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Job Satisfaction of Employee IN ICICI AND PNB BANK

Job Satisfaction of Employee IN ICICI AND PNB BANK

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A Comparative study of job satisfaction of employees in ICICI and PNB bank

Submitted to

In partial fulfillment of the Requirements for the award of Degree of Master of Business Administration

Submitted by: Pallavi Sharma Registration No. 2020070237

Supervised by: Gurneet Kaur

DEPARTMENT OF MANAGEMENT LOVELY PROFESSIONAL UNIVERSITY PHAGWARA (2008)

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LOVELY PROFESSIONAL UNIVERSITY OF MANAGEMENT

DEPARTMENT

[TITLE OF DISSERTATION]…………………………………….. ……………………………………..……………………………………..

Submitted to Lovely Professional UniversityIn partial fulfillment of the requirements for the award of degree of MASTER OF BUSINESS ADMINISTRATION

Submitted by: Name of the student University Roll No.

Supervisor: Name of the Faculty Advisor Designation

DEPARTMENT OF MANAGEMENT LOVELY PROFESSIONAL UNIVERSITY PHAGWARA (Year of completion)

LOVELY PROFESSIONAL UNIVERSITY DEPARTMENT OF MANAGEMENT

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Format of Certificate of Completion by the Faculty Advisor TO WHOMSOEVER IT MAY CONCERN

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report out

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“________________________________________”

Mr._________________(student name), S/o or D/o____________(Father’s Name) has been accomplished under my guidance & supervision as a duly registered MBA student of the Lovely Professional University, Phagwara. This project is being submitted by him/her in the partial fulfillment of the requirements for the award of the Master of Business Administration from Lovely Professional University.

His dissertation represents his original work and is worthy of consideration for the award of the degree of Master of Business Administration.

___________________________________ (Name & Signature of the Faculty Advisor) Title: ______________________________ Date: ______________________________: LOVELY PROFESSIONAL UNIVERSITY DEPARTMENT OF MANAGEMENT

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hereby declare that the work presented herein is genuine work done originally by me and has not been published or submitted elsewhere for the requirement of a degree programme. 4 .) Date:__________ Acknowledgement I hereby take the opportunity to thank all the individuals who have helped me the successful completion of my project.DECLARATION I. Any literature. "________________________________(student's name)”. _______________________ (Student's name & Signature) _______________________ (Registration No. data or works done by others and cited within this dissertation has been given due acknowledgement and listed in the reference section.

I express my sincere appreciation for the advice. My special thanks to Miss . She always ready to listen my problems and immediately provided me with the solution.all extremely helping attitude always encourage me to consult him whenever I had any problem. guidance. She provides me the necessary guidelines and information which help me at every step of my project.s Pallavi sharma 5 . Without his support this project would not have been possible I would also like to thank to all who help in coordinating my entire project. MBA) Lovely Professional University for providing me necessary guidance and support which has helped me in the successful completion of my project.gurneet (Training guide. and great support of.

Growth.2 Profile of the organization 2.3 Company’s history 2.1 Introduction to Subject (Theoretical Foundation.6 Performance of the company over the last few years(Statistical Profile) 2.1 Introduction to Company 2.1.4 Recent achievements and milestones 2.1 Overview of the industry (History. Landmarks.1.1.7 Financial status of the organization 2. 2.1.5 Product range of the company/industry 2.1. Evolution of subject and its Dimensions) 2.1.8 Future prospects/ plans 6 .1.No 1 Chapter 1.1.S. major players and their market share) 2.

5 Summary. Limitations & Recommendations 6 7 Bibliography Appendix (Questionnaire. Documents. Performas. Glossary of Terms.3 Survey of Literature (literature survey should be of minimum 20 references from books & journals) 4 One or two chapter based on analysis of data but title of chapter should be based on the problem/issue studied and should not be titled as data analysis. Financial statements etc.) \ 7 . Conclusion. Abbreviations.

A happy employee is generally that employee who is satisfied with his job. If the employees working in the organization feel that they are working much harder than others in 8 . feels good about it and values his job highly. “Job satisfaction is the set of favorable or unfavorable feeling with which employees views their work. job satisfaction is very important because most of the people spend a major portion of their life working place.Introduction 1. b) Job satisfaction is often determined by how outcome will meet the expectations. Job satisfaction can be defined as the extent of positive feeling or attitude towards their jobs. it means that he really likes the job. When a person says that he has high job satisfaction.” 3 important dimensions of job satisfaction: a) Job satisfaction cannot be seen. it can only be inferred.1 Meaning of job satisfaction It has been often said that “A HAPPY EMPLOYEES A PRODUCTIVE EMPLOYEE”. It relates to one’s feeling towards one’s job.

c) Job satisfaction and job attitudes are typically used inter changeably. it is considered a symbol of achievement since higher pay reflects higher degree of contribution toward organizational operations. This is basically because of a few reasons. Positive attitude towards the jobs are conceptually equivalent to jobs satisfaction and negative attitudes towards the job indicates job dissatisfaction. if they are being paid equitably and treated well by the organization. Firstly. they will be satisfied with their jobs and will have positive attitudes. Money also satisfied the first level needs of Maslow’s model of satisfaction. promotion indicates an employee’ worth tom the organization which is highly morale boosting. money is a n important instrument in fulfilling one’s need. employees often see money as a reflection of the management’s concern for them.the department but the receiving lower rewards. 9 . the boss and the co-workers. PROMOTIONAL CHANGES: Promotional changes considerably affect the job satisfaction because of the following reasons: Firstly. FACTORS INFLUENCING JOB SATISFACTION: ➢ WAGES AVD SALARY ➢ PROMOPTIONAL CAHNGES ➢ COMPANY POLICIES ➢ WORK GROUP ➢ WORKING CONDITIONS ➢ JOB SCOPE ➢ INTERESTING WORK ➢ TENURE WAGES AND SALARY: Wages and salary play a very significant role in influencing job satisfaction. Thirdly. Secondly. they will be dissatisfied and have a negative attitude toward the job. On the other hand.

The extent and direction of an individual's motivation (box 2) are influenced by factors in the organizational environment such as leadership style. results in performance (box 8). The effort that is expended (box 5). Strict policies will create dissatisfaction among the employees because they feel that they are not being treated fairly and may feel constraint. WORK GROUP: A friendly work group provides opportunities to the group members to interact with each other. From left to right. increased reponsibities. Liberal and fair policies usually result in more job satisfactions. Individual motivation is further influenced by the desirability of the rewards (valence) and by the expectancy that effort will lead to the performance that will produce the desired outcomes (box 4). more freedom. inter group behavior. individual needs and goals (box 1) are fundamental driving forces in motivation. These policies can generate positive or negative feeling towards the organization. COMPANY POLICIES: Organizational structure and policies also play an important role in affecting the job satisfaction of the employees. performance. advice and assistance to the individual group members. group norms and support. coupled with the individual's skills and abilities (box 6). However. comfort. it serves as source of support. An autocratic and highly authoritative structure causes resentment among the employees as compared to a structure which is more open and democratic in nature. Thus. employee takes promotion as the ultimate achievement in his career and it is realized. less supervision. a democratic organizational structure with fair and liberal policies is associated with high job satisfaction. THE MOTIVATION PERFORMANCE SATISFACTION RELATIONSHIP Figure below depicts the relationship of motivation. and satisfaction as suggested by recent research about job satisfaction and by theories of individual motivation. the technology that is in use. higher salary. more challenging work assignments. and human resources policies and practices (box 3). Organizational policies also govern the human behavior in these organizations. and status and like. 10 . promotion involves positive changes e. he feels extremely satisfied.g. Thirdly.Secondly.

and the training given the person (box 7) are also factors in the level of performance. (6) Skills and abilities (1) Individua l needs and goals (2) Motivatio n (5) Effort (8) Performan ce (9) Reward s (intrinsi c and (11) Satisfac tion 11 . (3) Leadership style group norms and support intergroup behaviour human resources management. Performance leads to rewards of both an intrinsic and an extrinsic nature (box 9). Intrinsic rewards are internal reinforcements such as feelings of accomplishment and self-worth. extrinsic rewards are external reinforcements such as pay.the support services that are provided (such as the proper raw materials or parts supplied at the right time). recognition. or promotion.

An arrow is drawn from box 11 back to boxes 1 and 2 because job satisfaction or dissatisfaction affects need fulfillment. a small tiff with spouse and several such incidents have a tremendous impact on the work attendance. Job satisfaction and Adjustment 12 . adjustment. a drizzle. and ongoing motivation.(4) Valence of rewards (4) Valence of rewards (4) Valence of rewards Job satisfaction (box 11) stems from performance and the accompanying rewards but is influenced by the extent to which the individual perceives the rewards as equitable (box 10). accidents and productivity. For a dissatisfied worker these may be major reasons for missing the work but for a satisfied worker these may be relevant. A minor problem with bicycle. future goals. 1.2 JOB SATISFACTION AND WORK BEHAVIOUR Generally the level of job satisfaction seems to have some relation with various aspects of work behavior like absenteeism. Job satisfaction & Absenteeism In every day life certain contingencies require a little extra effort of the part of workers to come to work.

But research reveals no relationship between job satisfaction and productivity. generally shows that the higher the satisfaction with the job. For long. the lower is the rate of accidents. Although it is difficult to define adjustment most psychologists and organizational behaviorist have been able to narrow it down to what they call neuroticism and anxiety. the lower is the rate of accidents with the job. Most literature in this area. the theory 13 . Though it is difficult to explain such a relationship but generally a satisfied employee would not be careless or negligent and would encounter lesser possibilities of running into an accident situation.If the employee is facing problems in general adjustment. it is likely to affect his work life. neuroticism have been found to be more satisfied with their jobs. generally suggests a positive relationship People with lower level of anxiety and low between adjustment and job satisfaction. Locke’s Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Job satisfaction and Productivity It is generally assumed that satisfied employees are more productive. Further. The more favorable towards job would make him more positively inclined to his job and there would be a lesser probability of getting and unexpected incorrect or incorrect or in controlled event in which either his action or the reaction of an object or person may result in personal injury. both theorists and practitioners have been concerned with employee’s adjustment and have provided vocational guidance and training to them to minimize it is compact on work behavior. Adjustment problems usually show themselves in level of job satisfaction. Job satisfaction and Accidents Research on relationship between job satisfaction and accident. Theories of job satisfaction: Affect Theory Edwin A.

This model states that higher levels of self-esteem (the value one places on his/her self) and general self-efficacy (the belief in one’s own competence) lead to higher work satisfaction. general self-efficacy. To illustrate. then Employee A would be more satisfied in a position that offers a high degree of autonomy and less satisfied in a position with little or no autonomy compared to Employee B. Dispositional Theory Another well-known job satisfaction theory is the Dispositional Theory[citation needed]. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/aren’t met. Research also indicates that identical twins have similar levels of job satisfaction. and neuroticism. Finally. compared to one who doesn’t value that facet. A significant model that narrowed the scope of the Dispositional Theory was the Core Selfevaluations Model. An employee’s motivation to work is continually related to job satisfaction of a subordinate. locus of control. Having an internal locus of control (believing one has control over her\his own life.g. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet. as opposed to outside forces having control) leads to higher job satisfaction. This approach became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and jobs. his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met).states that how much one values a given facet of work (e. lower levels of neuroticism lead to higher job satisfaction[citation needed]. It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction. Judge in 1998. regardless of one’s job. Motivation can be seen as an inner force that drives individuals to attain 14 . When a person values a particular facet of a job. if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy. Judge argued that there are four Core Self-evaluations that determine one’s disposition towards job satisfaction: self-esteem. proposed by Timothy A. respectively. Two-Factor Theory (Motivator-Hygiene Theory) Frederick Herzberg’s Two factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace[5] This theory states that satisfaction and dissatisfaction are driven by different factors – motivation and hygiene factors.

and feedback) which impact three critical psychological states (experienced meaningfulness. These motivating factors are considered to be intrinsic to the job.. and other working conditions. p. Motivating factors are those aspects of the job that make people want to perform.load which can affect their level of job satisfaction. 85). the theory does not consider individual differences.[5] Finally.. & Wrench. & Westbrook. autonomy. J. work motivation. and provide people with satisfaction. recognition. L. the model has been criticised in that it does not specify how motivating/hygiene factors are to be measured. Monge. promotion opportunities. p. conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors.” Individuals in an organization can experience communication over-load and communication under.133).[5] Furthermore.). and knowledge of the actual results). & Russel. K. supervisory practices. which is widely used as a framework to study how particular job characteristics impact on job outcomes. for example achievement in work. task significance.[7] Communication Overload and Communication Underload One of the most important aspects of an individual’s work in a modern organization concerns the management of communication demands that he or she encounters on the job (Krayer.personal and organization goals (Hoskinson. Demands can be characterized as a communication load. in turn influencing work outcomes (job satisfaction. company policies.[5] Job Characteristics Model Hackman & Oldham proposed the Job Characteristics Model. task identity. Porter. A meta-analysis of studies that assess the framework of the model provides some support for the validity of the JCM. researchers have been unable to reliably empirically prove the model. or the work carried out.[6] The five core job characteristics can be combined to form a motivating potential score (MPS) for a job. Communication overload can occur when “an individual receives 15 . 1977).[5] While Hertzberg's model has stimulated much research.[5] Hygiene factors include aspects of the working environment such as pay. which can be used as an index of how likely a job is to affect an employee's attitudes and behaviors----. which refers to “the rate and complexity of communication inputs an individual must process in a particular time frame (Faraca. with Hackman & Oldham suggesting that Hertzberg's original formulation of the model may have been a methodological artifact. The model states that there are five core job characteristics (skill variety. etc. absenteeism. experienced responsibility for outcomes. including job satisfaction.

The JSS is a 36 item questionnaire that measures nine facets of job satisfaction. is a specific questionnaire of job satisfaction that has been widely used. The Job in General Index is an overall measurement of job satisfaction. aggravated.. In comparison. coworkers.” According to the ideas of communication over-load and underload. Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ). & Hulin (1969). Monge. p. By far.. created by Smith. if an individual does not receive enough input on the job or is unsuccessful in processing these inputs. the individual is more likely to become dissatisfied. participants answer either yes. It measures one’s satisfaction in five facets: pay. L. It is an improvement to the Job Descriptive Index because the JDI focuses too much on individual facets and not enough on work satisfaction in general. The scale is simple. the Job Satisfaction Survey (JSS). and the Faces Scale. K. & Russel. when more inputs exist than outputs. The Job Descriptive Index (JDI). promotions and promotion opportunities.” Due to this process. supervision. and unhappy with their work which leads to a low Measuring job satisfaction There are many methods for measuring job satisfaction. The MSQ measures job satisfaction in 20 facets and has a long form with 100 questions (five items from each facet) and a short form with 20 questions (one item from each facet). and forced choice answers. True/False questions. This data is typically collected using an Enterprise Feedback Management (EFM) system. & Westbrook. checklists. Other less common methods of for gauging job satisfaction include: Yes/No questions. J. the most common method for collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert). 1997). Finally. Monge. communication under load can occur when messages or inputs are sent below the individual’s ability to process them (Farace. and the work itself. Kendall. the individual perceives a condition of overload (Krayer. the Faces Scale of job 16 . no. “given an individual’s style of work and motivation to complete a task. point systems. & Russel. 1997). 86) which can be positively or negatively related to job satisfaction.too many messages in a short period of time which can result in unprocessed information or when an individual faces more complex messages that are more difficult to process (Farace. or can’t decide (indicated by ‘?’) in response to whether given statements accurately describe one’s job.

and open communication lines is more willing to receive positive feedback and high job satisfaction from a subordinate where as a supervisor who is antisocial. 1996). The way in which subordinate’s perceive a supervisor’s behavior can positively or negatively influence job satisfaction. Buller. 17 . Therefore. 156). p. vocal expression. social influence. Communication behavior such as facial expression. The manner in which supervisors communicate their subordinates may be more important than the verbal content (Teven. measured overall job satisfaction with just one item which participants respond to by choosing a face. a supervisor who uses nonverbal immediacy. attraction. friendliness. unfriendly. Nonverbal immediacy from the supervisor helps to increase interpersonal involvement with their subordinates impacting job satisfaction. Nonverbal messages play a central role in interpersonal interactions with respect to impression formation. & Woodall. and body movement is crucial to the superior-subordinate relationship (Teven. eye contact. and emotional expression (Burgeon. 156). Superior-Subordinate Communication Superior-subordinate communication is an important influence on job satisfaction in the workplace.satisfaction. one of the first scales used widely. Individuals who dislike and think negatively about their supervisor are less willing to communicate or have motivation to work where as individuals who like and think positively of their supervisor are more likely to communicate and are satisfied with their job and work environment. and unwilling to communicate will naturally receive negative feedback and very low job satisfaction from their subordinate’s in the workplace. deception. p. The relationship of a subordinate with their supervisor is a very important aspect in the workplace.

Secondary objectives Besides the primary objective other objectives of study are as follows: ♦ To identify variables which have a significant impact on the satisfaction level of employees?  ♦  To make plan to induce greater satisfaction.OBJECTIVES OF RESEARH My objectives of doing research are as follows: Primary objective Primary objective of study is to determine the level of satisfaction and dissatisfaction among employees. To identify prominent areas of dissatisfaction among the employees. To suggest measures for inducing greater satisfaction in above mentioned areas. 18 .

RESEARCH METHODOLOGY Research methodology of the research is as follows: Universe: ICICI BANK AND PNB BANK . Sample size : 100 Sampling Technique: Stratified Random Sampling Survey Method Used: Questionnaire and personal interaction. namely ICICI bank and PNB bank Based on above understanding of job satisfaction of employees in the orgnazition. Procedure: To collect data for the research study the researcher has planned to contact two organizations. Research Study: Descriptive. 19 .

the conclusions will be drawn. analyzed on a population parameter. and the results will be interpreted. The data will be graphically plotted.Sources of Data: This research data will be collected from the primary source. Data Analysis and Conclusion: The data collected thereby will be analyzed. And the secondary data will be collected through the organizations itself and the review of literature. Discussion will be made on the basis of similar kinds of studies done on the similar area. compared with the norms. 20 . respondents. Then. Our method of collecting data is through the interaction that will be done by the respondents from the sample. i.e. The research work will be carried out by visiting ICICI and PNB . and the differences.

providing car loans etc. the scenario changed drastically in1990s when ICICI founded a separate legal entity and named it "ICICI Bank". ICICI Limited was established by the Government of India in the 1960s as a Financial Institution like Industrial Development Bank of India (IDBI) to finance large industrial projects. was not a bank and hence could not take retail deposits and was not required to comply with Indian banking requirements for liquid reserves. often at concessional rates. These funds were deployed in large corporate loans. 1.as the name would suggest.ICICI Bank. 21 . However. ICICI borrowed funds from various agencies like the World Bank.issuing credit cards. controlled entirely by the Government of India has a bigger business than ICICI Bank.2. undertook normal banking operations like accepting deposits.1 History of ICICI Bank India Founded in 1955 as Industrial Credit and Investment Corporation of India.1 Introduction of company ICICI Bank India is the largest private bank in India and the second largest in the entire banking sector (consisting of banks belonging to both public and private sector). The experiment was so successful that ICICI merged into ICICI Bank and this "reverse merger" happened in 2002. ICICI then. Only State Bank of India (SBI).

The financial consultants and advisors associated with ICICI Bank have been reportedly giving false information (like exaggerated numbers) about the ICICI Prudential Life Insurance Policy.3 billion (US $ 30.06 billion in March. the home loan facility provided by them is not up to their standards.2005) Besides.360 billion in March. primarily in the name of the steel industry. ICICI Bank India had over 30. The circumstances that forced this belief was that since 2002.2005) Assets: US $ 56. The rapid growth of the bank is being held responsible for causing an inability to ensure goodwill amongst Today.569 billion (US $ 0.18 billion in March.India has the largest market share and value among all banks in retail or consumer financing. Moreover.2. ICICI Bank.1. Controversies At the time of the reverse merger. Recently.000 employees working for it. It was the first bank to offer a wide network of ATM's and had the largest network of ATM's till 22 .2005) Profits: US $0. there had been a general revival in Indian industry (particularly in metal based industry). 2006) • • • Sales: US $ 5.2 RECENT achievements and milestones Financial Results (as on March. ICICI Bank is the largest issuer of credit cards in India. ICICI Bank has been in news for providing poor customer service.rumors propped up that ICICI had a large proportion of Non Performing Loans (NPAs) in its books of accounts.79 billion (US $ 3.

It acquired a small bank in Russia recently. 2. The bank is expanding in overseas markets.ICICI bank now is widely seen as a sophisticated bank able to take on many global banks in the Indian market. Hong Kong. It has operations in the UK. Singapore and Canada.1. The bank is aggressively targeting the NRI (Non Resident Indian) population for expanding its business. It has tie-ups with major banks in the US and China.3 product range of the company: 23 .

24 .

Has the convenience of usage of Credit or Debit 25 . The Hassle Free way to Travel the world. Debit Cards and Prepaid cards. It's really easy ! ICICI Bank offers a variety of cards to suit your different transactional needs. Pound Sterling or Swiss Francs. Simplified Documentation and and our Guidance throughout the Process. Looking for security and convenience. ICICI Banking. Our range includes Credit Cards.Doorstep Service. Traveling with US Dollar. rewards programs. Offers the Pin based security. representative will contact you for getting loans. Read on for details and features of each. take ICICI Bank Travel Card. ICICI Bank credit cards provide a host of exciting offers and benefits such as low interest rates.Home Bank brings banking at your doorstep. These cards offer you convenience for your financial transactions like cash withdrawal. and a high credit and cash limit. We offer different types of credit card to suit the different needs and requirements for added features Presenting ICICI Bank Travel Card. These cards are widely accepted both in India and abroad. 1 ATMs and facility of E-channels like Internet and branches/ Home Loans Provider in the country. Credit Cards give you a smart way to shop.ICICI Bank offers wide variety of Loans Products to suit your requirements. Issued in duplicate. Mobile Bank ICICI Loans offers some unbeatable of our loan product and provide your details online Select any benefits to its customers . Euro.Coupled with convenience of networked The No. and offer you flexibility and convenience in managing your finances. shopping and travel.

06 billion in March. 2.2005) 26 .18 billion in March.3 billion (US $ 30.5 Lakh merchants in India and 24 million merchants worldwide.79 billion (US $ 3. ICICI Bank Commercial Cards have been designed as payment solutions for large & mid-sized organizations. The ICICI Bank Debit Card can be used for shopping at more than 3. The ICICI Bank Debit Card is a revolutionary form of cash that allows customers to access their bank account around the clock.2005) Assets: US $ 56.card.4 Financial status of company: • • • Sales: US $ 5. Commercial Cards help to better streamline payment processes & thus increase efficiencies.569 billion (US $ 0.2005) Profits: US $0.360 billion in March. around the world. A widely accepted concept internationally.1.

2.2. Awards and Distinctions • • Ranked among top 50 companies by the leading financial daily. the first Indian bank started only with Indian capital. Ranked as 323rd biggest bank in the world by Bankers Almanac (January 2006). London. Punjab National Bank of India has set up representative offices at Almaty (Kazakhistan). was nationalized in July 1969 and currently the bank has become a front-line banking institution in India with 4525 Offices including 432 Extension Counters. 27 .1 introduction of PNB: Punjab National Bank of India. Shanghai (China) and in London and a full fledged Branch in Kabul (Afghanistan). The corporate office of the bank is at new Delhi. Economic Times.

Debit card.44 crore and the net profit was Rs. The total expense was Rs.2005 by Institute of Directors.A. • The Punjab National Bank of India or PNB has launched the concept of "Any Time.2.• • • • Earned 9th place among India's Most Trusted top 50 service brands in Economic Times. 2926. Any Where Banking" through the introduction of Centralized Banking Solution (CBS) and has recently introduced On line Payment Facility for railway reservation through IRCTC Payment Gateway Project and On line Utility Bill Payment Services. Golden Peacock Award for Excellence in Corporate Governance . allowing Internet Banking account holders to make their payments anytime from anywhere. 2830.70 crore. Another step taken by Punjab National Bank of India is the launch of its ATM.237.93 crore on 31st march 2006.1 Performance of the company: • The total income of the Punjab National Bank of India as recorded in the quarter ending 31st march 2007 was Rs. London. Intention to Turnover. and Self-Esteem 28 . Included in the top 1000 banks in the world according to The Banker. Job Satisfaction.cum. FICCI's Rural Development Award for Excellence in Rural Development – 2005 2.79 crore as compared to Rs.C Nielson Survey. 3712. Review of Literature: 1)The Relationship Between Differential Inequity.

federal agency were less 29 . Self-esteem significantly moderated the global inequity -. The results were consistent with the hypotheses: The relationship between job satisfaction and intent to leave was significantly different from zero and consistently negative. Significant relationships between system and age inequity and job satisfaction and between company inequity and intention to turnover were found. employees from a large U. 1992). Although the consequences of both pay inequity and inequity in job complexity have been extensively documented. Furthermore. have reward value for 2) Job Satisfaction and Intent to Leave In this study. Empirically. across levels of job satisfaction. and working conditions are contingent on perceptions of equity or fairness in distribution of rewards ( Kulik & Ambrose. the investigation of inequity in working conditions is sparse.intention to turnover relationships. individual reactions to pay and compensation policies.job satisfaction and global inequity -. IN ORGANIZATIONS. meta-analytic procedures were applied to determine the gen reliability of the relationship between job satisfaction and intent to leave. job complexity. consequently. In its exploration of the outcomes of inequity in working conditions. Working conditions include features of the physical environment that have been used by managers to differentiate employee status and.S.This study was an examination of differential inequity or under reward in working conditions. originating from the discrepancy between individual working Condi ions and those of comparative referents. the study fills a gap in the literature because most such studies have been primarily devoted to investigations of pay inequity. it is an investigation of elements of differential inequity as antecedents of job satisfaction and intentions to turnover and of self-esteem as a moderator of inequity-criteria relationships.

using meta-analytic methods. and work motivation were significant and together accounted for 54% of the total variance of job satisfaction. Leadership Behavior. In both the stepwise and independent analyses. 1975) argued that behavioral intention is the primary antecedent to actual behav ior. The results of independent regression analyses revealed that all but subordinate substitutes were significant predictors of job satisfaction. Subsequent analyses on the federal agency studies showed that career stage indicators (age and tenure) moderated the relationship between job satisfaction and intent to leave. to examine the predictive values of substitutes of leadership. theorists have sought to explain factors that predict turnover. leadership behavior. THE VOLUNTARY TURNOVER of desirable employees is generally consider erred detrimental to the organization. Fishbein and his colleagues ( Fishbein. compared the rela townships of job satisfaction. 1967. and work motivation in relation to job satisfaction. organizational commitment. Fishbein & Ajzen. and Work Motivation A self-report questionnaire was administered to 125 adult Americans between the ages of 20 and 46 years. organizational substitutes. initiating structure leader ship behavior.likely than employees within the private sector to leave the organization. and turnover intentions with actual turnover. In an effort to promote clarity. In the stepwise analysis. They concluded that turnover intentions are "routinely 3) The Relationship of Job Satisfaction with Substitutes of Leadership. task substitutes. work motivation (expectancy theory) and consideration leadership style affected levels of job 30 . A review of studies conducted primarily in the United States indicated that intent to leave an organization has gained much empirical and theoretical support as an important predictor of actual turnover Steel and Ovalle ( 1984 ). both in replacement costs and work disrupt ton. consideration leadership behavior.

Job involvement frequently includes identifying with the job. and work motivation in relation to job satisfaction. The hypothesis was that involvement in work and job. satisfaction with work and promotion opportunities. EMPLOYEE ATTITUDES toward involvement in and satisfaction with the job and commitment to the employing organization have become of compelling interest to industrial psychologists because of their impact on behavior at work ( Robbins. and Organizational Commitment for Nurses .satisfaction more than any other variables. Job Satisfaction. and executives were used to examine the predictive values of substitutes of leadership. middle managers. actively participating in the job. and satisfaction with the job (over all. Which of them have a significant impact upon job satisfaction? Is the leader's behavior (leadership style) more influential than work motivation or substitutes of leadership in measuring the subordinate's job satisfaction? I first examined each variable and its impact on job satisfaction from two perspectives. IN THIS STUDY. The study included an analysis of the aggre gate population by occupation. and perceiving job performance to be important 31 . leadership styles (consideration and initiat ing structure). In contrast. The results showed that involvement was not related to overall satisfaction but only to two specific facets. and organizational substitutes). commitment to the employing organization. I examined the relationship of job satisfaction with the fol lowing variables: substitutes of leadership (subordinate substitutes. leadership behavior. 1993). task substi tutes. I then divided the population into 4) Relationships Among Job Involvement. aggregate population results are presented.The relationships among a cluster of attitudes toward work and job were investigated using a sample of 171 nurses. and with specific facets of the job) would be significantly correlated. and work motivation. The individual results from assembly workers. the degree of rela tionship between overall and various facets of satisfaction and commitment and between involvement and commitment was moderately high. Researchers have studied the relationship of these variables with job satisfaction .

and stress in other health set tings). 1987). however. & Haase. 1986). Piedmont. Attitudes tend to cluster and categorize themselves. The perception of nurses' satisfaction in their work setting has been studied to some degree in the hospital setting. 1991). Stamps. 1985. the community health nurse (CHN) has been required to deal with patients who present with increasingly com plex health needs. Mini mal information. 1987. Stoner & Wankel. A person who has devel oped a favorable attitude toward one aspect of the job based on unique experi ences. Research concerning job satisfaction and stress in regard to the CHN is limited to information concerning English health visitors. These studies investigated the effects of stress on the individual working in a health setting. With the advent of the prospective payment system. if one is 5) Work Stress and Job Satisfaction for the Community Health Nurse The nursing profession has changed from the concept of the physician's handmaiden by the bedside to one of leadership within the community health setting. 1977). This increased responsibility of the CHN in the area of patient management can result in the development of stress and decreased job satisfaction. Thus. Organizational commit ment refers to identification with and loyalty to the organization and its goals ( Blau & Boal. the relationship between job satisfaction and work stress specifically in the commu 32 . To assist the CHN in mitigating the effects of work stress. Rabinowitz & Hall. is likely to react favorably to other related job aspects. Job satisfaction in the broadest sense simply refers to a person's general attitude toward the job or toward specific dimensions of the job ( Hodson. Employee attitudes are reflected in tendencies to respond to the job and the organization and its people and situations either positively or negatively. is available concerning the relationship between job sat isfaction and work stress for the CHN ( Slavitt.to self-worth ( Blau. stress.

Studies have underscored the importance of identifying the determinants of employee job satisfaction by linking it to higher production and performance levels and to retention rates. The effect of age.and Private-Sector Employees Victor S. the assertions made about time management were not supported. The purpose of this study was to deter mine the relationship between work stress and job satisfaction among CHNs.Comparing Job Satisfaction among Public. and work environment on an employee's job satisfaction has been extensively discussed. respondents did not report more frequent use of time-management behaviors. job level. more job satisfaction. and stress responses. increased 4 to 5 months after training. 6) Time-Management Training: Effects on Time Behaviors. Durst University of North Texas Over the past several decades a number of empirical studies have demonstrated that jobsatisfaction levels vary widely in the American labor force. tenure. DeSantis Bridgewater State College Samantha L. 33 . Attitudes. in general. job type. The training-group participants' per ceptions of control over time. or less jobinduced tension after training. con trol over their time. approaching the level maintained by the no-training group. however. 7. salary. Thus. and Job Performance This quasi-experimental field study examined the effects of a time-manage ment training program on 44 employees' self-reports of time-management behavior. Contrary to expectations. Job perfor mance did not significantly change after training. and on supervisors' ratings of these employees' job performance. job satisfaction.nity health setting needs to be delineated. compared with those not receiving training.

This paper utilizes analyses of the National Longitudinal Surveys of Youth (NLSY) to compare job-satisfaction levels among public-and private-sector employees. The NLSY is a representative sample of 12. If the factors that contribute to job satisfaction differ for public-and private-sector employees. we find that the organizations with more satisfied employees tend to be more effective than organizations with fewer satisfied employees. Job Satisfaction and Performance A study of the Indian situation confirmed the positive interrelationship between job 34 . 8. personal characteristics. and psychic value).JOB SATISFACTION AND EMPLOYEE PERFORMANCE Happy workers may not necessarily be productive workers.Renewed interest in increasing performance levels in government should interest public administrators in identifying factors that foster worker satisfaction. So although we might not be able to say that a happy worker is more productive. At the individual level. Using this survey allows us to examine the actual work experiences. as our results suggest they do. it might be true that happy organizations are more productive. It may well be that the reason we have not got strong support for the ‘satisfaction causes productivity’. and job-satisfaction levels of a selected set of public and private workers. benefits. the evidence suggests the reverse to be more accurate that productivity is likely to lead to satisfaction If we move from the individuals level to that of the organization. there is renewed support for the original satisfaction –performance relationship. rather than at the individual level. Studies have focused on individuals rather than on the organization and at individual level measures of productivity do not take into consideration all the interactions and complexities in the work process. When satisfaction and productivity data are gathered for the organization as a whole. then such an analysis is long overdue. it seems likely that studies of satisfaction levels among private-sector employees may not be applicable to public-sector employees.686 men and women. And given that the reward system in the public sector systematically differs from that of the private sector (in terms of pay. However little empirical attention has been given to evaluating job-satisfaction levels among public-sector employees.

relationships with coworkers. DeVaney and Zhan (Sandy) Chen Purdue University Originally Posted: May 28. respondents were asked to rank such factors as realization of expectations. Being well adjusted on the job. It was concluded that accidents are closely linked to job satisfaction of workers and organizations with a low accident toll are likely to have a satisfied workforce. Job Satisfaction and Accident Research bears witness to the fact that satisfied workers are less likely to face accidents as compared to dissatisfied ones. In other words. company support. job performance and job motivation. 2003 In a survey on job satisfaction among recent college graduates in financial planning. Another study reveals that highly satisfied workers have a higher efficiency rating as well.satisfaction. support a "bottom-up" theory in 35 .Job Satisfaction of Recent Graduates in Financial Services by Sharon A. the satisfied worker is sure to perform better. in his home and in social and emotional areas. which indicate that these workers are reasonably satisfied with their jobs. On the other hand discontentment with working life is likely to affect the worker’s job adjustment and also in social. attitude. a worker with better job satisfaction tend to be better adjusted on the job. the results. and pay. emotional and domestic life Job Satisfaction and Absenteeism 9.

or from the top down by the diffusion of one’s desire to be happy. The sum of positive and negative effects is used to determine happiness. the authors developed a survey on job satisfaction and work experience.2 Maslow’s model 10.Management communication strategies determine job satisfaction in telecommution The aim of this article is to examine the relationships between several management communication strategies and the job satisfaction of telecommuters. the information could be used to improve the curriculum at the university. the information from a university with an established program could serve as a benchmark for other educational programs in financial planning. Two social theories compete to explain what determines job satisfaction: the "bottom-up theory" and the "top-down" theory. Thus.1 Abraham H. If the positive effects are greater than the negative effects. The model states that individuals experience a hierarchy of needs. A review of the literature revealed that several management communication strategies directly influence job 36 . Third. from lower level to higher level psychological needs. it was assumed that information on job satisfaction of recent financial planning graduates would benefit the financial services industry. In contrast. To learn about the job satisfaction of recent financial planning graduates of a large university in the Midwest. top-down theory states that there is "a global propensity to experience things in a positive way. feelings about job satisfaction are generated in one of two ways: from the bottom up by adding positive effects and subtracting negative ones." In other words. all individuals have a desire to be happy and this attitude will be the major influence on their lives. individuals will judge their life as happy. Maslow’s hierarchical model of human needs can be used to identify the factors affecting job satisfaction. The bottom-up theory basically states that individuals have needs and that they will be happy if their needs are satisfied. Second. The survey was designed to serve three purposes: First.which individuals sum up the positive and negative factors related to their jobs and decide how satisfied they are on that basis.

satisfaction of telecommuters. socio-demographic variables and job performance in the Lebanese commercial banking sector. and reviewing work and salary regularly. Hence. Self-reported job performance was found to increase 37 . The results indicate that job satisfaction is not independent in all job facets and that satisfaction with one facet might lead to satisfaction with another. 11. this claim has not been objectively tested on Australian telecommuters. Eleven aspects of the strategies were found to have significant influence on the job satisfaction of telecommuters: communicating job responsibilities. economic and social contexts may have a distinct part to play in the impact of management communication strategies on the job satisfaction of telecommuters. goals and objectives. providing appropriate equipment. a sample of 43 telecommuters. Female employees were found to be less satisfied with all facets except pay. mostly from IBM Australia. However.Job satisfaction and employee performance of Lebanese banking staff This paper investigates the relationships between job satisfaction. The sample consists of 202 employees from nine commercial banks. training and career development. individual job facets. communicating freely and regularly. were surveyed and the results analysed using Pearson’s product-moment correlation. deadlines and job expectations. Those with lower educational qualifications were least satisfied. This article concludes that cultural.

This may be due to the omission of the influence of organizational commitment on managers' behavior.The Impact of Employee Rank on the Relationship between Attitudes. Highly committed managers. These conflicting attitudes are likely to affect the relationships among budget emphasis. This paper advances the extant management accounting literature by considering a variable (employee rank) not considered in prior related studies.The effects of budget emphasis. Motivation. whilst a low budget emphasis evaluative style is used in a low participatory environment. and Performance In this paper. Based on a sample of 112 financial services sector managers. In contrast. participation and organizational commitment on job satisfaction: Evidence from the fina Research on the impact of performance evaluative style on managers' behavior suggests that organizational interest is best served if a high budget emphasis evaluative style is used in a high participatory environment. budgetary participation and managers' behavior. Our findings indicate the impact of attitudes on 38 . Top 7. we investigate the effect that employee rank has on attitudes and performance where supervisors establish budgeted standards of performance. lowly committed managers. Highly committed managers are likely to strive for organizational goals and interests whereas lowly committed managers are likely to strive for personal goals and interests. research results are not always consistent. may react favorably to the compatible combinations of high (low) budget emphasis and high (low) budgetary participation. striving for personal goals. However.12. striving for organizational goals. these expectations are supported by the results of this study. may prefer other combinations of budget emphasis and budgetary participation.

The factors that are influential have been identified following overall job satisfaction through some statistical techniques. Climate and Job Satisfaction: An Empirical Study The paper examines the relationship among organizational commitment. The higher level of these factors is involved. sense of personal accomplishment. 14. climate. ability to implement new ideas and overall job satisfaction are found important for improving job satisfaction of bank employees in Dhaka City. 13. We find lower ranked employees within the organization performed better when they felt the process for establishing their performance standards was fair. For employees in higher ranking positions. the higher overall satisfaction is likely to be. middle. the motivation associated with feedback on their performance was a factor in determining performance. and senior management levels in 39 . and Job Satisfaction Survey Scale were used to collect data from 380 respondents at junior.Where the Job Satisfaction of Bank Employees Lies: An Analysis of the Satisfaction Factors in Bangladesh This paper investigates the level of job satisfaction of bank employees in Dhaka City identifying the important job satisfaction factors that are associated with the overall satisfaction of bank employees. Scaled-down versions of Organizational Commitment Questionnaire. Based on a survey. Organizational Climate Questionnaire. healthy relationship with colleagues. the paper attempts to gain insights into the satisfaction levels from the perspective of the bank employees. and job satisfaction. Factors including payment.Organizational Commitment. adequate information available to do job. These factors are significantly related to the overall satisfaction of the employees.performance is moderated by the rank of the employee within the organization. while the degree to which they felt the process for establishing standards was fair was not.

The new.measures and is valid for measuring job satisfaction in sales reps. 15.results of a quantitative study of 40 .Barrett.Gardell. along with organizational climate. plays a vital role in retaining the employees by enhancing their commitment towards the organization... Read more An improved job dimension scale to measure job satisfaction in sales reps. Job satisfaction of people with disabilities placed through a project with industry.different organizations across the country. 1972). Magazine article from: The Journal of Rehabilitation Job satisfaction has been related to personnel turnover. organizational climate... Magazine article from: The Journal of Rehabilitation . Additionally. Job satisfaction has been noted to be important.reps.. an improved scale to measure job satisfaction in sales reps was developed. Read more Early career job satisfaction for full-time workers who are deaf or hard of hearing. Correlation analysis reveals the positive correlation among job satisfaction.. job satisfaction has been correlated with positive.. Magazine article from: Journal of Academy of Business and Economics . Multivariate analysis further reveals that the organizational climate works as the mediating variable. 1.. & Lindell 1987). INTRODUCTION Job satisfaction has been the subject of research at... enhancing the relationship of organizational commitment with job satisfaction... The paper concludes that job satisfaction..Predicting job satisfaction for relocated workers: interaction of relocation consequences and employee age.. and organizational commitment.

and....between individual characteristics and job satisfaction from the career perspective. The Research A primary focus of the. in turn. Magazine article from: Corrections Today .. Earlier occupational.job satisfaction (i. Keywords: Job Satisfaction. employee turnover..empower employees and increase overall job satisfaction.... Read more General job satisfaction from a developmental perspective: exploring choice--job matches at two career stages.. This model included three job satisfaction measures--supervision.described participant's levels of job satisfaction or the relative levels of job ....developmental processes associated with job satisfaction.authors explored predictions of general job satisfaction at early and middle adulthood and..characteristic--tenure. Read more Here today..The specific factors influencing job satisfaction.and unpublished empirical studies of job satisfaction for people who are deaf or hard of. Magazine article from: International Journal of Employment Studies . Read more Insurance agent job satisfaction...added significantly to predictions of job satisfaction at 2 career stages. personal characteristics..to have positive correlations with job satisfaction. pay..e... The article suggests that to attract. Using. gone tomorrow: how management style affects job satisfaction and.. Magazine article from: Career Development Quarterly .... INDSALES.productivity... the degree to which an employee. Read more 41 .. career stage and job satisfaction......significant variable in analysing job satisfaction. Magazine article from: Journal of Academy of Business and Economics ABSTRACT Job satisfaction was measured and utilized to.. with a negative correlation between. Read more Personal characteristics. as well as the correlation between... were examined.. Tests of life-span career theory.prison administrators and the level of job satisfaction and staff turnover..

Job perfor mance did not significantly change after training. job satisfaction. Read more 16. respondents did not report more frequent use of time-management behaviors. Contrary to expectations.Job Satisfaction. The training-group participants' per 42 . Attitudes. Congruence predicted 13% of the variance in job satisfaction for men. compared with those not receiving training.. con trol over their time. (Articles).. more job satisfaction.. Magazine article from: Career Development Quarterly .(Poem) Magazine article from: Poetry Job Satisfaction A bank patron. West Lafayette.. but it was not a significant predictor of job satisfaction for women.. touched a teller in ways that were lewd. Social support accounted for. Take that to the bank! she said with a yank. and on supervisors' ratings of these employees' job performance... Ind. or less jobinduced tension after training.and interest--occupation congruence in job satisfaction and tenure. while in the mood. Read more Mood Fluctuations Can Affect Work.(Brief Article) Magazine article from: USA Today (Magazine) Gauging job satisfaction is like measuring the tidewaters.University. and from then on his interest accrued. Read more The Comparative Contributions of Congruence and Social Support in Career Outcomes. Job satisfaction is one of the most misunderstood.shows that whether you rate your job satisfaction as high or low has little effect..Time-Management Training: Effects on Time Behaviors... and Job Performance This quasi-experimental field study examined the effects of a time-manage ment training program on 44 employees' self-reports of time-management behavior. and stress responses.

Chinese international performance appraisal policies and practices are affected by various host- 43 . development. Thus. appraisal information is used for administrative decisions on personnel.ceptions of control over time. 252 Bloor Street West. in general. coaching. appraisal information is used for recognition. particularly different nationalities and managerial status. the assertions made about time management were not supported. The literature review shows that there are two predominant approaches to conducting performance appraisals and two main uses. approaching the level maintained by the no-training group. or problem correction. Publication Date: 1986-00-00 17. however. Approaches focus on the "process" and "outputs" of professional work. The Ontario Institute for Studies in Education. and a mix of traditional Chinese personnel management and modern Western HRM concepts. Canada M5S 1V6. It reveals that Chinese MNCs adopt different approaches towards different groups.Job satisfaction in banking: Policies. and uses of performance appraisal are not mutually exclusive. Publisher: Publications Sales. guidance. Toronto. These approaches to.This report consists of a review of the literature on performance appraisal with special attention to the literature on certificated personnel in public education systems in the United States and Canada. In "summative" uses. Uses are "formative" and "summative. The Chinese international performance appraisals are a mix of home and local appraisal systems. increased 4 to 5 months after training. Moreover. This study develops the Chinese international performance appraisal model by exploring performance appraisal policies and practices and the associated factors in Chinese MNCs. practices and determinants:Since most literature on international performance appraisal is derived from Western MNCs. Ontario. and various combinations can be found in many systems • Auhor :jie Shen Journal: international journal of manpower 18." In "formative" uses. it is questionable whether the Western theories are equally powerful when applied to other national contexts.

is timeconsuming. A study conducted on companies in Thailand revealed that majority of the companies does not use computer-based employee appraisal system. Our system is goal-orientated as it calculates the objective scores. at this stage. help employees understand organizational goals. The users found the system easy to understand and use and were more satisfied with the overall effectiveness of the system. the paper-based appraisal system causes a lot of manual work. subordinates and managers. Moreover. The system is connected to the database which is easily accessible. and there is also an interplay between international performance and other international human resource management activities. • Shruti SHRESTHA and Junalux CHALIDABHONGSE 19.contextual and firm-specific factors. In the traditional appraisal system. We have developed a web-based job satisfaction system. The second stage is the 'Appraisal/Evaluation Stage' where managers can rate the employees according to different priority levels of competencies and objectives. discuss and plan for future training or further steps for reaching the objectives and improving employee's competencies. which provides a secure and easy way to perform the appraisal. The first stage of our system is the 'Selection Stage' in which the managers and employees can select the competencies and objectives that they want to evaluate for job satisfaction according to the job positions. The final stage is the 'Development Planning Stage' where the managers and employees can compare their satisfaction results. the competencies are flexible and can be customized according to the specific job responsibility. the system was found to be more efficient compared to the traditional appraisal system in the issues like: help evaluate the true abilities of employees. and difficult to analyze the and see the trend of job satisfaction improvement of the employee. not flexible.Job satisfaction Method through Web-Based Appraisal Support System Employee job satisfaction is an effective way to determine the performance of the employees in an organization. • From: Journal of Occupational and Organizational Psychology 44 . and provide fast and effective feedback. From user testing. employees can perform self-evaluation and 360-degree evaluation for their colleagues. In our system. not secure.

1986). These results support previous findings that the critical determinants of appraisal effectiveness are not criteria-driven but rather are largely determined by factors that managers can influence. Linda S.Date: September 1. Stearns & Villere. Michael d'Amico Southwest Missouri State University. Aziz.. One generally accepted aspect of this literature is that due to difficulties or limitations inherent in applied settings. K. Pettijohn . Pettijohn .. salesperson job satisfaction increases. • Dominic. P. and the appraisals are perceived as fair and used in determining rewards. Goh.D. Rater training for job satisfaction : a quantitative 20. Smith. the criteria meet with the salesperson's approval. Fifth International Conference on 45 . I. Information Technology: New Generations..N. 1994 Author: Huffcutt. Two strategies have traditionally been. ITNG 2008. Another generally accepted conclusion of the performance appraisal literature is that subjective judgments of performance tend to introduce a great deal of distortion into the measurement process.. 1979. Woehr. 1988. the vast majority of performance measurement relies on subjective judgmental measures of performance (Guion. Springfield Characteristics of job satisfaction and their impact on sales force satisfaction A study of the relationship between performance appraisal characteristics and salesperson job satisfaction indicated that when appraisals provide clear criteria..D.A. • Charles E. Lacho. David J. Allen I. 2008. 1965.Review. (Includes appendices) The measurement of individual work performance has been one of the most prolifically researched areas in the personnel psychology literature. Landy & Rastegary.

Employee care has to be taken to adopt an approach that will yield the modest attractive return on investment in an internal business environment. This article outlines actions which should be taken and areas to be monitored to keep a performance appraisal system responsive to the needs of the organization. 1998| Author: Martin. 46 .Job satisfaction : maintaining system effectiveness Although most organizations have some form of appraising individual performance. • Public Personnel Management | Date: June 22. Performance appraisal and employee satisfaction is high on the agenda of many companies around the world and with the growing number of improvement models now available. To deal with this performance appraisal business process. The findings of this paper provide important direction for the development of employee relation in an organization. the authors proposed a Decision Support System (DSS) which consists of a mathematical model to evaluate the performance appraisal for individual and for departments in an organization. | 21.A Decision Support System for job satisfaction Intense competition is forcing companies to develop innovative strategies to capture customer needs and improve customer satisfaction in the external business environment. Bartol. This is because performance appraisal decisions have effects and consequences on workers' compensation and recognition. Kathryn M. Employee performance appraisal is a subject of great interest in most organizations. few have well-thought-out systems for ensuring that the appraisal systems they use are continuing to yield the best results over time.. David C. • Publication: Global Competitiveness Publication Date: 01-JAN-03 22.Job satisfaction IN THE KUWAITI LABOUR MKT.

In spite of the enormity of research in PA and being widely researched in organizational psychology (Murphy & Cleveland. Barnes-Farrell. Keown. Bretz. Ilgen. & Mossholder. little empirical research has been conducted on the uses or purpose of PA. Academy of Management Review. 1995. Milkovich. 2000) and others see PA as a prerequisite for effective management (Townley. the authors consider current trends in appraisal research which have closely followed recent changes in the structure and process of work. Canadian Psychology/Psychologie Canadienne. Findly. & Dorsey. Janine L.Recently. This extensive research may be attributed to the dynamic nature of work and competitive environment that requires a highly driven performance. 1999) which consequently leads to broader research areas in PA. Harris.Sulsky. Journal of Applied Psychology. Organizational Behavior and Human Decision Processes.. 1995. Further. rather than the meaning of work performance. & McKellin. Evaluates performance appraisal research by highlighting how research has traditionally focused upon the measurement. 1992. The aim of this paper is to conduct an exhaustive study on the uses of PA. research in HRPA has become one of the major streams that attracts researchers in the field of management and psychology and continues to be one of the most research applications in HRM (Borman. some researchers consider PA more than a measurement tool (Murphy & Cleveland. 1993). & Champagne. The 47 . Smith. Human Relations. 1995. the study will incorporate different variables and explore the relationships of these variables to job satisfaction 23. Giles. Next. In addition. in addition to HR journals such as Human Resource Management Journal and The International Journal of Human Resource Management. Journal of Management. The authors propose that maximizing performance appraisal effectiveness requires careful examination of the meaning of performance. 1998 Feb-May Vol 39(1-2) 52-59 Job satisfaction in the changing world of work: Implications for the meaning and measurement of work performance. The increased interest in HRPA can be seen through the different articles which appear in journals such as Academy of Management Journal. 1995). Lorne M. White. &Read. Personnel Psychology.

Pettijohn 1.. Michael d'Amico Southwest Missouri State University. Linda S. The degree of openness and trust between manager and subordinate is a huge factor in 48 . perhaps those managers who use this discretion get far more out of the process than those who follow the system bureaucratically. in some organizations. training. Springfield Management Executive 1987. 23. The culture in the organization will play a big role.The Politics of Employee job satisfaction The most interesting finding here is that despite all the literature.implications of this research for increasing our understanding of the meaning of work performance are considered. this distortion will be far more prevalent than others. There may be times when exercising discretion in appraisals may make sense. Pettijohn 1. and advice on accurate appraisals. Managers felt that it was within their managerial discretion to make sure that excessively accurate ratings do not cause problems for themselves. giving accurate appraisals may not be a primary concern of managers. use the bureaucracy to their advantage and minimize the extent to which administrative responsibilities create barriers between them and their subordinates. These "adjustments" are used to avoid unnecessary conflict. • Charles E. Of more interest seems to be how to use the appraisal to motivate and reward subordinates.

DATA PRESENTATION, ANALYSIS AND INTERPRETATION of icici
1.length of my services with this organization1.length of my services with this orgastion2.The physical working conditions in my department

3. My relation with my colleagues..

4.The timimg of my work is… .

5.My salary compared with people in the companies….

6.In my opinion the morale among employee is…….

49

7.The job security in my job is……

Hypothesis Testing: (χ² test application)
Step 1: State Hypothesis Ho: job seacurity do not effect on the satisfaction level of the employees Ha: job security effect on the satisfaction level of the employee Step 2: Set the rejection criteria DF = 4-1 = 3 At alpha 0.05 and degrees of freedom 3 the critical value from chi square distribution table is 7.815

Step: 3 compute the test statistics Schemes Observed 63 20 Expected 25 25 O-E 38 -5 (O-E)² 1444 25 (O-E)²/E 57.76 1

unsatisfactory
satisfactory

50

good excellent

9 8

25 25

-14 -17

196 289

7.84 11.56 χ² = 78.16

Interpretation: as the chi square test satistics value of 78.16 exceeds the critical value of 7.815 thus null hypothesis is rejected and alternative hypothesis Ha is accepted.

8.The degree to which my supervisor administers rules and discipline consistently is.

51

.My manager’s willingness to listen and assist me when I have questions.The chances of my promotion is the company are….problems.etc is….The way my supervisors deals fairly without showing favoritism is…. 12. 11. 52 .The mount of incentive given to me by company is….The freedom I have to share my feeling and option to my manager is…. 10.9. 14.The annual increment which company gives is…….. 13.

The opportunity to learn things and get trained is…….The opportunity to go even to the top management with my problems is…….The way I am appreciated for the good work I do is…..my supervisor’s effort to help me take job promotions is……. 53 .. 16.15. 20.. 17. The encouragement I receive to learn new skills on the job is…… 21. 19.The company’s reputation in the community is…….. 18.I feel my decision to take employment in this company was…….

23. 24.22..encouragement by my supervisors to work as team is…… 54 .The time I get to spend with my family/frends is…….the amount of information I receive is……….when changes are necessary which affect me on my job.

ANALYSIS AND INTERPRETATION of PNB 55 .25.the level of job knowledge of my supervisor is… DATA PRESENTATION.

1.My salary compared with people in the companies….In my opinion the morale among employee is……. My relation with my colleagues. 4. 2.. 5.The physical working conditions in my department are… 3. Length of my service with this organization.The job security in my job is…… 56 . 6. 7..The timimg of my work is… .

6 exceeds the critical value of 7. 57 .Hypothesis Testing: (χ² test application) Step 1: State Hypothesis Ho: High prices don’t affect the sales of original CDs Ha: High prices affect the sales of original CDs Step 2: Set the rejection criteria DF = 4-1 = 3 At alpha 0.84 19.16 3.05 and degrees of freedom 3 the critical value from chi square distribution table is 7.6 Expected O-E (O-E)² (O-E)²/E Interpretation: as the chi square test satistics value of 27.815 thus null hypothesis is rejected and alternative hypothesis Ha is accepted.24 χ² = 27.36 0.815 Step: 3 compute the test statistics Schemes Observe d unsatisfactory satisfactory good excellent 14 47 23 16 25 25 25 25 -11 22 -2 -9 121 484 4 81 4.

The degree to which my supervisor administers rules and discipline consistently is… 9.The way my supervisors deals fairly without showing favoritism is…. 58 ..The freedom I have to share my feeling and option to my manager is…. 10.8.

59 . 14..The chances of my promotion is the company are….The opportunity to go even to the top management with my problems is…….The opportunity to learn things and get trained is……. 16. 15. 13.The annual increment which company gives is……. 12.My manager’s willingness to listen and assist me when I have questions.problems..The amount of incentive given to me by company is….etc is….11.

19. 20..The way I am appreciated for the good work I do is….I feel my decision to take employment in this company was……. The company’s reputation in the community is……. 22. The encouragement I receive to learn new skills on the job is…… 21.. 18. 60 ..The time I get to spend with my family/frends is…….17.my supervisor’s effort to help me take job promotions is…….

And more over the relation of PNB employee with there colleagues are very good as compare to ICICI because they spend more time with them but in ICICI bank they spend less time. 24. INTERPRETATION: From the comperative study of job satisfaction of employee in ICICI and PNB . In PNB there is less physical work condition as compare to ICICI bank because in ICICI there is more field work and in BNB there is no field work.23.and the salary of public sector is 61 .that employee are more satisfacied in PNB more than ICICI bank because the work load in ICICI bank is more than the PNB because there is no field work in PNB but there is more and more field work the employee in ICICI has to do more marketing work rather than sitting job but in PNB there is more sitting work and the working hours is also fixed .the level of job knowledge of my supervisor is………..but in ICICI the working hours are not fixed employee has to do late hours work there are more haolidays in PNB but in ICICI there are limited holidays so employee get time to spend with his family and friends.when changes are necessary which affect me on my job.encouragement by my supervisors to work as team is…… 25.the amount of information I receive is……….

in ICICI there is fully freedom to share feeling and opinion with the manager because it is private sector thay have to do work with fully co opration so they are free to share there feeling but in PNB they are not interested to share there opinion because they all are assign there work by government and they have to do that work only so they all are researved in there work only.there is more opportunity to learn in ICICI rather than the PNB because in ICICI employee has more fiel work so he learn more but in PNB there is sitting job so they learn less as compare to ICICI .There is more chances to go on Top management in ICICI rather than PNB because There is targets limit in ICICI as soon as employee fulfill the targets if the company he get promoted so the chances to reach on Top level is more in ICICI but there is no hope to go Top management in PNB .in ICICI the employee get very less time to spend with his family but iin PNB they get more time to spend with his family.In ICICI the amount of incentive are based upon there work performance that how much target they achieve they get incentive on the bases of that but in PNB the amount of incentive are fixed . In ICICI the supervisore deals fairly with there employees all the employees are fully satisfied with the co opration of there supervisor .more than private sector so the employee of PNB are more satisfied than the ICICI bank.question and in PNB also all are satisfied with that.employee of get more appreciation by there supervisor but in PNB they do not get any appreaciation so ICICI employee are more satisfied there is no freedom to take there own decision in ICICI and PNB both .but the timing of working is more than in PNB there is no time limit in ICICI but in PNB time is fixed so employee of ICICI are not satisfied with the timing of working in company.but as compare to ICICI there job is not secure because they come under private sector there jobs are based on there targets given by the company so they are not fully seacure.In ICICI employee are fully satisfied with the willingness of manager to listen there problems .so employee of ICICI are more satisfied than the PNB.there is more security of job in PNB because it is come under govt sector so the job ob of PNB employee are fully secure . In ICICI the employee get full encouragement by there supervisior to 62 .and in PNB there is also co opration among the employees. In ICICI there is fully control of supervisor the employee has to work under this supervisor and give him /her a daily work report but there is not more pressure of supervisor in PNB they need not to give daily report to there supervisor .In ICICI there more chances of promotion rather than the PNB because the employee who achieve more and more targets will get promoted soon .

Efforts should be made on the part of employee. 5. 4. i. Implementation of changes and innovations should be properly done. 2.so at last form this above data that I have collected from both the ICICI AND PNB it is concluded that employee of PNB are more satisfied rather than ICICI because there is more job security in PNB rather than ICICI they are also not satisfied with the some time they have to do late nite work also in ICICI but in PNB the working hours are fixed so at last it is concluded that employee of PNB are more satisfied with there job rather than ICICI. 3. There should be proper adoption and maintenance of well planned and effective communication system throughout the organization at all levels. SUGGESTIONS 1. So that they can identify with objectives of organization.. Degree of motivation should be increased.e.work as team in PNB there is no team work they do there work on individual bases . More opportunities should be provided to increase scope of job.the level of job knowledge of supervisor is more in ICICI because they all are highly educated and more work experience but in PNB there is also supervisor have more knowledge according to his work experience . 63 . worker should be given chance to 'Man' his own job.

Short span of time: The main limitation of the is availability of time. Due to short span of time. 2. 12. Biasness on the part of respondents: Some respondents were not ready to reveal the true information. Employees should be given more participation in Decision Making. More non-monetary and modelers awareness should be given to employees. 3. Inaccurate access: Due to short span of time it was not possible to access all employees as factory is wide. 13. More flexibility and freedom should be there in job.e. 64 . The house organist i. 9. 10. LIMITATIONS 1. 8. In icici the working hours should be less . Employee should get more time to spend with there family and friends .6. some inaccuracy may have occurred. 11. magazines should contain columns for suggestion from workers. Scope provided by job to achieve aspirations and ambitions should be more. Answers ideas of suggestion should be properly listened and should be given proper consideration. 7.

job satisafaction That Makes a Difference.22 • Heathfield Susan M. Some were not interested in filling the questionnaires and they did not give back the questionnaires. International Journal of Operations & Production Management. knowledge-based system for subsidence management. The success job satisfaction initiatives of participating managers. List of References: • Anumba C.J. : a development guide International. Vol. Structural Survey.4. 17 • Bourne Mike (2000). 65 . Vol. Journal of Operations & Production Management.20 • Bourne Mike (2002). 19 • Bititci Umit S. Vol. International Journal of Operations & Production Management. (1997). Implementing and Updating job satisfaction. Designing. (2001). Vol..

Incorporating Quality job satisafaction Objectives into job satisfaction . Where lies the effectiveness of the job satisafaction. A. http://www. Vol. 16 \\ EMPLOYEE OPINION SURVEY NAME ………………. The TQM Magazine..html Hutt G.• • http://www.com.humanlinks.. management by process and job satisfaction.De (1996)..htm • Toni A. Lean organization.com/manres/articles/perform_appraise. job satisafaction (Oxford Publications) 2008 Prasad N.changeperform.6 • • Kohli.. Vol. GENDER …. (1994).Female Organisation………… Location………………………… 66 . International Journal of Operations & Production Management.au/.Male .S..

good d. unsatisfactory b.The physical working condition in my department are……. a. 5yrs and above 2.excellent 4. 3) Please tick the most appropriate answer as per your opinion. less than 6 months b. My salary compared with people in other companies is……… a. a.INSTRUCTION:1)please answer all the question. satisfactory c. good d. excellent 3.Unsatisfactory b. satisfactory c. unsatisfactory b. good d. 6 months-2years c. 1.My relationship with my colleagues is…….satisfactory c. length of my service with this organization. There are no right or wrong answer for these question 2) If you wish you may not write your name on the form. excellent 67 .2yrs-5yrs d. a.

excellent 68 . satisfactory c. excellent 7. excellent 8. excellent 11. a. satisfactory c.good d. good d. excellent 10. The degree to which my supervisor administers rules and discipline consistently is………. good d. unsatisfactory b. The amount of incentive given to me by company is………… a. unsatisfactory b.excellent 6. satisfactory c. satisfactory c. The freedom I have to share my feeling and opinion to my manager is…………. good d. In my opinion the morale among employee is………… a. satisfactory c.. satisfactory c. unsatisfactory b. unsatisfactory b. unsatisfactory b.. The job security in my job is…………. good d.5.The timing of my work is…………. unsatisfactory b. a. satisfactory c . a.The way my immediate supervisors deals fairly without showing favoritism is……… a. unsatisfactory b. good d. a.excellent 9. good d.

a. satisfactory c. My company’s reputation in the community is……. good d..My manager’s willingness to listen and assist me when I have questions. unsatisfactory b. good d. good d. a. The way I am appreciated in the good work I do is……. satisfactory c. unsatisfactory b. excellent 16. good d. excellent 15. satisfactory c. unsatisfactory b.The annual increment which company gives is……… a.The chances of my promotion in the company are…………. good d. unsatisfactory b. unsatisfactory b. satisfactory c.. a. excellent 18. satisfactory c. unsatisfactory b.etc is……….The opportunity to go even to the top management with my problems is …………. excellent 14. The opportunity to learn new things and get trained is………….. satisfactory c.12.. a. unsatisfactory b. a. excellent 17. satisfactory c. excellent 69 . good d. good d.problem. a. excellent 13.

When changes are necessary which affect me on my job. unsatisfactory b. excellent 24. a. satisfactory c. excellent 22. I feel my decision to take employee in this company was………. good d. good d. good d. The time I get to spend with my family/friends is………. unsatisfactory b. good d. The level of job knowledge of my supervisor is……. unsatisfactory b. satisfactory c. unsatisfactory b. Encouragement by my supervisors to work as team is……. 70 . excellent 21. excellent 20.19.. satisfactory c. satisfactory c. excellent. good d.The encouragement I receive to learn new skills on the job is……. good d. excellent 23. good d. the amount of information I receive is………. excellent 25. a.My supervisor’s efforts to help me take job promotion is …………. a. satisfactory c. a. a. satisfactory c. unsatisfactory b. satisfactory c. unsatisfactory b. unsatisfactory b. a. a.

71 .

The ann al increment which comapany gives 20% 32%   unsatisfact ry  satisfact r y g d excellent 23% 25% 13.12. my manager willing to listen problems   unsatisfacti n  satisfacti n g d excellent 25% 10% 15% 50% 72 .My manager¶s willingness to listen and assist me when I have questions.The annual increment which company gives is««.problems.etc is«.

. The change of promotions unsatisfactory satisfactory good excellent 22% 32% 18% 28% 15. the opport nity to go to top management unsatisfactory satisfactory good excellent 25% 20% 25% 30% 73 ..14.The opportunity to go even to the top management with my problems is««.The chances of my promotion is the company are«.

.16. my company rep tation unsatisfactory satisfactory good excellent 17% 36% 18% 29% 74 .The opportunity to learn things and get trained is««. The company¶s reputation in the community is««. the opport nity to learn things unsatisfactory satisfactory good excellent 12% 18% 26% 44% 17.

18.my supervisor¶s effort to help me take job promotions is««.. the way I appreciated for good work unsatisfact ry satisfact ry g d excellent 22% 21% 13% 44% 19.The way I am appreciated for the good work I do is«.. s pervisor effort to help unsatisfact ry satisfact ry g d excellent 23% 16% 32% 29% 75 .

The encouragement I receive to learn new skills on the job is«« enco ragement I receive to learn new skills !! ! unsatisfact ry ! satisfact r y g d excellent 22% 44% 12% 22% 21.I feel my decision to take employment in this company was««. I feel my decesion to take employment in this company was "" " unsatisfact ry " satisfact ry g d excellent 20% 10% 30% 40% 76 .20.

The time I get to spend with my family/frends is««..the amount of information I receive is«««. the time I get to spend with my family ## # unsatisfact ry # satisfact r y g d excellent 14% 5% 7% 74% 23.when changes are necessary which affect me on my job. when changes are necessary $$ $ unsatisfact ry $ satisfact ry g d excellent 23% 16% 32% 29% 77 .22.

24.encouragement by my supervisors to work as team is«« enco ragement by s perviso r unsatisfactory satisfactory good excellent 25% 15% 36% 24% 25.the level of job knowledge of my supervisor is«««. the level of job knowledge unsatisfaction satisfaction good excellent 16% 8% 34% 42% 78 .

that employee are more satisfacied in PNB more than ICICI bank because the work load in ICICI bank is more than the PNB because there is no field work in PNB but there is more and more field work the employee in ICICI has to do more marketing work rather than sitting job but in PNB there is more sitting work and the working hours is also fixed .but as compare to ICICI there job is not secure because they come under private sector there jobs are based on there targets given by the company so they are not fully seacure. In ICICI there is fully control of supervisor the employee has to work under this supervisor and give him /her a daily work report but there is not more pressure of supervisor in PNB they need not to give daily report to there supervisor .in ICICI there is fully freedom to share feeling and opinion with the manager because it is private sector thay have to do work with fully co opration so they are free to share there feeling but in PNB they are not interested to share there opinion because they all are assign there work by government and they have to do that work only so they all are researved in there work only.and the salary of public sector is more than private sector so the employee of PNB are more satisfied than the ICICI bank.and in PNB there is also co opration among 79 .but in ICICI the working hours are not fixed employee has to do late hours work there are more haolidays in PNB but in ICICI there are limited holidays so employee get time to spend with his family and friends.there is more security of job in PNB because it is come under govt sector so the job ob of PNB employee are fully secure . In PNB there is less physical work condition as compare to ICICI bank because in ICICI there is more field work and in BNB there is no field work.but the timing of working is more than in PNB there is no time limit in ICICI but in PNB time is fixed so employee of ICICI are not satisfied with the timing of working in company. And more over the relation of PNB employee with there colleagues are very good as compare to ICICI because they spend more time with them but in ICICI bank they spend less time. In ICICI the supervisore deals fairly with there employees all the employees are fully satisfied with the co opration of there supervisor .INTERPRETATION: From the comperative study of job satisfaction of employee in ICICI and PNB .

In ICICI employee are fully satisfied with the willingness of manager to listen there problems .in ICICI the employee get very less time to spend with his family but iin PNB they get more time to spend with his family.the level of job knowledge of supervisor is more in ICICI because they all are highly educated and more work experience but in PNB there is also supervisor have more knowledge according to his work experience .question and in PNB also all are satisfied with that.In ICICI there more chances of promotion rather than the PNB because the employee who achieve more and more targets will get promoted soon .the employees.There is more chances to go on Top management in ICICI rather than PNB because There is targets limit in ICICI as soon as employee fulfill the targets if the company he get promoted so the chances to reach on Top level is more in ICICI but there is no hope to go Top management in PNB .so employee of ICICI are more satisfied than the PNB.there is more opportunity to learn in ICICI rather than the PNB because in ICICI employee has more fiel work so he learn more but in PNB there is sitting job so they learn less as compare to ICICI . In ICICI the employee get full encouragement by there supervisior to work as team in PNB there is no team work they do there work on individual bases . 80 .In ICICI the amount of incentive are based upon there work performance that how much target they achieve they get incentive on the bases of that but in PNB the amount of incentive are fixed .employee of get more appreciation by there supervisor but in PNB they do not get any appreaciation so ICICI employee are more satisfied there is no freedom to take there own decision in ICICI and PNB both .so at last form this above data that I have collected from both the ICICI AND PNB it is concluded that employee of PNB are more satisfied rather than ICICI because there is more job security in PNB rather than ICICI they are also not satisfied with the some time they have to do late nite work also in ICICI but in PNB the working hours are fixed so at last it is concluded that employee of PNB are more satisfied with there job rather than ICICI.

8. 7. Employee should get more time to spend with there family and friends . Answers ideas of suggestion should be properly listened and should be given proper consideration.e. 10.SUGGESTIONS 1.e. More non-monetary and modelers awareness should be given to employees. Implementation of changes and innovations should be properly done. 6. worker should be given chance to 'Man' his own job. 13. Efforts should be made on the part of employee. 11. Employees should be given more participation in Decision Making. 81 .. 5. The house organist i. 4. 9. In icici the working hours should be less . i. So that they can identify with objectives of organization. 3. Degree of motivation should be increased. magazines should contain columns for suggestion from workers. 12. 2. There should be proper adoption and maintenance of well planned and effective communication system throughout the organization at all levels. More flexibility and freedom should be there in job. Scope provided by job to achieve aspirations and ambitions should be more. More opportunities should be provided to increase scope of job.

some inaccuracy may have occurred. 3. Biasness on the part of respondents: Some respondents were not ready to reveal the true information. Inaccurate access: Due to short span of time it was not possible to access all employees as factory is wide. Short span of time: The main limitation of the is availability of time. 82 . 4. Due to short span of time.LIMITATIONS 1. Some were not interested in filling the questionnaires and they did not give back the questionnaires. 2.

19 y Bititci Umit S. Where lies the effectiveness of the job satisafaction. The success job satisfaction initiatives of participating managers. Vol.com. Vol. knowledge-based system for subsidence management. International Journal of Operations & Production Management . Vol.20 y Bourne Mike (2002). Designing. Vol.S.6 y Kohli. (2001). (1997). Implementing and Updating job satisfaction.com/manres/articles/perform_appraise.. (1994). job satisafaction (Oxford Publications) 2008 y Prasad N. management by process and job satisfaction. 17 y Bourne Mike (2000).htm y Toni A.De (1996). 16 \\ 83 . Journal of Operations & Production Management.J. Vol. Incorporating Quality job satisafaction Objectives into job satisfaction .changeperform.au/.humanlinks. http://www. International Journal of Operations & Production Management . International Journal of Operations & Production Management. A. Lean organization. Vol.html y Hutt G.22 y Heathfield Susan M.List of References: y Anumba C. y http://www. The TQM Magazine. : a development guide International.. Structural Survey. job satisafaction That Makes a Difference.

satisfactory c. less than 6 months b. 1.2yrs-5yrs d. length of my service with this organization.Unsatisfactory b..EMPLOYEE OPINION SURVEY NAME ««««««. 6 months-2years c.Female Organisation«««« Location«««««««««« INSTRUCTION:1)please answer all the question.The physical working condition in my department are««. 3) Please tick the most appropriate answer as per your opinion. a. good d.. 5yrs and above 2. GENDER «. excellent 84 . a.. There are no right or wrong answer for these question 2) If you wish you may not write your name on the form.Male ..

The job security in my job is««««.satisfactory c. good d.. excellent 85 . unsatisfactory b. unsatisfactory b. unsatisfactory b. unsatisfactory b.good d. excellent 5.. good d. satisfactory c. My salary compared with people in other companies is««« a. satisfactory c. a. satisfactory c . a. The degree to which my supervisor administers rules and discipline consistently is«««. a. In my opinion the morale among employee is«««« a. excellent 7. good d. satisfactory c.My relationship with my colleagues is««.excellent 4. The freedom I have to share my feeling and opinion to my manager is««««.good d. unsatisfactory b. a. unsatisfactory b. satisfactory c. satisfactory c. a. excellent 8. unsatisfactory b. good d.excellent 9.3.excellent 6. good d.The timing of my work is««««.

good d. unsatisfactory b. satisfactory c.problem.The annual increment which company gives is««« a.. satisfactory c.. satisfactory c. excellent 14. excellent 86 .etc is«««. unsatisfactory b. good d. excellent 12. a. satisfactory c. a. good d. a. a. good d. excellent 13. satisfactory c.The opportunity to go even to the top management with my problems is ««««. satisfactory c. unsatisfactory b. The opportunity to learn new things and get trained is««««. good d. excellent 16.10.The chances of my promotion in the company are««««.My manager¶s willingness to listen and assist me when I have questions. unsatisfactory b.The way my immediate supervisors deals fairly without showing favoritism is««« a. good d. unsatisfactory b. satisfactory c. The amount of incentive given to me by company is«««« a. unsatisfactory b. excellent 15. good d. excellent 11. unsatisfactory b.

excellent 24. The way I am appreciated in the good work I do is««.. satisfactory c. satisfactory c.My supervisor¶s efforts to help me take job promotion is ««««. good d. unsatisfactory b. a. the amount of information I receive is«««. a. good d. unsatisfactory b. unsatisfactory b. good d. unsatisfactory b. My company¶s reputation in the community is««. excellent 18. a. good d. satisfactory c. good d.. a. excellent 21. good d. satisfactory c. excellent 19. The time I get to spend with my family/friends is«««.. satisfactory c. excellent 23.17.The encouragement I receive to learn new skills on the job is««. satisfactory c. a. excellent 22. unsatisfactory b. I feel my decision to take employee in this company was«««. 87 . Encouragement by my supervisors to work as team is««. satisfactory c. unsatisfactory b. a. a.When changes are necessary which affect me on my job. good d. excellent 20. unsatisfactory b.

satisfactory c. unsatisfactory b. good d. satisfactory c. The level of job knowledge of my supervisor is««. excellent 25. good d. a. excellent.a. 88 . unsatisfactory b.

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