Introduction

ICICI Bank (Industrial Credit and Investment Corporation of India) is an Indian multinational banking and financial services company headquartered in Mumbai, Maharashtra, India, with its registered office in Vadodara. In 2014, it was the second largest bank in India in terms of assets and third in term of market capitalisation. It offers a wide range of banking products and financial services for corporate and retail customers through a variety of delivery channels and specialised subsidiaries in the areas of investment banking, life, non-life insurance, venture capital and asset management. The bank has a network of 4,450 branches and 14,404 ATMs in India, and has a presence in 19 countries including India.

The bank has subsidiaries in the United Kingdom and Canada; branches in United States, Singapore, Bahrain, Hong Kong, Sri Lanka, Qatar, Oman, Dubai International Finance Centre, China and South Africa;  and representative offices in United Arab Emirates, Bangladesh, Malaysia and Indonesia. The company's UK subsidiary has also established branches in Belgium and Germany.

'Industrial Credit and Investment Corporation of India (ICICI), an Indian financial institution, as a wholly owned subsidiary in 1994. The parent company was formed in 1955 as a joint-venture of the World Bank, India's public-sector banks and public-sector insurance companies to provide project financing to Indian industry. The bank was founded as the Industrial Credit and Investment Corporation of India Bank, before it changed its name to the abbreviated ICICI Bank. The parent company was later merged with the bank.

ICICI Bank launched internet banking operations in 1998.

ICICI's shareholding in ICICI Bank was reduced to 46 percent, through a public offering of shares in India in 1998, followed by an equity offering in the form of American Depositary Receipts on the NYSE in 2000. ICICI Bank acquired the Bank of Madura Limited in an all-stock deal in 2001 and sold additional stakes to institutional investors during 2001-02.

In the 1990s, ICICI transformed its business from a development financial institution offering only project finance to a diversified financial services group, offering a wide variety of products and services, both directly and through a number of subsidiaries and affiliates like ICICI Bank. In 1999, ICICI become the first Indian company and the first bank or financial institution from non-Japan Asia to be listed on the NYSE.

In 2000, ICICI Bank became the first Indian bank to list on the New York Stock Exchange with its five million American depository shares issue generating a demand book 13 times the offer size.

In October 2001, the Boards of Directors of ICICI and ICICI Bank approved the merger of ICICI and two of its wholly owned retail finance subsidiaries, ICICI Personal Financial Services Limited and ICICI Capital Services Limited, with ICICI Bank. The merger was approved by shareholders of ICICI and ICICI Bank in January 2002, by the High Court of Gujarat at Ahmedabad in March 2002 and by the High Court of Judicature at Mumbai and the Reserve Bank of India in April 2002.

In 2008, following the 2008 financial crisis, customers rushed to ICICI ATMs and branches in some locations due to rumours of adverse financial position of ICICI Bank. The Reserve Bank of India issued a clarification on the financial strength of ICICI Bank to dispel the rumours

Factors Affecting Job Satisfaction

Working Conditions

Because employees spend so much time in their work environment each week, it's important for companies to try to optimize working conditions. Such things as providing spacious work areas rather than cramped ones, adequate lighting and comfortable work stations contribute to favorable work conditions. Providing productivity tools such as upgraded information technology to help employees accomplish tasks more efficiently contributes to job satisfaction as well.

Opportunity for Advancement

Employees are more satisfied with their current job if they see a path available to move up the ranks in the company and be given more responsibility and along with it higher compensation. Many companies encourage employees to acquire more advanced skills that will lead to the chance of promotion. Companies often pay the cost of tuition for employees taking university courses, for example. During an employee's annual performance review, a supervisor should map out a path showing her what she needs to accomplish and what new skills she needs to develop in order to be on a track to advancement within the organization.

Workload and Stress Level

Dealing with a workload that is far too heavy and deadlines that are impossible to reach can cause job satisfaction to erode for even the most dedicated employee. Falling short of deadlines results in conflict between employees and supervisors and raises the stress level of the workplace. Many times, this environment is caused by ineffective management and poor planning. The office operates in a crisis mode because supervisors don't allow enough time for employees to perform their assigned tasks effectively or because staff levels are inadequate.

Respect from Co-Workers

Employees seek to be treated with respect by those they work with. A hostile work environment -- with rude or unpleasant coworkers -- is one that usually has lower job satisfaction. In an August 2011 survey published by FoxBusiness.com, 50 percent of those responding said they had personally experienced a great amount of workplace incivility. Fifty percent also believe morale is poor where they work. Managers need to step in and mediate conflicts before they escalate into more serious problems requiring disciplinary action. Employees may need to be reminded what behaviors are considered inappropriate when interacting with coworkers.

Relationship with Supervisors

Effective managers know their employees need recognition and praise for their efforts and accomplishments. Employees also need to know their supervisor's door is always open for them to discuss any concerns they have that are affecting their ability to do their jobs effectively and impeding their satisfaction at the office.

Financial Rewards

Job satisfaction is impacted by an employee's views about the fairness of the company wage scale as well as the current compensation she may be receiving. Companies need to have a mechanism in place to evaluate employee performance and provide salary increases to top performers. Opportunities to earn special incentives, such as bonuses, extra paid time off or vacations, also bring excitement and higher job satisfaction to the workplace.

It is understood that if companies want to get quality work from their employees, they would have to work on making them contented. It is rather difficult to judge the employees’ happiness just by the results of their work or their personal

Measures of Job satisfaction

Attributes when they arrived in the office in the morning. Whether an employee is satisfied at work depends on several other factors; including the recognition they get for the good work they have been doing, development opportunities and the work environment.

Here are some examples companies can use to measure employee satisfaction at the workplace:

1. Employee suggestion box

Management is never going to get a good idea of what their employees think if they are not being asked. Even though honesty is always the best policy, often employees are scared of telling exactly what they think. One of the simplest way of getting employee’s opinions are suggestion box but it is difficult to get any actual insight.

Management may get some dubious ideas about what their employees want but it will give them a sense of what could be lacking at the workplace. It may be a simple request of using white light bulb instead of the yellow ones or a better coffee machine, but at least it gives employees an open channel to improve the condition of the workplace.

2. Employee performance review

Another way of finding out if employees are satisfied at work is by conducting a one-on-one review with them as management need to focus on individuals and their specific needs.

Reviews should take place at least biannually but it depends on each individual companies. Take notice of the problems employee face in accomplishing their task or the increase pressure and stress levels or even conflicts with other employees. Always try and investigate if employees need extra training as people often

become dissatisfied in their job because they feel they have nothing left to learn. By providing them with a new set of skill to develop, employees could be motivated and they would be looking forward to work every morning.

Management could find out from employees what it is that they want to get out of their job, what their dream job is and what goals they hope to achieve. This is also part of the employee engagement programs as management can assist employees in helping them achieve these goals within the company.

3.Anonymous employee surveys

Completing regular employee surveys may sound dull but if the questions are different every round and there are incentives to those who complete them, it is common for management to enjoy a 100% response rate from their employees.

Creating different sets of questions each time encourage employees to answer truthfully and it tends to take them off guard; in a good way. Incentives do not have to be expensive; a bottle of their favourite drink or a free breakfast is often sufficient to get the employees to complete the survey.

Management could set up employee satisfaction survey questions for their employees and making it anonymous so that employees do not feel they are being targeted all the time. Employee satisfaction surveys are the most efficient ways to hear out the opinions and concerns of the employee and gives employees a voice where some may feel apprehensive if they have something to comment or talk about. Weekly or monthly employee satisfaction surveys are a great, and often fast way to get feedback. Just be sure to measure employee satisfaction.

In Summary

Management have to be aware that these methods are not just a ‘once-off’ ways on measuring employee satisfaction. Management have to make it a routine so that employees could look into bring up certain issues when the time is right.

Inform the employees of the monthly ‘cut-off’ date for the suggestion boxes and check them monthly so that the suggestions are not out of date and management is still able to work on the ideas and suggestions.

Conduct a biannual performance review as this helps both employer and employee in accessing their work performance and finding ways to improve or nurture in.

Create end-of-the-week satisfaction surveys for employees so that they could also monitor their own work and performance at the workplace.

After collating and analysing the results, management should take action or find solutions to those issues and communicate these outcomes with their employees; informing them the outcome or the solutions. Obviously some of the improvements the employees are looking for might take some time to be rectify, but just dismiss them out of hand is not a brilliant idea.

Statement of Problem

In private sector, the ICICI Bank has emerged as one of the giant commercial bank in India. It is India's largest private sector bank with total assets of Rs. 5,946.42 billion (US$ 99 billion) on March 31, 2014. The Bank has a network of 3,753 branches and 11,336 ATMs in India, and has a presence in 19 countries, including India. The ICICI bank has witnessed tremendous change in terms of human resource, technology intervention and changing nature job in the context of market demands.

From the point of view of human resource, it is characterized by workforce diversity, modern technology & automation and distinct organizational culture. In situation of diversity across age, gender, ethnic group, physical ability/disabilities, race and sexual orientation; more and more women joining business organizations as managers and other specialists; special recruitment programmes being conducted to recruit members belonging to scheduled castes/tribes, physically handicapped, ex-servicemen, retired employees; and the number of knowledge workers increasing day-by-day, understanding job satisfaction becomes crucial. This is because, persons with differential characteristics may perform differently and may exhibit differential level of job satisfaction. Thus, two important issues emerge: (1) are employees of the ICICI bank satisfied with their job? , and (2) to what extent organizational factors determine their satisfaction?

Besides this, in new technological environment, the issue of employee satisfaction with their job, acquires an added significance due to diversity in terms of technology, manufacturing process, nature of job, division of work requires specialized knowledge and skills to perform a particular job. As these are not evenly distributed, may affect differentially performance of the workers. New technological advancements, based on artificial intelligence, are becoming common phenomena in the industrial world. Technology influences social situation, that is, the size of groups, membership of groups, patterns of interpersonal interactions, opportunity to control activities in a variety of ways. Hence, technology also affects human behavior considerably both within and outside organizations. For example, Jack D. Douglas (1971), a noted sociologist, comments that “because technology increasingly shapes almost every realm of our everyday life, and through formal education has increasingly become the dominant

form of our modern thought, it could transform or destroy the social foundations of our most cherished human values. But it can’t ignore that technology has enhanced the speed of processing and production. Using advance technology provides a competitive edge to an organization over their competitor in the market. So, to sum up, it can be said advanced technology also needs human minds to handle it or to work with it. It becomes important to know, whether employees are comfortable with the use of technology or in other words, do they enjoy working with new technology?

Another major dimension is the organizational structure. It is a source of satisfaction to people. Since it provides relatedness among tasks and responsibilities, and among people who work for an organization, sooner or later come to evaluate the nature of those relationships and of their jobs. Organization structure provides a place of status for each person which confers certain standing among his/her fellows. This works as motivating factor for them.The banking sector has been restructuring its organization design, policies, structure, working conditions etc., to meet new demands and to enhance the productivity of the employees. Not only this, the ICICI bank like many other private banks has adopted measures to provide congenial environment to its employees, better career opportunities and welfare to keep their morale high. It is not out of context to say that one’s perception of organizational structure may vary depending upon personal attributes and orientations, and therefore, employees may exhibit differential level of motivation. Hence, another important question emerges, to what extent employees are satisfied with the organization structure?

In this background the present study entitled, ‘A study of Job Satisfaction of Employees of ICICI Bank in Mumbai’ was conducted. The main focus of this study was to assess the job satisfaction of bank employees in the context of organizational factors.

Objectives

This study was carried out with the following objectives;

• To assess the level of job satisfaction of employees of the ICICI bank.

• To identify organizational factors contributing towards the job satisfaction of employees of ICICI bank.

Scope of the study

The present study aims to assess the level of job satisfaction of the employees of the ICICI Bank, a private commercial bank in the state of Himachal Pradesh. It covers employees working in the ICICI bank. The employees belong to different categories such as officers, clerical staff and sub-staff. The study explores level of job satisfaction among employees working in the the ICICI Bank and examine it in organizational context, such as, rewards, promotion policies, working conditions, career development, inter-relationships etc., which affect job satisfaction. motivation. Hence, another important question emerges, to what extent employees are satisfied with the organization structure?

Above all, it can be said, that job satisfaction is very important for the individual and as well as an organizational concern. In today’s world of work imbued with diversity in human resource, technological interventions, changing nature of job, differential expectations, new management practices, demands for specialized skills etc., the success and growth of any organization, to a great extent, depends on the satisfaction of employees. In this phase when employee’s expectations are not met by the organization and vice versa then various disputes take place. These disputes may cause loss of workforce, wages and production. This is also true to the banking sector.

Methodology

This ex-post facto approach was considered most suitable to understand the phenomenon of job satisfaction of employees of the ICICI bank. There are eighteen branches of the ICICI bank spread over ten districts in the state of Himachal Pradesh. The population of the study consisted of all employees who are working in ICICI bank in the state of Himachal Pradesh. A convenient sample of employees at selected six branches of ICICI bank, located at Nahan and Paonta in District of Sirmour, Baddi and Solan in District Solan and Kasumpti and Shimla in district Shimla was used. The sample consisted of eighty employees (Management Executives 20; Official Staff 40; and Supporting Staff 20). Those employees who are permanent and had two years of working experience were selected. The unit of the study was an employee in ICICI bank.

The instrument for data collection was questionnaire. The first part consisted of questions about personal information on age, gender, education, marital status etc., and the second part had fifteen questions extracted from the short form of Minnesota Satisfaction Questionnaire (MSQ). These questions included important dimensions of organizational structure. These are: salary/compensation, training and development, flexibility, communication, work life balance, security, interpersonal relationships, decision-making, welfare measures, reward and recognition, attitude of employees, role clarity and morale of employees, working conditions, team work, promotion policies etc. Spector (1997) identified the 20-item short form of the Minnesota Satisfaction Questionnaire (MSQ) (Weiss et al., 1967) as a popular measure that is frequently used in job satisfaction research. One advantageous feature of the MSQ short form is that it can be used to measure two distinct components: intrinsic job satisfaction and extrinsic job satisfaction. Intrinsic job satisfaction refers to how people feel about the nature of the job tasks themselves; extrinsic job satisfaction refers to how people feel about aspects of the work situation that are external to the job tasks or work itself (Spector,1997). The reliability coefficient value of MSQ short form ranges from 0.87 to 0.97 and its validity is considered adequate. Each question had five response categories i.e., Very Satisfied, Satisfied, Neutral, Dissatisfied, and very Dissatisfied and allotted score as 5,4,3,2,1, respectively. We depended on the reliability and validity of the instrument as indicated in original manual of MSQ. Interviews were conducted on

the selected respondents and the questionnaire was administered to them. The data was analysed using frequency and percentages, and to draw meaningful findings.

Observations

The statistical data in terms of gender, education, marital status, work experience and respondents’ designation, monthly income of eighty employees of the ICICI banks in three districts of Himachal Pradesh are presented in Table No. 1. From the table, it can be pointed out that there was preponderance of males with significantly more than half of the respondents i.e. 66.25 per cent. A little more than half (53.75 %) of them were graduates. A little more than half (56.25%) were married. The proportion of respondents with income between Rs. 2500 t0 35000/- was highest (33.75%). Those with work experience 21 years and above were represented highest (37.50 %) and those with less than 10 years of experience also had the same proportion (37.50%). Half of the respondents were from office cadre staff.

Organizational context and job satisfaction

Hertzberg’s two factor theory points out that the ‘hygiene factors’ are very crucial in understanding job satisfaction of employees. These include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions. The cumulative evidence of research studies also points out that various dimensions of organization, such as, salary, training and development, rewards and compensation, nature of job, promotion, autonomy, communication, job security, morale, role clarity, attitude of superiors, working conditions, team work etc., influence job satisfaction and morale of employees. The basic concern of this study is on to understand dimensions of job satisfaction in its contextual perspective, as it is difficult to determine impact of intrinsic factors of motivation. In this study, information on their satisfaction with different dimensions of organizational work environment was collected and analysed. The table 2 below presents summary of these findings. Only responses under ‘satisfied’ category are mentioned here.

DATA ANALYSIS AND INTERPRETATION

TABLE NO.1: WORKING EXPERIENCE OF EMPLOYEES

EMPLOYEES NO OF RESPONDENTS PERCENTAGE

Below 2 years 10 20%

2-5 years 14 28%

Above 10 years 26 82%

Total 50 100

CHART NO. 1: WORKING EXPERIENCE OF EMPLOYEES

Below 2 years 2-5 years Above 10 years0

5

10

15

20

25

30

NO OF RESPONDENTS

INTERPRETATION

From the above table, 20% of employees have the working experience below 2 years and 28% in between 2-5 years, at the time 82% employees’ work above 10 years in this institution

TABLE NO. 2: SATISFACTION OF EMPLOYEES IN TRAINNING AND PROGRAMMES

OPINIONNO OF RESPONDENTS PERCENATGE

Highly Satisfactory 18 36%

Satisfied 20 40%

Dissatisfied 12 24%

Total 50 100

CHART NO. 2: SATISFACTION OF EMPLOYEES IN TRAINNING AND PROGRAMMES

Highly Satisfied Satisfied Dissatisfied0%

5%

10%

15%

20%

25%

30%

35%

40%

INTERPRETATION

From the above table 36% of employees are highly satisfied in training programmes, 40% of employees satisfied and 24% dissatisfied.

TABLE NO. 3: OPINION OF EMPLOYEES IN SAFETY MEASURES OF INSTITUTION

OPINION NO OF RESPONDENTS PERCENTAGE

Good 36 72%

Bad 8 16%

Average 6 12%

Total 50 100

CHART NO. 3: OPINION OF EMPLOYEES IN SAFETY MEASURES OF INSTITUTION

Good Bad Average0

5

10

15

20

25

30

35

40

NO OF RESPONDENTS PERCENTAGE

INTERPRETATION

Form the above table 72% of employees had good opinion about the safety measure and 16% had bad opinion, same time 12% employees had average safety measure only provided.

TABLE NO.4: SATISFACTORY LEVEL OF EMPLOYEES LEAVE PROVIDED

SATISFACTORY LEVEL

NO OF RESPONDENTS

PERCENTAGE

Highly satisfactory 20 40%

Satisfied 22 44%

Dissatisfied 8 16%

Total 50 100

CHART NO.4: SATISFACTORY LEVEL OF EMPLOYEES LEAVE PROVIDED

Highly satisfactory Satisfied Dissatisfied0

5

10

15

20

25

NO OF RESPONDENTS

INTERPRETATION

From the above table 40% of employee highly satisfied in their leave provided, 44% are satisfied and 16% dissatisfied.

TABLE NO. 5: SHOWING WHETHER THE JOB OFFER TO REALISE EMPLOYEES APPLICATION AND AMBITION

OPINION NO OF RESPONDENTS PERCENTAGE

Yes 12 24%

No 8 16%

Can’t say 30 60%

Total 50 100

CHART NO. 5: SHOWING WHETHER THE JOB OFFER TO REALISE EMPLOYEES APPLICATION AND AMBITION

Yes No Can’t say0

5

10

15

20

25

30

35

NO OF RESPONDENTS

INTERPRETATION

From the above table 24% of employees are satisfied and 16 % are dissatisfied also 60% of employees are not answered the question.

TABLE NO. 6:SHOWING WHETHER EMPLOYEES TO GET ANY CHANCE TO BE INVOLVED AND IDENTIFICAL WITH GOAL AND IMAGE

OPINION NO OF RESPONDENTS PERCENTAGE

Yes 14 28%

No 6 12%

Can’t say 30 60%

Total 50 100

CHARTNO. 6:SHOWING WHETHER EMPLOYEES TO GET ANY CHANCE TO BE INVOLVED AND IDENTIFICAL WITH GOAL AND IMAGE

Yes No Can’t say0

5

10

15

20

25

30

35

NO OF RESPONDENTS

INTERPRETATION

From the above table 8% of employees to get chance to be involved and identified with goal and image. 12% should not get chance and 60% of employees are not answered the question

TABLE NO.7:SHOWING WHETHER EMPLOYEES TO GET A CHANCE IN PART OF DECISION MAKING

OPINION NO OF RESPONDENTS PERCENTAGE

Yes 30 60%

No 6 12%

Can’t say 14 28%

Total 50 100

CHART NO. 7:SHOWING WHETHER EMPLOYEES TO GET A CHANCE IN PART OF DECISION MAKING

Yes No Can’t say0

5

10

15

20

25

30

35

NO OF RESPONDENTS

INTERPRETATION

From the above table 60% of employees get chance to be involved in decision making 12% should not get chance and 28% of employees are not answered the question.

TABLE NO.8:SHOWING WHETHER EMPLOYEES FEELS GOOD TEAM SPIRIT EXIST IN YOUR WORK ENVIRONMENT

OPINION NO OF RESPONDENTS PERCENTAGE

Yes 20 40%

No 10 20%

Can’t say 20 40%

Total 50 100

CHART NO. 8: SHOWING WHETHER EMPLOYEES FEELS GOOD TEAM SPIRIT EXIST IN YOUR WORK ENVIRONMENT

Yes No Can’t say0

5

10

15

20

25

NO OF RESPONDENTS

INTERPRETATION

From the above table 40% of employees feels the good team spirit, 20% should not feel and 40% of employees are not answered the question.

TABLE NO. 9: SHOWING WHETHER EMPLOYEES TO GET PROPER PROMOTION AND GROWTH OPPORTUNITES

OPINION NO OF RESPONDENTS PERCENTAGE

Yes 34 68%

No 6 12%

Can’t say 10 20%

Total 50 100

CHART NO. 9: SHOWING WHETHER EMPLOYEES TO GET PROPER PROMOTION AND GROWTH OPPORTUNITES

Yes No Can’t say0

5

10

15

20

25

30

35

40

NO OF RESPONDENTS

INTERPRETATION

From the above table 6% employees to get proper promotion and growth opportunities, 12% of employees should not get, 20% employees are not answered the question.

TABLE NO.10:SHOWING WHETHER SUPERVISOR LISTEN TO THE OPINION AND SUGGESTIONS

OPINION NO OF RESPONDENTS PERCENTAGE

Yes 28 56%

No 8 16%

Can’t say 14 28%

Total 50 100

CHART NO.10: SHOWING WHETHER SUPERVISOR LISTEN TO THE OPINION AND SUGGESTIONS

Yes No Can’t say0

5

10

15

20

25

30

NO OF RESPONDENTS

INTERPRETATION

From the above table 56% of employees are agreed that supervisor listen to their opinions and suggestions, but 10% employees are disagree and 28% employees are not answered the question.

TABLE NO.11: SATISFACTION LEVEL OF EMPLOYYES IN OVERALL ALLOWANCES

OPINION NO OF RESPONDENTS PERCENTAGE

Yes 24 48%

No 16 32%

Can’t say 10 20%

Total 50 100

CHART NO.11: SATISFACTION LEVEL OF EMPLOYYES IN OVERALL ALLOWANCES

YesNo

Can’t say

0

5

10

15

20

25

30

35

NO OF RESPONDENTS PERCENTAGE

INTERPRETATION

From above table 48% of employees satisfied the overall allowances, 32% should not satisfied and 20% of employees are not answered the question.

TABLE NO. 12: OPINION OF EMPLOYEES REGARDING BEHAVIOUR AND SUPPORT OF MANAGEMENT

OPINION NO OF RESPONDENTS PERCENTAGE

Good 38 76%

Bad 4 8%

Average 8 36%

Total 50 100

CHART NO. 12: OPINION OF EMPLOYEES REGARDING BEHAVIOUR AND SUPPORT OF MANAGEMENT

Good Bad Average0

5

10

15

20

25

30

35

40

NO OF RESPONDENTS PERCENTAGE

INTERPRETATION

From above table 76% of employees are shared a good experience and 8% in a Bad level, 16% in average level.

TABLE NO. 13: SHOWING WHETHER THE EMPLOYEEES SATISFACTIED WITH WORK FACLITITES PROVIDED BY THE COMPANY

SATISFACTORY LEVEL

NO OF RESPONDENTS

PERCENTAGE

Highly satisfactory 18 36%

Satisfied 20 40%

Dissatisfied 12 24%

Total 50 100

CHART NO. 13: SHOWING WHETHER THE EMPLOYEEES SATISFACTIED WITH WORK FACLITITES PROVIDED BY THE COMPANY

Highly satisfactory Satisfied Dissatisfied0

5

10

15

20

25

NO OF RESPONDENTS

INTERPRETATION

From the above table 36% of employees are highly satisfied and the work facilities provided by the company. 20% are satisfied and 24% of employees are not satisfied

TABLE NO. 14: SATISFACTORY LEVEL OF EMPLOYEES IN WORKING RELATIONSHIP WITH THEIR SUPERVISOR

SATISFACTORY LEVEL

NO OF RESPONDENTS

PERCENTAGE

Highly satisfactory 10 16%

Satisfied 38 74%

Dissatisfied 2 4%

Total 50 100

CHART NO. 14: SATISFACTORY LEVEL OF EMPLOYEES IN WORKING RELATIONSHIP WITH THEIR SUPERVISOR

Highly satisfactory Satisfied Dissatisfied0

5

10

15

20

25

30

35

40

NO OF RESPONDENTS

INTERPRETATION

From the above table 16% of employees are highly satisfied the working relationship with their supervisor and 76% satisfied and 4% is dissatisfied.

TABLENO. 15: SATISFACTORY LEVEL OF EMPLOYEES LEAVE PROVIDED

SATISFACTORY LEVEL

NO OF RESPONDENTS

PERCENTAGE

Highly satisfactory 44 88%

Satisfied 2 4%

Dissatisfied 4 8%

Total 50 100

CHARTNO. 15: SATISFACTORY LEVEL OF EMPLOYEES LEAVE PROVIDED

NO OF RESPONDENTS

Highly satisfactory Satisfied Dissatisfied

INTERPRETATION

From the above table 88% is highly satisfied on companies’ motivational programmes and 4% satisfied and 8% dissatisfied.

TABLE NO.16:SHOWING WHETHER THE EMPLOYEES SATISFIED WITH THE TIME OF THE JOB

SATISFACTORY LEVEL

NO OF RESPONDENTS

PERCENTAGE

Highly satisfactory 36 72%

Satisfied 4 8%

Dissatisfied 10 20%

Total 50 100

CHART NO.16: SHOWING WHETHER THE EMPLOYEES SATISFIED WITH THE TIME OF THE JOB

Highly satisfactory Satisfied Dissatisfied0

5

10

15

20

25

30

35

40

NO OF RESPONDENTS

INTERPRETATION

From the above 72% of employees highly satisfied with the working time 8% satisfied and 20% dissatisfied.

TABLE NO.17: OPINION OF EMPLOYEES REGARDING REFRESHMENT AND RECREATION FACILITIES

OPINION NO OF RESPONDENTS PERCENTAGE

Good 40 80%

Bad 4 8%

Average 6 12%

Total 50 100

CHART NO.17: OPINION OF EMPLOYEES REGARDING REFRESHMENT AND RECREATION FACILITIES

Good Bad Average0

5

10

15

20

25

30

35

40

NO OF RESPONDENTS PERCENTAGE

INTERPRETATION

From the above table 80% of employees have good opinion about refreshment and recreation facilities and 8% have bad opinion and 12% have average opinion.

TABLE NO. 18: OPINION REGARDING MANAGEMENT SUPPORT IN EMPLOYYES SUGGESTIONS AND GRIEVANESS

OPINION NO OF RESPONDENTS PERCENTAGE

Good 6 12%

Bad 4 8%

Average 40 80%

Total 50 100

CHART NO. 18: OPINION REGARDING MANAGEMENT SUPPORT IN EMPLOYYES SUGGESTIONS AND GRIEVANESS

Good Bad Average0

5

10

15

20

25

30

35

40

45

NO OF RESPONDENTS PERCENTAGE

INTERPRETATION

From the above table 12% of employees have good opinion about and regarding management support in employees’ suggestion and grievances.

TABLE NO. 19: LEVEL OF UNDERSTANDING BY THE MANAGEMENT IN EMPOLYEE NEEDS AND WANTS

OPINION NO OF RESPONDENTS PERCENTAGE

Good 6 12%

Bad 4 12%

Average 38 76%

Total 50 100

CHART NO.19: LEVEL OF UNDERSTANDING BY THE MANAGEMENT IN EMPOLYEE NEEDS AND WANTS

Good Bad Average0

5

10

15

20

25

30

35

40

NO OF RESPONDENTS

INTERPRETATION

From the above table 12% of employees have good opinion regarding management understanding of employees need and wants. 12% have bad opinion and 70% having an average opinion.

TABLE NO. 20: SATISFACTION OF EMPLOYEE IN WORK ENVIRONMENT

OPINION NO OF RESPONDENTS PERCENTAGE

Good 36 72%

Bad 6 12%

Average 8 16%

Total 50 100

CHART NO. 6.20: SATISFACTION OF EMPLOYEE IN WORK ENVIRONMENT

Good Bad Average0

5

10

15

20

25

30

35

40

NO OF RESPONDENTS PERCENTAGE

INTERPRETATION

From the above table 72% of employees satisfied with the work environment and 12% of them having bad and 16% having an average satisfaction regarding our statement.

Conclusions

After the analysis of statistical data and findings arrived, it can be concluded that employees in the ICICI bank in Mumbai nurture differential level of satisfaction across organizational variables, such as, salary/ compensation, training and development, the nature of job, work life balance, colleagues relationship, job security, chain of communication or relationships, decision-making, welfare measures, rewards and recognition, attitude of superiors, roles of the employees, working conditions, team work promotion policies etc. On the face of statistical findings, difference in percentage between satisfaction and dissatisfaction suggests that factors of salary, inter-personal relationship, communication, attitude of superiors, working conditions and team work are more significant in determining job satisfaction of employees of the ICICI bank in Mumbai. It can be pointed out that improvement in organizational variables, most particularly, in performance appraisal system, promotional strategies, position status and related rewards etc., may enhance job satisfaction and morale of employees in the ICICI bank.