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DEPARTMENTOF MANAGEMENT

STUDIES
JAGANNATHUNIVERSITY, DHAK
Scenario of Job Satisfaction among Employees of Agrani Bank Limitedof and
its Impact on Banking: A Study on Malibag Branch

An Internship Report Presented to the Faculty of Business Studies for Partial


Fulfillment of the Requirements for the Degree of Masters of Business
Administration (MBA)
By
Md. Shawfiqul Islam
Id. No. M120202085
MBA 4th Batch
Department of Management Studies
Jagannath University

Submitted To
Prof. Dr. A. K. M. Moniruzzaman
Supervisor
Department of Management Studies
Jagannath University

Date of Submission
April 8, 2015

1 | Page

LETTER OF TRANSMITTAL

April 8, 2015
Prof. Dr. A. K. M. Moniruzzaman
Supervisor
Management Studies Department
Jagannath University, Dhaka
Subject: Application for the submission of Internship Report
Dear Sir,
With due respect, I am submitting my Internship Report titled Scenario of Satisfaction
among Employees of Agrani Bank Limited of and its Impact on Banking: A Study on
Malibag Branch, which was assigned to me as partial fulfillment of my internship
program. I have found the study to be quite interesting, & insightful. I have exerted my
best effort to prepare this report. I hope it will serve the purpose.
I consider myself very privileged to prepare this report under your guidance. This has
been an enormous opportunity for me to learn and gather knowledge on a particular field.
It is an effort to focus a detailed scenario of Job Satisfaction level for banking services
where primary and secondary sources have been used to collect information. I am
extremely thankful to you for your valuable guidance, tiresome effort, and, constant
attention whenever required.
Sincerely yours,

Md. Shawfiqul Islam


Id. No. M120202085
MBA 4th Batch
Department of management studies
Jagannath University, Dhaka

SUPERVISORS CERTIFICATION
This is to certify that the internship report on Scenario of Satisfaction among Employees
of Agrani Bank Limited of and its Impact on Banking: A Study on MalibagBranch, has
been prepared by Md. Shawfiqul Islam, bearing Id. No. M120202085, MBA 4th Batch, as
a partial fulfillment of the requirements for the Degree of Masters of Business
Administration (MBA)

The report has been prepared by him under my supervision. And I have gone through the
Report. The texts and documents he presented in this report does not breach any existing
copyright and no portion of this report is copied from work done earlier for a degree or
otherwise.

I wish him every success in future endeavors.

_____________________
(Signature of the Supervisor)

Prof. Dr. A. K. M. Moniruzzaman


Supervisor
Department of Management Studies
Jagannath University

ACKNOWLEDGEMENTS
First of all, I would like to express my deepest sense of gratitude to almighty Allah that I
have completed the assigned task within specified time period.
For the fear of surrounding like a vote of thanks speech, I could not possibly thank all of
those people who have contributed something of themselves directly or indirectly in
preparing this report. Of course, some very special people cannot go without mention.
I would like to convey my highest gratitude to Prof. Dr. A. K. M. Moniruzzaman,
Department of Management Studies, Jagannath University for his supervision, personal
guidance, and great encouragement provided to me while preparing the report.
I particularly appreciate the perseverance and contributions of supervision by Md. Selim
Uddin, First Assistant General Manager, Agrani Bank Ltd. Mogbazar corporate Branch,
Dhaka. Without his constant supervision, advice and suggestion, I would have failed to
complete the whole thing in a right manner.
My heartfelt gratitude goes to Md. Abdur Rahim, Executive Officer, Agrani Bank,
Mogbazar branch for his great greatness & open conversation. I would also like to thank
those entire people who helped me by responding to my query and giving me
information. I would also like to thank all the participants I needed for my survey.

EXECUTIVE SUMMARY
In Bangladesh banking sector has seen a huge growth during the last decade. Along with
the publicly run commercial banks a large number of private banks have entered in the
industry. Banks have realized that cost of attracting new customers is higher than
retaining existing customers & emphasizing more on Job Satisfaction.
Thus, in the introduction Chapter, it has been tried to focus the background that where
Agrani Bank ltd. as a public bank is in respect of Job Satisfaction. Total 40 respondents
are asked about the level of their satisfaction.
In the second chapter a scenario has been described in the light of main topic. In the
following chapter, overviews of both the organizations along with comparative SWOT
analysis have been shown.
Through the following, the most vital, chapter of the report findings and analysis the
survey findings are presented and analyzed on the basis of the research questions of the
introductory part. The Questionnaires help in this portion.
Finally, a conclusion has been drawn about the main topic & some recommendations have
been given to improve the present state.

TABLE OF CONTENTS
Chapter Name

Sl. No.

Contents
Preliminary Pages
Title Page
Letter of Transmittal
Certificate of Supervisors Forwarding
Acknowledgement
Executive Summary
Table of Contents
List of Tables & Figure
List of Figure
Abbreviations
Main Text

Chapter One

1.0

Introduction

1.1

Background of the Study

1.2

Statement of the Research Problem

1.3

Objective of the Study

1.4

Methodology of the Study

1.5

Conceptual Framework

1.6

Literature Review

1.7

Limitations of the Study

Chapter Two

2.0

Scenario of the main topic in Bangladesh

Chapter Three

3.0

Overview of the Organizations

3.1

Historical Background Agrani Bank Ltd.

3.2

Corporate Information

3.3

Vision Statement

3.4

Mission Statement

3.5

Products & Services

3.6

Principal Activities

3.7

SWOT Analysis

4.0

Findings & Analysis

Chapter Four

Page No.

Chapter Five

5.0

Conclusion & Recommendations

5.1

Conclusion

29

5.2

Recommendations

30

End Matter
References

33

Questionnaire

35

List of Abbreviations
ATM

Automated Teller Machine

AL

SME Loan

BB

Bangladesh Bank

BAL

Banking Agreement letter

BFS

Business Financial Service

BIL

Business Installment Loan

CIB

Credit Investigation Bureau

CM

Credit Management

CR

Credit Risk

CRM

Credit Risk Management

BDT

Bangladesh Taka

FI

Financial Institution

FDR

Fixed Deposit Receipt

FY

Fiscal Year

IT

Internet Technology

ABL

Agrani BankLimited

PFC

Personal Financial

PDC

Post Dated Check

MT

Mail Transfer

RU

Recovery Unit

SA

Service Ambassador

TT

Telegraphic Transfer

TIN

Telephone Identification Number

FAD

Finance and Administration Division

CHAPTER 1: INTRODUCTION
1.1 BACKGROUND OF THE STUDY
In existing competitive business milieu, service-oriented enterprises are playing a
significant role to reform the economic structure of both the home the world as well. And
banking, right now, is one of the most competitive service-oriented industries to
restructure and, most importantly, to fuel the economy to run the reformation program.
Banking sector in Bangladesh has displayed a dramatic expansion and an immense
growth during the last one-and-half decade when along with the publicly owned

commercial banks a large number of private banks have entered in this competitive
industry and making more profit by serving at a peak level on a consistent basis.
However, this rapid expansion has also generated a lot of managerial problems. One
buzzword is the low level of employee job satisfaction that brought difficulties, especially
for public banking sector which instead of its largely based human and other resources is
lagging behind in increasing service quality. Basically, employee's job satisfaction affects
the quality of bank service, and therefore affects the degree of customer satisfaction and
organizational growth and development. Although there are many studies on employee
job satisfaction but in Bangladesh there are very limited studies on employee job
satisfaction in public banks, specifically with respect to factors affecting job
satisfaction and its impact on banking sector.
On this background, I have prepared my master paper showing the level of job
satisfaction of the bankers titled Scenario of Satisfaction among Employees of Agrani
Bank Limited of and its Impact on Banking: A Study on MalibagBranch .An empirical
survey is conducted to accomplish the purpose and fifty bankers are chosen from different
areasof 4 nationalized banks (Agrani Bank ltd., Agrani Bank limited, Agrani Bankltd. &
Rupali Bank ltd.) as all these banks are equal in terms of its HR practices.

1.2 PROBLEM STATEMENT


Job satisfaction of employee is a very serious topic. The organizations performance is
mostly vary due to the variation in satisfaction level of employees. The study will try to
find out the following questions:

Key factors of bank employees satisfaction


Root causes of employee dissatisfaction

Root causes for differences in satisfaction of bank employee in private and Govt.

sector.
Ways to minimize employee dissatisfaction

1.3 OBJECTIVES
This work will help the Banker to understand what he needs to do in order to satisfy the
employee in the organization. This will also helpful to future researcher who will make
new research on banking activities and job evaluation. The main objectives of the work
are to:

Achieve deep knowledge about employees job satisfaction level in different

positions of bank.
Achieve deep knowledge about employees job dissatisfaction in performing job

in Govt. bank.
gives recommendations to the top level managers so that they can solve the

problem
Help policy makers in taking policies.

Compare and contrast the situation of employees job satisfaction between


government and private sector.

1.4 METHODOLOGY OF THE STUDY


Research Design: Descriptive and Analytical research design
The target population was the employees of Agrani Bank limited
Sample Size:20
Sampling Procedure: Non-probability convenience procedure to develop the sample plan
Types & Sources of Data: Both qualitative and quantitative data collected primarily from
customers &employees along with secondary sources like
a) Annual reports, history of different Organizations;

b) Related web sites, electronic books & journals;


c) Newspapers; &
d) Thesis paper & Survey results of different Researchers.

Data collection Methods:


a) Questionnaire: Both open-ended and closed ended questions (Likert Scale) are sent to
respondents to get their responses (schedules mainly).
b) Telephonic Interview: To personnel who are related to the research problem; &
c) Relevant portion of secondary sources, and primary source.
Data Processing: All the raw data are edited, coded, classified, & tabulated by using
Micro-soft Word and Microsoft Excel.
Data Analysis: After tabulation, they were analyzed through bar-diagram&pie-charts.

1.5 DEFINITIONS & TERMS


Job satisfaction
Job satisfaction is one of the most researched variables in the area of workplace
psychology and has been associated with numerous, psychosocial issues the changing
world of work, organizational factors ranging from leadership to job design.
In general, most definitions cover the affective feeling an employee has towards their job.
This could be the job in general or their attitudes towards specific aspects of it, such as:
their colleagues, pay or working conditions. In addition, the extent to which work
outcomes meet or exceed expectations may determine the level of job satisfaction.
Variables on which Employee Satisfaction Depends

Theories of job satisfaction


Job satisfaction theories have a strong overlap with theories explaining human
motivation. The most common and prominent theories in this area include: Maslows
needs hierarchy theory; Herzbergs motivatorhygiene theory; The Job Characteristics
Model
Maslows Hierarchy of needs:Although commonly known in the human motivation
literature, Maslows needs hierarchy theory was one of the firsttheories to examine the
important contributors to job satisfaction. The theory suggests that human needs form a
five

levelhierarchy

(Figure

1)

consisting

belongingness/love, esteem, and self-actualization.

of:

physiological

needs,

safety,

Maslows hierarchy of needs postulates that there are essential needs that need to be met
first (such as, physiological needs and safety), before more complex needs can be met
(such as, belonging and esteem) Maslows needs hierarchy was developed to explain
human motivation in general. However, its main tenants are applicable to the work
setting, and have been used to explain job satisfaction. Within an organization, financial
compensation and healthcare are some of the benefits which help an employee meet their
basic physiological needs. Safety needs can manifest itself through employees feeling
physically safe in their work environment, as well as job security and/ or having suitable
company structures and policies. When this is satisfied, the employees can focus on
feeling as though they belong to the workplace. This can come in the form of positive
relationships with colleagues and supervisors in the workplace, and whether or not they
feel they are a part of their team/ organization. Once satisfied, the employee will seek to
feel as though they are valued and appreciated by their colleagues and their organization.
The final step is where the employee seeks to self-actualize;
Where they need to grow and develop in order to become everything they are capable of
becoming. Although it could be seen as separate, the progressions from one step to the
next all contribute to the process of self-actualization. Therefore, organisations looking to
improve employee job satisfaction should attempt to meet the basic needs of employees
before progressing to address higher order needs. However, more recently this approach
is becoming less popular as it fails to consider the cognitive process of the employee and,
in general, lacks empirical supporting evidence
In addition, others have found fault with the final stage of self-actualization. The lack of a
clear definition and conceptual understanding of selfactualisation, paired with a difficulty
of measuring it, makes it difficult to measure what the final goal is or when it has been
achieved.
Herzbergs Motivatorhygiene Theory:Herzbergs motivatorhygiene theory suggests that
job satisfaction and dissatisfaction are not two opposite ends of thesame continuum, but
instead are two separate and, at times, even unrelated concepts. Motivating factors like
pay andbenefits, recognition and achievement need to be met in order for an employee to
be satisfied with work. On the otherhand, hygiene factors (such as, working conditions,
company policies and structure, job security, interaction withcolleagues and quality of
management) are associated with job dissatisfaction.

Because both the hygiene and motivational factors are viewed as independent, it is
possible that employees are neither satisfied nor dissatisfied. This theory postulates that
when hygiene factors are low the employee is dissatisfied, but when these factors are high
it means the employee is not dissatisfied (or neutral), but not necessarily satisfied.
Whether or not an employee is satisfied is dependent on the motivator factors.
Moreover, it is thought that when motivators are met the employee is thought to be
satisfied. This separation may aid in accounting for the complexity of an employees
feelings, as they might feel both satisfied and dissatisfied at the same time; or neither
satisfied nor dissatisfied.
Whilst the Motivatorhygiene theory was crucial in first distinguishing job satisfaction
from dissatisfaction, the theory itself has received little empirical support. Herzbergs
original study has been criticized for having been conducted with a weak methodology.
As a result, subsequent attempts to test this theory have obtained mixed results with some
researchers supporting it and others not
Job Characteristics Model:The Job Characteristics Model (JCM)explains that job
satisfaction occurs when the work environment encouragesintrinsically motivating
characteristics. Five key job characteristics: skill variety, task identity, task
significance,autonomy and feedback, influence three psychological states. Subsequently,
the three psychosocial states thenlead to a number of potential outcomes, including: job
satisfaction. Therefore from an organizations point of view, it isthought that by
improving the five core job dimensions this will subsequently lead to a better work
environment andincreased job satisfaction.
Unlike the Maslow or Herzbergs theories, the JCM has received more empirical support.
However, it has also drawn criticism as many studies utilizing this model investigate the
direct impact core job dimensions have on personal and work outcomes, completely
disregarding the critical psychological states. Despite this, the JCM and its impact on job
satisfaction has been the subject of three reviews, which further lend support to the
model.
Further to this, Behson and colleagues met analysis of 13studies specifically focused on
the role of critical psychological states, and found these psychological states to play a
crucial practical and theoretical role within the JCM.

1.6 LITERATURE REVIEW


Job satisfaction has been defined as a pleasurable emotional state resulting from the
appraisal of ones job;an affective reaction to ones job;and an attitude towards ones
job.Weiss (2002) has argued that job satisfaction is an attitude but points out that
researchers should clearly distinguish the objects of cognitive evaluation which are affect
(emotion), beliefs and behaviors.
Job satisfaction is a set of favorable environment that affects both administrative and
emotional feelings with which employees consider friendly/congenial for

their work.

Locke (1976) has defined job satisfaction as the pleasurable emotional state resulting
from the appraisal of ones job or job experiences. High productivity and job satisfaction
are closely related. A set of highly satisfied employees can guide an organization to
the peak of its success. Rust et al. (1996) suggested that intention to remain employed
in an organization is strongly influenced by the level of employee satisfaction and that
overall employee satisfaction is driven by satisfaction by managerial processes
related to employee welfare.
In the recent years banking sector has been able to attract young talents who have chosen
banking profession as their preferred career. The nature of work is changing at whirlwind
speed, and the factors that keep an employee satisfied with his or her job is also
changing. Contemporary banking business considers the job of satisfying their
employees most important for retaining their valuable skilled workforce (Islam and
Hasan, 2005).
Rousseau (1995) and Ryness (1993) found that potential employees make their decisions
based on their perception of their values that the organization will place on them. The first
few months with a company are critically important. The introduction that new employees
receive makes a lasting impact on their perception of the organizational management
team. Similarly the first few days on the job can affect the individual tendency to leave or
stay (Graham and McKenzie, 1995). Employees desires are perceived as being satisfied
when the organization meets or exceeds their expectations (Hackman and Oldham, 1976;
Hannay and Northam, 2000; Locke, 1976; Rust et al., 1996).

Employees who can relate to the organizations product or services can more easily relate
to the organizational culture and make the necessary adjustment to become an active
member of that culture (Coleman and Kleiner, 1999). These studies tend to support the
paradigm that viewing the employee as a customer is much more important than is
generally perceived by management. This viewpoint is also important to an effective
house training program. The employees confess that employee satisfaction will improve if
the types of training program they require are developed for themselves and thus their
needs be better met.
Nocera and Kolb (1998) examine the effect of relationship between supervisor and
their subordinates on their considerations and job satisfaction. Their findings
suggested that supervisor-subordinate relationships are sociologically significant and
may help to reduce turnover. Increasing employee satisfaction may reduce employee
turnover within an organization. Information Week survey reported that the challenges of
the job and the responsibility associated with it tend to matter more than the salary
(Hannay and Northam, 2000; Mateyaschuk, 1999).
Work environment appears to be one of the best predators of job satisfaction (Rust et al.,
1996). According to Benders and Van De Looj (1994) there is no direct relation between
job satisfaction and salary. Their research suggested that younger employees have a
greater tendency to quit their jobs than older employees and demonstrate a greater
tendency to be willing to work overtime. Younger employees also tend to be less satisfied
with their salary.
Vermon (1931) found that the need satisfaction studies emphasized that if the job failed to
gratify employees needs of various categories, need-deprivation would tend to cause
absenteeism. Fair salary, pleasant working conditions, good team-work, participation,
feeling

of

belongingness, opportunity for conversation, and ego-involvement were

observed as factors that affect the level of job satisfaction.


The different studies found different aspects as determinants of job satisfaction. Majority
of the studies revealed that level of job satisfaction highly depends on handsome
salary, congenial promotional policy, supportive working environment etc. In
addition to these, organizational culture, relation with colleagues and superior,
participation

in

decision

making

etc

also

have influence on the level of job

satisfaction. But this study investigates some new aspects such as nature of work,

attitudes of supervisors, communication system etc which also have an impact on the
level of job satisfaction.

1.7 LIMITATION OF THE STUDY


The major limitation that might face while conducting this research is the knowledge
constraints about the subject matter. There might be several other limitations that might
need to take care of like

For this research paper, the first & foremost limitation is data accuracy. It is matter of
fact that 100% accurate cannot be provided as the sample size is too small. The
second biggest limitation is the shortage of time for preparing this report.

Another limitation I will face is about the size of the sample group. For this research
report purpose, I should conduct to survey at least 100 people. But for 100 surveys
need at least more than 6 weeks, which is more than the limit for data collection, I
will not be able to conduct more than 20 surveys.

Another factor is, there are many potential employees outside Dhaka, mainly in. Due
to time constraints, those customers were not covered.

CHAPTER 2: JOB SATISFACTION SCENARIO IN BANGLADESH


In modern competitive business, service-oriented companies such as commercial banks
play a significant role to shape the economic structure of world economy. These
companies aim at achieving their long term goals connected to the company strategy
through various issues. Now-a-days to attain the specific goal companies strive to build a

sustainable and profitable relationship with their employees though employee satisfaction
because employees are the actual performer of companys work process.
To ensure the continuity of the growth and development of an organization, the particular
management should pay concentration to the employees job satisfaction. The banks are
not exceptional. In Bangladesh all the bank both public and private banks are
continuously try to satisfy their employees in order to ensure their goals achievement.
As in Bangladesh there are two types of banks are available, their facilities towards
employees are also different. And for that the satisfaction of employee are also vary, their
position also vary. Private bank with more satisfying workers has already held a good
position in the banking system. On the contrary, public bank with fewer rewarding
employees has been unable to hold a lucrative position in the banking sector. This
discrepancy between the performances of the two banking sector is because improving
quality and productivity that Private bank has been able to maintain through job
satisfaction of its employees.

CHAPTER 3: OVERVIEW OF AGRANI BANK LIMITED


3.1 HISTORICAL BACKGROUND OF AGRANI BANK LIMITED

Agrani Bank Limited (ABL) was incorporated as a SOC Bank on 17 May 2007 under the
Companies Act 1994. Agrani Bank emerged as a Nationalized Commercial Bank

following the Bangladesh Banks (Nationalization) Order 1972 vides Presidents Order
No. 26 of 1972. On a going concern basis ABL took over the business, assets, liabilities,
rights and obligations of Agrani Bank through a vendors agreement signed on 15
November 2007 between the Ministry of Finance of the Peoples Republic of Bangladesh
& the Board of Directors of ABL with retrospective effect from 1 July 2007.
3.2 CORPORATE PROFILE
Table 05: Corporate Profile of Agrani Bank Limited
Company Name

Agrani Bank Limited

Legal Status

Public Limited Company

Shareholder Pattern

100 % share owned by Government of the Peoples Republic of Bangladesh

Chairman

Chairman Khondoker Bazlul Hoque, PhD

MD & CEO

Managing Director & CEO Syed Abdul Hamid, PhD, FCA

Company Secretary

Company Secretary Badal Chandra Dey

Registered Office

Registered Office 9/D Dilkusha, Dhaka 1000, Bangladesh

Authorized Capital

Tk. 2, 500.00 Crore

Total Deposits

Tk. 34,867.52 Crore

Paid up Capital

Tk. 2, 072.29 Crore

Loans & Advances

Tk. 20,296.54 Crore

Operating Profit

Tk. 1, 063.93 Crore

Total Equity

Tk. 3,564 Crore

Tax Identification No.

0022001223

Vat Registration No.

19011031730

Credit Rating 2012 by CRISL (Rating Date: 7 October 2013) Stable outlook
Entity Rating (as guaranteed by Govt. bank)

AAALong term

ST-1 Short term

Surveillance Rating

BBB Long term

ST-3 Short term

Phone

+88-02-9566153-4, +88-02-9566160-9, +88-02-9566074-5

Fax

+88-02-9562346, +88-02-9563662, +88-02-9563658

Swift Code

AGBKBDDH

E-mail

agrani@agranibank.org, info@agranibank.org; mdagrani@agranibank.org

Website

www.agranibank.org
(Source: Annual Report 2013, ABL.)

3.3 ORGANIZATION STRUCTURE

Figure 01: Organogram of Agrani Bank Limited


(Source: Annual Report 2013, ABL.)

3.4 NUMBER OF BRANCHES


Table 06: Number of Branches

Domestic & International Networks & Brunches


Circles Offices

11

Zonal Offices

Corporate Branches

27

General Branches

922

Authorized Dealer Branches

40

Online Branches

309

Q-Cash & ATM Location

Correspondents

335

Exchange Houses

63

Nostro A/C

Subsidiaries

Bangladesh

62

38

Overseas
Agrani Exchange House Private Ltd. , Singapore

Agrani SME Financing Company Ltd., BD


Agrani Equity & Investment Limited, BD

Agrani Remittance House SDN, BHD, Malaysia


Agrani Exchange Co. ( Australia) Pty.
Limited
Agrani Remittance House Canada, Inc.

(Source: Annual Report 2013, ABL.; Website www.agranibank.org)

3.5 NUMBER OF EMPLOYEES


Table 07: Detailed List of Number of Employees
Position Name (Officers)

Number

Position Name (Staff)

Number

Managing Director & CEO

01

Sub-assistant Engineer

02

Deputy managing Director

04

Clerical

1, 085

General Manager

16

Non Clerical

2, 460

Total Staff

3, 547

Deputy General Manager

103

Chief Medical Officer

01

Assistant General Manager

286

Senior Principal Officer

854

Principal Officer

774

Executive Engineer

03

Senior Officer/Equivalent

3, 468

Assistant Engineer

03

Officer/Equivalent

4, 945

Total officers

10, 458
Total (Officers: 10, 458 & Staff: 3, 547) = 14, 005

(Existing Employees as on December 31, 2013, Source: Annual Report 2013, ABL.)

3.6 VISION STATEMENT

To become the best leading state owned commercial bank of Bangladesh operating at
international level of efficiency, quality, sound management, excellent customer service
and strong liquidity.
3.7 MISSION STATEMENT
To operate ethically and fairly within the stringent framework set by our regulators
and to assimilate ideas and lessons from best practices to improve our business policies
and procedures to the benefit of our customers and employees.
3.8 PRODUCTS & SERVICES
1.

Deposit

Cash Credit (Hypo)

a)

Taka Account

Cash Credit (Pledge)

Current Deposit (CD)

Secured Overdraft (SOD

Savings Deposit (SB)

Fixed Deposit (FDR)

Inland Bill Purchase (IBP)

Special Notice Time Deposit (SNTD)

Export Cash Credit

Non-Resident Special Taka Account

Industrial Credit (IC)

(NRSTA)

Housing Loan (General & Commercial)

Non-Resident Investors Taka Account

Consumer Credit

Loan for Overseas Employment

Weavers Credit

b) Term Loan

(NRITA)

Agrani Bank Pension Scheme (APS)

Agrani Double Benefit Scheme (ADBS)

Monthly Deposit Scheme (MDS)

Monthly Income Scheme (MIS)

Students Savings A/C (School Banking)

Farmers A/C

Freedom Fighters A/C

c)

b) Foreign Currency Account

Foreign Currency (FC) A/C

Non-Resident Foreign Currency


Deposit (NFCD) A/C

Resident Foreign Currency Deposit


Exporters Retention Quota (ERQ) A/C
e)

2.

Loans & Advances

a)

Continuous Loan

Crop Loan

Fishery Loan

Animal Husbandry Loan

AgriMachinary Loan

Rural Transport Loan

Swanirvar Loan

Poverty Alleviation Loan

d) Small and Medium Enterprise Loan

(RFCD) A/C

Rural & Agro Credit

Service Sector Loan

Trading Sector Loan

Manufacturing Sector Loan

Import Finance

Loan Against Imported Merchandise


(LIM)

f)

Loan Against Trust Receipt (LTR)

Advance Payment Guarantee

Payment Against Document (PAD)

Bid Bond

Export Finance

Performance Guarantee

Export Cash Credit

Shipping Guarantee

Packing Credit (PC)

Guarantee - Others

Local / Foreign Bills Purchased (FBP)

Standby Credit

Loan Against Export Development


Fund (EDF)

6.

Advance Against Cash Incentive

Other Foreign Exchange Service

Documentary Bill Collection

Advanced Payment for Import & Export

3.

Treasury

Foreign Remittance (In & out)

a)

Money Market

Issuance of Draft, TT

Maintaining CRR and SLR

Collection of Draft, Cheque, TC

Call Money Transaction

Opening of Student File, Medical File

Term Placement (FDR)

Treasury Bills

Treasury Bonds

ATM Service

Secondary Trading of Govt. Securities

Cheque Encashment

Repo & Reverse Repo

Foreign Currency

Custodian Services

Other Investments

7.

Cash Service

8.
9.

(Source: Annual Report 2013, ABL.)

b) Foreign Exchange Market

Selling Foreign Currency for Import

10.

Payment

11.

Buying Foreign Currency against

12.

Export Proceeds

4.

5.

Fixation of Exchange Rate

Foreign Currency Buying and Selling

SWAP Transactions

Forward Transaction

Term Placement

Letter of Credit

Letter of Credit - Sight

Letter of Credit - Usance

Back to Back L/C

Letter of Guarantee

13. Fund Transfer

Inter-Branch Money Transfer

SWIFT

Telegraphic Transfer (TT)

Issuing Foreign Draft

Encashing Foreign Draft

Bangladesh Electronic Fund Transfer


Network (BEFTN)

Bangladesh Automated Clearing


House (BACH)

Online Deposit to Accounts

14. Value Added Service

Locker Service

Utility Bill Collection

16. Islamic Banking Service


a)

15. Merchant Banking Service

Issue Management

Underwriting

Portfolio Management

Deposit

Al Wadiah Current A/C

Mudaraba Savings A/C

Mudaraba STD A/C

Mudaraba Term Deposit

Mudaraba Special Scheme Deposit

b) Investment

3.9 PRINCIPAL ACTIVITIES


17. Although earned from variety of operations, the difference between interest earned
from lending and interest given for borrowing makes the major portion of banks
income. Generally, branches include three operational divisions to earn such interest
and these are:

General Banking;

Loan and Advance; &

Foreign Exchange.

18. The principal activities of its subsidiaries are to

Carry on the Remittance Functions: To carry out remittance and to undertake and
participate in any or all transactions and operations commonly carried or undertaken

by remittance and exchange houses established in Singapore and Malaysia;


Move in Microcredit Activities: To vibrant the Micro credit activities over the country,
the Bank has established a subsidiary company named Agrani SME Financing

Company Limited as per Government decision;


Begin Monetary Operations: It has start the operation as a nonbanking financial

institution as permission of Bangladesh Bank; &


Develop Country Capital Market: For developing the capital market of the country,
the Bank has also open another subsidiary company named Agrani Equity and
Investment Limited for providing necessary support to the Investors which has been
incorporated as a Public Limited Company.

19. In addition to above three basic activities Agrani Bank Limited has been started some
banking services which are related to socio-economic aspects, and the growth and
development of our country. Agrani bank limited, to conduct the operations with ease

and to better serve its customers whether corporate or in general, has diversified its
services under significant headings like:

Corporate banking;
Merchant banking;
SME banking;
Export-Import banking;
NRB banking;
Islami banking etc.

20.

21. Figure: Principal Activities of Agrani Bank Limited

3.10 SWOT ANALYSIS OF AGRANI BANK LIMITED


3.10.1

Strengths, Weaknesses, Opportunities, & Threats of Agrani Bank

Limited
22. Table 09: List of SWOTs of ABL
23.

Strong corporate identity;

A large number of branches within the reach

TRENGTHS

24.

Lack of skilled manpower due to Lack of

EAKNESSES

proper motivation, training and job


rotation ;

of customers all over the country;

Govt. support;

Backdated T&D Program;

Huge capital & reserve;

Absence of teamwork

Multiple products & services;

Absence of effective promotional

Low cost products and services;

Vast customer base & greater reliance;

A large employee base with least chance of


turnover;

Strong connectivity with exchange houses


and correspondents; &

International connectivity, membership with


SWIFT, ensuring security;

initiatives;

Habituated to paper and pencil work,


outdated software and hardware instead of
using modern ICTs;

Only 5 ATMs in Dhaka;

Frequent rate devaluation and foreign


exchange rate fluctuation;

Lack of good working environment


flexibility to adopt to any change;

Weak Regulatory performance creates


problems to recover loan;

25.

Opportunity to recruit and select qualified and

PPORTUNITIES

Existence bureaucracy;

Rigid structure & centralized activity;

26.

Illicit competition among various

efficient human resources;

Possibility to access quickly with online

commercial banks;

services all over the country;

Including up-to-date T&D programs;

Increasing Customer service;

HREATS

Competition with establishes commercial


private banks and newly formed banks;

Introduction of diversified and personalized


services of other banks;

Utilizing infrastructure & other resources

New entrants;

diversely all over the country;

Other commercial banks with qualified


human resources;

More ATM access & improved technologies;

Increase market share through growth of

Privatization move;

loanportfolio;

Economic recession and absence of govt.

facility; &

Launching innovative products and services


with least charge and achieve a competitive

Evolution of large scale e-banking;

Changing rules and regulations of gvt.

edge;

Branch in remote location;

Broaden the sector of investment;

27.
3.10.2 CONCLUSION REGARDING SWOTS
28. Reviewing SWOTs of it could be concluded that the ABL is in strong position
exceptionally in terms of a huge line of low cost products & services, number of
branches, volume of capital, number of clients, govt. facilitated rules, regulation,
infrastructural environment, & moderate international connectivity although it is in
weak position alarmingly in terms of Human Resources (HR) with quality training
and developmental programs, modern technologies, regulatory procedure, ATM
facility, skilled & well-structured pay scale, promotion, & increment facilities to
satisfy its employees.
29.
3.10.3 AGRANI BANKS ACTION PLAN
30. Agrani Bank Limited may use its strengths like branches & customers to introduce
specialized, techno based modern & secured services at shortest possible time and
cheap price. That is whenever they will come in bank or they receive services they
will feel happy. On the other hand, employees may be given better working place,
well salary, job security, with minimized workload, advancement opportunities, new
technologies and interesting projects.
31.
32.
33.
34.
35.
36.

37.
38.
39.
40.

41.

42.

CHAPTER 4: PRACTICAL EXPERIENCE GATHERED THROUGH


INTERNSHIP
Time management

43. Time management is the great virtue for each & every person. As a University
student, I spent only 4 to 5 hours in the university campus with gossiping, taking tea
& snacks. But in the professional life like bank, each & every employee reach in the
office not more than 9.30 am and go out from office not less than 6.30 pm due to
heavy working pressure. So, I also maintained my office time. They do their task in
daily basis. I also helped them to make their task easier.
44. Formal dress code
45. In the 3 months internship period I maintained the dress code regularly and Im
habituated with this now.
46. Teamwork
47. Theoretically I read what is team and teamwork but practically I did not have

experience about it. In the professional life theres exist team like Bangladesh cricket
team. Each & every team member has some responsibilities and target to fill up. I
observed it very closely and helped them to make their task easier.
48. Other potential benefits
49. The potential benefit of internship is that a student can get an opportunity to have
experience of corporate world which they are going to face in near future. So here I
would say I have earned some experience of corporate world.
50. Description/Nature of the Job learned

51. Throughout the tenure of my internship, I was involved in General Bankingsection,


Investment sectionand Clearing section. During this period, my specific
responsibilities were asfollows.
52.

53. GB (General Banking) Department:


54. At first, I was assigned to GB (General Banking). It was very arduous, but very
fruitful.
55. I had a wide variety of responsibilities at GB:

Bringing out the cheque books for the customers, verifying them, receiving them
from the courier.

Writing and later on printing pay orders

Sometimes I did the FD (Fixed Deposits) and DPS (Deposit Pension Scheme), but
it was under strict supervision.

Counting the voucher of GB

Finding the FD, DPS and old account opening forms

Opening account for new customers and aiding them in the process

Opening FD and DPS for new customers

Putting 5 different types of seals for clearing

Preparing the bill for the branchs expenditure for that day

Making solvency certificates

Typing other documents given by my in charge

Keeping things in order and at arms length

56.
57. The work was difficult at GB. I also had to hear many complaints from the
customers. At first, I was demoralized. Nevertheless, later on I learned how to deal
with it.
58.

59. Investment Department


60.
61. At the time of internship, clients came to the department who wants to take loan for
their business purpose.
62.
63.
64.
65.
66.

67.
68. Figure 1: Types of Investment
69. I was in the Investment Department for 2 weeks. Although much work was not
assigned to me, I did assist this department in every way possible.
70. I had to rearrange all the customer files
71. Help when the audit came
72. Printing, typing and photocopying documents
73.
74. Clearing Section
75. Clearing Section is very important section in General banking division. Almost every
section of different has been linked with this section there are many types of work I
did in this section like

I learnt how to receive a clearing Cheque from the clients

How to record the Cheque in the OBC book and giving the OBC number

I suffix crossing seal, OBC and authorized seal.

76. Making the list of OBC Cheques in MS Excel sheet and then I posted the Cheques at
local office for collection

77.
78.
79.

80.
81.
82.
83.
84.
85.
86.

87.

CHAPTER 5: FINDINGS & ANALYSIS

88. After collecting responses from respondents I have found a scenario regarding
customer (internal &external) satisfaction. At the end of this chapter major findings
are analyzed based on following criterion:
89. Criterion for Employee job Satisfaction

Contentment with the present salary

Job security benefits

Promotion opportunity in the organization

Relationship with coworkers

Condition of working environment

Degree of supervision over the employee

Future pecuniary benefits

Interesting projects

Vacation opportunity

Satisfaction with the nature of employees current job.

Contentment with the present salary.

90.
91. For measuring job satisfaction under these criteria I went to both banks and surveyed
employees job satisfaction by using a questionnaire that is given in the appendix. For

the sake of simplicity in measuring employees satisfaction I put a numerical value on


each option. These are shown below.
92. Table: Score for Satisfaction Level (assumed)
93. Options

94. Value (Score)

95. Highly satisfied

96. 10

97. Satisfied

98. 8

99. Moderately satisfied

100.6

101.Dissatisfied

102.4

103.Highly Dissatisfied

104.2

105.
106. And by using this procedure I have found following satisfaction scores from the
employees of both banks.These scores of satisfaction level are presented in graph and
compared them with each other.
107.
108.

States

Table: Satisfaction with the nature of work


109. No. of employees

111. Highly
Satisfied
114. Satisfied

112. -

117. Moderate
120. Dissatisfie
d
123. Highly
Dissatisfied

110. Percentage of
Satisfaction
113. 0.0

115. 2

116. 0.10

118. 8

119. 0.40

121. 7
124. 3

122. 0.35
125. 0.15

126.
127.
128.
129.

Figure: Satisfaction with the nature of work

130.

Highly Dissatisfied; 15% Satisfied; 10%


Moderate; 40%
Dissatisfied; 35%

E
mployees job satisfaction depends on work nature. If the work done by an employee
is preferable or interesting to him/her, he/she feels enjoy and gets satisfaction from the
work. Here we see that most of the employees in the Agrani Bankltd. are not highly
satisfied with the nature of their work that indicates their work nature is not very
much interesting to them and do not feel enjoy to do jobs.
131.
132.
133.
134.
135.
136.
137.
138.

States

141. Highly
Satisfied
144. Satisfied
147. Moderate
150. Dissatisfie
d
153. Highly
Dissatisfied

Table: Satisfaction with the level of supervision


139. No. of employees
142. 3

140. Percentage of
Satisfaction
143. 0.15

145. 4

146. 0.20

148. 10

149. 0.50

151. 2
154. 1

152. 0.10
155. 0.05

156.
157.
158.
159.

Figure : Satisfaction with the level of supervision

160.

HighlyDissatisfied; 5%
Highly Satisfied ; 15%
Dissatisfied; 10%

Satisfied; 20%

Moderate ; 50%

161.
162.
163. Nobody likes the supervision of the boss over him/her, its natural. The employees
of Agrani Bankltd. are not different from it, most of the employees dislike the
supervision of the boss over them but to run business/organization successfully
supervision is needed. As organizations success is their success they are not highly
dissatisfied they are moderately satisfied.
164.
165.
166.
167.

Table Satisfaction with the present salary

168.
169.

States

172. Highly
Satisfied
175. Satisfied

170. No. of employees


173. 0
176. 4

171. Percentage of
Satisfaction
174. 177. 0.15

178. Moderate
181. Dissatisfie
d
184. Highly
Dissatisfied

179. 10
182. 2
185. 1

180. 0.35
183. 0.35
186. 0.15

187.
188.
189.

Figure 03: Satisfaction with the present salary

190.

HighlyDissatisfied; 15%Satisfied; 15%


Dissatisfied; 35%
Moderate ; 35%

191.
192.
193. Salary is a highly effective factor of job satisfaction. High salary turns an
employee to High job satisfaction and lower salary turns an employee to lower job
satisfaction. In this bank employees salary is lower than that of other private bank as
a result here employees job satisfaction is lower.
194.
195.
196.
197.
198.

Table: Satisfaction with promotional opportunities

199.
200.

States

201. No. of employees

203. Highly
Satisfied
206. Satisfied

204. 2

209. Moderate
212. Dissatisfie
d
215. Highly
Dissatisfied

202. Percentage of
Satisfaction
205. 0.10

207. 6

208. 0.30

210. 8

211. 0.40
214. 0.15

213. 3

217. 0.05

216. 1

218.
219.
220.

Figure: Satisfaction with promotion opportunities

221.
222.

HighlyDissatisfied; 5%
Dissatisfied; 15%

Highly Satisfied ; 10%


Satisfied; 30%

Moderate ; 40%

223.
224. Promotion is also a highly effective factor of job satisfaction. Promotion
opportunity encourages employees to work at their best effort. The employees of
Agrani Bankltd. are not satisfied to their Promotion opportunities.
225.
226.

227.
228.
229.

Table:
Happiness with the Relationship with Coworkers

230.

States

233. Highly
Satisfied
236. Satisfied
239. Moderate
242. Dissatisfie
d
245. Highly
Dissatisfied

231. No. of employees


234. 0

232. Percentage of
Satisfaction
235. 0.30

237. 4

238. 0.35

240. 10

241. 0.15

243. 2
246. 1

244. 0.15
247. 0.05

248.
249.

HighlyDissatisfied; 15%Satisfied; 15%


Dissatisfied; 35%
Moderate ; 35%

250.

Figure:
Happiness with the Relationship with Coworkers

251. In the following graph, horizontal axis bears employees name and vertical axis
measure the level of satisfaction with the relationship with coworkers. This graph

shows that averagely employees are satisfied. So there coworkers relationship is


much satisfactory.
252.
253.
254.
255.
256.
257.
258.

Table 08: Satisfaction of the Employee with the Vacation Opportunity


States

261. Highly
Satisfied
264. Satisfied
267. Moderate
270. Dissatisfie
d
273. Highly
Dissatisfied

276.
277.

259. No. of employees


262. 3

260. Percentage of
Satisfaction
263. 0.15

265. 4

266. 0.20

268. 10

269. 0.50

271. 2
274. 1

272. 0.10
275. 0.05

HighlyDissatisfied; 5%
Highly Satisfied ; 15%
Dissatisfied; 10%

Satisfied; 20%

Moderate ; 50%

278.
279.

Figure: Satisfaction of the Employee with the Vacation Opportunity

280.
281. In the graph, horizontal axis bears employees name and vertical axis measure the
level of satisfaction of the employee with the vacation opportunity. The vacation
opportunity of Agrani Bankltd. Ltd is not satisfactory at all. Because graph shows
some employees are fully dissatisfied and some are little satisfied
282.
283.
284.

Table 09: Pleasure with the Condition of Working Environment


States

287. Highly
Satisfied
290. Satisfied
293. Moderate
296. Dissatisfie
d
299. Highly
Dissatisfied

302.
303.

285. No. of employees


288. 0

286. Percentage of
Satisfaction
289. -

291. 4

292. 0.15

294. 10

295. 0.35

297. 2
300. 1

298. 0.35
301. 0.15

304. In the following graph, horizontal axis bears employees name and vertical axis
measure the level of satisfaction of the employee with the condition of working
environment.
305.

HighlyDissatisfied; 15%Satisfied; 15%


Dissatisfied; 35%
Moderate ; 35%

306.

Figure:Pleasure with the Condition of Working Environment

307. The condition of working environment of Agrani Bankltd. Ltd is not satisfactory
at all. The graph reveals that some employees satisfactory level is negative when
some have little positive satisfaction level.
308.
309.
310.
311.
312.

States

315. Highly
Satisfied
318. Satisfied
321.
324.

Moderate
Dissatisfie

Table: Satisfaction with Other Future financial Benefits


313. No. of employees
316. 2

314. Percentage of
Satisfaction
317. 0.10

319. 6

320. 0.30

322. 8
325. 3

323. 0.40
326. 0.15

d
327. Highly
Dissatisfied

328. 1

329. 0.05

330.
331.

Figure: Satisfaction with Other Future financial Benefits

332.

HighlyDissatisfied; 5%
Dissatisfied; 15%

Highly Satisfied ; 10%


Satisfied; 30%

Moderate ; 40%

333.

Figure: Satisfaction with Other Future financial Benefits

334.
335. This graph shows that employees are averagely satisfied with their future financial
benefits.
336.
337.
338.
339.

340.
341. CHAPTER 5: RECOMMENDATIONS & CONCLUSIONS

5.1 CONCLUSION
342. As employee satisfaction is a key point to acquire the strategic goal of
organization, the management should be more serious to ensure some tactics that can be
effective for gratifying the workers. In recent times, the successful managers deal with
their workers using different tools and techniques to satisfy their needs. In this section,
some well-designed tools and tactics are recommended to the management of Agrani
Bank ltd.
343.
5.2 RECOMMENDATIONS
344.

High pay

345.

Managers should be aware of paying employees not poorly rather than highly.

High pay or salary is an instrument to attract high quality employees to the


organization.
346.

Focus on the intrinsic parts of the job

347.

Besides offering a handsome salary the managers can focus on the intrinsic parts

of the job. They should emphasize on making the work challenging and interesting for
the workers.
348.

Reduction of cognitive dissonance

349.

Managers should also aware that employees will try to reduce any incompatibility

between two or more attitudes or between behavior and attitudes.


350.

Ensuring work safety

351.

Every worker needs safety in the workplace. So, managers should be concentrated

to ensure the work that is both physically and mentally safe for the workers.
352.

Maintaining a friendly work environment

353.

Now-a-days high quality employees prefer the work that possesses a sociable and

gracious environment in the workplace. For this, the management should focus on
observing the work situation whether it maintains friendly or not.
354.

Advancement opportunities

355.

Advancement opportunities give the employees chance to borrow from the

organization before receiving the basic pay to meet up the sudden and unexpected
financial needs. Such a provision of financial support to the employees makes them
satisfied about their job.
356.

Regular Supervision

357.

Managers should supervise the work of the employees at the right time. By this, a

relationship is established between managers and workers that can be effective to the
job performance.
358.

Provision of training

359.

Training can be influential to improve the work efficiency and effectiveness of the

workers. Again, trained workers are highly paid for their performance. And this may
be a tool to the job satisfaction level.
360.

Work Independence

361.

Managers should ensure that the workers are independent in their fields of work.

Actually, when employees tend to feel independent in case of working and thinking,
they become more satisfied with their jobs. But employees should remind it that
independence should be in favor of the organizational outcomes.
362.

Special Remuneration

363.

Managers should provide special pecuniary benefits to the employees giving

priority to their performance. Such remuneration will inspire the workers to extend
their best effort to the organization as they are satisfied with the job.
364.

Promotion

365.

Promotion facility is a determinant of the job satisfaction level. So, management

should pay attention to the promotion facility of the employees according to their
work performance. Promotion enhances the workers chance to be highly satisfied and
committed to their job. Actually, promotion is the most effective technique to satisfy
the workers.
366.

367.
368.

Emphasis on work group and work team

369.

Managers can assign the scheduled work forming groups and teams. Burden of

work can be minimized to a great extent when a group of individuals work


collectively and collaboratively. In fact, group and team members are more satisfied
with their jobs.
370.

Participation of the workers in decision-making

371.

To increase the satisfaction level of workers with their job, managers can ensure

the participation of them in decision making process. Through this process the latent
qualities of the workers can be utilized for the betterment of organization.
372.

Incentives to remove workers conflict

373.

Conflicts between the workers are the reasons of job dissatisfaction. So, the

managers should take necessary steps to remove conflicts.


374.

Value of employees personality

375.

Managers should allocate the work activities among the employees giving value to

their personality. Job satisfaction can also be attained providing opportunity to the
workers to exercise their personality.
376.

Value of emotions and moods

377.

Managers should also value the emotions and moods of the employees to achieve

their satisfaction with the jobs.


378.

Frequent Negotiation

379.

Service businesses should negotiate with their employees regularly to make the

job satisfaction level higher.


380.
381.

382.

383.
384.

References

385. Berry, L, (1981). The Employee as customers. Journal of Retail Banking, 3


(March) pp. 33-44
386. Cheung, C. K., and Scherling, S. A. (1999) Job Satisfaction, Work Values, and
Sex Differences in Taiwans Organizations.The Journal of Psychology, 133 (5),
563-575.
387. Ganguli, H. C. (1994) Job Satisfaction Scales for Effective Management: Manual
for Managers and Social Scientists, Concept Publishing Company, New Delhi.
388.

Gronoos, C. (2000). Total Relationship Marketing.Chichester, UK: Wiley, 2000.

389. Karl, K. A., and Sutton, C. L., (1998) Job Values in Todays Workplace: A
Comparison of Public and Private Sector Employees. Public Personnel
Management, Winter, 27(4), 515-528.
390.

Levitt, T. (1983). Relationship Management Marketing Imagination, McMillan


Inc., New York, PP. 111-126

391.

Locke, E., (1976), The Nature and Causes of Job Satisfaction, in Handbook of
Industrial/ Organizational Psychology Edited by M.D. Dunnette (Chicago: Rand
McNally, 1976): 901-969.

392.

Nunnally, J. L. (1979), Psychometric Theory, New York: McGraw Hill Company.

393. Pugliesi, K., (1995) Work and Well-Being, Gender Differences in the
Psychological Consequences of Employment.Journal of Health and Social
Behavior, 36, 57-71.
394.

Smith, P. C., Kendal, L. M., and Hulin, C. L., (1969) The Measurement of
Satisfaction in Work and Retirement in: Huang, H. J., (1999) Job Rotation from
the Employees Point of View, Research & Practice in Human Resource
Management, 7(1), 76.

395. Steffy, B. D., and Jones, J. W., (1990) Differences between Full-Time and PartTime Employees in Perceived Role Strain and Work Satisfaction.Journal of
Organizational Behavior, 11, 3210-329

396. Weiss, D. J., Davis, R. V., England, G. W., and Lofquist, L. H., (1967) Manual
for the Minnesota Satisfaction Questionnaire in: Huang, H. J., (1999) Job
Rotation from the Employees Point of View, Research & Practice in Human
Resource Management, 7(1), 76.
397. Zeithaml, V.A. &Bitner M. J. (2003).Service Marketing. 3rd ed. , Tata McGrawHills Publishing company ltd.
398.
399.
400.

401.
402.
403.
404.
405.
406.
407.
408.
409.
410.
411.
412.
413.
414.
415.
416.

417.
418. Questionnaire
419.

Dear respondent,

420. As a partial fulfillment of MBA, program, from Jagannath University I am


conducting a research onJob Satisfaction of commercial bank of Bangladesh, A
comparative Study between Govt. bank and Private Bank. For that I need some
information from you. The information gathered will be used for academic purpose
only. All the personal information will be kept confidential.
421.

Part 1: Personal information

1.
422.
2.
423.
3.
424.
4.

Employee name:
Age:

a)21-30

b)31-40

a) male

b) female

c)41-50

d)51-60

Post:
Gender:

425.

426.

Part 2: Questions from job satisfaction view point:

1) How satisfied are you with the nature of your work?


427.
a. Highly satisfied b. satisfied
c. Moderate
428.

d. Dissatisfied

e. Highly Dissatisfied

429.
430.

2) How satisfied are you with the level of supervision over you?

431.
432.
a. Highly satisfied
Moderate
433.

d. Dissatisfied

b. satisfied

c.

e. Highly Dissatisfied

434.
435.
436.

3) How satisfied are you with the present salary?

437.
a. Highly satisfied
Moderate

b. satisfied

c.

438.

d. Dissatisfied

e. Highly Dissatisfied

439.
440.

4) How satisfied are you with promotion opportunities?

441.
442.
a. Highly satisfied
Moderately satisfied
443.

d. Dissatisfied

b. satisfied

c.

e. Highly Dissatisfied

444.
445.
446.
Happiness with the Relationship with Co-worker

5)

447.
448.
a. Highly satisfied
Moderately satisfied
449.

d. Dissatisfied

b. satisfied

c.

e. Highly Dissatisfied

450.
451.
Satisfaction of the Employee with the Vacation Opportunity

6)

452.
453.
a. Highly satisfied
Moderately satisfied
454.

d. Dissatisfied

b. satisfied

c.

e. Highly Dissatisfied

455.
456.

7) Pleasure with the Condition of Working Environment

457.
458.
a. Highly satisfied
Moderately satisfied
459.

d. Dissatisfied

b. satisfied
e. Highly Dissatisfied

460.
461.

8) Satisfaction with Other Future Pecuniary Benefits

c.

462.
a. Highly satisfied
Moderate
463.

d. Dissatisfied

b. satisfied

c.

e. Highly Dissatisfied

464.
465.

9) Give a list of additional facilities that you may want from the bank:

466.
467.
468.
469.

10) Are you happy with the system of job evaluation?

470.
471.

a. yes

b. no

472.
473. 11) Arrange the following factors according to the merit (give most important
factor 5 and then arrange sequentially)

474.

Key factors

475.

476.

Fear of losing job

477.

478.

Fear of demotion

479.

480.

Illegal challenge from the co- employees

481.

482.

Fear of transfer from current location

483.

484.

Fear of unfair promotion

485.

Ranks

486.
487.
488.

12) Arrange the facilities according to necessity (arrange sequentially from5 to 1)


Facilities

489.Ranks

490.Transportation facilities`

491.

492.Training facilities

493.

494.Loan facilities

495.

496.Technological facilities

497.

498.Accommodation facility

500.

499.