International Journal of Management (IJM) International Journal of Management (IJM), Volume 1 Issue 1 May 2010 pp.111-129 N.

N.MALLIKA & Dr.M.RAMESH http://iaeme.com/ijm.html

IJM

IAEME

JOB SATISFACTION IN BANKING: A STUDY OF PRIVATE AND PUBLIC SECTOR BANKS

N.MALLIKA* Dr.M.RAMESH**

ABSTRACT
It is an appraisal of the perceived job characteristics and emotional experience at work. Satisfied employees have a favourable evaluation of their job, based on their observations and emotional experiences. Saleh (1981) states that job satisfaction is a feeling which is a function of the perceived relationship between all that one wants from his job/life and all that one perceives as offering or entailing. The emphasis here is on all that one wants, whether it is important for self-definition or not. Luthans (1989) states that job satisfaction is a pleasurable, or positive emotional state resulting from the appraisal of one's job, or job experience, and is the result of the employee's perception of how well the job provides those things which are viewed as important. In this study an attempt has been made to regression and correlation analysis on job satisfaction and variables among the public and private bank employees in Cuddalore District, Tamil Nadu, India. In order to study the objective primary data were collected with a sample size of 400 which was collected at randomly. A regression and correlation methods is used for analyzing the employees level of job satisfaction. The researcher has provided suitable measures to the organization for satisfying the workers. Key words: job satisfaction, contributing variables, banking sectors.

*Lecturer in Business Administration, Annamalai University, **Reader in Business Administration, Annamalai University.

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INTRODUCTION
Job satisfaction describes how content an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims to enhance job satisfaction and performance; methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work groups. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs.

Job satisfaction in regards to ones feeling or state of mind regarding nature of their work. Job can be influenced by variety of factors like quality of ones relationship with their supervisor, quality of physical environment in which they work, degree of fulfillment in their work, etc. Positive attitude towards job are equivalent to job satisfaction where as negative attitude towards job has been defined variously from time to time. In short job satisfaction is a persons attitude towards job. Job satisfaction is an attitude which results from balancing & summation of many specific likes and dislikes experienced in connection with the job- their evaluation may rest largely upon ones success or failure in the achievement of personal objective and upon perceived combination of the job and combination towards these ends. According to pestonejee, Job satisfaction can be taken as a summation of employees feelings in four important areas. These are:

1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers, opportunities on the job for promotion and advancement (prospects), overtime regulations, interest in work, physical environment, and machines and tools.

2. Management- supervisory treatment, participation, rewards and punishments, praises and blames, leaves policy and favoritism.

3. Social relations- friends and associates, neighbors, attitudes towards people in 112

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community, participation in social activity scalability and caste barrier.

4. Personal adjustment-health and emotionality.

Job satisfaction is an important indicator of how employees feel about their job and a predictor of work behavior such as organizational citizenship, Absenteeism, Turnover. Job satisfaction benefits the organization includes reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked with a healthier work force and has been found to be a good indicator of longevity. Job satisfaction is not synonyms with organizational morale, which the possessions of feeling have being accepted by and belonging to a group of employees through adherence to common goals and confidence in desirability of these goals.

Morale is the by-product of the group, while job satisfaction is more an individual state of mind. The concept of job satisfaction, though of considerably recent origin, is closely linked to motivation in the workplace and is a causal factor in improved performance in the workplace. These issues are again linked to job characteristics, which primarily describe the inherent features of a job, which can again motivate or de-motivate workers. The worth of employees in the running of organizations has been analyzed and debated by management experts, sociologists and psychologists in depth and detail. A number of theories, most of them the result of painstaking and detailed research, are in use to explain human psychology in the workplace, the stressors and de stressors of a working environment, and the reasons behind employee performance, or for that matter, the lack of it.

For all practical purposes, employee satisfaction is essential for corporate success and all famous leaders of corporate enterprise apparently were also exceptional leaders of men. Low attribute rates in companies is an indication of stable 113

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and employee friendly HR policy and a barometer of corporate well being. The onset of higher employee turnover brings with it indications of difficult times ahead and is considered as a serious competitive disadvantage by business and financial analysts.

The issue of job characteristics and employee satisfaction has been looked at from a number of perspectives. One view, which is followed by many, is the importance of money. A number of employers feel that in todays multiple opportunity, flexi choice, work from home environment, money is the basic reason for a person to take up a job, furthermore that people work only for money. Companies that pay more usually get the most applications be it at college graduation time for new entrants to the work force, or later on for mid career shifts for middle and senior people.

There are again many management experts and HRD specialists who feel that the theory of money being the only real choice in an employment choice in a free market situation has many serious limitations and indeed is deeply flawed. These experts feel that while money is an important factor in the contemplation of an employment decision there are a number of other factors, which also influence such choices.

The truth is far more complex and while the cynical continue to believe in the overwhelming supremacy of money, in its power to buy happiness and satisfaction, be it in personal life or the workplace, a number of management thinkers, social scientists and corporate managers feel otherwise, advocating and using distinctly different HR philosophies and policies.

These include the understanding of need hierarchies like Abraham Maslows theory of needs and ClaytonAlderfers ERG theory of motivation, the thinking of Herzeberger and McClelland and the various theories of goal setting and motivational processes. A number of organizations base their HR practices upon an understanding of these various theories and their adaptation to the business environment. Another variable which has come to occupy a permanent factor in HR policy making is employee reaction to the comparatively new practice of having to spend a significant 114

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part of working time in front of laptops and computer screens, be it any job profile, such is the pervasiveness of information technology in all areas of corporate life. It is an undeniable fact that the future of business enterprise depends upon the satisfaction level of its workforce. Dissatisfied workforces cause immediate problems only to their particular businesses.

However, if these problems are left inadequately attended they have a tendency to spiral out including other businesses, industries and regions harming relationships, productivity, profits and finally also the creation of national wealth. Employee satisfaction is thought to be one of the primary requirements of a well run organization and considered an imperative by all corporate managements. The last five years of globalization, the rise of the Chinese economy as the worlds cheapest manufacturing destination, the gradual pervasiveness of the internet and the emergence of outsourcing on a global scale have shaken up years of corporate practices in both manufacturing and service sectors of the economy.

STATEMENT OF THE PROBLEM

Due to globalization, todays world has become a single village. And never had it been before and after people interacting to one another without considering their culture, value, norms, attitudes and race, as it today. These interactions are not only in trade, diplomatic, social political and communication network, but also in banking sector rather the needs and motivation as for as and all these make a todays world more competitive and challenging than never before. Never before has it been so, working performance has been drive by needs and motivation so as to satisfy employees. In order to satisfy employees there is a number of thingss or factors to consider. Therefore, this study will investigate as to what extent job satisfaction has lead to good working performance in formal organization .The study will examine the factors which influence employees job satisfaction in organization.

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OBJECTIVES OF THE STUDY

1. To measure the level of job satisfaction among public and private bank employees. 2. To find out the factors contributing towards the job satisfaction of public and private bank employees.

3. To find out relationship between job satisfaction and contributing variables.

REVIEW OF LITERATURE

Dekker et al., (1996) examined the relationship between work force size and job satisfaction using data from two National surveys in US and Canada. The US sample consisting of 8,428 employees (aged 23-30) and assessed for job satisfaction with pay, promotion opportunities, job security, physical surrounding and supervisor competence. The number of benefits offered by the organization was tested as a mediator of these relationships. This was positively related to job satisfaction with job security pay and promotion opportunities. When the effect of benefit was controlled for these relationships, they were not satisfactorily significant. Work force size was negatively related to satisfaction with supervisor competence and having the opportunity to do ones best results.

Christopher and Nathan (1996) examined the role of employee perceptions of justice in the relationship between job satisfactions of organizational commitment. Four competing models, liking employee satisfaction commitment were identified from the literature: (I) job satisfaction is antecedent to organizational commitment (II) organizational commitment is an antecedent job satisfaction (III) organizational commitment and job satisfaction are reciprocally related and (IV) organizational commitment of job satisfaction are independent. The 4 models were then tested employing confirmatory analytic techniques of a sample of 133 financial services company employees. The result suggests that when considering the role of justice judgments, satisfaction and commitment are causally independent.

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Khaled et al., (1994) used responses from a questionnaire administered to 442 employees of Saud-Arabia organization to examine the predictive strength of job satisfaction, organizational commitment, value commitment, and continuance commitment with respect to turnover. Each of these variables predicted turnover significantly. When compared with each other, organizational commitment correlated significantly with turnover more than job satisfaction and value commitment, continuance commitment was not as strong in its prediction as expected.

Results indicate that expressive orientation has a significant impact on job satisfaction in addition to multiplying the impact of job commitment on job satisfaction. Expressive orientation, professional commitment, and job commitment were found to have positive relationships with job satisfaction, and their inclusion in the model significantly improved its predictive capacity. Expressive orientation also appears to protect workers from the negative effects of bureaucratic and client frustrations. These findings have strong policy implications for those who manage social service. Efforts should be made to select workers who are expressive and professionally oriented, and professionalism should be encouraged. Evidence is presented that the presumption by management that pay is unimportant to social service workers makes them feel exploited and lowers their job commitment.

Caudron (2001) has pointed out that in booming economy employees have enough option to find better jobs and if they start thinking that they can do better at other companies, their job dissatisfaction rises. As todays employees are not only looking solely for huge financial rewards as they can easily satisfy their basic needs such as food and clothing but also they are looking for their job to provide the friendships, family support, community, and sense of identity.

Jain, Jabeen, et. al. (2007), in their study "Job Satisfaction as Related to Organizational Climate and Occupational Stress: A Case Study of Indian Oil" concluded that that there is no significant difference between managers and engineers in terms of their job satisfaction and both the groups appeared almost equally satisfied with their jobs. When the managers and engineers were compared on organizational climate, it was found that both the groups differed significantly. Managers scored 117

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significantly high on organizational climate scale than the engineers indicating that the managers are more satisfied due to the empowerment given to them.

Velnampy (2008), in his study "Job Attitude and Employees Performance of Public Sector Organizations in Jaffna District, Sri Lanka" concluded that job satisfaction does have impact on future performance through the job involvement, but higher performance also makes people feel more satisfied and committed. It is a cycle of event that is clearly in keeping with the development perspective. Attitudes such as satisfaction and involvement are important to the employees to have high levels of performance. The results of the study revealed that attitudes namely satisfaction and involvement, and performance are significantly correlated.

Brown, Forde, et. al. (2008), in their study "Changes in HRM and job satisfaction, 19982004: evidence from the Workplace Employment Relations Survey" examined that their significant increases in satisfaction with the sense of achievement from work between 1998and 2004; a number of other measures of job quality are found to have increased over this period as well. It also finds a decline in the incidence of many formal human resource management practices. The paper reports a weak association between formal human resource management practices and satisfaction with sense of achievement. Improvements imperceptions of job security, the climate of employment relations and managerial responsiveness are the most important factors in explaining the rise in satisfaction with sense of achievement between 1998 and 2004. We infer that the rise in satisfaction with sense of achievement is due in large part to the existence of falling unemployment during the period under study, which has driven employers to make improvements in the quality of work.

Shahu & Gole (2008), in their study "Effect of Job satisfaction on Performance: An Empirical Study" concluded that the companies that are lagging behind in certain areas of job satisfaction & job stress need to be developed so that their employees show good performance level, as it is provided that performance level lowers wit high satisfaction scores. The awareness program pertaining to stress & satisfaction is to be taken up in the industries to make them aware of the benefits of 118

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knowledge of stress and its relationship with satisfaction and achievement of goal of industries.

Job Satisfaction is in regard to one's feeling or state-of-mind regarding the nature of their work. Job Satisfaction can be influenced by a variety of factors, eg, the quality of ones relationship with their supervisions, the quality of the physical environment in which they work, degree of their fulfillment in their work etc.

RESEARCH METHODOLOGY
This chapter describes methodological produces that will be adopted by the researcher in collecting relevant information on the research topic and analysis of the data. RESEARCH DESIGN

A research design is the arrangement of conditions for collections and analysis of data in a manner that aims to combine relevance to the research purpose with the economy in procedure. Descriptive research design was adopted in order to achieve the objectives of the study. This type of research design is more flexible to carry out the research. The design provides the opportunity for considering different aspects of the problem. The researcher adopted the method of experience survey to collect the data.

SAMPLING SIZE Subjects of the present study were selected from managerial and nonmanagerial staff of public and private sector banks from Cuddalore District, Tamilnadu. India. Three public sector banks and three private sector banks were selected for the study. A total of 400 subjects were selected equally from the six organisations selected for the study.

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METHOD OF DATA COLLECTION The data collection pertaining to this study involves both primary and secondary methods. The primary data was collected using questionnaire from randomly selected samples. The secondary data were collected from sources like manuals, company records, magazines and internet.

ANALYSIS
Table: 1. Level of job satisfaction among employees in public banks Public sector banks Level job satisfaction Low Medium High Total Frequency 03 77 120 200 Percent 1.5 38.5 60.0 100.0

Table: 2 Level of job satisfaction among employees in private banks Private sector banks Level job satisfaction Low Medium High Total Frequency 65 133 02 200 Percent 32.5 66.5 1.0 100.0

Public sector banks: Job satisfaction is a combination of psychological, physiological and environmental conditions providing satisfaction to person with his job. The job satisfaction perceived by the employees based on the opinion. Among the employees in the opinion, 1.5 percent of the employees have state that the job satisfaction is Low, 38.5 percent of the employees have stated that the job satisfaction is Medium and 60 percent of them state that the job satisfaction is high. At outset it is implied that majority of the employees perceive high level of job satisfaction, very few employees perceive medium and low level of job satisfaction. It is interesting to note that only 120

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minimum percent of the employees low level of job satisfaction. It is a good sign and it indicates that the organization has better environment for the public bank employees to job.

Private sector banks: The job satisfaction perceived by the employees based on the opinion. Among the employees in the opinion, 32.5 percent of the employees have state that the job satisfaction is Low, 66.5 percent of the employees have stated that the job satisfaction is Medium and 1 percent of them state that the job satisfaction is high. At outset it is implied that majority of the employees perceive medium and low level of job satisfaction, very few employees perceive high level of job satisfaction. So organizations try to concentration on employees need in private banks.

Table: 3. Relationship between job satisfaction and contributing variables among public sector banks Public sector banks

JI Pearson correlation JS Significant (2-tailed) N 200 0.000 0.360**

OC 0.436**

QWL 0.080

OCLIM 0.232**

JC 0.004

0.000

0.260

0.001

0.959

200

200

200

200

JS: job satisfaction, JI: job involvement, OC: organizational commitment, QWL: quality of work life, OCLIM: organizational climate and JC: job content.

The result shows that the job involvement (0.360) is positively and significantly correlated with job satisfaction and organizational commitment (0.436) and organizational climate (0.232). The R-value 0.436 from the table for

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organizational commitment of employees is highly influenced by job satisfaction. So it is inferred that job satisfaction is highly correlated with organizational commitment, job involvement and organizational climate among public bank employees will also be high. The other variables are job content (0.004) and quality of work life (0.080) not significantly correlated with job satisfaction. From the correlation table it is found that there is significant relationship between the job satisfaction and job involvement, organizational commitment and organizational climate, except job content and quality of work life.

The findings of the study go hand in hand with the early research done by Penny Wright (1990) analyzed job satisfaction in relation to organizational commitment based on the sample of 264 Bank tellers. This study identified that different job characteristics are found to be associated with job satisfaction and organizational commitment. In the case of career of tellers, job satisfaction and organizational commitment are enhanced by participation in decision making, job challenge and promotional opportunities. In people oriented tellers, job satisfaction and organizational commitment had affected positively through a cohesive and effective association.

Khaladetal (1994) administered to 442 employees of a Saudi Arabian organization to examine job satisfaction, organization commitment; values commitment and continues commitment with respect to turnover. Each of these variables predicted the turnover significantly. When compared with each other organized commitment correlated significantly with job satisfaction and value commitment.

Christopher and Nathan (1996) examined the role of employee perceptions of justice in the relationship between job satisfactions of organizational commitment. Four competing models, liking employee satisfaction commitment were identified from the literature: (I) job satisfaction is antecedent to organizational commitment (II) organizational commitment is an antecedent job satisfaction (III) organizational commitment and job satisfaction are reciprocally related and (IV) organizational commitment of job satisfaction are independent. The 4 models were then tested 122

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employing confirmatory analytic techniques of a sample of 133 financial services company employees. The results suggest that when considering the role of justice judgments, satisfaction and commitment are causally independent. Verma and Upadhayay (1986) in their study reported a positive correlation between job involvement and organizational commitment. They also observed that there was a significant relationship between job satisfaction and job involvement.

Table: 4. Relationship between job satisfaction and contributing variables among private sector banks Private sector banks

JI Pearson correlation JS Significant (2-tailed) N 200 0.000 0.287**

OC 0.246**

QWL 0.326**

OCCLIM 0.138

JC 0.142*

0.000

0.000

0.052

0.045

200

200

200

200

JS: job satisfaction, JI: job involvement, OC: organizational commitment, QWL: quality of work life, OCCLIM: organizational climate and JC: job content. The result shows that the job involvement (0.287) is positively and significantly correlation with job satisfaction and quality of work life (0.326), organizational commitment (0.246) and job content (0.142). The R-value 0.326 from the table for quality of work life and job satisfaction clearly implies that quality of work life of employees is highly influenced by job satisfaction. So it is inferred that job satisfaction is highly correlated with quality of work life. Quality of work life among the private bank employees will also be high. The dimension of organizational climate 0.138 is not significant correlated with job satisfaction. From the correlation table it is found that there is significant relationship between job satisfaction and job involvement, quality of work life, organizational commitment, and job content, except organizational climate among the private bank employees. 123

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Table: 3. Stepwise multiple Regression Analysis for the Job Satisfaction and contributed variables among public sector bank employees. Public sector banks Details regarding contributed variables Organizational commitment Income Job involvement 0.507 0.526 0.257 0.277 0.249 0.266 0.44554 0.44067 34.040 24.992 0.000 0.000 0.436 0.190 0.186 0.46399 46.420 0.000 R R2 Adjusted R2 S.E FValue Significant

A stepwise regression analysis explains about contributing variables among bank employees. It is observed that the organizational commitment, income and job involvement significantly contribute towards the job satisfaction. The compute Fvalue for these factors is found to be significant at 1 percent level. The R2 value 0.190 organizational commitment is indicate that highest percentage of variances on job satisfaction could be determined by these factors. The R2 value 0.067 and 0.02 indicate that income and job involvement are the most contributed variables for the job satisfaction among the bank employees. Table: 4 Job satisfaction and outcome variables among public sector bank employees Public sector banks Coefficients Un standardized Coefficients B (Constant) Organizational commitment 124 -1.485 0.019 Std. Error 0.509 0.004 0.324 Standardized Coefficients Beta -2.919 4.669 0.004 0.000 t value Significant

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Income Job involvement

0.153 0.011

0.039 0.005

0.244 0.162

3.944 2.320

0.000 0.021

A stepwise regression analysis was performed keeping job satisfaction as the dimensions of organizational commitment, income and job involvement as independent variables. It is found that among the organizational commitment, income and job involvement is found to significantly influence the job satisfaction. Organizational commitment (0.324) highly influencing the job satisfaction and job involvement (0.162) least influencing the job satisfaction. Table: 5 Stepwise multiple Regression Analysis for the Job Satisfaction and contributed variables among private sector bank employees. Private sector banks R2

Details regarding contributed variables Quality of work life Job involvement

Adjusted R
2

S.E

FValue

Significant

0.326

0.106

0.102

0.46134

23.556

0.000

0.369

0.136

0.127

0.45482

15.477

0.000

A stepwise regression analysis explains about contributing variables among bank employees. It is observed that the quality of work life and job involvement significantly contribute towards the job satisfaction. The compute F-value for these factors is found to be significant at 1 percent level. The R2 value 0.102 quality of work life is indicate that highest percentage of variances on job satisfaction could be determined by these factors. The R2 value 0.025 indicates that job involvement is the most contributed variables for the job satisfaction among the private sector bank employees.

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Table: 6 Job satisfaction and outcome variables among private sector bank employees Private sector banks Coefficients Un standardized Coefficients B (Constant) Quality of work life Job involvement 0.009 0.004 0.187 2.592 0.010 0.376 0.018 Std. Error 0.238 0.005 0.252 Standardized Coefficients Beta 1.582 3.496 0.115 0.001 t value Significant

Table: 6 a stepwise regression analysis was performed keeping job satisfaction as the dimensions of quality of work life and job involvement as independent variables. It is found that among the quality of work life and job involvement is found to significantly influence the job satisfaction. Quality of work life (0.252) highly influencing the job satisfaction and job involvement (0.187) least influencing the job satisfaction.

MANAGERIAL IMPLICATIONS
The study implies that the overall job satisfaction by the bank employees is medium. The contributing variable like job involvement, organizational commitment and organizational climate is found and significantly influence the job satisfaction perceived by the employees. It is also observed that organizational climate least influences the job satisfaction perceived by the employees.

SUGGESTIONS
The job satisfaction depends up on the feeling of employees about their working environment. When their physical and psychological environment is conducive they will perceive a good job satisfaction. Some of the ways through which the job satisfaction can be improved are 126

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1. It has been found that employees of private sector banks were less satisfied with their jobs compared to employees of public sector banks. To increase their satisfaction, private sector banks need to improve job security. 2. Relationship with co-workers and supervisors makes the employees to feel better and it help to increase productivity and responsibility of workers and it helps to increase profit of the organization. 3. It was found that level of job satisfaction, job involvement, organizational commitment, quality of work life, organizational climate and job content for private bank employees are not satisfied with job. So the private banking sectors try to consider the respondents needs and fulfill the same.

4. At outset it is implied that majority of the private bank employees perceive medium and low level of job satisfaction, very few employees perceive high level of job satisfaction. So organizations try to concentration on employees need in private banks.

CONCLUSION
Job satisfaction, its causal factors and its effect upon organisational health are all part of the various factors under study for this assignment. Job satisfaction for an individual can be influenced by a number of factors that include first the job itself, the salary, the promotion policy of the company, the attitudes of the coworkers, the physical and mental stress levels involved, the working conditions, the interest and challenge levels. Higher job satisfaction has been linked with employees who are able to exercise autonomy and with those who have a higher level of job involvement Women have been found to report significantly higher job Satisfaction than men although this gender gap appears to be narrowing. The correlation coefficient shows a positive relationship existing among. Organizational commitment, job involvement, quality of work life, organizational climate, job content, income and job satisfaction perceived by public and private bank employees. Researcher found that private bank employees perceived low level of job satisfaction. So management try to

concentration on employee satisfaction level, it is help to increase pay, promotion, job security, rewards and reduce work load ect., and also observed that public bank employees are very satisfied with job. 127

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