportive and friendly behavior.

Table of Contents Serial No. Topic Page No.

1 Executive Summary 2 Introduction 3 Objective of the Study 4 Limitations of the Study 5 Literature Review 6 Methodology 7 Determinants of Job Satisfaction 8 Results

9 Findings from the Result

10 Recommendations

11 Conclusion

12 References

13 Appendix

Executive Summary The purpose of this study is to present and test a model that identifies employees’ work related attitudes which enhance organizational goals in relationship with the practices of motivation, job security and job satisfaction in private commercial banks of Bangladesh. Research world is getting more and more importance on how employees’ work related attitude is fluctuating with different types of HRM practices. Job satisfaction describes how content an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. This part is based on the analysis of three private banks’ employees’ behavior and cooperation to the customer and concluding part of that report. In Bangladesh similar type of studies were not more conducted before. This paper, therefore, aims to identify the relationship among the factors such as motivation, job security and job satisfaction of employees works related feelings. The sample for this study was the current employees of SIBL, IBBL & NCC Bank Limited. Printed questionnaires were distributed among 36 respondents and all the questionnaires have been collected and taken as the data for the research. In this study, the correlation value was satisfactory, which proved that the items of questionnaires were appropriate with this study. Therefore, the current study was

meaningful to access the level of job satisfaction among the current employees of IBBL, SIBL & NCC Bank Limited.

Key Words: Job Satisfaction, Motivation, Absenteeism, Bank, Employee. Introduction: Job satisfaction is a matter of growing interest, for it is concerned with the individual's quality of working life and organizational efficiency. The expec ta t ions and va lues va r y wi t h d i f f e r en t person and their culture. In the present situation bankers are not stable in their current job. The rate of changing job increased very fast. The reason might be the lack of satisfaction with their present job. It is well established that job dissatisfaction affects both banks and bankers. In many cases public sector banke r s a r e swi t ch ing to the p r iva te sec to r banks, a t the same t ime they a r e switching from one private bank to another. In the context of banking in developing countries like Bangladesh, it is well known that private sector banks are characterized by higher salary, close supervision, recognition of good work, and good relation with the co-workers leading to congenial work atmosphere. But it is also assumed that private banks Executives especially conventional banks are more satisfied with their job satisfaction than those employed in Islamic banks. It is because of the fact that Islamic banks executives have to work under the strict control and supervision of the Sariah board. Again, job satisfaction may also vary in terms of occupational level. It is also assume that job satisfaction of the top level executives is higher than those at the mid-level management. Under this circumstance, the question may arise: Do the executives of conventional banks enjoy prevailing in the work place? On the other hand do the top-level executives enjoy more job satisfaction than the mid-level executives? Therefore, the paper is an attempt to find answer of the above question and the study tries to compare job satisfaction of bankers and employee in conventional banks or

in Islamic banks in one hand, and top-level executives, mid-level executives and others.

Objective of the Study: We had determined our objectives behind preparing the report on the topic “Relationship Between Job Satisfaction and Absenteeism of the Employees in the Private Commercial Banks in Bangladesh”. This study is aimed at providing us invaluable practical knowledge about banking operation system in Bangladesh. It will also help us to develop our concept of banking and its performance. The objectives of preparing this report can be divided into two parts: Major Objective: Primary objective of the report is to know about employees’ performance & job satisfaction & to acquire practical knowledge about overall banking system. Secondary Objective:

To study the employees perception towards organization To study the attitude of the employees towards their works To identify the factors that motivates the employees To identify that whether employees are loyal to their organization To identify that whether employees are satisfied

Limitations of the Study:

Limited access to the information has been the major constraint of the report.

SIBL, IBBL, NCC Bank Limited has very rigid policy of not letting surveyors get too deep within the operations of the bank. They did not disclose such information that hampers the organizational confidentiality.

The websites were not operating properly time to time, which caused a great amount of trouble.

Since bank officials had to remain very busy, they could provide me only a little time and attention.

Time period for the report is not sufficient. Moreover I have a very low accessibility in the banking operations since I have

a very low knowledge about banking activities.

Literature Review: The following paragraphs deal with a brief review of literature on the existing subject: Chowdhury (2007) has examined the “Job Satisfaction of Bank Employee: A Comparative Study of Public and Private Sector Banks”. The main finding of the study was that the private sectors bank employees are more satisfied than public sectors bank employees. There is also difference of job satisfaction in different management levels in both the sector except in the mid-level. Hossain (1992) has examined the “Job Satisfaction and Job Behavior of Private Sector Industrial Workers and Supervisors in Bangladesh”. The result reveals that job satisfaction scored of the workers were higher than that of the supervisors. The study also indicates that job satisfaction has significant impact on performance of the enterprise. Moreover Job insecurity poor salary has been considered as the most important cause of job dissatisfaction of the employees. Saari and Judge (2004) have examined the relationship between “Employee Attitude and Job Satisfaction”. In this study they have identified the causes of employee attitude, the results of positive or negative job satisfaction and also measuring influence of employee attitude. Malik (2011) conducted a study on “Job Satisfaction Factors of Faculty Members at University of Balochistan”. The findings of the study are that the faculty members are generally satisfied with their jobs; however male faculty members were less satisfied than female faculty member. Purohit and Belal (1996) have conducted a study on “Job Satisfaction of Employed Professional Accountants in Bangladesh: An Empirical Study”. The result of the study has showed that the professional Accountants in Bangladesh are moderately satisfied with their job. The results also show that there is a positive correlation between age and job satisfaction. Islam (2004) has made a study to assess and compare the job satisfaction, Absenteeism and Turnover of workers of the Textile Industry in Bangladesh. One of the main finding of the study is that job satisfaction has significantly negative correlation with Absenteeism and turnover.

Methodology Sample Selection: The sample for this study was private banks in Bangladesh. A purposive sampling technique was used to select the organizations. Initially, we identified three private banks, Islami Bank Bangladesh Limited, Social Islami Bank Limited & NCC Bank Limited. Then, we distributed questionnaires among ten executives of NCC Bank Limited, fifteen executives of SIBL and ten executives of IBBL. In a way, thirty five persons were used for the study as an ultimate sample.

Data Collection: The questionnaire was constructed to measure the job satisfaction with some of the job related factors. It contains some specific factors of the job (such as job contents, job security, promotional opportunities, salary, job-status, benefits, working environment, job autonomy, work schedule, management policies, recognition for good work, participation with decision making, coworkers and supervision). The respondents would indicate their satisfaction & dissatisfaction with each of the specific determinants of the job by checking the 3 point scale. The questionnaire consisted of both the open end and close end questions.

Survey Instrument: A three step Likert scale was used to measure the level of job satisfaction of the employees of the banks. The responses of respondents were categorized into three groups and given them weight from minimum 1 to maximum 3; then assigned point 1 for the response ‘Disagree’; 2 for ‘Somewhat Agree’ and 3 for ‘Agree’. After getting the responses on different organizational variables, the responses of each variable were multiplied by the respective point, to get the overall value or significance of each organizational variable. Then these values were used to calculate the mean values and standard deviations to measure the level of job satisfaction on different aspects. Likert scale is the measurement of attitudes designed to allow respondents to rate how strongly they agree or disagree with carefully constructed statements, ranging from very positive to very negative attitudes towards same object. In this study Likert scale was used to measure the job satisfaction level (attitude towards the job) because attitude is usually measured with an interval scale and where more than five factors are considered to draw a conclusion. Attitude takes on meaning when one person’s response is compared to another or through some other comparison. A single attitude score alone contain little useful information. So in this study Likert scale was more appropriate to measure the level of job satisfaction of the employees of SIBL, IBBL & NCC Bank Limited. Data Analysis: The collected data were tabulated and processed through computer using SPSS software. Before feeding data into computer, all data were converted into numerical codes. Statistical Tools Used: Simple percentages were calculated to identify the perceived causes of job satisfaction and to find whether the employees are significantly satisfied or dissatisfied.

Determinants of Job Satisfaction

Job satisfaction depends on many interrelated factors. Although these factors can never be completely isolated from one another, they can, however be discussed separately to give an indication of their relative importance to job satisfaction. Some important determinants of job satisfaction are discussed below: Salary: Salary is a significant factor in job satisfaction. Money not only helps people attain their basic needs but is instrumental in providing upper level need satisfaction. But there has been a persistent controversy over importance of salary to job satisfaction or dissatisfaction. It has been suggested that satisfaction resulting from the receipt of remuneration is dependent not on its absolute amount but on the relationship between that amount and some standard of comparison used by the individual. Promotion: The opportunities for promotion have often been found to influence job satisfaction significantly. Number of investigators has found positive relationship between the fulfillment of promotional expectations and job satisfaction. Supervision: Supervision is, without question, one of the most important factors related to job satisfaction. Putnam (1930), stressing the importance of supervision in influencing workers attitudes observes: “The relationship between the first line supervisors and the individual workman is of more importance in determining the attitude, morale, general happiness, efficiency of that employee than any other single factor. Benefits: Like salaries, benefits are other important determinants of job satisfaction. Fringe benefit included medical allowance, conveyance allowance etc. The more the fringe benefits the more would be the job satisfaction and vice versa. Operating Procedure: This is another important determinant of job satisfaction. If the management policies or operating procedures are favorable for the employees there will be a definite improvement in job satisfaction. Co-Workers:

The relationship with one’s work associates is undoubtedly an important factor in job satisfaction. In this connection, Mayo (1945) observes: “Man’s desire to be continuously associated in work with his fellows is a strong, if not the strongest, human characteristic”. Nature of Work: The nature or content of the work is one of the important factors, which contributes to job satisfaction or dissatisfaction. Working Environment: This is another important facet of job satisfaction. If the working environment is congenial there will be more job satisfaction undoubtedly and vice versa.

Results

The results of the study are presented below:

Table 01: Results In Terms of Total Number of Employees Criteria/Variables

Dissatisfied Somewhat Satisfied Satisfied

Salary

5 10 20

Promotion

5 10 20

Supervision

4 4 27

Benefits

1 12 22

Rewards

1 17 17

Operating Procedure

10 10 15

Co-Worker

5 7 23

Nature of Work 1 4 30

Working Environment 5

5

25

Table 02: Results In Terms of Percentages of Total Employees Criteria/Variables

Dissatisfied Somewhat Satisfied Satisfied

Salary

14.29 28.57 57.14

Promotion

14.29 28.57 57.14

Supervision

11.43 11.43 77.14

Benefits

2.86 34.29 62.86

Rewards

2.86 48.57 48.57

Operating Procedure

28.57 28.57 42.86

Co-Worker

14.29 20 65.71

Nature of Work 2.86 11.43 85.71

Working Environment 14.29 14.29 71.43

Table 03: Ratio of Satisfaction-Dissatisfaction & Overall Level of Satisfaction

of the Employees Criteria/Variables

Ratio of Satisfied &

Dissatisfied Respondents Overall Level of Satisfaction

Salary

7:3 Somewhat Satisfied

Promotion

7:3 Somewhat Satisfied

Supervision

8:2 Satisfied

Benefits

8:2 Satisfied

Rewards

7:3 Somewhat Satisfied

Operating Procedure

6:4 Not Very Satisfied

Co-Worker

8:2 Satisfied

Nature of Work

9:1 Satisfied

Working Environment

8:2

Satisfied

Findings from the Result: In Table 01, results in terms of total number of employees are given. In Table 02, results in terms of percentages of total employees are given. And, In Table 03, ratio of satisfied-dissatisfied employees and overall level of satisfaction are given. From Table 01 it can be seen that 20 employees out of 35 are satisfied with their salaries. 5 were dissatisfied and the rest 10 were somewhat satisfied. So, the ratio of satisfied-dissatisfied employees in salaries is 7:3 (Table 03) and the overall level of satisfaction is somewhat satisfied (Table 03). 20 employees out of 35 are satisfied with their promotion. 5 were dissatisfied and the rest 10 were somewhat satisfied (Table 01). So, the ratio of satisfied-dissatisfied employees in promotion is 7:3 (Table 03) and the overall level of satisfaction is somewhat satisfied (Table 03). From Table 01 it can be seen that 27 employees out of 35 are satisfied with supervision. 4 were dissatisfied and 4 were somewhat satisfied. So, the ratio of satisfied-dissatisfied employees with supervision is 8:2 (Table 03) the overall level of satisfaction is satisfied (Table 03). 22 employees out of 35 are satisfied with their benefits. 1 was dissatisfied and 12 were somewhat satisfied (Table 01). So, the ratio of satisfied-dissatisfied employees with benefits is 8:2 (Table 03) and the overall level of satisfaction is satisfied (Table 03).

From Table 01 it can be seen that 17 employees out of 35 are satisfied with rewards. 1 was dissatisfied and 17 were somewhat satisfied. So, the ratio of satisfied-dissatisfied employees with rewards is 7:3 (Table 03) the overall level of satisfaction is somewhat satisfied (Table 03).

15 employees out of 35 are satisfied with operating procedure. 10 was dissatisfied and 10 were somewhat satisfied (Table 01). So, the ratio of satisfied-dissatisfied employees with operating procedure is 6:4 (Table 03) and the overall level of satisfaction is not very satisfied (Table 03).

From Table 01 it can be seen that 23 employees out of 35 are satisfied with their co-workers. 5 were dissatisfied and 7 were somewhat satisfied. So, the ratio of satisfied-dissatisfied employees with their co-workers is 8:2 (Table 03) the overall level of satisfaction is satisfied (Table 03). 30 employees out of 35 are satisfied with nature of their works. 1 was dissatisfied and 4 were somewhat satisfied (Table 01). So, the ratio of satisfied-dissatisfied employees with nature of their works is 9:1 (Table 03) and the overall level of satisfaction is satisfied (Table 03). Finally, when it comes to the point of working environment, then from table 01 it can be seen that 25 employees out of 35 are satisfied with their working environment. 5 were dissatisfied and 5 were somewhat satisfied. So, the ratio of satisfied-dissatisfied employees with their working environment is 8:2 (Table 03) and the overall level of satisfaction is satisfied (Table 03). Recommendations: The recommendations for improvement of the level of job satisfaction of private bank officers are as follows:

Salary is the primary and most important factor for satisfaction. It should be high enough to maintain the living standard of employees. The authority should

consider that salary structure and benefits should be reasonable and comparable with that of other banks and or other similar institutions.

The bank should have a transparent standing policy for promotion of employees so that an officer not getting promotion can clearly understand the causes behind it and may devote him to be fit for promotion. So that they can improve their working standard with a competitive attitude to make themselves fit for the future promotion.

A congenial and supportive atmosphere should be maintained in the working place so that officers can enjoy their job. The helpful attitude of co-workers to each other should be maintained.

Operating procedure of the bank should be simple and transparent. The employees should feel at home and find satisfaction in their job if the working procedure is easily understandable to them. In this regard provisions in service training and guidance should be provided to perform banking job efficiently.

Sharing of information among different divisions within the organization should be possible; so that the employees feel belongingness.

All the superiors at each level should be cordial and friendly to their subordinates.

There should be provision for different kind of rewards for better performance. It will encourage them to take responsibility and also will improve their willingness to perform better.

Conclusion: SIBL, IBBL & NCC Bank Limited play a vital role in the development process of the country through financing industrial and agricultural process, local and foreign trade, and allocation of funds to various off-firm employment and self-employment projects. In the investment arena of the country, these three banks play important role by mobilizing people’s savings into the form of deposits. The performance of a bank mostly depends upon the level of its customer satisfaction. Bank, as a service oriented organization, will lose confidence of the clients if it fails to serve them properly. Any problem related to customer service causes customer dissatisfaction. Everybody will confess the truth that a set of dissatisfied employees can’t satisfy its customers perfectly. Privatization of national bank is not a solution for making a bank profitable rather job satisfaction of officers is important. So, the authority should

concentrate to build a set of satisfied employees. It must be admitted and appreciated because total success of the bank depends on the employees’ performance, efficiency, honesty, diligence and integrity. So special care should be taken to increase and maintain their level of job satisfaction and thereby assist them to increase their efficiency and productivity since they are playing a vital role in the economic development of the country.

References:

1. Bullock, R.P. (1952). Social Factors Related to Job Satisfaction, Research Monograph, 70, Ohio State University, Bureau of Business Research, Columbus.

2. Cranny, C.J, Smith, P.C.& Stone, E.F.(1992). Job Satisfaction: How people feel about their job and how it affects their performance, New York: Lexington Books.

3. Haque, S. (1995). Job Satisfaction and Job Involvement of the mid-level Industrial Managers. Dhaka University Journal of Psychology, 14: 33-42.

4. Hoppock, R. (1935). Job Satisfaction. New York: Happer and Brothers. 5. Jahan, R. & Haque, S.M.S. (1993). Effects of Organizational Climate on Job

Involvement, Job Satisfaction and Personality of Mid-Level Managers. The Bangladesh Journal of Psychology, 14: 33-42.

Appendix: Survey Questionnaire

A Survey on the Relationship Between Job Satisfaction & Absenteeism in the Private Commercial Banks of Bangladesh

Bank Name: Branch Name: Date: 1. Salary matches with the responsibility and the level of satisfaction. A. Disagree B. Agree c. Somewhat Agree 2. My coworkers are very friendly and helpful. A. Disagree B. Agree c. Somewhat Agree 3. I can receive the directions and advices from others in my organization. A. Disagree B. Agree c. Somewhat Agree 4. I believe that I feel motivated and engaged in my job. A. Disagree B. Agree c. Somewhat Agree 5. I feel that motivational altitude depend by the rewards and benefits which are given by the company. A. Disagree B. Agree c. Somewhat Agree 6. I can share my ideas and thoughts to “make a variation” or to add to the overall achievement of the organization. A. Disagree B. Agree c. Somewhat Agree 7. The organization provides sufficient benefits and sufficient salaried leave. A. Disagree B. Agree c. Somewhat Agree 8. The operational environment is excellent and secure. A. Disagree B. Agree c. Somewhat Agree 9. I will switch my job in the next year. A. Disagree B. Agree c. Somewhat Agree 10. Job security and level of satisfaction are good. A. Disagree B. Agree c. Somewhat Agree 11. The organizational supports for its employees‟ welfare are satisfactory. A. Disagree B. Agree c. Somewhat Agree 12. The corporation visions its human resources as valuable asset. A. Disagree B. Agree c. Somewhat Agree 13. I feel totally secured in my job. A. Disagree B. Agree c. Somewhat Agree 14. I can contract cooperation from other sections in the organizations. A. Disagree B. Agree c. Somewhat Agree 15. Working hours and level of satisfaction are good.

A. Disagree B. Agree c. Somewhat Agree 16. Recognition for contribution and level of satisfaction. A. Disagree B. Agree c. Somewhat Agree 17. I find it hard to agree with my organization’s practices and strategies. A. Disagree B. Agree c. Somewhat Agree 18. Administration understands the importance of matching my effort and individual life. A. Disagree B. Agree c. Somewhat Agree 19. My organization is better compared to others. A. Disagree B. Agree c. Somewhat Agree 20. I am very proud to tell others that I am a part of my organization. A. Disagree B. Agree c. Somewhat Agree