ON Attitude survey on Employees Course Title: Organizational Behavior Course Code: BBA2311 Section: A

Submitted To Liza Khanam Lecturer of Department of BBA Northern University,Bangladesh.

Submitted By

Dipock Mondal ID: 070360590

Date of Submission : 23.12.09

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Student Declaration
We, Victoria,Dipock,Tahidul @ Aminul are the student of Northern University Bangladesh, Department of BBA in Seven Semester. Here By declare that the assignment represent under the supervision of Ms.Liza Khanam Lecturer in HRM, Department of Business Administration, Northern entitled, “Attitude survey of employees on BRACK Banck” is an original work done by us University Bangladesh.

Dipock Mondal +8801916286988

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LETTER OF TRANSMITTAL
August 23, 2009 The supervisor Ms. LIza Khanam Lecturer in Organizational Behavior Department of Business Administration Northern University Bangladesh Sub: Submission of Assignment Dear Madam, Here is the report on ““Attitude survey of employees on BRACK Banck” , prepared based on data we have gathered during our doing research. We have tried our best effort to gather all necessary information to the concentrated part of the report to enrich it . We believe that with our limited knowledge this report provides a core concept about this topics We tried our level best to put meticulous effort for preparing the report. Any shortcomings or flaws may arises as we are very novice in this aspect. We will wholeheartedly welcome any clarification and suggestion about any view and conception disseminated in our report. Sincerely Yours Dipock Mondal ID: 070360590

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ACKNOWLEDGEMENT
First of all we would like to be grateful to Allah and our parents and pay our deepest respect Ms. Liza Khanam, Lecturer in Organizational Behavior, Department of Business Administration, Northern University Bangladesh, due to her generous and friendly guidance. The school of business NORTHEN UNIVERSITY BANGLADESH help us to get the opportunity to do the work in the FITNESS CENTER . We are also grateful to her for helping us to understand some minute issues as well as those issues which we have failed to understand. We also would like thanks our friends for giving us enormous help can not mention in this short extent. . Dipock Mondal

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EXECUTIVE SUMMARY

Banks are the pillars of the financial system. Specially, in Bangladesh, proper banking system is very important, because the capital market is more developed here. The main focus of this report is to show customer satisfaction of commercial bank. A short describe of their attitude toward the organization. In our report we try to show what is their satisfaction level of what they want, what they expect, how is their working condition, their financial benefits and others promotional offers made toward them.

We also described the origin of the report, rational of the study, objectives of the study, methodology of the study and constraints of the study etc.

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Chapter One

Introduction

INTRODUCTION
A bank is a financial institution licensed by a government. Its primary activities include borrowing and lending money. Many other financial activities were allowed over time. The Bank was incorporated as a public limited company under the Companies Act. 1994

The Bank offers the full range of banking and investment services for personal and corporate customers, backed by the latest technology and a team of highly motivated officers and staffs. Banks are providing Excellence in Banking services; bank has launched fully automated Phone Banking service, joined a countrywide-shared ATM network and has introduced a co-branded credit card. A process is also underway to provide e-business facility to the bank's clientele through Online and Home banking solutions

Problem statement and purposes of the report:
The problem statement is-“Satisfaction level of an employee at BRACK BANK LTD.” Big Question
Are employees satisfied with the working environment and employees career opportunity in BRACK BANK Ltd ?.

Objectives
The Broad objective of the report is – “To find out the level of job satisfaction at BRACK BANK Ltd.”

The specific Objectives are-

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      

Employees attitude toward job environment Knowing the existing level of job satisfaction Identify the factors that affect mostly to the employees Find out Hygiene factors responsible for job satisfaction or not. Understand employee interpersonal relationship. Find out satisfied employee role on the success of the company Recommend the measures needed to be taken for increasing the level of job satisfaction. Find out length of employment related to job satisfaction

Limitations of the Study:
The limitations and constraints faced while conducting this study are below:

Due to time and cost restriction, the study is concentrated in selected areas only head office of BRACK BANK Ltd. Sampling error may occur due to the utilization of convenience sampling. Lack of spontaneous cooperation from respondents. In case of collecting data from primary respondent, they tried to provide data in hurry and some employees feared to provide answer or hide information like salary structure or year of experiences. I can only collect information from entry and mid level employee but can not collect data from top level employee so picture of whole employee of BPL job satisfaction I can not draw properly.

  

Methodology
This report is to identify the employee satisfaction level toward their job of the assigned organization. Therefore, We have gone through physical interview, collected data and make a personal conversation to the selected Officers when necessary. We also have studied different circulars and files of the office. And We hope these

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criteria will be enough to find out different picture of employee attitude toward their job. Two types of methodology are 1) Primary data 2) Secondary data

Prepare a Questionnairess:
We have developed a questionnaire paper based on Likert scale to collect the primary data. A Likert scale is a type of Social response scale often used in questionnaires, and is the most widely used scale in survey research. When responding to a Likert questionnaire item, respondents specify their level of agreement to a statement. The scale is named after Rensis Likert, who published a report describing its use

Here we used a five point Likert scale are as follows1. 2. 3. 4. Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree

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Data collection:
1. Primary Data: primary data was collected through

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2. Face to face interview (to collect the qualitative data from employees) 3. Questionnaire survey (to collect quantitative data from employees) Data analysis : For qualitative data we used:

Content analysis

For quantitative data, we used:
 

Statistical Descriptive

Study plan at a glance:
Study type Qualitative Tools Face to interview face Participants Brack Bank,Dhanm ondi Branch Quantitative Questionnaire survey employees. Brack Bank,Dhanm ondi Branch Employees. And measures needed to be taken for increasing job satisfaction level. Table 1.1 Study Plan Purpose To know about current Outcome Aid to concept and questionnaire development. Analysis for the report. final

attitudes of the employees toward the organization. To access the actual level of job satisfaction.

Questionnaire survey plan: • • • Top level employees Mid level employees Entry level employees

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Sampling Plan The sampling plan for surveying employees was non-probabilistic. Respondents were conveniently chosen at given premises. Sample Type The samples in this study were all selected through Convenience Sampling.

Sample size and determination
Total sample size of the survey was 10. This total number included respondents from all segments which were top level, mid level, and entry level.

This report will be based on the findings of 10 employees. In this regard I need to conservative because of time limitation. Levels No. of respondents Top Level 0 Mid level 8 Entry level 2 Total 10 Table 1.2 Sample size determinations Variables covered: % of respondents 00% 80% 20% 100%

In order to attain the objectives of the study information have been collected on the following set of variables:
Importance of job facets: Salary, promotion, work environment, job supervision, relationship with co-workers, linkage with higher level authorities, management policy, duration of work, participation in management, designation, age, service age, attitude towards job, level of satisfaction with job, perception about job. Literature Review

Chapter Three

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Attitude: Attitude is the underlying way we think, feel and act -- how we react to the world around us. It determines the quality and effectiveness of all of our thinking, emotions and behavior ... and, thereby, the positive or negative consequences of that behavior. Attitude is the one thing we can count on as a lifetime companion. Jobs and relationships come and go, but your attitude is always with you. You can't take a vacation from yourself! Attitude is based upon our expectations and perceptions -- our definition of reality. 3 Types of People -- 3 Different Attitudes Each of the following has the same job, but notice their attitudes: Susan Spectator likes the predictability and limited responsibility of her job. She feels most comfortable when others make the important decisions. She feels threatened when anything out of the norm happens and calls her manager for instructions. She never feels certain about anything and has difficulty making commitments. Carl Critic feels frustrated in his job, but at least it gives him a chance to complain and to vent his frustrations on all the "idiots" he deals with. When confronted with his mistakes, he looks for excuses and others to blame. He hates what he regards as impositions placed on him by coworkers and customers. His negative opinions are known by all. Paula Player views her job as an opportunity to experience the thrill of competence and meeting progressive challenges. She enjoys interacting with her coworkers, customers and management. When she makes a mistake, she acknowledges it to herself and to those impacted by it ... and then looks to see how she can correct it and learn from it. Susan Spectator, Carl Critic and Paula Player exemplify three very different ways of approaching life and relating to others -- three different attitudes: 1. Spectators with Neutral Attitudes Spectators watch life happen and observe others. They play it safe and try to avoid risks. Spectators are afraid of change. They often are tired or detached. Their defining word is: Maybe. Their prevailing action: Coast... Typical phrases: I doubt it, I might, I don't know and I'm hesitant. 2. Critics with Negative Attitudes Critics comment on life and complain. They critique after the fact, imposing their "expertise" and finding fault in others. Critics are annoyed about change. They often appear frustrated or pessimistic. Their defining word is: No! Their prevailing action: Stop! Typical phrases: I can't, I won't, No way and You made me. 3. Players with Positive Attitudes Players actively participate in life and embrace opportunities. They take risks and are willing to make mistakes. Players enjoy learning and change. They usually are confident and optimistic. Their defining

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word is: Yes! Their prevailing action: Go! Typical phrases: I can, I will, I'm sure and I choose to.

Job Satisfaction
Job satisfaction is perceived to be directly linked to productivity as well as to personal development. If a worker has the sense of achievement and success in doing his/her work then it is can strongly be assumed that development will be there. Job satisfaction thus ensures enthusiasm and happiness.

History
One of the biggest beginnings for satisfaction studies was of course Hawthorne studies. Besides, studies by Elton Mayo of the Harvard Business School, sought to find the effects of various conditions on worker’s productivity. These findings did provide strong evidence to believe that people work for purposes other than pay, and eventually polished the investigation for other job satisfaction factors. Scientific Management, through Frederick Winslow Taylor and others also

emphasized and had impact on job satisfaction. And it must be realized that Maslow’s hierarchy of needs theory, a motivation theory, was one of most fuelling factors for job satisfaction theory. According this theory people seek to satisfy five specific needs in life – physiological needs, safety needs, social needs, self esteem needs and self actualization needs. Whatever the theories and whoever made them it is eminent to say that concern for job satisfaction means concern for improved productivity. Through the following discussions, therefore, we will reveal the importance of job satisfaction to worker and organization.

Importance of Job Satisfaction
Job satisfaction results from pleasurable emotional state and is leads frequently to a positive work attitude. Uncertainty lowers self-worth and produces anxiety. Again monotony erodes a worker’s initiative and enthusiasm and leads to absenteeism and

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unnecessary turnover. Whereas, a satisfied worker id more likely to be creative, flexible, innovative and loyal. Job satisfaction thus holds the following importance:  High quality performances can be achieved;  Productivity increases;  Absenteeism and termination evaporate;  Complaints and grievances reduces;  Creativity of workers increases;  Morale and punctuality rise; Therefore job satisfaction both directly and intangibly improves the work force. However, it is important to know that job satisfaction and productivity are not conclusively correlated to or consistent on each other. Nevertheless, without job satisfaction leading the workforce toward greater achievement is nearly impossible.

Building Job Satisfaction
Now realizing the importance of job satisfaction, the perplexity of establishing it in the workforce has taken cleared. Organizations have to ensure some following facts to enhance the job satisfaction. Besides, manager should consider some other factors if managers are serious about upholding job satisfaction among employees by
 

Creating stimulating work environment; Ensuring job enrichment which is deliberate upgrading of responsibility, scope, and challenge in the work itself. Job enrichment usually includes increased responsibility, recognition, and opportunities for growth, learning, and achievement. Opportunities to use one's talents and to be creative; Holding high commitment and relationship with supervisors and co-workers; A stable, secure work environment that includes job security/continuity; Competitive salary and opportunities for promotion; Matching workers with the type of work and placing them according to it;

    

There are many factors that affect job satisfaction and that what makes workers happy with their jobs varies from one worker to another. Apart from the factors mentioned above, job satisfaction is also influenced by the employee's personal characteristics, the manager's personal characteristics and management style, and

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the nature of the work itself. Managers who want to maintain a high level of job satisfaction in the work force must try to understand the needs of each member of the work force

Elements of Job Satisfaction:
There are six elements of job satisfaction. Rather I can say that job satisfaction is the combination of these six elements. The elements are shown in the figure-

Overall or multidime nsional Individual focus Job Satisfaction Stability of job satisfaction

Environme ntal impact

Importance Level Figure-2.1 Elements of Job satisfaction

Workers' Roles in Job Satisfaction :
If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her own satisfaction and well-being on the job. The following suggestions can help a worker find personal job satisfaction:

Employees should look for opportunities to show their skills and abilities. This usually leads to more challenging work and greater responsibilities, with attendant increases in pay and other recognition. Employees should focus more on building their communication skills like reading, listening, writing, and speaking skills;

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Employees should make themselves knowledgeable. Because obtaining new job-related knowledge can help to perform tasks more efficiently and effectively; Employees should express their creativity and initiative. These qualities are valued by most organizations and often result in recognition; Employees should work as team not as an individual. A large part of job success is the ability to work well with others to get the job done.

Creating Job Satisfaction :
Organizations can help to create job satisfaction by putting systems in place that will ensure that workers are challenged and then rewarded for being successful. Organizations that aspire to creating a work environment that enhances job satisfaction need to incorporate the following: 1. Flexible work arrangements, possibly including telecommuting 2. Training and other professional growth opportunities 3. Opportunities to use one's talents and to be creative 4. Opportunities to take responsibility and direct one's own work 5. A stable, secure work environment that includes job security/continuity 6. An environment in which workers are supported by an accessible supervisor who provides timely feedback as well as congenial team members 7. Flexible benefits, such as child-care and exercise facilities

8. Up-to-date technology & Competitive salary and opportunities for promotion

Organization profile

Company Profile BRAC Bank Limited, with institutional shareholdings by BRAC, International Finance Corporation (IFC) and Shorecap International, has been the fastest growing Bank from 2004 to 2007. The Bank operates under a "double bottom line" agenda where profit and social responsibility go hand in hand as it strives towards a poverty-free, enlightened 15

Bangladesh. A fully operational Commercial Bank, BRAC Bank focuses on pursuing unexplored market niches in the Small and Medium Enterprise Business, which hitherto has remained largely untapped within the country. In the last six years of operation, the Bank has disbursed over BDT 7500 crore in loans to nearly 200,000 small and medium entrepreneurs. The management of the Bank believes that this sector of the economy can contribute the most to the rapid generation of employment in Bangladesh. Since inception in July 2001, the Bank's footprint has grown to 56 branches, 30 SME Service Centers, 427 SME unit offices and 112 ATM sites across the country, and the customer base has expanded to 465,000 deposit and 187,000 advance accounts till December 2008. In the years ahead BRAC Bank expects to introduce many more services and products as well as add a wider network of SME unit offices, Retail Branches and BRAC, a national, private organization, started as an almost entirely donor funded, small-scale relief and rehabilitaton project initiated by Fazle Hasan Abed to help the country overcome the devastation and trauma of the Liberation War and focused on resettling refugees returning from India. Today, BRAC has emerged as an independent, virtually selffinanced paradigm in sustainable human development. It is one of the largest Southern development organizations employing 97,192 people, with 61% women, and working with the twin objectives of poverty alleviation and empowerment International Finance Corporation (IFC) is the commercial wing of World Bank. Using certain channels and overseas representatives, IFC it helps local financial institutions find profitable ways to target small and medium sized companies. Funding comes from the Asian Development Bank, Canada, the European Commission, the Netherlands, IFC is a 19% shareholder in BRAC Bank. A new assistance program signed in August 2005 aims to double the bank’s number of small and medium enterprise clients in 18 months through campaigns to target women entrepreneurs and rural clients, introduce new products and train branch managers. ShoreCap International Ltd. is an international private non-profit, equity company seeking to invest in small business banks and regulated micro finance institutions in countries with developing and transitional economies. Founded in mid 2003, ShoreCap has a current base of $28.3 million in capital commitments and seeks to support the growth of development finance institutions in Africa, Asia and Eastern Europe. The institution has made investments totaling $7 million in Bangladesh, India, Cambodia, Armenia, Mongolia and Kenya. ShoreBank is a 9% investor of ShoreCap and ShoreCap typically invests between $500,000 and $2 million for an ownership position of 10-25% of a company. As a minority shareholder, ShoreCap seeks financial institutions with a strong, experienced management team and a committed set of local developmentminded investors. ShoreCap currently owns 18% of BRAC Bank Limited.

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Company mission :
" Building a profitable and socially responsible financial institution focused on Markets and Business with growth potential, thereby assisting BRAC and stakeholders build a "just, enlightened, healthy, democratic and poverty free Bangladesh".

Board of Directors
Mr. Muhammad A. (Rumee) Ali Chairman Mr. Quazi Md.Shariful Ala Director Mr. Mark A. Coffey (Nominated by ShoreCap International Limited) Director Ms. Tamara Hasan Abed Director Mr. Shib Narayan Kairy Director Ms. Nihad Kabir Director (Independent) Dr. Hafiz G.A. Siddiqi Director Mr. A. E. A. Muhaimen Managing Director and CEO

Corporate Social Responsibility
BRAC Bank and ICDDR,B representatives inaugurated BRAC Bank Short Stay Ward at Dhaka Hospital of ICDDR,B. Its Dhaka and Matlab hospitals provide free treatment to 1120,000 patients each year with a commitment to not to turn away anyone arriving for treatment. In the past, accommodating these patients required the use of tents as temporary wards.

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With the support of BRAC Bank Limited the short stay ward has been renovated with full air conditioning, new washrooms, hand washing sinks, surrounding walls and upgraded floors and ceilings. In this regard BRAC Bank as part of their CSR activity contributed Tk.23,39,388 to develop the new BRAC Bank Short Stay Ward. Mr. Muhammad A. (Rumee) Ali, Chairman, BRAC Bank Limited, formally inaugurated the new BRAC Bank Short Stay Ward at a ceremony. In his speech, Mr. Muhammad A. (Rumee) Ali mentioned that BRAC Bank and ICDDR,B has a longstanding relationship of collaboration and mutual understanding and BRAC Bank is proud to be associated with ICDDR,B to support the underprivileged people of Bangladesh. Among other senior officials, Mr. A.E.A. Muhaimen, Managing Director & CEO, BRAC Bank, Dr. Alejandro Cravioto, Executive Director, ICDDR,B, and Dr. Mark Pietroni, Administrator, Dhaka Hospital, ICDDR,B were also present in that occasion.

Organogram Of BRAC BANK :

CEOO Director Executive Senior Senior Officer Senior Senior manager Assistant Manager Deputy Director Assistant Manager Assistant Officer Assistant Officer Officer Manager 18

SOWT Analysis STRENGTH:

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1 2 3 4

Strong financial capacity. Combination of modern technology. Transfer money is to any where. A group of skilled and trained human resource with national and internal expertise.

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Efficient management under all online banks. Reputation in the national and international banking sector for higher service quality.

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A strong relationship between all customer and management.

WEAKNESS:
1 2 3 4 High cost of service charge. Absence of micro-credit unit. No social –economic enlistment.

Adequate promotional campaign.

OPPORTUNITY:

1 2

Branch network expansion.

Can offer wide range of financial products. 3 4 Can invest in IT sector.

Foreign remittance opportunity.

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THREAT:

1

Deterioration of global economic conditions. 2 Political instability of the country. 3 4 Currency rate fluctuations. Volatile call money market.

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Critical legislative procedure of the government.

New competitors entering in the field of financial institutions.

Chapter Five

Analysis & Findings

Job Satisfaction level of employee at- BRACK BANK LTD
5.1 Job-satisfaction:

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Much of the research exploring job satisfaction suggests that satisfaction with one’s job or work is related to the work tasks being undertaken. Research completed by Balzer and his colleagues suggests that satisfaction with one’s work tasks is the greatest predictor of overall job satisfaction. Further, it remains the greatest predictor of job satisfaction, independent of the specific work tasks being completed by the worker or the age or gender of the worker. However changes in the working conditions of modern employees, including increasing work hours, varying working arrangements and intensifying job demands, matched with the segmenting and compartmentalizing of many workplace tasks; as well as the increasingly common current workplace rhetoric of, “do more, for less … and faster” have made it increasingly challenging. The present research explored alternative avenues towards job satisfaction, exclusive of work task satisfaction. I was interested in exploring the level of employee job satisfaction, for BRACK BANK

LTD
Job-Satisfaction ModelA job satisfaction model has given below. Which will help us to understand what is actually job satisfaction means.

Expectation from work place

Difference

Existing condition of the work place

Salary Nature of work Promotion Supervision Working environment Mentality of co-workers Employee Satisfaction

Salary Nature of work Promotion Supervision Working environment Mentality of co-workers

Figure : Job satisfaction Model.

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Age Cumulative Frequency Valid 25-35 36-45 Total 6 4 10 Percent 60.0 40.0 100.0 Valid Percent 60.0 40.0 100.0 Percent 60.0 100.0

Comments : Here we can see that 60% of employees are in the age of in between 25 to 35 and 40 are in between 36 to 45..

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gender Cumulative Frequency Valid male female Total 6 4 10 Percent 60.0 40.0 100.0 Valid Percent 60.0 40.0 100.0 Percent 60.0 100.0

Conclusion Here 60% of the employees are male and 40% are female. So most of the working employees are male.

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designnation Cumulative Frequency Valid senior accountant remittence officer manager of card divition marketing executive cashier supporting staff Total 2 2 1 1 2 2 10 Percent 20.0 20.0 10.0 10.0 20.0 20.0 100.0 Valid Percent 20.0 20.0 10.0 10.0 20.0 20.0 100.0 Percent 20.0 40.0 50.0 60.0 80.0 100.0

Conclusion :Here in mid level, the percentage of senior accoutantis 20%, remittance officer is 20%, 10% is about card division manager, 20% are cashier. In Entry level 20% are supporting staff.

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religion Cumulative Frequency Valid muslim hindu Total 8 2 10 Percent 80.0 20.0 100.0 Valid Percent 80.0 20.0 100.0 Percent 80.0 100.0

Conclusion : Here 80% of the working employees are muslim and 20% are from hindu religion.

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pretty good workplace Cumulative Frequency Valid strongly agree agree Total 1 9 10 Percent 10.0 90.0 100.0 Valid Percent 10.0 90.0 100.0 Percent 10.0 100.0

Comments :Here 90% of employees that they are agree that the place is pretty good to work and 10% of them are strongly agree with the statement.

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can make effort Cumulative Frequency Valid agree undecided disagree Total 7 2 1 10 Percent 70.0 20.0 10.0 100.0 Valid Percent 70.0 20.0 10.0 100.0 Percent 70.0 90.0 100.0

Comments : 70% of the working employees of Brack Bank are Agree and 10% are disagree that they can go ahead if they make any effort.

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competative wage rate Cumulative Frequency Valid strongly agree agree undecided Total 1 5 4 10 Percent 10.0 50.0 40.0 100.0 Valid Percent 10.0 50.0 40.0 100.0 Percent 10.0 60.0 100.0

Comments : Competitive wage rate- 50% are agree with this statement and 40% are undecided.

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employee promotion Cumulative Frequency Valid strongly agree agree undecided disagree Total 2 5 2 1 10 Percent 20.0 50.0 20.0 10.0 100.0 Valid Percent 20.0 50.0 20.0 10.0 100.0 Percent 20.0 70.0 90.0 100.0

Comments : Here 50% of employees are agree that employees promotional decisions are handled fairly and 10% are disagree and 20% undecided.

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fringebenefits Cumulative Frequency Valid strongly agree Agree undecided Disagree Total 2 6 1 1 10 Percent 20.0 60.0 10.0 10.0 100.0 Valid Percent 20.0 60.0 10.0 10.0 100.0 Percent 20.0 80.0 90.0 100.0

Comments : 60% are agree that they understand the fringe benefits the company offer and 20% are disagree with the statement.

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use of job abilities Cumulative Frequency Valid agree undecided Total 9 1 10 Percent 90.0 10.0 100.0 Valid Percent 90.0 10.0 100.0 Percent 90.0 100.0

Comments ;90% are agree that job makes best use of their abilities and 10% are undecided.

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challenging work Cumulative Frequency Valid strongly agree agree undecided Total 2 6 2 10 Percent 20.0 60.0 20.0 100.0 Valid Percent 20.0 60.0 20.0 100.0 Percent 20.0 80.0 100.0

Comments :60% are agree that workload they take is challenging and 20% are undecided.

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trust & confidence on boss Cumulative Frequency Valid agree undecided Total 8 2 10 Percent 80.0 20.0 100.0 Valid Percent 80.0 20.0 100.0 Percent 80.0 100.0

Comments : 80% of the employees have trust and confidence on their boss and 20% are confused about statement.

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free to tell the Boss Cumulative Frequency Valid strongly agree agree undecided Total 1 6 3 10 Percent 10.0 60.0 30.0 100.0 Valid Percent 10.0 60.0 30.0 100.0 Percent 10.0 70.0 100.0

Comments : 60% of the employees admit that they are free to tell to the boss about their thinking and 20% are confused about what to say.

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know the expectation of boss Cumulative Frequency Valid strongly agree agree Total 1 9 10 Percent 10.0 90.0 100.0 Valid Percent 10.0 90.0 100.0 Percent 10.0 100.0

Comments : Here we find that 90% of the employees know what their boss expect from them.

Conclusion:
In this research work an attempt has been made to access the satisfaction level with respective job of various categories of

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employees at BBL. For such purpose an analysis has been done for all employees taken together as well as categories of employees. We actually took 10 respondents as my sample form their organization. They have a mean of 35 and standard deviation of 6. I also find that majority responses came as positive answer. Amazingly, respondents of every category are dissatisfied with their present salary scale. On the other hand 94% of employees are very satisfied with their work environment. 91% employees agreed on the good job security.77% of the employees think that their job is interesting enough and keep them from getting bored. When asked, they enjoyed their work during job more than their leisure time, the mean for this question was 3.43, meaning that they agreed that they really enjoyed their work. Based on the answers to these questions, there seems to be some strong indication that there may be a high level of job satisfaction within the company. The indication on - Impact of satisfied employee’s performance on the success of the company, tells us though We know that satisfied employees have higher level of impact on company’s success but here from my analysis we found that BBL employees have not that much impact on the company’s success. That is why, company made degrowth in 2007 compared to previous year. So, all this gives us the indication that BBL employees are satisfied with their job quite some extent. And if few things are changed they would be much more satisfied with their job.

Recommendations:
Some useful recommendation are given bellow :

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1. Ogganization should more ciear up about their duties and responsibilities in a way that will increase their performance level. s 2. Better performance should obtain the opportunities of early promotion for their performance 3. Several job facets like salary, management policy, and leadership approach, freedom at work and job security need relatively more attention. 4. It is to be emphasized that better fruits can be expected from employees with high moral strength and it is possible when an employees is satisfied with his job. Thus it is imperative for BPL to identify modals of job satisfaction and take necessary actions accordingly. 5. BBL Develop teamwork and people skills. A large part of job success is the ability to work well with others to get the job done.

6. Accept the diversity in people. Accept people with their differences and their imperfections and learn how to give and receive criticism constructively. 7. Learn to de-stress. Plan to avoid burnout by developing healthy stress-management techniques.

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