Employee Satisfaction of Social Islami Bank

Measurement of employee satisfaction: A case study on Social Islami Bank Ltd.
Introduction
Bangladesh has a mixed banking system comprising nationalized, private and foreign commercial banks.
Bangladesh Bank is the central bank of the country and is in charge of monetary policies of the
Government and all commercial banks. After independence the govt. of Bangladesh initially nationalized
the entire domestic banking system and proceeded to reorganize and rename the various banks. After that
in nineteen eighties privatization decision of commercial banks revolutionize the overall banking system.
At present total banking systems of Bangladesh consists of four state owned banks, four specialized
banks, thirty private commercial banks & nine foreign banks.
1.2. Background of the Study
International Islamic University Chittagong (IIUC) has decided that each and every participants of BBA
course has to prepare and submit an Internship Report as partial fulfillment of the program.
As it is expected from the participants that besides theoretical knowledge, every participants should have
practical, hand on knowledge and field work, which provide a participant a great opportunity to achieve a
very comprehensive and complete learning.
According to fulfill the requirement I choose to work on Measurement of employee satisfaction: A case
study on Social Islami Bank Ltd.
Therefore, this study report is the outcome of an academic needs as well as practical knowledge my
enthusiastic intention and in-depth guidance of a highly experienced dedicated advisor.
1.3. Overview study
The main objective of this study is to critically measure the job satisfaction of the employees of Social
Islami Bank Ltd. (SIBL).
I. The specific objectives of the study is identify as following:
II. To identify the importance of determines of job satisfaction.
III. To measure the level of job satisfaction with respect to compensation package.
IV. To measure the level of job satisfaction with regard to training & development
V. To measure the level of job satisfaction
VI. To measure the level of job satisfaction in regard of job security
VII. To measure the level of job satisfaction with respect to motivational practices and other aspect of
this particular organization.
1.4. Methodology of the study
Methodology is the process or system through which a study is being carried out for the purpose of
collection of information that is required in collection with the study for reaching a conclusion on that
study. The sample of the study is ten executives working in Social Islami Bank Ltd at different levels the
sample was selected purposively five from Panthapath branch, three from Dhanmondi branch and two
from motijil head branch.
Primary Source of Data:
I. Face to face conversation with the employees
II. Personal & depth interview
III. Through questionnaire
IV. Observation in the organization
V. Secondary Sources of Data:
VI. Different reports & publications
VII. Academic Books
VIII. websites
IX. Performance records
X. Hand notes
1.5. Limitations of the Study

There are some limitations in my study. I faced some problems during the study, which are given below:
I. Lack of time: The time period for the study was very short. I get short time for preparing a
report, which was not very much sufficient.
II. Fear to give data: Some of the respondents were afraid of providing information freely and some
showed less interest in such assignment.
III. Lack of Knowledge: Some employees do not have proper knowledge about whole information
of the organization.
Sufficient records, publications, facts and figures are not available.
Another limitation of the report is bank policy of not disclosing some data and information for obvious
reason which could be very much useful.
2.1. Organization Overview

Social Islami Bank Limited an interest-free Shariah bank in Bangladesh incorporated as a banking
company on 5 July 1995 under the COMPANIES ACT 1994. It commenced banking operations on 22
November 1995 with an authorized capital of Tk. 1,000 million divided into 1 million ordinary shares of
Tk. 1,000 each. The initial paid up capital was Tk. 118.36 million fully subscribed by its 38 sponsors
including 3 Arab nationals. The paid up capital was enhanced several times and stood at Tk. 260 million.
31 December 2000. The bank is listed with the Dhaka Stock Exchange. In 2000, total liabilities and
shareholders equity of the bank stood at Tk. 5,671.99 million.
The bank provides all types of commercial banking services and it conducts business on the Islamic
principles of musharaka, Murabaha, bai-muazzal and hire purchase transactions. The broad-spectrum
operational aspects of the bank have been set out to encompass three sectors - formal, non-formal and
voluntary - in a comprehensive programmed. In the formal corporate sector, the bank offers banking
services through deposit and investment accounts, trade financing, collection of bills, money transfers,
lease of equipment and consumers' durable, hire purchase and installment sale of capital goods,
investment in low-cost housing and real estate management, and financing projects in agriculture,
transport, education and health sectors. In the non-formal non- corporate sector, it is involved in opening
and introducing various savings and investment schemes for the unemployed poor and the educated. In the
voluntary sector, it is involved in the development and management of WAQF and mosque properties,
management of inheritance properties, and joint venture projects relating to religious affairs and
charitable activities. Total deposits of the bank amounted to Tk. 4,863.21 million in 2000 compared to Tk.
124.73 million in 1995 and included currency and other deposits, bills payable, term deposits and savings
deposits. On 31 December 2000, the loans and advances in various sectors stood at Tk. 3,522.24 million
as against Tk. 0.22 million in 1995. On 31 December 2000, the classified investments (loans and
investment) of the bank amounted to Tk. 173.1 million (4.91% of the total). Foreign exchange business
handled by the bank in 2000 accounted for Tk. 4,250 million, which comprised export servicing, import
financing and remittance facilities. That year the assets of the bank were valued at Tk. 5,672 million and
the off-balance-sheet-items Tk. 1,060.04 million. The bank started having net profits since 1998 and the
net profit after adjusting all provisions for taxation and classified loans amounted to Tk. 38.1 million. The
profitability of the bank is severely affected by the fact that it has to maintain a substantial amount of
provision for its classified loans each year.
The management of the bank is vested in a 27-member board of directors headed by a chairman. There is
a 5-member Shariah Council of the bank to ensure the compliance of Islamic rules in its activities. The
bank has also a 13-member honorary foreign members' International advisory council to advise it on
international business affairs, particularly in Islamic countries.
2.2. Mission & Vision

Mission:
I. High quality financial services the latest technology.
II. Fast, Accurate and Satisfactory customer service.

III. Balanced & sustainable growth strategy.
IV. Optimum return on shareholders' equity.
V. Introducing innovative Islamic Banking products.
VI. Attract and retain high quality human resources.
VII. Empowering real poor families and create local income opportunities.
VIII. Providing support for social benefit organizations- by way of mobilizing funds and social service.
Vision:
Social Islami Bank Ltd started its journey with the concept of 21st Century Islamic participatory three
sector banking model: I) Formal Sector- Commercial Banking with latest technology; ii) Non-Formal
Sector - Family Empowerment Micro-Credit & Microenterprise program and iii) Voluntary Sector -
Social Capital mobilization through CASH W AQF and others. Finally, "Reduction of Poverty Level" is
our Vision, which is a prime object as stated in Memorandum of Association of the Bank with the
commitment "Working Together for a Caring Society".
2.3. Strategy:
I. Local resources at the grass-root level mainly from within.
II. Surplus labor wherever possible.
III. Human and money capital of beneficiaries of earlier programs.
IV. Unemployed and underemployed in the informal sector.
V. Islamic voluntary sector and voluntary labor for social capital accumulation
and welfare.
2.4. SIBL Department
I. Information & Communication

Technology Division XI. Shariah Board Secretariat
II. Financial Administration Division XII. SIBL Training Institute
III. International Division XIII. SME Banking Division
IV. Managing Director's Secretariat XIV. Law & Recovery Division
V. Business Development & Marketing XV. Board Audit Cell
Division XVI. MIS, Planning & Research Division
VI. Audit & Inspection Division XVII. Internal Control & Compliance Division
VII. Chairman's Secretariat XVIII. Investment Risk Management
VIII. Share Division XIX. Division
IX. Board Secretariat XX. Voluntary Banking Division
X. Human Resources Division
2.5. Social Responsibilities:

SIBL has been responding spontaneously to its social commitment. As a part of Corporate Social
Responsibility (CSR), welfare activities of Social Islami Bank Ltd (SIBL) are being done mainly from (1)
Profit of Cash Waqf Fund (2) Compensation Fund (3) Doubtful Income and (4) Zakat Fund.
Cash Waqf Program under Voluntary Sector of the Bank paves the way of doing welfare of mankind in
various sectors such as (i) Family Rehabilitation (ii) Education & Culture (iii) Health & Sanitation and
(iv) Social Utility and Others in conformity with Shariah.
Meanwhile, financial support has been extended to different Mosques, Madrashas, and Orphanages &
Voluntary Social Organizations also. Center for Rehabilitation of the Paralyzed (CRP), Sight Savers
International, Kidney Foundation, Bangladesh Cancer Foundation Hospital, Jatiya Ando Kalyan Samity,
Comilla, Mosabbir Cancer Care Centre, Dhaka Community Hospital, East West Medical College
Hospital, Dhaka are among the list of the several beneficiaries. Out of profit of Specific Cash Waqf(where
waqf mentioned the name of beneficiary) thousands of beneficiaries are also getting the proceeds every
year.
SIBL Executives & Officers, out of their personal capacity, have been distributing spectacles among the
poor patients suffering from cataract & low vision during Holy Ramadan SIBLs Executives & Officers
have been participating in the Voluntary Blood Donation Program jointly organized with Sandhani &
Bangladesh Thalassaemia Hospital.
Members of SIBL family donated one days salary to the victims of flood-affected people of the northern
part of country along with other help in the form of both cash and kinds reaching their door-steps in the
recent past. SIBL members also donated one days salary for the devastating SIDR affected people and
distributed both cash and kinds in the remotest areas of the southern part of the country. With a view to
standing besides the SIDR affected people of the southern part & flood-affected people of northern part of
the country.
.
3.1. JOB SATISFACTION: WHAT IS JOB SATISFACTION
Job satisfaction describes how content an individual is with his /her job. The happier people are within
their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation or aptitude,
although it is clearly linked. Job design aims to enhance job satisfaction and performance; methods
include job rotation, job enlargement, job enrichment and job re-engineering. Other influences on
satisfaction include the management style and culture, employee involvement, empowerment and
autonomous work position. Job satisfaction is a very important attribute which is frequently measured by
organizations. The most common way of measurement is the use of rating scales where employees report
their reactions to their jobs. Questions relate to rate of pay, work responsibilities, variety of tasks,
promotional opportunities, the work itself and co-workers. Some questioners ask yes or no questions
while others ask to rate satisfaction on 1-5 scale (where 1 represents "not at all satisfied" and 5 represents
"extremely satisfied").
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. This definition suggests that we form
attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviors.
One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies
(19241933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects
of various conditions (most notably illumination) on workers productivity. These studies ultimately
showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne
Effect). It was later found that this increase resulted, not from the new conditions, but from the knowledge
of being observed. This finding provided strong evidence that people work for purposes other than pay,
which paved the way for researchers to investigate other factors in job satisfaction.
Scientific management (aka Taylorism) also had a significant impact on the study of job satisfaction.
Frederick Winslow Taylors 1911 book, Principles of Scientific Management, argued that there was a
single best way to perform any given work task. This book contributed to a change in industrial
production philosophies, causing a shift from skilled labor and piecework towards the more modern of
assembly lines and hourly wages. The initial use of scientific management by industries greatly increased
productivity because workers were forced to work at a faster pace. However, workers became exhausted
and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It
should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone
for Taylors work.
Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the foundation for job
satisfaction theory. This theory explains that people seek to satisfy five specific needs in life
physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This model
served as a good basis from which early researchers could develop job satisfaction theories.
Job satisfaction can also be seen within the broader context of the range of issues which affect an
individual's experience of work, or their quality of working life. Job satisfaction can be understood in
terms of its relationships with other key factors, such as general well-being, stress at work, control at
work, home-work interface, and working conditions.
3.2. Determinants of Job Satisfaction
1. Compensation
Employee compensation refers to all forms of pay or rewards going to employees and arising from their
employment. It has main two main components direct financial payments (wages, salaries, incentives,
commission and bonuses) indirect payments (paid insurance, vacation).
2. Satisfaction About Fringe Benefits

Non monetary benefits offered to the employees of a company in addition to their wages and salaries.
They include company cars, expense account the opportunity to buy company products at reduce rate.
Private health plans, canteens subsidies meals, social club. Some of these benefits such as company cars
do not escape the tax net.
3. Promotion System
Timely promotion of employees next to higher rank is also important determinant of job satisfaction. If
there is any specific promotional ruled in the organization that will definitely lead to better job
satisfaction of the employees.
4. Posting and Transfers

In an organization there should be specific system posting and transfer .While posting and transfer some
specific rules must be follows. These might have positive impact on the job satisfaction of employees.
5. Non Financial Incentives

Non financial incentives are form of childrens school facilities, hospital facilities, employees
transportation facilities, prayer facilities etc. Also act as an important determinant of employees job
satisfaction.
6. Job Status
The position of job that is job status is also an important determinant of job satisfaction of employees.
Such job status of an employee influences job satisfaction positively.
7. Health Care
This factor examines the extent to which an employee is satisfied with health care benefits and includes
the quality of the health benefits, the size of the employer's contribution to the plan and the cost to the
employee of the health care benefits.
8. Income Continuation
This factor examines the extent to which an employee is satisfied with benefits that provide financial
security if the employee is disabled due to an accident or poor health or loses his or her job involuntarily.
With the exception of long term disability, these are legally required benefits which consist of social
security, workers' compensation and unemployment compensation.
9. Superior-Subordinate Communication
Superior-subordinate communication is an important influence on job satisfaction in the workplace. The
way in which subordinates perceive a supervisors behavior can positively or negatively influence job
satisfaction. Communication behavior such as facial expression, eye contact, vocal expression, and body
movement is crucial to the superior-subordinate relationship. Nonverbal messages play a central role in
interpersonal interactions with respect to impression formation, deception, attraction, social influence, and
emotional expression. Nonverbal immediacy from the supervisor helps to increase interpersonal
involvement with their subordinates impacting job satisfaction. The manner in which supervisors
communicate their subordinates may be more important than the verbal content Individuals who dislike
and think negatively about their supervisor are less willing to communicate or have motivation to work
where as individuals who like and think positively of their supervisor are more likely to communicate and
are satisfied with their job and work environment. The relationship of a subordinate with their supervisor
is a very important aspect in the workplace. Therefore, a supervisor who uses nonverbal immediacy,
friendliness, and open communication lines is more willing to receive positive feedback and high job
satisfaction from a subordinate where as a supervisor who is antisocial, unfriendly, and unwilling to
communicate will naturally receive negative feedback and very low job satisfaction from their
subordinates in the workplace.
10.Emotions
Mood and emotions form the affective element of job satisfaction. Moods tend to be longer lasting but
often weaker states of uncertain origin, while emotions are often more intense, short-lived and have a
clear object or cause.
There is some evidence in the literature that moods are related to overall job satisfaction. Positive and
negative emotions were also found to be significantly related to overall job satisfaction .
Frequency of experiencing net positive emotion will be a better predictor of overall job satisfaction than
will intensity of positive emotion when it is experienced.
Emotion work refers to various types of efforts to manage emotional states and displays. Emotion
management includes all of the conscious and unconscious efforts to increase, maintain, or decrease one
or more components of an emotion. Although early studies of the consequences of emotional work
emphasized its harmful effects on workers, studies of workers in a variety of occupations suggest that the
consequences of emotional work are not uniformly negative.
It was found that suppression of unpleasant emotions decreases job satisfaction and the amplification of
pleasant emotions increases job satisfaction. The understanding of how emotion regulation relates to job
satisfaction concerns two models:
Emotional dissonance Emotional dissonance is a state of discrepancy between public displays of

emotions and internal experiences of emotions that often follows the process of emotion regulation.
Emotional dissonance is associated with high emotional exhaustion, low organizational commitment, and
low job satisfaction.
Social interaction model taking the social interaction perspective, workers emotion regulation might
beget responses from others during interpersonal encounters that subsequently impact their own job
satisfaction.
11.Relationships and Practical Implications

Job Satisfaction can be an important indicator of how employees feel about their jobs and a predictor of
work behaviors such as organizational citizenship, absenteeism, and turnover. Further, job satisfaction can
partially mediate the relationship of personality variables and deviant work behaviors. One common
research finding is that job satisfaction is correlated with life satisfaction. This correlation is reciprocal,
meaning people who are satisfied with life tend to be satisfied with their job and people who are satisfied
with their job tend to be satisfied with life. However, some research has found that job satisfaction is not
significantly related to life satisfaction when other variables such as non work satisfaction and core self-
evaluations are taken into account.
12.Job Security
Job security refers to the nature of the job that is whether a job is permanent, temporary or ad hoe. Job
security acts as an important determinant of job satisfaction.tha more the job security the better the job
satisfaction and vice versa.
13.Duration of Work
The working hour that is the duration of work acts an important determinant for job satisfaction of
employees. Such duration of work must be reasonable. In some organizations employees has to work
beyond the normal duration which adversely affects of their job satisfaction.
14.Training Facilities
Training is widely considered as an important tool for enhancing a persons attitude, skill and knowledge.
It is the process of assisting a person for developing his efficiency and effectiveness at work by improving
updating professional knowledge and skill. Such training facilities act as an important determinant for job
satisfaction of an employee he more the training facilities the better the job satisfaction and vice and
versa.
15.Paid Leave
Any leave facility with full pay acts as a direct influence on the job satisfaction of employee. On the other
hand leave without pay imposes adverse impact on the job satisfaction of the employee.
16.Working Environment
It also has a direct influence on the job satisfaction of the employee. The working environment must be
congenial to the employees. Any unfavorable working environments will adversely affect to the job
satisfaction of the employee.
17.Participative Management System

Participative management system where every officer can participate in the decision making process
has a positive impact on the job satisfaction of the employees. The more presence of participatory
management system in the organization improves job satisfaction and vice versa.
18.Team Work
Team work also acts as important determinant of a job satisfaction of an employee. In case of team work
the concerted effort of the employee can be ensured.
19.Seniors Behavior
Cordial behavior of the seniors toward their juniors also has positive impact on the job satisfaction of the
employees. The opposite version is also true.
20.Participation in Decision Making

Participation of the employees in the decision making process in an organization is another important
determinant of a job satisfaction of the employees. The more participation of the employees in decision
making process it makes job satisfaction high.
21.Occupational Stress
Job satisfaction of any employee depends on occupational stress .Generally the occupational stress has
significant adverse impact on their job satisfaction. Moreover, the employees with lower occupational
stress should have higher job satisfaction and, on the contrary, the employees with higher occupational
stress should have lower job satisfaction.
22.Nature of Work
Job satisfaction of an employee also depends on nature of work. If the nature of work is more
complicated, probably this will lead to negative impact on job satisfaction and vice versa.
23. Retirement Benefits

This factor examines the extent to which an employee is satisfied with the retirement benefits including
the quality of the plan, the size of the employer's contribution to retirement, and the employer's ability to
provide information about the retirement benefits.
3.3. Measuring Job Satisfaction
Models of Job Satisfaction

Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The
main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in
a job and what one has in a job. Further, the theory states that how much one values a given facet of work
(e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when
expectations are/arent met. When a person values a particular facet of a job, his satisfaction is more
greatly impacted both positively (when expectations are met) and negatively (when expectations are not
met), compared to one who doesnt value that facet. To illustrate, if Employee A values autonomy in the
workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a
position that offers a high degree of autonomy and less satisfied in a position with little or no autonomy
compared to Employee B. This theory also states that too much of a particular facet will produce stronger
feelings of dissatisfaction the more a worker values that facet.
Another well-known job satisfaction theory is the Dispositional Theory Template:JacksonApril 2007. It is
a very general theory that suggests that people have innate dispositions that cause them to have tendencies
toward a certain level of satisfaction, regardless of ones job. This approach became a notable explanation
of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers
and jobs. Research also indicates that identical twins have similar levels of job satisfaction.
A significant model that narrowed the scope of the Dispositional Theory was the Core Self-evaluations
Model, proposed by Timothy A. Judge, Edwin A. Locke, and Cathy C. Durham in 1997. [5] Judge et al.
argued that there are four Core Self-evaluations that determine ones disposition towards job satisfaction:
self-esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels
of self-esteem (the value one places on his/her self) and general self-efficacy (the belief in ones own
competence) lead to higher work satisfaction. Having an internal locus of control (believing one has
control over her\his own life, as opposed to outside forces having control) leads to higher job satisfaction.
Finally, lower levels of neuroticism lead to higher job satisfaction.
Frederick Herzbergs two factor theory (also known as Motivator Hygiene Theory) attempts to explain
satisfaction and motivation in the workplace this theory states that satisfaction and dissatisfaction are
driven by different factors motivation and hygiene factors, respectively. An employees motivation to
work is continually related to job satisfaction of a subordinate. Motivation can be seen as an inner force
that drives individuals to attain personal and organizational goals (Hoskinson, Porter, & Wrench, p. 133).
Motivating factors are those aspects of the job that make people want to perform, and provide people with
satisfaction, for example achievement in work, recognition, promotion opportunities. These motivating
factors are considered to be intrinsic to the job, or the work carried out. Hygiene factors include aspects of
the working environment such as pay, company policies, supervisory practices, and other working
conditions.
While Hertzberg's model has stimulated much research, researchers have been unable to reliably
empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's original formulation
of the model may have been a methodological artifact. Furthermore, the theory does not consider
individual differences, conversely predicting all employees will react in an identical manner to changes in
motivating/hygiene factors. Finally, the model has been criticized in that it does not specify how
motivating/hygiene factors are to be measured.
There are many methods for measuring job satisfaction. By far, the most common method for collecting
data regarding job satisfaction is the Likert scale (named after Rensis Likert). Other less common
methods of for gauging job satisfaction include: Yes/No questions, True/False questions, point systems,
checklists, and forced choice answers. This data are sometimes collected using an Enterprise Feedback
Management (EFM) system.
The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a specific questionnaire
of job satisfaction that has been widely used. It measures ones satisfaction in five facets: pay, promotions
and promotion opportunities, coworkers, supervision, and the work itself. The scale is simple, participants
answer either yes, no, or cant decide (indicated by ?) in response to whether given statements
accurately describe ones job.
The Job in General Index is an overall measurement of job satisfaction. It is an improvement to the Job
Descriptive Index because the JDI focuses too much on individual facets and not enough on work
satisfaction in general.
3.4. Importance of job satisfaction

An important finding for organizations to note is that job satisfaction has a rather tenuous correlation to
productivity on the job. This is a vital piece of information to researchers and businesses, as the idea that
satisfaction and job performance are directly related to one another is often cited in the media and in some
non-academic management literature. A recent meta-analysis found an average uncorrected correlation
between job satisfaction and productivity to be r = 0.18; the average true correlation, corrected for
research artifacts and unreliability, was r = 0.30. Further, the meta-analysis found that the relationship
between satisfaction and performance can be moderated by job complexity, such that for high-complexity
jobs the correlation between satisfaction and performance is higher ( = 0.52) than for jobs of low to
moderate complexity ( = 0.29). Job Satisfaction also has high relationship with intention to quit. It is
found in much research that Job Satisfaction can lead to Intention to Stay / quit in an organization (Kim et
al., 1996). Recent research has also shown that Intention to Quit can have effect like poor performance
orientation, organizational deviance, and poor organizational citizenship behaviors. In short, the
relationship of satisfaction to productivity is not necessarily straightforward and can be influenced by a
number of other work-related constructs, and the notion that "a happy worker is a productive worker"
should not be the foundation of organizational decision-making.
With regard to job performance, employee personality may be more important than job satisfaction. The
link between job satisfaction and performance is thought to be a spurious relationship; instead, both
satisfaction and performance are the result of personality.
Findings and analysis

To collect the useful opinion of the executives of Social Islami Bank Ltd. Total number of 10
executives were interviewed to measure the level of job satisfaction with respect to
compensation, job security, training and development, motivation, regarding other. This study is
totally based on field survey. Weighted average score is calculated on the basis of Rensis Likert
scale.
4.1. Table 1 Determinants of Job Satisfaction

SL particulars Tick mark
1 Salaries/wages

2 Fringe benefit

3 Promotion System

4 Posting and Transfer

5 Non Financial Incentives
6 Job Status
7 Job Security

8 Duration of Work

9 Training Facility
10 Emotions
11 Working Environment

12 Participative management system

13 Team work
14 Seniors behavior

15 Participation in decision making

16 Occupational stress
17 Nature of work
18 Health care

19 Paid leave
20 Income continuation
21 Retirement benefits

Table 01 is regarding identifying of determinates of job satisfaction. This survey is conducted on

10 ten (10) executives of Social Islami Bank Ltd. Majority of them identify 12 particulars out of
21 which they think is important determinants for their job satisfaction. The selected
determinants are (1) Salaries/wages, (2) Fringe benefit,(3) Promotion System,(4) Posting and
Transfer, (5)Job Security,(6) Duration of Work,(7) Working Environment,(8) Participative
management system,(9) Seniors behavior, (10)Health care,(11) Retirement benefits (12)
participation in decision making.
4.2. Table 2. Please Rank the Following Determinants Which You Think
Important for Your Satisfaction
SL Particulars Rank
1 Salaries/wages 1
2 Fringe benefit 6
3 Promotion System 2
4 Posting and Transfer 18
5 Non Financial Incentives 8
6 Job Status 7
7 Job Security 3
8 Duration of Work 15
9 Training Facility 11
10 Emotions 21
11 Working Environment 5
12 Participative management system 19
13 Team work 10
14 Seniors behavior 14
15 Participation in decision making 20
16 Occupational stress 13
17 Nature of work 16
18 Health care 9
19 Paid leave 17
20 Income continuation 12
21 Retirement benefits 4
Table 2 is regarding ranking of determinates of job satisfaction. This was a task for 10 employees
of Social Islami Bank Ltd. (SIBL) to rank orderly 21 determinants of job satisfaction. Most of
them rank the determinants as below:
Rank Particulars
1 Salaries/wages
2 Promotion system
3 Job security
4 Retirement benefits
5 Working environment
6 Fringe benefits
7 Job Status
8 Non financial benefits
9 Health care
10 Team work
11 Training facility
12 Income continuation
13 Occupational stress
14 Seniors behavior
15 Duration of work
16 Nature of work
17 Paid leave
18 Posting and transfer
19 Participative management system
20 Participation in decision making
21 Emotion
Source: Table 02
From twenty executives most of the personnel rank the determinants as (1)Salaries/wages (2)
Promotion system (3) Job security (4) Retirement benefits (5) Working environment (6) Fringe
benefits (7) Job Status (8) Non financial benefits (9) Health care (10) Team work (11) Training
facility (12) Income continuation (13) Occupational stress (14) Seniors behavior (15)
Duration of work (16) Nature of work (17) Paid leave (18) Posting and transfer (19) Participative
management system (20) Participation in decision making (21) Emotion.
4.3. Table 3 Opinions Regarding Compensation and Other

Benefits
S particulars Highly Satisfied Neutral Dissatisfied Highly WA Rank
L satisfied dissatisfied S
1 Salary satisfaction 3 4 2 1 1
3.9
2 Satisfaction about 2 3 3 2 2
fringe benefits
3.5
3 Promotion system 5 2 3 6
3.2
4 Posting and transfer 2 3 4 1 8
2.6
5 Competitive salary 1 4 2 3 4.5
3.3
6 Matching pay with 2 3 2 3 9
job performance
2.4
7 Adequate payment 2 2 3 1 2 7
3.1
8 Fair performance 3 2 1 4 3
evaluation process
3.4
9 Fair compensation 3 2 2 1 2 4.5
3.3
N B: weighted average score is calculated using weights of 1 for highly dissatisfied, 2 for
dissatisfied, 3 for neutral, 4 for satisfied, 5 for highly satisfied.
Source: field survey
Table 03 reveals that among the nine (09) particular under the aspect of compensation package, the
particular salary ranked 01 in executive weighted average score being 3.90; followed by , fringe
benefits ranked 02 in weighted average score being 3.50 each. Fair performance Evaluation process
ranked 03 in weighted average score being 3.4 each. Competitive salary & fair compensation both
ranked and weighted averages are equal, both ranked are 4 and weighted average 3.33 each. Adequate
payment ranked 07 in weighted average score being 3.10 each. Posting and transfer ranked 08 in
weighted average score being 2.60 each. Matching pay with job performance ranked 9 in weighted
average score being 2.4 each. All this figures imply that of all the opinion mentioned about i.e. salary,
Nan-financial benefits, Posting & transfers, Promotion system, Fair performance Evaluation process &
Fair compensation for the work, Satisfaction about fringe benefits, Competitive salary, Matching pay with
job performance are the major ones respectively under the aspects of compensation package.
4.4. Table 4 Opinions Regarding Job Security

To collect the useful opinion of the executives of Social Islami Bank Ltd. Total number of 10
executives were interviewed to measure the level of job satisfaction with respect to
compensation package.

L satisfied dissatisfied
1 Secured job 4 2 4 4.00 1.5

2 Company focuses 3 4 3 4.00 1.5

on job security
3 Termination 3 5 2 2.10 3
procedure
Table 04 shows that among the three (03) variables under the aspect of job security, the variable Secured
job and company focuses on job security both ranked 01 in executive weighted average score being
4.00 each; followed by Termination procedure ranked 03 in weighted average score being 2.10 each.
All this figure shows that of all the opinion mentioned above i.e. Secured job, Company focuses on job
security, and Termination procedure are the major ones respectively under the aspects of job security.
4.5. Table 5 Opinions Regarding Training and Development

1 Training and 4 2 4 4.00 2

development
system
2 Training 5 3 2 4.30 1
improves skill
and ability
3 Relevancy of 2 4 3 1 3.70 3
training
Table 05 refers that among the three (03) particular under the aspect of training & development,
the variable Training improves skill and ability ranked 01 in executive weighted average score
being 4.30 each; training and developing system ranked 02 in weighted average score being 4.00
each.Relevance of training ranked 03 in weighted average score being 3.70 each. This entire
figure shows that of all the opinion mentioned above i.e. Training improves Skills and abilities,
training and development system and Relevance of training are the major ones respectively
under the aspects of training and development.
4.6. Table 6 Opinions Regarding Motivation

1 Incentives for 6 4 2.60 3

motivation
2 Wages and 2 4 4 2.80 2
means of
motivation
3 Motivation 3 3 4 2.90 1
practices of the
organization
Table 06 shows that among the three (03) variables under the aspect of motivation factor, the
variable Motivation practices of the organization ranked 01 in executive weighted average
score being 2.90 each; followed by , wage and means of motivation ranked 02 in weighted
average score being 2.80 each. Incentives for motivation ranked 03 in weighted average score
being 2.60 each. This entire figure shows that of all the opinion mentioned above i.e. Motivation
practices of the organization, wage and means of motivation and Incentives for motivation are
the major ones respectively under the aspects of motivation factor.
4.7. Table 7 Opinions Regarding Other Benefits

SL particulars Highly Satisfied Neutral Dissatisfied Highly WA Rank
satisfied dissatisfied
1 Job status 1 5 2 2 3
3.5
2 Working environment 2 3 4 1 2
3.6
3 Participative 1 3 5 1 6
management system
2.4
4 Seniors behavior 6 3 1 1
4.5
5 Earned level 4 3 3 4
3.1
6 Business hour 2 4 2 2 5
2.6
Table 07 reveals that among the six (06) particular under the aspect of Other aspect, the
particular Seniors behavior ranked 01 in executive weighted average score being 4.50;
followed by , Working environment ranked 02 in weighted average score being 3.60 each.
Job status ranked 03 in weighted average score being 3.50 each. Earned level ranked 04 in
weighted average score being 3.10 each. Business hours ranked 05 and weighted average 2.60
each. Participative management system ranked 06 in weighted average score being 2.40 each.
All this figures imply that of all the opinion mentioned about i.e. Seniors behavior, Working
environment, Job status, Participative management system, Earned level , and business hour are
the major ones respectively under the aspects of Other aspect.
5.1. PROBLEMS
The survey of this report was conducted on 10 (ten) executives of social islami bank ltd. They were
asked to identify some problems of job satisfaction in the organization. Some of those problems listed
below
1. Low level and mid level managers does not have any opportunities to participate in decision making
process of the organization.
2. Posting of an employee conducted on the favor of the organization.
3. In some department seniors behavior is not satisfactory towards the junior.
4. Loan procedures are not flexible for the employees; an employee could not apply for loan before 2-3
years of service.
5. There is no CBA (collective bargaining agent) authority for taking towards the employee rights.
6. No authorized training center for the organization.
7. No medical insurance facility provided by the organization towards the employees.
8. No transportation facility is available for the employees.
9. Some branches outside Dhaka are not suitable as good working environment.
10. The organization does not conduct any job satisfaction survey annually.
5.2. RECOMMENDATIONS
Social Islami Bank Ltd is one of the large banking organizations in Bangladesh. To ensure proper
customer satisfactions, service, archive per annum target goal and for many other very important
particulars for job satisfaction is depends on satisfaction of the employees.HR of an organization should
strictly conduct survey about their employees satisfaction. In the time of 12 week internship I personally
observe some weakness of social islami bank ltd. On the basis of those observation some
recommendations are listed below
1. Survey on employee satisfaction should be conduct by the organization HR department on the basis
of one year or six month.
2. Lobbing recruitment should be decreased.
3. Employee residence allowances should be revalued upon the market demand.
4. Participation in decision making of every level manager should be ensured.
5. The organization should have an authorized trade union to ensure employee rights and satisfaction.
6. Employees should have the opportunity to vote for selecting their own CBA leader.
7. Loan procedure should be flexible for the employees. Such as house loans, car loans, marriage loan,
SME loans etc.
8. Number of employee should be increase.
9. Organization should update their banking software and system that ultimately result in fully
automated banking activities to reduce employee hassle and attain customer satisfaction.
10. Officials whom are involved in Customer Services should be trained properly. Because some time
employees are unable provide proper suggestions of the customer queries.
11. SIBL should train its new employees from professional institution like Bangladesh Bank,
Bangladesh Institution of Bank Management (BIBM) or from own training institution.
5.3. CONCLUSION
The study on Measuring Employees Satisfaction A Case Study on Social Islami Bank Ltd.
(SIBL) reveals that employee satisfaction is one of the mainstream of the organization and the
policy of it and the pillar of success of an organization. In the report there are some important
findings about the determinants of job satisfactions. Employees of SIBL express their own point of
view about the determinants of job satisfactions. The study also provides a brief dictation about
various aspects of employee satisfaction. At the time of field survey employee also provide us the
ranking of employee satisfaction determinants of twenty one elements, as followings of most
impotents to less impotents. An employee is the only mechanism for every organization to achieve
its target goal on time. So, customers satisfaction is totally dependable on employee satisfaction.
There are some problems and recommendations to improve SIBLs employee satisfaction at end of
the study. And many more aspects were unable to discuss on the study but authority of SIBL should
conduct a large study on employee satisfaction and identify the problems to solve it soon. At the
conclusion line we have to recommend that to get a greater output from the employee, job
satisfaction should be the first priority of every organization human resource department.
Bibliography
Annual Report Social Islami Bank Ltd. Financial year 2009-2010,p.p All
Data from head office and executives of SIBL.
Human Resource Management Policy and Practice: http//www.citehr.com/research.php?
Oxford dictionary- new edition (2005)
Human Resource Management Gary Dessler, 12th edition, Part-four, p.p-410-490.
www.google.com
www.slidshai.net

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Measurement of employee satisfaction: A case study on Social Islami Bank Ltd.

1.2. Background of the Study

1.3. Overview study

I. The specific objectives of the study is identify as following:

II. To identify the importance of determines of job satisfaction.

V. To measure the level of job satisfaction

VI. To measure the level of job satisfaction in regard of job security

1.4. Methodology of the study

Primary Source of Data:

I. Face to face conversation with the employees

II. Personal & depth interview

III. Through questionnaire

IV. Observation in the organization

V. Secondary Sources of Data:

VI. Different reports & publications

VII. Academic Books

IX. Performance records

1.5. Limitations of the Study

Sufficient records, publications, facts and figures are not available.

2.1. Organization Overview

2.2. Mission & Vision

II. Fast, Accurate and Satisfactory customer service.

III. Balanced & sustainable growth strategy.

IV. Optimum return on shareholders' equity.

V. Introducing innovative Islamic Banking products.

VI. Attract and retain high quality human resources.

2.4. SIBL Department

I. Information & Communication

2.5. Social Responsibilities:

3.1. JOB SATISFACTION: WHAT IS JOB SATISFACTION

3.2. Determinants of Job Satisfaction

2. Satisfaction About Fringe Benefits

4. Posting and Transfers

5. Non Financial Incentives

Emotional dissonance Emotional dissonance is a state of discrepancy between public displays of

11.Relationships and Practical Implications

17.Participative Management System

20.Participation in Decision Making

23. Retirement Benefits

3.3. Measuring Job Satisfaction

Models of Job Satisfaction

3.4. Importance of job satisfaction

Findings and analysis

4.1. Table 1 Determinants of Job Satisfaction

Table 01 is regarding identifying of determinates of job satisfaction. This survey is conducted on

4.3. Table 3 Opinions Regarding Compensation and Other

Source: field survey

4.4. Table 4 Opinions Regarding Job Security

S particulars Highly Satisfied Neutral Dissatisfied Highly WA Rank

1 Secured job 4 2 4 4.00 1.5

2 Company focuses 3 4 3 4.00 1.5

Source: field survey

4.5. Table 5 Opinions Regarding Training and Development

1 Training and 4 2 4 4.00 2

Source: field survey

4.6. Table 6 Opinions Regarding Motivation

1 Incentives for 6 4 2.60 3

Source: field survey

4.7. Table 7 Opinions Regarding Other Benefits

Source: field survey

2. Posting of an employee conducted on the favor of the organization.

3. In some department seniors behavior is not satisfactory towards the junior.

6. No authorized training center for the organization.

7. No medical insurance facility provided by the organization towards the employees.