Professional Documents
Culture Documents
ON
JOB SATISFACTION IN S.B.I
IN
STATE BANK OF INDIA
IN THE PARTIAL FULFILLMENT OF REQUIREMENT FOR THE DEGREE OF
MASTER OF BUSINERSS ADMINISTRATION.
Session-2013-2015
SUBMITTED TO:-
SUBMITTED BY:-
Prof.K.K.Agrawal (Dean&Director)
Monika Pandey
MBA IVthSemester
EN.NO.- KA2K14/10013129
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DECLARATION
I, here by declare that the research report on JOB SATISFACTION IN S.B.I.
I further declare that this project is my original work and no part of this
Project report has been published or submitted to anybody or university
Award of any other degree or diploma.
Monika Pandey
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ACKNOWLEDGEMENT
I express my sincere thanks to Mr.Abhishek Mishra (faculty of human resource),who
always advised me during entire of my report.He encouraged me time to time.
I express my gratitude to who encourage me conducting this study.
Criticized me on my mistaqke and hence I could come up with a good research report. So
I am grateful to him also. Iwould like family members who provide me the required help
when I needed.
I couldnt forget the contribution of all the people who spent their valuable time me in
order to give me required information.
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CONTENT
PAGE NO.
COMPANY PROFILE
INDUSTRY PROFILE
17
VALUES
18
BOARD OF DIRECTOR
19
ORGANISATION STRUCTURE
20
25
SWAT ANALYSIS
42
JOB SATISFACTION
44
RESEARCH METHOLOGY
47
DATA ANALYSIS
51
FNDINGS
62
SUGGESITION
65
Page 4
CONCLUSION
67
BIBLIOGRAPHY
68
QUESTIONNAIRE
70
TABLE OF CONTENT
Executive Summary
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. Its computerizing its branches at a rapid pace, having
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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.
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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INDUSTRY PROFILE
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 1 st 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.,
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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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who
are
all
the
users
of
financial
services.
2. Money Markets.
3. Financial companies/Institutions
IT in Banking
Page 10
Page 11
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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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.
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Bank of Madras
Page 15
of
port
towns
and
inland
centres
of
the
presidency.
Bank of Bombay
Page 17
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
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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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.
(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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Mission Statement
To retain the banks 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.
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Values
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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---
Chairman
2.
---
3.
Shri. T.S.Bhattacharya
---
4.
Shri. K.P.Jhuhjhunwala
5.
Shri. P.R.Khanna
6.
7.
Shri. Ajay.G.Piramal
8.
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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ORGANISATION STRUCTURE
The structure of the corporate center and the business groups located at
Mumbai is as follows:
Chairman
CORPORATE
CENTER
BUSINESS
GROUPS
MD & GE
(CB)
MD & GE
(NB)
DMD & GE
(IB)
DMD & GE
(A&S)
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General Manager
(Commercial Banking)
DGM (Vigilance)
DGM (Law)
AGM (Public relations
and community services
banking)
General Manager
(Development & Personal Banking)
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SMGS IV
Advances, Rehab.Cum NPA Mgt.Cell
MMGS III
Adv. Cell
Chief Manager
Lead Bank Cell (in a few nodules)
Office
Computer Centre
MMGS III- Zonal
Government accounts
department.
SMGS IV Office Administration
JMGS Medical
Officer
MMGS II
Premises
AGMs (Region)
SE Credit Cell
FINANCIAL VIEW
Page 27
Ratio Analysis:
2012-13
14-15
Selected Ratios
FY
Q1
Q1
81.79
80.44
92.94
18.10
19.89
19.38
3.39
2.99
3.77
3.20
2.99
3.14
33.80
34.25
27.04
12.45
13.82
11.63
Tier I
8.04
9.01
7.88
Tier II
4.41
4.81
3.75
2.65
3.45
2.44
The aggregate deposits and advances of the State Bank Group as at the
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.
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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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, sheepgoat, 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.
Page 33
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.
Pre-shipment credit
Rupee/ Foreign currency supplier's credit
Buyers credit
Merchant banking:
SBIs Merchant Banking Group is strongly positioned to offer perfect financial
solutions to your business. We specialize in the arrangement of various forms of
Page 35
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
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 -
Page 36
Standing instructions
Apart from these, the other salient value-added features available are:
Page 37
Page 38
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)
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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
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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:
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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
Page 44
Page 45
SWOT ANALYSIS
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:
WEAKNESS:
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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.
Page 47
Page 48
RESEARCH METHODOLOGY
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.
Page 50
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.
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.
Page 51
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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Data Analysis
The various parameters selected for analysing the job satisfaction level are:
Remuneration
Communication
Goals
Teamwork
Promotions
Leadership
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.
Page 54
Satisfaction level
percentage (%)
nil
To a small extent
21.2
To a large extent
48.8
31
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.
Page 55
Satisfaction level
percentage (%)
To a small extent
28.3
To a large extent
34.6
37.1
Graph 2
Page 56
percentage (%)
3.4
To a small extent
26.6
To a large extent
43.2
26.8
Graph 3
Page 57
Graph depicting how clear are the employees regarding goals of their
departments and the organisation.
Satisfaction level
percentage (%)
6.6
To a small extent
10
To a large extent
56.6
26.8
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.
Satisfaction level
percentage (%)
8.12
To a small extent
34.87
To a large extent
53.98
3.03
Graph 5
8.1% of the employees are satisfied with teamwork to a very small extent.
3.03% of the employees are satisfied with teamwork to a very large extent.
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percentage (%)
18.18
To a small extent
32.24
To a large extent
36.57
13.01
Graph 6
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percentage (%)
16.7
To a small extent
33.3
To a large extent
50
Graph 7
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percentage (%)
19.8
To a small extent
40.1
To a large extent
32.6
7.5
Graph 8
19.8% of the employees feel that rewards & punishment system is not
very effective.
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7.5% of the employees are very much satisfied with rewards &
punishment system.
percentage (%)
2.03
To a small extent
28.74
To a large extent
52.63
16.60
Graph 9
2.03% of the employees are very much dissatisfied with the social
environment.
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.
Satisfaction level
percentage (%)
16
To a small extent
39.6
To a large extent
30.4
14
Graph 10
16% of the employees are not very happy with the physical environment.
14% of the employees are very much happy with the physical environment
of the organisation.
Page 65
percentage (%)
To a small extent
To a large extent
56.25
43.75
Graph 11
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.
Page 66
Findings
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 banks perspective as well as from the researchers 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.
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.
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.
Page 67
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 superiors leadership. They felt
that their bosses took personal interest in the employees growth.
The other 50% of the employees were not very much satisfied with their
superiors 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.
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 organisations growth.
Page 68
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.
Page 69
SUGGESTIONS
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.
Also, the bank need not spend additional money on training an employee for
a particular job.
Job rotation should be done especially for clerical jobs, as the same kind of
work leads to boredom.
The rigid policies of promotion must be done away with. Instead, deserving
employees must be promoted. This will lead to better job satisfaction.
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CONCLUSION
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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BIBLIOGRAPHY
Websites
www.sbi.com
www.sbiinsurance.com
www.irda.net
www.sbibank.com
www.theconomictimes.com
www.indiabudget.nic.in
www.outlookmoney.com
www.moneycontrol.com
Used literature
The times of india
The economic times
E-magazines of S.B.I.
Valuable information from corporate guide and faculty guide.
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QUESTIONNAIRE:-
Cadre:
-----------------------
Grade:
----------------------
--------------------------------------
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?
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1-----2-----3-----4
9) Is teamwork and cooperation present among individuals?
1-----2-----3-----4
10)Is teamwork rewarded?
Yes
No
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
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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
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Participative
Mechanistic
Organic
31) Considering everything how satisfied are you with your job?
Very dissatisfied
Somewhat satisfied
somewhat dissatisfied
Very satisfied
32) Mention in brief what you feel could be done to improve the overall working
conditions
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