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Survey of Job Satisfaction among Employees of State Bank of India,
Coimbatore.
Groups Members: K Arun, Saranya, Kantimati, Ashik Ivar, G Vikram,
Final Year B Com,
Dr G R Damodaran College Of Management
Neelambur, Coimbatore 641 041.
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CHAPTER - I
INTRODUCTION ABOUT THE STUDY
JOB SATISFACTION
Definitions:
Job satisfaction does not seem to reduce absence, turnover and perhaps
accident rates.
-Robert L. Kahn
Job satisfaction is a general attitude towards ones job: the difference
between the amount of reward workers receive and the amount they believe theyshould receive.
-P. Robbins
Job satisfaction defines as The amount of over all positive affect (or
feeling) that individuals have toward their jobs.
Feldman
-Hugh J. Arnold and Daniel C.
Job satisfaction is the amount of pleasure or contentment associated with a job. If
you like your job intensely, you will experience high job satisfaction. If you dislike
your job intensely, you will experience job dissatisfaction.
By
Andrew J DuBrins,
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Human life has become very complex and completed in now-a-days. In
modern society the needs and requirements of the people are ever increasing and
ever changing. When the people are ever increasing and ever changing, when
the peoples needs are not fulfilled they become dissatisfied. Dissatisfied people
are likely to contribute very little for any purpose. Job satisfaction of industrialworkers us very important for the industry to function successfully. Apart from
managerial and technical aspects, employers can be considered as backbone of
any industrial development. To utilize their contribution they should be provided
with good working conditions to boost their job satisfaction.
Any business cab achieve success and peace only when the problem of
satisfaction and dissatisfaction of workers are felt understood and solved,
problem of efficiency absenteeism labour turnover require a social skill of
understanding human problems and dealing with them scientific investigation
serves the purpose to solve the human problems in the industry.
a) Pay.
b) The work itself.
c) Promotion
d) The work group.
e) Working condition. f)
Supervision.
Determinants of job satisfaction:
While analyzing the various determinants of job satisfaction, we have to
keep in mind that: all individuals do no derive the same degree of satisfaction
though they perform the same job in the same job environment and at the same
time. Therefore, it appears that besides the nature of job and job environment,
there are individual variables which affect job satisfaction. Thus, all those
factors which provide a fit among individual variables, nature of job, and
situational variables determine the degree of job satisfaction. Let us see what
these factors are.
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Individual factors:
Individuals have certain expectations from their jobs. If their expectations are
met from the jobs, they feel satisfied. These expectations are based on an
individuals level of education, age and other factors.
Level of education: Level of education of an individual is a factor which
determines the degree of job satisfaction. For example, several studies have
found negative correlation between the level of education, particularly higher level
of education, and job satisfaction. The possible reason for this
phenomenon may be that highly educated persons have very high expectations
from their jobs which remain unsatisfied. In their case, Peters principle which
suggests that every individual tries to reach his level of incompetence, applies
more quickly.
Age: Individuals experience different degree of job satisfaction at different
stages of their life. Job satisfaction is high at the initial stage, gets gradually
reduced, starts rising upto certain stage, and finally dips to a low degree.
The possible reasons for this phenomenon are like this.
When individuals join an organization, they may have some unrealistic
assumptions about what they are going to drive from their work. These
assumptions make them more satisfied. However, when these assumptions fall
short of reality, job satisfaction goes down. It starts rising again as the people
start to assess the jobs in right perspective and correct their assumptions. At the
last, particularly at the fag end of the career, job satisfaction goes down because of
fear of retirement and future outcome.
Other factors: Besides the above two factors, there are other indiidual factors
which affect job satisfaction. If an individual does not have favourable social and
family life, he may not feel happy at the workplace. Similarly, other personal
problems associated with him may affect his level of job satisfaction. Personal
problems associated with him may affect his level of job satisfaction.
Nature of job:
Nature of job determines job satisfaction which is in the form of
occupation level and job content.
Occupation level: Higher level jobs provide more satisfaction as compared to lower
levels. This happens because high level jobs carry prestige and status in the
society which itself becomes source of satisfaction for the job holders. For
example, professionals derive more satisfaction as compared to salaried people:
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factory workers are least satisfied.
Job content: Job content refers to the intrinsic value of the job which depends on
the requirement of skills for performing it, and the degree of responsibility
and growth it offers. A higher content of these factors provides higher
satisfaction. For example, a routine and repetitive lesser satisfaction; the degree of
satisfaction progressively increases in job rotation, job enlargement, and job
enrichment.
Situational variables:
Situational variables related to job satisfaction lie in organizational
context formal and informal. Formal organization emerges out of the
interaction of individuals in the organization. Some of the important factors which
affect job important factors which affect job satisfaction are given below:
1. Working conditions: Working conditions, particularly physical work
environment, like conditions of workplace and associated facilities for
performing the job determine job satisfaction. These work in two ways.
First, these provide means job performance. Second, provision of these
conditions affects the individuals perception about the organization. If these
factors are favourable, individuals experience higher level of job
satisfaction.
2. Supervision: The type of supervision affects job satisfaction as in each type
of supervision; the degree of importance attached to individuals varies. In
employee-oriented supervision, there is more concern for people which
is perceived favourably by them and provides them more satisfaction. In job
oriented supervision, there is more emphasis on the performance of the job
and people become secondary. This situation decreases job satisfaction.
3. Equitable rewards: The type of linkage that is provided between job
performance and rewards determines the degree of job satisfaction. If the
reward is perceived to be based on the job performance and equitable, it
offers higher satisfaction. If the reward is perceived to be based on
considerations other than the job performance, it affects job satisfaction
adversely.
4. Opportunity: It is true that individuals seek satisfaction in their jobs in the
context of job nature and work environment by they also attach
importance to opportunities for promotion that these job offer. If the
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present job offers opportunity of promotion is lacking, it reduces
satisfaction.
5. Work group: Individuals work in group either created formally of they develo
on their own to seek emotional satisfaction at the workplace. To the extent
such groups are cohesive; the degree of satisfaction is high. If the group is
not cohesive, job satisfaction is low. In a cohesive group, people derive
satisfaction out of their interpersonal interaction and workplace becomes
satisfying leading to job satisfaction.
Effect of Job Satisfaction
Job satisfaction has a variety of effects. These effects may be seen in the
context of an individuals physical and mental health, productivity, absenteeism, and
turnover.
Physical and Mental Health:
The degree of job satisfaction affects an individuals physical and mental
health. Since job satisfaction is a type of mental feeling, its favourableness or
unfavourablesness affects the individual psychologically which ultimately
affects his physical health. For example, Lawler has pointed out that drug abuse,
alcoholism and mental and physical health result from psychologically harmful jobs.
Further, since a job is an important part of life, job satisfaction influences general
life satisfaction. The result is that there is spillover effect which occurs in both
directions between job and life satisfaction.
Productivity:
There are two views about the relationship between job satisfaction and
productivity:
1. A happy worker is a productive worker,
2. A happy worker is not necessarily a productive worker.
The first view establishes a direct cause-effect relationship between job
satisfaction and productivity; when job satisfaction increases, productivity
increases; when satisfaction decreases, productivity decreases. The basic logic
behind this is that a happy worker will put more efforts for job performance.
However, this may not be true in all cases. For example, a worker having low
expectations from his jobs may feel satisfied but he may not put his efforts more
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vigorously because of his low expectations from the job. Therefore, this view does
not explain fully the complex relationship between job satisfaction and productivity.
The another view: That is a satisfied worker is not necessarily a productive
worker explains the relationship between job satisfaction and productivity.
Various research studies also support this view. This relationship may be
explained in terms of the operation of two factors: effect of job performance on
satisfaction and organizational expectations from individuals for job
performance.
1. Job performance leads to job satisfaction and not the other way round.
The basic factor for this phenomenon is the rewards (a source of
satisfaction) attached with performance. There are two types of rewards-
intrinsic and extrinsic. The intrinsic reward stems from the job itself which
may be in the form of growth potential, challenging job, etc. The satisfaction
on such a type of reward may help to increase productivity. The extrinsic
reward is subject to control by management such as salary, bonus, etc.
Any increase in these factors does not hep to increase productivity
though these factors increase job satisfaction.
2. A happy worker does not necessarily contribute to higher productivity
because he has to operate under certain technological constraints and,therefore, he cannot go beyond certain output. Further, this constraint
affects the managements expectations from the individual in the form of
lower output. Thus, the work situation is pegged to minimally acceptable level
of performance.
However, it does not mean that the job satisfaction has no impact o
productivity. A satisfied worker may not necessarily lead to increased
productivity but a dissatisfied worker leads to lower productivity.
Absenteeism:
Absenteeism refers to the frequency of absence of job holder from the
workplace either unexcused absence due to some avoidable reasons or long
absence due to some unavoidable reasons. It is the former type of absence
which is a matter of concern. This absence is due to lack of satisfaction from the job
which produces a lack of will to work and alienate a worker form work as for as
possible. Thus, job satisfaction is related to absenteeism.
Employee turnover:
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urnover of employees is the rate at which employees leave the
organization within a given period of time. When an individual feels
dissatisfaction in the organization, he tries to overcome this through the various
ways of defense mechanism. If he is not able to do so, he opts to leave the
organization. Thus, in general case, employee turnover is related to job
satisfaction. However, job satisfaction is not the only cause of employee
turnover, the other cause being better opportunity elsewhere.
For example, in the present context, the rate of turnover of computer
software professionals is very high in India. However, these professionals leave
their organizations not simply because they are not satisfied but because of the
opportunities offered from other sources particularly from foreign companies
located abroad.
Improving job satisfaction:
Job satisfaction plays significant role in the organization. Therefore,
manager should take concrete steps to improve the level of job satisfaction.
1. Re-designing the job.
2. Improving the quality of work life.
3. Linking rewards with performance.
4. Improving overall organizational climate.
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PRO FILE O F SBI
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
2nd June 1806. Three years later the bank received its charter and it was re-
designed as the Bank of Bengal (2nd
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 (15th
April 1840) and the Bank of Madras (1st
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
th
January 1921.
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. The three banks were
governed by royal charters, which were revised from time to time.
Each charter provided for a share capital, for-fifth of which were privately
subscribed and the rest owned by the provincial government. The members of
the board of directors, which managed
bank, weremostly proprietary directors representing the large
European managing agency houses in India; The rest where government nominees
invariably civil servants. One of whom was elected as the president of the board.
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
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conferred on the presidency banks and the Government undertook the transfer the
Treasury balances to the banks at places where the banks would open branches.
None of the three banks had till than any braches (except the sole attempt ad that
too a short-lived one by the Bank of Bengal at Mirsapore in 1839) although the
charters had given them such authority. But as soon as the three presidency band
were assured of the free use of government.
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 form
its forerunners no doubt provided a form 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 Band acquire a pre-eminent position in the Indian banking industry and
also secure a vital place in the countrys economic life.
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 new work of
172 branches and more than 200 sub offices extending all over the country. The
State Bank of India was thus born within a new sense of social purpose aided by
the 480 offices comprising branches, sub offices and three Local Head Offices
inherited form the Imperial Bank.
The concept of banking as mere repositories of the
communitys 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 banking system into the
exciting field of national development.
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WELFARE MEASURE
SBI provides educational facilities to its employees children.
SBI provides loan to its employees at a low rate of interest.
SBI provides health insurance to its employees.
The number of employees in State Bank of India is more, so sample size is
limited by 100.
The information collected by the observation method is very limited.
The result would be varying according to the individuals as well as time.
Some respondents hesitated to give the actual situation; they feared that
management would take any action against them
The findings and conclusions are based on knowledge and experience
of the respondents sometime may subject to bias
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CHAPTER III METHODOLOGY
Area of study:
This study was conducted in Coimbatore city.
Sample size:
The researcher has proposed to interview 100 respondents who are working
in 7 branches of State Bank of India, Coimbatore and they were selected as the
sample for the study.
Sources of data:
The study is based on both primary and secondary data.
Primary data:
The primary data were collected through structured
questionnaire.
Sampling techniques:
The methodology followed for collecting data, selection of sample, and
analysis of data is as follows:
Data collection technique:
The questionnaire has been designed and supplied to the
respondents for collecting primary data from customers.
Tools for analysis:
The following statistical tools are used in the study for the purpose of
analysis.
Percentage analysis:
It refers to a special kind of ratio; percentages are used to comparison
between two or more series of data and also to describe the relation. Since the
percentage reduced everything to a common base and there by allow meaningful
comparison to be made.
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ANALYSIS AND INTERPRETATION
This chapter is allocated for analysis and interpretation of data.
Preparing percentage analysis, two-way table does the analysis of job
satisfaction, which are directly extracted from the questionnaire. Thevariations in the extent of the consumer satisfaction
can be measured with the variables such as job secured, promotional
opportunity, relationship with management, and
satisfaction factors of the respondents.
The following are the tools used to carry out the analysis, are:
PERCENTAGE ANALYSIS:
It refers to special kind of ratio; percentages are used in making
comparison between two or more series of data, and used to describe the
relation. Since to percentage reduced everything to a common based and
thereby allows meaningful comparison to be made.
TWO-WAY ANALYSIS:
The score secured by the respondents who falls between the score as up to 50
indicates less satisfaction of the respondents, from 51 70 are got average
satisfaction and 71 90 respondents are highly satisfied.
CA LCU LAT ION OF SAT ISFACT ORY SC ORE S
The Respondents were asked to state their level of Satisfaction relating to
twenty factors. Based on their responses the Satisfaction score obtained by each
respondent was found out. Points or scores were allocated based on the
response. For each of the factor three levels of satisfaction were assigned
namely high, medium and low. For high satisfaction three points were given, for
Medium two and for low satisfaction one point was given. The total scores
secured by each respondent were thus arrived at. All the hundred respondents
were classified based on their level of satisfaction. Those who have obtained up to
30 points were classified under low satisfaction category, Respondents with
30 45 points were classified under medium satisfaction category and those with
more than 45 points were classified under high satisfaction category.
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NUMBER OF RESPONDENTS AND LEVEL OF SATISFACTION
LEVEL OF SATISFACTION NO. OF RESPONDENTS
HIGH SATISFACTION 23
MEDIUM SATISFACTION 54
LOW SATISFACTION 23
TOTAL 100
AGE RESPONDENTS PERCENTAGE (%)
BELOW 30 39 39
31 TO 45 43 43
ABOVE 45 18 18
TOTAL 100 100
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MARITAL STATUS
MARTIAL STATUS RESPONDENTS PERCENTAGE (%)
MARRIED 76 76
SINGLE 24 24
TOTAL 100 100
Table No 4.3
TABLE SHOWING OPINION OF RESPONDENTS TOWARDS GENDER
GENDER RESPONDENTS PERCENTAGE (%)
MALE 62 62
FEMALE 38 38
TOTAL 100 100
Table No 4.4
TABLE SHOWING OPINION OF RESPONDENTS OF DIFFERENT
LEVELS OF JOB
LEVEL OF JOB RESPONDENTS PERCENTAGE
(%) ACCOUNTANT 26 26
CASHIER 21 21
CLERK 35 35
CONSUMER CARE
EXECUTIVE
6 6
MANAGER 12 12
TOTAL 100 100
TABLE SHOWING OPINION OF RESPONDENTS TOWARDS EXPERIENCE
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EXPERIENCE RESPONDENTS PERCENTAGE (%)
LESS THAN 5 59 59
6 TO 10 36 36
ABOVE 10 5 5
TOTAL 100 100
TABLE SHOWING OPINION OF RESPONDENTS TOWARDS MONTHLY
SALARY
MONTHLY SALARY RESPONDENTS PERCENTAGE (%)
BELOW Rs.10,000 24 24
Rs.10,001 TO Rs.20,000 54 54
Rs.20,001 TO Rs.30,000 16 16
ABOVE Rs.30,000 6 6
TOTAL 100 100
TABLE SHOWING OPINION OF RESPONDENTS TOWARDS
EDUCATIONAL QUALIFICATION
EDUCATIONAL QUALIFICATION RESPONDENTS PERCENTAGE
(%) GRADUATE 37 37
POST-GRADUATE 6363
TOTAL 100 100
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Table No 4.8
TABLE SHOWING OPINION OF RESPONDENTS TOWARDS FAMILY SIZE
FAMILY SIZE RESPONDENTS PERCENTAGE (%) UP
TO 2 5 5
3 TO 5 65 65
ABOVE 5 30 30
TOTAL 100 100
Table No 4.9
TABLE SHOWING RESPONDENTS OPINION ABOUT SALARY
Man work to earn every employee is te organisation will expect a corret pay
to be paid for the job done by him. The reasonable pay for each job which is
performed in theorganisation. This scale of pay may help for the job satisfaction to
a certain extent.
SALARY AND NUMBER OF RESPONDENTS
SALARY SATISFACTION RESPONDENTSPERCENTAGE
(%)
AGREE 61 61
DIS-AGREE 36 36
STRONGLY AGREE 3 3
TOTAL 100 100
.
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Table No 4.10
TABLE SHOWING RESPONDENTS OPINION ABOUT
PROMOTIONAL OPPORTUNITIES
PROMOTIONALOPPORTUNITYSATISFACTION RESPONDENTS
PERCENTAGE(%)
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AGREE 60 60
DIS-AGREE 23 23
STRONGLY AGREE 6 6
STRONGLY DIS-AGREE 3 3
UNDECIDED 8 8
TOTAL 100 100
Table No 4.11
TABLE SHOWING RESPONDENTS OPINION ABOUT
WORKING CONDITION
OPINION RESPONDENTSPERCENTAGE
(%)
GOOD 67 67
FAIR 22 22
EXCELLENT 9 9
UNDECIDED 2 2
TOTAL 100 100
Table No 4.12
TABLE SHOWING RESPONDENTS OPINION ABOUT NATURE OF JOB
OPINION RESPONDENTSPERCENTAGE
(%)
GOOD 63 63
FAIR 25 25
EXCELLENT 2 2
POOR 9 9
UNDECIDED 1 1
TOTAL 100 100
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TABLE SHOWING RESPONDENTS OPINION ABOUT
TRAINING OPPORTUNITIES
OPINION RESPONDENTSPERCENTAGE
(%)
GOOD 63 63
FAIR 26 26
EXCELLENT 6 6
POOR 2 2
UNDECIDED 3 3
TOTAL100 100
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Table No 4.14
TABLE SHOWING RESPONDENTS OPINION ABOUT
RELATIONSHIP WITH MANAGEMENT
OPINION RESPONDENTS PERCENTAGE (%)GOOD 70 70
FAIR 13 13
EXCELLENT 11 11
POOR 3 3
UNDECIDED 3 3
TOTAL 100 100
Table No 4.15
TABLE SHOWING RESPONDENTS OPINION ABOUT
RELATIONSHIP WITH CO-WORKERS
OPINION RESPONDENTSPERCENTAGE
(%)
GOOD 67 67
FAIR 13 13
EXCELLENT 17 17
POOR 3 3
TOTAL 100 100
TABLE SHOWING RESPONDENTS OPINION ABOUT
SATISFACTION WITH OTHER FACILITIES
OPINION RESPONDENTSPERCENTAGE
(%)GOOD 71 71
FAIR 16 16
EXCELLENT 11 11
POOR 2 2
TOTAL 100 100
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TWO WAY TABLE - 1
Relationship Between Age And Level Of Satisfaction
AGE
LEVEL OF SATISFACTION
TOTAL
HIGHLYSATISFIED
MEDIUMSATISFACTION
LOWSATISFACTION
BELOW 308(21%) 23(59%) 8(20%) 39
31 4512(28%) 18(42%) 13(30%) 43
ABOVE 453(17%) 13(72%) 2(11%) 18
TOTAL23 54 23 100
WAY TABLE 2
Relationship Between Marital Status And Level Of Satisfaction
MARITALSTATUS HIGHLY
LEVEL OF SATISFACTION
MEDIUM LOWTOTAL
SATISFIED SATISFACTION SATISFACTION
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MARRIED17(22%) 42(55%) 17(23%) 76
UNMARRIED6(25%) 12(50%) 6(25%) 24
TOTAL23 54 23 100
TWO WAY TABLE 3
Relationship Between Gender And Level Of Satisfaction
GENDER
LEVEL OF SATISFACTION
TOTALHIGHLY
SATISFIEDMEDIUM
SATISFACTIONLOW
SATISFACTION
MALE20(32%) 30(48%) 12(20%) 62
FEMALE
3(8%) 24(63%) 11(19%) 38
TOTAL23 54 23 100
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TWO WAY TABLE 4
Relationship Between Experience And Level Of Satisfaction
EXPERIENCEHIGHLY
LEVEL OF SATISFACTION
MEDIUM LOWTOTAL
LESS THAN 5
SATISFIED SATISFACTION SATISFACTION
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YEARS14(24%) 29(49%) 16(27%) 59
6 TO 10
YEARS6(17%) 23(64%) 7(19%) 36
ABOVE 10
YEAS3(60%) 2(40%) 0 5
TOTAL23 54 23 100
TWO WAY TABLE 5
Relationship Between Salary And Level Of Satisfaction
SALARYHIGHLY
LEVEL OF SATISFACTION
MEDIUMLOW
TOTAL
BELOW
SATISFIED SATISFACTION SATISFACTION
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Rs.10,0003(12%) 16(67%) 5(21%) 24
Rs.10,001 TO
Rs.20,00014(26%) 32(59%) 8(15%) 54
Rs.20,001 TO
Rs.30,0003(19%) 3(19%) 10(62%) 16
ABOVE
Rs.30,000
3(50%) 3(50%) 0 6
TOTAL 23 54 23 100
Relationship Between Education Level And Level Of Satisfaction
EDUCATIONHIGHLY
LEVEL OF SATISFACTION
MEDIUM LOW TOTAL
SATISFIED SATISFACTION SATISFACTION
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GRADUATE 6(16%) 28(76%) 3(8%) 37
POST-
GRADUATE17(27%) 26(41%) 20(32%) 63
TOTAL 23 54 23 100
Relationship Between Nature of Job And Level Of Satisfaction
NATURE OFJOB
LEVEL OF SATISFACTION
TOTALHIGHLY
SATISFIED
MEDIUM
SATISFACTION
LOW
SATISFACTION
ACCOUNTANT 5(19%) 14(54%) 7(27%) 26
CASHER 9(43%) 7(33%) 5(24%) 21
CLERK 0 24(69%) 11(31%) 35
CONSUMER
CARE
EXECUTIVE
0 6(100%) 0 6
MANAGER 9(75%) 3(25%) 0 12
TOTAL 23 54 23 100
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TWO WAY TABLE 8
Relationship Between Family Size And Level Of Satisfaction
FAMILY SIZEHIGHLY
LEVEL OF SATISFACTION
MEDIUM LOWTOTAL
SATISFIED SATISFACTION SATISFACTION
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UP TO 2 1(20%) 2(40%) 2(40%)
5
3 TO 5 15(23%) 40(62%) 10(15%)
65
ABOVE 5 7(24%) 12(40%) 11(36%)
30
TOTAL 23 54 23100
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Summary of Findings:
The following are the findings of the study:
PERCENTAGE ANALYSIS
43% of the respondents are in the age group of 31-45
years.
62% of the respondents are male.
76% of the respondents are married.
35% of the respondents are clerk.
59% of the respondents are less than 5 years experience.
54% of the respondents monthly income as Rs. 10,001-Rs.
20,000.
Most of the respondents are Post-Graduate.
65% of the respondents are 3-5 members in family.
39% of the respondents are not satisfied and the remaining
is satisfied with their salary.
Most of the respondents are agree with their promotional
opportunities.
67% of the respondents are satisfying their working
conditions.
63% of the respondents are satisfied with their job.
Most of the respondents agree with their training
opportunities.
There exists a cordial relationship between employees and
management.
67% of the respondents are very much satisfied with their
relationship with the co-workers.
Most of the respondents satisfied other facilities
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Interpretation:
Highly satisfied employees are more among the age group
of 31-45.
Highly satisfied employees are more among the unmarried
persons than the married persons.
Highly satisfied employees are more among the male
respondents than the female respondents.
Highly satisfied employees are above Rs.30,000/- income
group.
Highly satisfied employees are more among the post-graduate than the Graduate
employees.
Highly satisfied employees are above 10 years experience.
The managers are highly satisfied than the other
employees.
CONCLUSION:
From the study, we have come to know that most of the respondents have job
satisfaction; the management has taken the best efforts to maintain cordial relationship
with the employees. Due to the working conditions prevailing in this bank, job
satisfaction of each respondent seems to be the maximum.
From the study, we have come know that most of the employees were satisfied with
the welfare measures provided by bank. The employees of SBI get more benefits
compare to other banks. The main problem of shortage of man power is less in the SBI
compare to other banks.