Internship Report On An Analysis On Job Satisfaction of Employees in Janata Bank LTD

AN INTERNSHIP REPORT
ON
An Analysis on Job Satisfaction of Employees in Context of
Dhakeshwari Branch, Janata Bank Ltd.
SUPERVISED BY
Mr. Ali Ahsan
Professor
Department of Management
University of Dhaka
SUBMITTED BY
Sahedul Islam
Id No:18055
Section:A
th
18 Batch,BBA
University of Dhaka
Date of Submission: 28thFebruary 2016

Letter of Transmittal
Mr. Ali Ahsan

Professor
University of Dhaka
Sub: Submission of Internship Report.
With due respect and great pleasure I submit my internship report on Janata Bank Ltd. After
completion of MBA written exams, I joined Janata Bank Limited to complete my internship
program and I have completed it dully as per instructions of the Bank. However the forty-five
days full-time internship program was a new experience to me as it provided me with wide
exposure to the professional environment. The topic of my report is “An analysis on job
satisfaction of Employees in context of Dhakeshwari branch,Janata Bank Ltd.". My main focus
of this Internship Report is to represent the satisfaction level of the employees of Newmarket
branch,Janata Bank Ltd.
I submit this report only for my academic purpose. I do hope and believe that this report will
serve the purpose. I would appreciate any suggestions or recommendations for further
improvement of this report.
Sincerely yours,
………………..
Sahedul Islam
BBA(18th batch)
ID No:18055
Section: A
University of Dhaka
b
Supervisor’s Certificate
This is to certify that the Internship Report on “ An Analysis on Job Satisfaction

of Employees in Context of Newmarket Branch, Janata Bank Ltd." in the
bonafide record at the report is done Sahedul Islam as a partial fulfillment of the
requirement of Bachelor of Business Administration (BBA) degree from the
Department of Management, University of Dhaka.
The Report has been prepared under my guidance and is a record of the bonafide
work carried out successfully.
---------------------------------
Signature of the Supervisor
c
Declaration
I am Sahedul Islam, hereby declare that the presented report of Internship titled “
An Analysis on Job Satisfaction of Employees in Context of Newmarket
Branch, Janata Bank Ltd." is uniquely prepared by me.
I also confirm that, this report is only prepared to my academic requirement not for
any other purpose. It might not be used with the interest of opposite party of the
corporation.
……………………………….
Signature of the Student
Sahedul Islam
BBA(18th batch)
ID No:18055
Section: A
University of Dhaka
d
Acknowledgement
All praises to Almighty Allah for enabling me to complete my report with good and sound health
within scheduled time. I feel proud to express my gratitude from the core of my heart to
Department of Management for giving me valuable advices and suggestions to complete the
whole thing in a right manner. I am deeply indebted to my intern Supervisor Mr Ali Ahsan,
Professor, Department of Management for his stimulating advice, guidance, valuable
suggestion, and whole hearted cooperation to me during the preparation of my report. I am
grateful to him.
I also pay my heartiest gratitude to Alauddin Mahmud (FAGM), Begum Jinat Choudhury
(SEO), Nizam Uddin(EO),Umme Libi Afroza Sultana (EO), Md. Sanowar Hossain (EO),Evana
Easmin (EO), Md.Imran Hossen (EO), Shamimul Ahsan (AEO),Md. Monirul Islam (AEO),Md.
Tahin Shaikh (AEO) and Mst. Sapna Khatun (AEO) from Janata Bank Ltd. ,Dhakeshwari
Branch and some other employees of that branch for their great cooperation, and paying a lot of
their valuable time for me. I am paying my heartiest appreciation to all of these people for their
great cooperation, which will be always remembered by me.
Thanks to all from core of my heart.
e
Executive Summary
The main focus of this report is on the “Analysis and Findings” part. The information is collected
by a questionnaire. The questionnaire includes 19 questions. The questions are about salary,
transfer and posting, work and working environment, and chances of promotion and recognition.
The questionnaire also includes some demographic characteristics like-age, gender,work
position, and work experience. Statistical software (SPSS) is used to analyze data. Different
graphs are used to interpret analysis.. By conducting this study several findings have been
derived about the job satisfaction level of employees in context of Dhakeshwari branch, Janata
Bank Ltd.
Gender is one of the factors that has influence on job satisfaction.Female respondents are more
satisfied than male respondents.Employees with upper position are more satisfied than the lower
position. It is because of status and recognitions. Experience also influences job satisfaction. The
respondents work in the bank for more that 5-10 years are more satisfied than the respondents
work in the bank for a period of 1-4 years. More salary, status and recognition are associated
with experience and upper level positions, so experienced employees are more satisfied than less
experienced employees.
Salary is another factor that affects job satisfaction.13% employees are satisfied with the recent
increase in national pay scale .But still 50% employees think that it is not adequate.53 percent
respondents think persuasion is needed for better posting and 83 percent respondents think
promotion should be based on academic qualifications and job experiences. That is they have
dissatisfaction regarding transfer and posting.
Work and working environment also affect job satisfaction. 97 percent respondents think their
work is meaningful and 90 percent respondents think their work is challenging. Chances of
promotion and recognition is another factor in job satisfaction. 53 percent respondents think
fairly good chances of promotion is absent in their bank. There are also unfair promotion
practices in this bank. 87 percent of the respondents think that new kind of performance appraisal
is needed and old performance appraisal system should not be continued. So there is
dissatisfaction about performance appraisal of Janata Bank Ltd.
f
When they are asked about overall satisfaction level with bank,83 percent of the respondents
give positive answer that they are satisfied. Although 83 percent of the respondents gives
positive answer , they give many negative answers to various factors.
The study conducted on factors like Salary, Posting and Transfer, Work and Working
Environment and Chances of Promotion, recognition and many other factors shows that these
factors have a relation with satisfaction and dissatisfaction of the employees. All the factors
included in the questionnaire have a great impact on job satisfaction. The overall study indicates
that the employees of Janata Bank Ltd. are not adequately satisfied with the bank. They are
satisfied in some cases. But more attention is needed from concerned authority to ensure full
satisfaction of employees of Janata Bank to make them work spontaneously to derive better
output from them.
g
Table
of
Content
s
Particulars Page No.
Letter of Transmittal --------------------------------------------------------------------------- B
Supervisor’s Certificate c
Student’s Declaration d
Acknowledgement ----------------------------------------------------------------------------- e
Executive Summary --------------------------------------------------------------------- f-g
Chapter-One
Chapter Title: Introduction to the Internship Report
1.1: Introduction and the Background of the Report 1
1.2: Rationale of the Study----------------------------------------------------- 1

1.3: Objectives of the Study ------------------------------------------------- 1
1.4: Scope of the Study ---------------------------------------------------- 2
1.5: Limitations of the Report------------------------------------------------- 2
Chapter-Two
Chapter Title: Methodology and Literature Review
2.1 Methodology:
h
2.1.1 Sources of Data ------------------------------------------------ 3
2.1.2 Sampling Method--------------------------------------------- 3
2.1.3 Questionnaire-------------------------------------------------- 3
2.1.4 Method of Data processing and Analysis ------------------------ 3

2.1.5 Analytical Framework------------------------------------------------ 4
4
2.1.6 Study Framework-----------------------------------------
2.2 Literature Review:

2.2.1 Job Satisfaction 5-6
2.2.2 Reward –Recognition and Job Satisfaction -------------------- 6
2.2.3 Customer Focus and Job Satisfaction------------------------ 7

2.2.4 Organizational Culture and Job Satisfaction------------- 7
2.2.5Organizational Trust and Job Satisfaction------------------ 8
Chapter-Three
Chapter Title: An Overview of the Organization: JBL
3.1: Overview of the Organization: Janata Bank

3.1: Background-------------------------------------------- 9
3.2: Corporate Profile of the Bank--------------------------------- 9-10

3.3: Principal Activities of the Bank----------- 11
3.4 Mission 11
3.5 Vision------------------------------------------ 11
3.6: Values of the Bank ----------------------------------------------- 12
3.7: Information about the Administration ------------------------ 12-14
i
3.8: Products and Services------------------------------------------ 14-15
3.9: Corporate Social Responsibility--------------------------------------- 15
3.10: Corporate Governance ------------------------- 16-19
3.11:Management Hierarchy --------------------------------- 19
3.12: Human Resource Development of the Bank--------------------- 20-22
3.13: SWOT Analysis of the Bank----------------------------------------- 22-23
Chapter-Four
Chapter title: Analysis and Findings of the Study
4.0 Introduction of Findings and Analysis 24

4.1: Age of the Respondents--------------------------------------- 25
4.2: Gender of the Respondents----------------------------------------- 26
4.3: Work Position of the Respondents--------------------------- 27
4.4: Work Experience of the Respondents------------------------ 28
4.5: Salary Adequacy for normal Expense----------------------- 30
4.6: Barely Live on Income----------------------------------------- 31
4.7: Salary Rises too Few------------------------------------------- 31
4.8: Income Provides Luxurious Living-------------------------- 32
4.9: Transfer Policy of the Bank is Fair--------------------------- 32
4.10: Posting Place is Always appropriate for Employees----- 33
4.11: Persuasion for Better Posting---------------------------------- 34
4.12: Transfer and Posting Policy--------------------------------- 34
4.13: Meaningfulness of Job---------------------------------------- 35
4.14: Challenging Job----------------------------------------------- 35
4.15: Supervisors Helpfulness and Professionalism------------- 36
4.16: Administrative Policies and Procedures------------------- 37
j
4.17: Outside Pressure and Influence----------------------------- 37
4.18: Fair Chances of Promotion---------------------------------- 38
4.19: Rules and Competency in Promotion----------------------- 38
4.20: Unfair Promotion Practice----------------------------------- 39
4.21: Advancement Opportunity----------------------------------- 39
4.22: Requirement of New Appraisal----------------------------- 40
4.23: Satisfaction and Dissatisfaction Status--------------------- 40
4.24: Findings of the Study 41
Chapter-Five
Chapter title: Recommendations and Conclusions
5.1:Recommendations ------------------------------------------------- 42
5.2: Conclusions ------------------------------------------------------ 43
Bibliography----------------------------------------------------------------------------- 44
Appendix ---------------------------------------------------------------------------- 45
k
Chapter 1:Introduction
1.1 Introduction and the Background of the Study
In modern competitive business, service-oriented companies play a significant role to shape the
economic structure of world economy. Especially depository institutions such as commercial
banks are the major service-oriented businesses that deal with customers to serve their needs at a
peak level. Now-a-days to attain the specific goal companies strive to build a sustainable and
profitable relationship with their employees. An organization with highly satisfied workers is
always in a flow of successive improvement in its operation. Job satisfaction is a complex
phenomenon that can be variably interpreted. It is the absence of pain, oppressiveness and
intolerance and also indeed enjoyment of work. Job satisfaction studies are based on emotional
response of employees which is related with some socio-cultural, organizational and personal
factors variables like pay, promotion, supervision, benefits, contingent rewards, operating
procedures, co-workers, nature of work, working conditions, social status etc.This report has
been prepared to find out the factors that have influence on employees’ job satisfaction as an
attempt to help depository institutions such as commercial banks to build a sustainable and
profitable relationship with their employees.
1.2 Rationale of the Study
As a mandatory part of the BBA Program, all the students of the faculty of Business Studies,
University of Dhaka have to undergo an internship program with an objective of gaining
practical knowledge about current business world. After this internship program every student
has to submit an internship report. So I conduct this study for the purpose of fulfilling academic
requirement as well as for gaining insight about the factors that have influence on satisfaction
level of employees at bank.I can also gather practical brief experience about the environment
and trends of an organization through this study.
1.3 Objectives of the Study

Broad Objective
The main objective of this study is to map whether the officials working at Janata Bank Limited
are satisfied with their job and to identify the different factors influencing job satisfaction.
1
Specific Objectives
More specifically, this study entails the following aspects-
1. To assess the satisfaction level of employees of Janata Bank Limited(Dhakeshwari
Branch).
2. To identify the factors which improve the satisfaction level of employees.
3. To categorize the factors dependable for satisfaction or dissatisfaction of the bank
4. To recommend some ways of enhancement the state of job satisfaction of the bank’s
employees.
1.4: Scope
This study emphasis in the following scope:
1. This study will help to determine the employee’s level of satisfaction upon that job.
2. This study is helpful to that organization for conducting further research.
3. This study is helpful to the organization for identifying the area of dissatisfaction of job
of the employees.
4. This study helps to make a managerial decision to the company.
5. It is helpful to identify the employee’s level of satisfaction towards welfare measure.
1.5: Limitations
This internship report is not free from limitations. Key limitations of the study are as follows:
 The population size is small and therefore the findings of this study cannot be
extrapolated to perfectly represent the perception and level of job satisfaction of the total
branches of the bank.
 The survey may be subjected to the bias and prejudices of the respondents. Hence 100%
accuracy can’t be assured.
 Cooperation among the Banker for the first time was very much limited. It is very much
difficult to collect data when the persons are not cooperative.
 Bankers are very much busy for their own work to satisfy the customers need. So they get
less time give any information regarding intern.
 The study was carried out in a short span of time, where in the researcher could not widen
the study.
2
Chapter 2: Methodology and Literature Review
2.1.1 Sources of data

The information incorporated in this report is heavily collected both from the primary sources
and as well as from the secondary sources
Primary Data Sources:
Face to face conversation with the employees.
Direct observation.
Questionnaire
Collection of relevant information from various departments
Secondary Data Sources:
Working Papers.
Official Files.
Website of JBL
Relevant books, Journals and Newspapers
Relevant websites
2.1.2 Sampling Method
The study was conducted only in Dhakeshwari Branch, Janata Bank Ltd due to time and budget
constraints. Non probability sampling method was used and the population was all the employees
of the branch. Based on the study’s focus, samples was taken only from the branch.
2.1.3 Questionnaire
A questionnaire was prepared to conduct the interview of the employees of Janata Bank Ltd. The
questionnaire consists of 19 questions. All the questions are closed-ended question. Likert’s five
scales was used to prepared the questionnaire. The answers are as follows- Strongly Agree,
Agree, Indifferent, Disagree and Strongly Disagree. Here, Strongly Agree means highly satisfied,
Agree means satisfied, Indifferent means in between satisfied and dissatisfied, Disagree means
dissatisfied and finally Strongly Disagree means highly dissatisfied.
2.1.4 Data Processing & Analysis
Collected information have been processed & compiled with the aid of MS Word, Excel & other
related computer software. Data have been analyzed through Statistical Package for Social
3
Science (SPSS) software. Various findings and correlations are observed is this study. Findings
and correlations are shown through various tables and graphs in this study.
2.1.5 Analytical Framework
A Structured questionnaire was used in this study to collect data from employees. In the
questionnaire, there are four sections which are Salary, Posting and Transfer, Work and Working
environment, Promotion and Recognition, Training and Career planning.
2.1.6 Study Framework
Secondary
Data
Questionnaire
Employee Job
Data Analysis
Conduct Survey
Satisfaction at
Preparation
Preparation
through Field
Literature
Review
Report
Work
JBL
Selection of
Variables
Primary
Data
4
2.2 Review of the Related Literature
2.2.1 Job Satisfaction
Job satisfaction can be defined as an emotional reaction that “results from the perception that
one’s job fulfils or allows the fulfillment of one’s important job values, provided that it is to the
degree that those values are congruent with one’s needs” (Berry,L,1981). This was operational
zed by a five-item scale adopted from Cheung, C. K., and Scherling, S. A. (1999) reflecting
overall satisfaction with the job. Each item measured a dimension of the satisfaction constructs:
degree of satisfaction with the work, co-workers, and supervision, total pay and promotional
opportunities. Despite it’s wide usage in scientific research, as well as in everyday life, there is
still no general agreement regarding what job satisfaction is. In fact there is no final definition on
what job represents.
Ganguli, H. C. defined job satisfaction as any combination of psychological, physiological and

environmental circumstances that cause a person truthfully to say I am satisfied with my job
(Ganguli, H. C. 1994) . According to this approach although job satisfaction is under the
influence of many external factors, it remains something internal that has to do with the way how
the employee feels. That is job satisfaction presents a set of factors that cause a feeling of
satisfaction. Gronoos, C. in his definition on job satisfaction focuses on the role of the employee
in the workplace. Thus he defines job satisfaction as affective orientations on the part of
individuals toward work roles which they are presently occupying (Gronoos, C. 2000).
One of the most often cited definitions on job satisfaction is the one given by Sector according to
whom job satisfaction has to do with the way how people feel about their job and its various
aspects. It has to do with the extent to which people like or dislike their job. That’s why job
satisfaction and job dissatisfaction can appear in any given work situation. Job satisfaction
represents a combination of positive or negative feelings that workers have towards their work.
Meanwhile, when a worker employed in a business organization, brings with it the needs, desires
and experiences which determinates expectations that he has dismissed. Job satisfaction
represents the extent to which expectations are and match the real awards. Job satisfaction is
closely linked to that individual's behavior in the work place (Karl, K. A., and Sutton, C. L.,
1998).
5
Job satisfaction is a worker’s sense of achievement and success on the job. It is generally
perceived to be directly linked to productivity as well as to personal well-being. Job satisfaction
implies doing a job one enjoys, doing it well and being rewarded for one’s efforts. Job
satisfaction further implies enthusiasm and happiness with one’s work. Job satisfaction is the key
ingredient that leads to recognition, income, promotion, and the achievement of other goals that
lead to a feeling of fulfillment (Locke, E., 1976). Job satisfaction can be defined also as the
extent to which a worker is content with the rewards he or she gets out of his or her job,
particularly in terms of intrinsic motivation (Nunnally, J. L.,1979). The term job satisfactions
refer to the attitude and feelings people have about their work. Positive and favorable attitudes
towards the job indicate job satisfaction. Negative and unfavorable attitudes towards the job
indicate job dissatisfaction (Pugliesi, K., 1995).
Smith, P. C., Kendal, L. M., and Hulin, C. L.(1969) lists three important features of job
satisfaction. First, organizations should be guided by human values. Such organizations will be
oriented towards treating workers fairly and with respect. In such cases the assessment of job
satisfaction may serve as a good indicator of employee effectiveness. High levels of job
satisfaction may be sign of a good emotional and mental state of employees. Second, the
behavior of workers depending on their level of job satisfaction will affect the functioning and
activities of the organization's business. From this it can be concluded that job satisfaction will
result in positive behavior and vice versa, dissatisfaction from the work will result in negative
behavior of employees. Third, job satisfaction may serve as indicators of organizational
activities. Through job satisfaction evaluation different levels of satisfaction in different
organizational units can be defined, but in turn can serve as a good indication regarding in which
organizational unit changes that would boost performance should be made.
2.2.2 Relationship between Rewards and Recognition and Job Satisfaction
The relationship between job satisfaction and the work value and job rewards associated with six
dimensions of work—intrinsic, convenience, financial, relations with co-workers, career
opportunities and resource adequacy(Pugliesi, K., 1995).Reward and recognition are not
significantly associated with employees’ job satisfaction. However, reward and recognition have
provided longer term, infrastructural benefits necessary for the continued improvement overtime,
but with an indirect association towards employees’ job satisfaction (Locke, E., 1976). Rewards
6
are positively related to job satisfaction. In contrast, there was a weak relationship between
reward and recognition of employees’ job satisfaction. Reward and recognition was found to
have insignificant contributions towards employees’ job satisfaction. This indicated that both
recognition and rewards required motivating effects on people at work.
2.2.3 Relationship between Customer focus and Job Satisfaction

Customer focus has relation with job satisfaction. It has been revealed that employees are
satisfied where they are encouraged to learn new things and recognized by their communication
skills. Study has examined the relationship between the soft elements of critical success factors
are influenced by soft elements activities such as culture, trust, teamwork, employment
continuity, Customer focus, top management leadership for quality and continuous improvement
(Nunnally, J. L.,1979). Upon realizing the importance of Customer focus, Smith, P. C., Kendal,
L. M., and Hulin, C. L.(1969) said that employees should be considered as valuable and long-
term resources worthy of receiving recognition based on their ability to attract customers
throughout their career. Gronoos,C.(2000) supports the importance of customer focus for
continual updating and improvement process.Locke, E. (1976) also added that many research
results reveal that Customer focus are one of the most important elements in a successful
organization.
2.2.4 Relationship between Organizational Culture and Job Satisfaction
Pugliesi, K.( 1995) contends whenever the individual demand is congruent with cultures, it will
result in the highest job satisfaction. For example, the individuals with high autonomy and high
achievement motives will result in higher satisfaction under the organizational culture with loose
supervision and emphasis of achievement rewarding.
Steffy, B. D., and Jones, J. W. (1990) indicate the organizational culture of public business
agencies will cause significant effect on organization commitment and job satisfaction. Among
the cultural dimensions of result orientation, professional features, severe control and
management and practical affairs, the said cultural dimensions show significantly positive effect
on aggressive commitment and job satisfaction of employee. The closed systems will cause
negative effect on every dimension within aggressive commitment and job satisfaction of
employee.Levitt, T. (1983) finds organizational cultural values of respect for people, innovation,
7
stability and aggressiveness had uniformly strong association with affective commitment, job
satisfaction and information sharing.
2.2.5 Relationship between Organizational Trust and Job Satisfaction
Organizational trust is positively related to job satisfaction (Zeithaml, V.A. & Bitner M.
J.,2003) .In addition, organizational trust was also found to have a positive contribution towards
employees’ job satisfaction. This suggests that employees require support and trust, from
executives and management teams. It is important that management practice empowerment and
trust their employees’ capabilities to have control over their working lives. The results are
consistent with previous research, which found that employees with high reciprocal trust had
better opinions of their managers, and experienced higher satisfaction, involvement, well-being
and commitment (Weiss, D. J., Davis, R. V., England, G. W., and Lofquist, L. H., 1967).
Therefore, it is found that employees require support and trust, from executives and management
teams and if they find it then employees will be satisfied in their job. Higher level of
organizational trust means higher level of employee job satisfaction.
8
CHAPTER 3: AN OVERVIEW OF THE ORGANIZATIONS: Janata Bank
ltd.
3.1 Background
Janata Bank ltd. Limited, the largest & leading commercial bank of the country, came into being
in 1972 immediately after the emergence of Bangladesh as an independent state. A fully state-
owned enterprise, the bank has been discharging its nation-building responsibilities by
undertaking government entrusted different socio-economic schemes as well as money market
activities of its own volition, covering all spheres of the economy. Janata Bank ltd. Limited
singularly enjoys the prestige of being the agent of the Central Bank of Bangladesh in such
places where the guardian of the money market has chosen not to act by itself.Janata Bank ltd.
Limited is governed by a Board of Directors consisting of nine members headed by a Chairman.
The Bank is headed by the Chief Executive Officer & Managing Director.
3.2 Corporate Profile
Name of the Company Janata Bank Limited
Registered Address Janata Bhaban110, Motijheel Commercial Area
Dhaka – 1000. Bangladesh
Legal Status Public Limited Company
Banking License
31 May, 2007
(from BB)
Capital Structure
Authorized Capital TK. 20,000 Million
Paid up Capital TK. 11,000 Million
Face value of per
TK. 100 per share
share
Shareholding
100% Share owned by the Govt. of Bangladesh
Pattern
Domestic Network
No. of Branches 897
No. of Divisional
10
Offices
No. of Area Offices 47
No. of
1,233
Correspondents
9
Division 10
Departments 38
No. of Employees 15,071
Overseas Network
Numbers of Branch 04
Abu Dhabi; Dubai; Sharjah; & AL-AIN.
UAE - Chief Executive’s office, Obeid Sayah Al – Mansuri
Building
Location
Zayed the 1st Street (Electra Road), Post Box No 2630 Abu
Dhabi,
United Arab Emirates
Corporate Rating Status
Entity Rating A+ in the long term AR – 2 in the short term
As Govt. Bank AAA in the long run AR – 1 in the short term
Subsidiaries
Janata Capital and Investment Ltd. in Dhaka
Janata Exchange Company srl. in Italy
Telex 675840 JBDBJ, 671288 JBHOBJ
Phone PABX- 9560000, 9566020, 9556245-49, 9565041-45
Contact Info.
Fax 88-02-9564644, 9560869

E-mail md@janatabank-bd.com
Website www.janatabank-bd.com
SWIFT
JANB BD DH
Code
3.3 Principle Activities
 Corporate Banking
 Project Finance
 SME Finance
 Consumer Credit
10
 International Trade
 Trade Finance
 Loan Syndication
 NGO-Linkage Loan
 Foreign Exchange Dealing
 Rural and Micro credit
3.4 Mission
 Janata Bank Ltd creates new opportunities for its clients. It gives customized services &
maintains harmonies banker client relationship. To mobilize financial resources from
within & abroad to contribute to agricultures, industry & socio-economic development of
the country & to pay a catalytic role in the formation of capital market.
 To mobilize resources from within to the development and growth of the country.
 Anticipating business solutions required by all our customers everywhere and
innovatively supplying them beyond expectation.
 Setting industry benchmarks of world class standard in delivering customer value through
our comprehensive product range, customer service and all our activities.
 Maintaining the highest ethical standards and a community responsibility worthy of a
leading corporate citizen.Continuously improving productivity and profitability and
thereby enhancing shareholder value.
3.5 Vision
Becoming effective largest commercial bank in the perspective of Bangladesh to support socio-
economic development of the country and assists go ahead for becoming leading bank in South-
Asia.
3.6 Values of the Bank

Even if like other organizations,Janata Bank has not explicitly spelled out the values it uses to
guide its actions, it has values. They may be unstated, but they play an important role in
determining how the bank confronts problems and issues. Values may come from the common
purpose for which the organization works, the organization’s leadership or from other
sources.The values of Janata banks are:
11
 To have a strong customer focus arid build relationship based on integrity, superior
service and mutual benefit.
 To work as a team to serve the best interests of the group.
 To work for business innovation and improvements.
 To value and respect the people and make decision based on the merit.
 To provide recognition and reward on performance.
 To be responsible, trustworthy and law-abiding in every sphere.
 To become the base bank in respect of service, profitability and strength.
 Provide greatest return to the shareholders by achieving sound profitable growth.
 To ensure optimum utilization of all available resources.
3.7 Information about the Administration of JBL

Office Automation: Technology, computer, internet these thins brings a new generation of
banking service to the customer. Eight to ten years ago customers cannot think about that they
can withdraw or deposit money from their account at least within one hour. But now it takes
onlyat best five minutes for withdraw their money. This is the simple example what technology
brings to banking sector. In before bankers has to maintain huge ledger book for their daily or
any sorts of banking record. But now they can do it by on click and by strike of few buttons.
They have web page (www.janatabank-bd.com). Customer can get detail information from the
webpage.
Audit Inspection Recovery Distribution: Head Office Audit and Inspection Division
comprising sufficiently experienced and skilled manpower carried out internal audit and
inspection work on regular basis. In 2002, all the branches of the Bank were audited at least
once. Surprise inspections were also undertaken in many branches. Bangladesh Bank audit
teams also conducted comprehensive and foreign exchange related inspections on the affairs
of many branches during the year under report.
Human Resource Division: In the Janata Bank, this department deals with the employees as the
core resources of the organization. This department mainly emphasize on the recruitment,
selection of the employees. They are also motivating the employee to work efficiently and
effectively.
12
Information Technology Division: It is very significant to adapt with the ongoing information
technology revolution to provide faster services to the clients. The Information Technology
Division supervises the overall computerization of the banking operations and networking,
provides system support, deals with data processing and data entry, procures and maintain
hardware, maintain and develop software required by the bank to facilitate and support the day to
day operations.
Training Division: The main objective of this division is to make the employees efficient.
Usually this division offers training to their employee time to time. This is helpful to the
employee to do their job efficiently and effectively.
Marketing Department: The Marketing department mainly works for to promote the different
types of services of information to the people. To improve the marketing network throughout the
country.To implements the marketing strategies and the concept of trade marketing.
Credit Department: The credit department mainly deals with different types of loan and
advances. This department analysis the proposal, approvable, monitoring the credit,
disbursement, credit recovery position and credit policy that is given by all branches.
International Banking Department: The foreign exchange department mainly deals with
export, import and foreign currency of different branches of the Bank.
Common Services Department: They take care of Banks assets and utilize their assets
properly.
Public Relation & Protocol Department:This department deals with people & coveys
people’s views to the management.
Dead Stock & Stationery:This department prints all security documents of Bank & looks after
of this security items.
3.8 Products
JBL offers both corporate and retail banking services with a strong focus on socio economic
development of the country. The bank typically provides short term working capital and limited
long term credit exposure. Moreover, JBL offers micro enterprise and special credit as well as
rural banking. Under corporate banking service JBL provides trade finance, project finance,
syndication etc.
13
On the other hand, customer loan, deposit scheme, remittance facilities are served through retail
banking. In 2010 JBL launched its merchant banking operation to diversity its product portfolio.
3.8.1 Deposit Products
 Current Deposit Account-Short Term Deposit.

 Savings Bank Deposit Account-Fixed Deposit.
 Foreign Currency Deposit-Monthly Savings Scheme.
 Monthly profit based Savings Scheme.
 Janata Bank Savings Pension Scheme (JBSPS).
 Education Deposit Scheme (EDS).
 Medical Deposit Scheme (MDS).
 Janata Bank Monthly Savings Scheme (JBMSS).
 Janata Bank Special Deposit Scheme (JBSDS).
 Janata Bank School Banking Savings Karjakarm.
3.8.2 Credit Products

 Term Loan-Trade Finance, Import Finance.
 Export Finance-SME Financing, Micro Credit.
 Agricultural & Rural Credit-Consumer Credit.
 Home Loan-Loan for Merchant Banking.
3.8.3 E-Services
 Speedy Remittance Western Union Money Transfer.

 Automated Clearing.
 Internet Banking.
 ATM Banking.
3.8.4 ATM Operation
 Debit Card Operation.

 Salary Card.
14
3.9 Corporate Social Responsibility
The banking sector of Bangladesh has been actively participating in various social activities.
However, these efforts were hardly recognized and labeled as CSR activities since most of the
financial institutions have not integrated CSR in their routine operation; rather these were in the
form of occasional charity or promotional activities. Some of these activities are:
 Disaster relief and rehabilitation became the segment where the highest number of banks
participated to help case the sufferings of the affected people. In the current context,
there is a desired move from the traditionally popular fields of education or health.
 Several banks introduced micro-finance for the target groups, such as poor farmers,
landless peasants, women entrepreneurs, rootless slum people, handicapped people, etc.
 More and more banks have taken long-term or renewable scholarship programs for
under-privileged but meritorious students for the persuasion of their studies, instead of
providing one-time recognition awards to good performers.
 Some banks choose to provide continued financial support for maintaining operating
costs of health care organizations.
Corporate Social Responsibilities by Janata Bank Ltd.
Being one of the leading state-owned commercial banks in Bangladesh, Janata Bank Limited is
aware of the responsibilities of corporate citizenship. As such, we that it is our responsibility to
improve the living standard of the poor people, try to alleviate poverty from the society and
contribute in the field of education, healthcare, sports etc. Thus the bank has stuck to the
principle "From the Society, To The Society" to uphold various CSR programs. For making its
entrepreneurship a success, Janata Bank Limited distributed Tk.17 million in 2013 for CSR. In
the same way bank distributed Tk. 61.29 million for following CSR activities during the year
2014.
 Education and Research;

 Health care and Treatment;
 Poverty Reduction and Rehabilitation;
 Fund deployed for repaying loan interest of the poorand marginal farmers.
15
 History, Culture and Art;
 Information Technology;
 Natural Calamity;
 Emergency Relief Services etc.
3.10 Corporate Governance
Corporate Governance of Janata Bank Ltd. is defined as the framework by which the bank is
directed and controlled and the relationships between the management, the Board of Directors,
Shareholders and other stakeholders, such as employees, clients and lenders. The aim of the
Corporate Governance framework is:
 To ensure disclosure and transparency,

 To define the responsibilities of the board and the management,
 To define the rights and role of shareholders and stakeholders,
 To ensure the equitable treatment and to avoid conflicts of interests.
It is the behalf of the management and the Board that banks lend money that is in effect
borrowed from depositors, and the failure of banks could result in a monetary loss for the
depositors. The interest of depositors should be protected and for this reason, amongst others, the
importance of corporate governance of banks differs from that of other companies and needs
special attention. The Bank adopted the following strategies and techniques to ensure the
application of corporate governance in attaining its objectives with efficiency and transparency.
The following are in place in order to ensure corporate good governance of Janata Bank.
Board Structure and It’s Committee: The Board of Directors consists of 12 members,
including CEO & Managing Director. Consequent upon the corporatization, the Board now
exercises greater autonomy to run the organization more actively and effectively than ever
before.
Role of the Board of Directors: The Board of Directors is the supreme authority in the Bank's
affairs. It handles the bank's affairs and ensures that its organization and operation are at all times
incorrect and appropriate order. The board ensures adequate supervision of the accounts and
disposal of the Bank's property. The board is responsible for overall policy making including
16
setting business objectives, strategy and business plans, formulating risk policies, confirming key
aspects of the banks internal organization and making decisions on the establishment or closure
of branches and foreign subsidiaries.
Independent Directors: All members of the board got nominated by the Government, and each
of them holds one share which is less than one percent (I%) of paid-up shares of the bank. All the
directo
rs are from different professions. As per Notification of Securities and Exchange Commission,
all of them can be justifiably considered as independent directors.
Act in line with Fiduciary Duties: The fiduciary duties of all board members include both the
duty of care and the duty of loyalty. Board members of the bank maintain an attitude of "healthy
skepticism" in their assessment of the bank's strategies, policies and processes. Maintaining and
promoting both personal integrity and professionalism of board members of banks is
indispensable for the boards to function effectively and properly.
Right Tone at the Top: The board's focus areas include guiding, approving and overseeing the
bank's strategic objectives, corporate values and policies. Specific code of conduct for the bank
employees, management, and the board members are inexistence. Areas of responsibility,
authority levels an deporting lines within the bank are clearly defined by the board. Sufficient
and material flows of information, internal and external, and managerial support to the board are
ensured.
Ensuring Competence, Integrity and Qualification: As a state-owned bank, the Board

members and executives are appointed by the shareholder (Government) through pass a "fit and
proper person testing terms of their competence, integrity and qualifications. Regulatory bodies
play a guiding role in this regard. Profile of the Board of Directors is presented in the annual
report every year.
Objective and Independent Judgment: This is necessary for monitoring managerial

performance, preventing conflicts of interest and balancing competing demands. In the bank, the
practice of independent judgment is ensured through separation of the position of chairman of
the board and CEO. The Chairman of the Board and the CEO & Managing Director of the Bank
17
are two separate individuals. The Chairman is Professor Dr. Abul Barkat and CEO & Managing
Director is Mr.S.M. Aminur Rahman.
Related Party Transactions: In order to ensure that transactions with controlling shareholders,
directors and senior management are conducted on an arm's- length basis and proper professional
distance is maintained between the credit decisions of blinks and the borrowers to which they are
related, the related party transactions are reviewed and monitored by a sufficient number of
directors. Regulatory bodies also issue guideline to control the related party transactions. Apart
from this, in accordance with international standards for accounting. auditing and nonfinancial
disclosure the bank discloses material related party transactions.
Internal Control Compliance: The board is responsible for ensuring the operation systems of
internal control and for taking reasonable steps to safeguard the assets of the Bank and for
preventing and detecting fraud and other irregularities. Audit Manual and Audit Implementation
Manual have been introduced to ensure proper internal control. Through the Audit Committee,
the Board has reviewed the assessment of risks and the internal control and has considered the
effectiveness of the system of internal control in operation in the Bank for the period under
review.
Board Committees: There are two committees of the board, Executive committee and Audit
committee. In brief details are presented below;
Executive Committee: The Executive Committee of the Board is constituted as per provisions
of the Bank Companies' Act. It exercises all the powers vested by the Board in respect of
financial sanctions, compromises, remission, write off proposals, filing of suits/appeals etc. The
committee comprised 7 members with the Chairman of the Board, 5 Directors and CEO &
Managing Director. The Executive committee of the Board met 8 times during the year.
Audit Committee: The Audit Committee consists of 03 members. The Board's Audit Committee
of the Bank has been playing a vital role in strengthening internal control and compliance
function of the Bank. This committee ensures all sorts of co-operation between the management
and the ultimate supervisory authority- the Board of Directors. The committee is performing a
vital role by identifying various risk factors that arise from the business activities of the Bank, by
periodically reviewing the audit reports for safe, sound and discipline banking operations.
18
Moreover, the bank's internal auditors are responsible to report directly to the audit committee on
matters concerning the effective implementation of policies and controls that are within the
competence of the committee. More details as regards to audit committee are presented in
separate ''Report of the Audit Committee" chapter of this Annual Report
3.11 Managerial Hierarchy
3.12 Human Resource

Development
In the Janata Bank, this department

deals with the employees as the core resources of the organization. This department mainly
19
emphasize on the recruitment, selection of the employees. They are also motivating the
employee to work efficiently and effectively.
 The Bank employees more than 15(fifteen) thousand persons.

 The Board of Directors is composed of 13 (Thirteen) members headed by a Chairman.
The Directors are representatives from both public and private sectors.
 The Bank is headed by the Chief Executive Officer & Managing Director, who is a
reputed banker.
 The corporate head office is located at Dhaka with 10 (ten) Divisions comprising of 38
(thirty eight) Departments.

Manpower Planning: Janata Bank Ltd. is an employer of equal opportunity irrespective of
gender quality. A number of administrative measures have been initiated by the Board in order to
improve efficiency and performance of the human resources of the Bank. These include, a
revised organ gram for the Bank, new service rules, performance-based promotions, posting and
transfers and a few other policy issues. The number of employees of the Bank was 12,826 on
December 31'2014, while 8,455 were officer & 4,371 were Staff.
Training Activities and Skill Development: Human resource development is an essential

prerequisite to achieving organizational goals. Continuous training of the employees and
executives is aimed at capacity and professional skill building throughout the year. Janata Bank
Limited has anestablished resourceful training institute. Experienced bankers work as faculty
members under the direct guidance of a director. Training Institute. Dhaka along with two other
centers housed in Rajshahi and Comilla conducted 220 training courses and 5.488 executives/
officers/ staff received training on different banking topics in 2014. Important courses held in
2014 are Foundation Course for newly recruited officers, International Trade Finance and
Foreign Exchange. Managing Core Risks in Banking. Risk Based Capital Adequacy under Basel-
11. Credit Risk Grading, and Customer Care in Actions & Marketing of Banks Products.
Moreover, special training was provided to the officers of respective Branches on instant cash
arrangement against remittance under speedy cash payment system and Western Union Money
20
Transfer. To survive in a competitive environment triggered by globalization and onset of
innovative ideas and technology, creation of trained human resources is an imperative necessity.
In this regard, JBTI has a vital role in educating bank employees with the international best
banking practices in different areas of banking.
Promotion: Promotion is considered to be the key motivating factor for employees of any
organization. A scientific policy in this regard can encourage quality performance and enhance
efficiency of an organization. In 2014, as many as 2538 executives, officers and staff were
promoted. Of the 2538 promotes, 9 were GM, 29 DGMs, 74 AGMs. 157 FAGMs, 246 SEOs,
1142 EOs and 881 AEOs.
Employee's Welfare: The fund for staff welfare, named as Benevolent Fund consists of regular
contributions from employees and the Bank. It has been used for providing financial assistance
to the distressed employees. In 2014, a total number of 400 children of employees were granted
scholarships of Tk.1.2 million and 613 children of the employees were awarded Prize Bond and
Gold Medal involving Tk 6.44 million in recognition of their outstanding results in SSC and
HSC Examinations.
Other Activities of Janata Bank Limited : Beside normal banking activities in the field of
industries and commerce, agriculture, export-import finance and foreign remittance, the bank
also extended service facilities to the following specialized projects of the government.
Primary Education Stipend Project: J anata Bank Limited through its 55 branches, disbursed
Tk. 624.90 million among 7.13 lac students under 59 upazilla of Chittagong Division. The
project provided stipends to 40% of the students of classes 1 to 5. The amount is payable in
quarterly installments during calendar year.
Secondary Education Stipend Project (SESP):To increase literacy, the Government of

Bangladesh has initiated the stipend program which is now in its second phase. In 2014, Janata
Bank Ltd. Disbursed Tk. 1.110.1 million through 139 branches among 8.54 lakh students by 2
installments under 178 upazillas of Chittagong, Sylhet, Rajshahi and Rangpur Divisions. Besides
providing financial services to the aforesaid specialized projects, Janata Bank Ltd. has also been
channelizing Bayaska Bhata (Old age Allowance), Bidhaba Bhata (Widow Allowance), Shami
Parittakta Bhata (Female Divorcees Allowance), Dustha Mohila Bhata(Distressed Women
Allowance), salary and benefits to non govt. teachers in schools, madrasas and colleges. The
21
Bank has also been involved in the collection of BTCL, WASA, electricity bills and in the
issuance of BTV licenses.
Current Challenge and Focus on 2017: Bangladesh Economy is expected to grow by 7%

during 2016 but impact of global recession is yet to be recovered fully. Foreign remittance may
be declined due to job cut in all developed countries. However, it is expected that performance in
export, service and industrial sectors will support the growth. Yet, there is a challenge, if
regulatory authorities ask to reduce the interest rate on lending by realizing the burden of
nonperforming loan or by reducing the interest margin Banking sector is still the most
prospective and promising sector of the Bangladesh economy. The Bank will focus on its large
customer base, automation & IT development to generate more business from existing and
prospective borrowers. Adequate credit flow will be ensured in all productive sectors specially in
agriculture, SME and micro credit sec:tors.
3.13 SWOT Analysis of Janata Bank ltd. ltd.
Strengths Weaknesses
 Having recognition within the  Lack of technological resources as

 community well as Internet banking
 A large no. of branches  Lack of knowledge of customer profile
 Large customer base  Insufficient focus on quality customer
 Strong capital and asset quality service and mortgage banking
 Fine environment in side of the  Overall market share needs to grow
branch Opportunities:
 Co-ordination and co-operation  Absence in commercial business
among the staff  lack of adequate ATMs
 Attractive Location  Enhanced business development in all
product areas
Opportunities Threats
 More Experienced & Managerial  Strong community bank competition

know-how Non-bank competition
22
 Opportunity to expand  Inefficiencies within the operations of
geographically within Bangladesh. the bank
 Customers are looking for good  Possibilities of more stringent
quality and have the willingness to regulations
bank with Janata Bank  Lack of appeal to younger, Student,
 Potential market for internet banking affluent potential customers
 Attracting candidates for acquisition  Political instability of the country
over the next few years  Lack of Flexibility to adopt to any
 Increase market share through growth change
of loan portfolio  The continuing increase in non-bank
competitors offering similar services.
Chapter 4: Analysis and Findings of the Study

4.0 Introduction of Analysis
Job satisfaction is defined as all the feelings that an individual has about his/her job. It can also
be defined as an emotional reaction that “results from the perception that one’s job fulfils or
23
allows the fulfillment of one’s important job values, provided that it is to the degree that those
values are congruent with one’s needs .To determine the level of job satisfaction of the
employees of Janata Bank Ltd., a questionnaire was prepared mentioning various factors. The
factors are age, sex, position, experience, salary, posting and transfer, work and working
environment, and chances of promotion and recognition. Under salary there are several factors-
adequate salary, living standard, yearly increment in salary and luxurious of living. Transfer
policy, posting place, persuasion for better posting and qualification for posting and transfer are
considered under the head of Posting and Transfer. Work and working environment is another
factor under which several things like meaningful job, challenging work, supervisor’s condition,
administrative policies and outside pressure are considered. The final factor is chances of
promotion and recognition under which several factors like chances of promotion, basis of
promotion, unfair promotion practices, advancement opportunity and performance appraisal are
considered. These all factors are independent variables and the only dependent variable is job
satisfaction. In this study, Statistical Package for Social Science (SPSS) software is used to
analyze data. Various findings and correlations are observed is this study. Several kinds of
findings and correlations are shown through various tables and graphs in this study.
4.1 Age of the Respondents

In this study, the sample size was thirty (30). This was a convenience sampling. The persons who
were agree to be interviewed were the respondents of the study. There are four categories of
years of the respondents under this study. These are 22-25, 25-32, 32-45 and 45 or above years.
The chart shows different age level and percentage of different respondents. The study shows
twenty three percent of the respondents are in between the age of 25-32years, forty percent are in
between the age of 32-45 years and the rest thirty seven percent are the age of 45 and above.
24
23%
37%
22-25 25-32
32-45 45-
40%
Chart 4.1: Age of respondents in total sample
The table shows the correlation between the age and satisfaction of the respondents. The
correlation is significant as the age increases the level of job satisfaction also increases. It is
because employees get promotion get more salary. So there is a positive correlation between age
and job satisfaction.
Correlations
Age of Are you satisfied with this

respondent bank?
Age of respondent Pearson Correlation 1 .510**
Sig. (2-tailed) .004
N 30 30
Are you satisfied with this Pearson Correlation .510** 1

bank?
N 30 30
**. Correlation is significant at the 0.01 level (2-tailed).
25
4.2 Gender of the Respondents
Total respondent is thirty. The female respondent is ten and the male respondent is twenty. The
chart shows that thirty three percent of the respondents are female and sixty seven percent of the
respondents are male.
33%
Female
Male
67%
Chart 4.2: Female and Male status of respondents in total sample
The table shows the correlation between the gender (Male and Female status) and satisfaction of
the respondents. The table shows 80 percent of the female respondents are satisfied with their job
and 20 percent shows indifferent opinion that is they are in between satisfaction and
dissatisfaction. None of the female respondents show dissatisfaction. Male respondents show
different opinion. Five percent respondents are highly satisfied, 65 percent respondents are
satisfied, 10 percent show indifferent opinion (in between satisfaction and dissatisfaction), 10
percent respondent are dissatisfied, and rest 10 percent respondents are highly dissatisfied. So, in
conclusion, it can be said that female respondents are more satisfied than their counterparts.
26
Gender * Are you satisfied with this bank? Crosstabulation
Are you satisfied with this bank? Total
Strongly Strongly
Agree Agree Indifferent Disagree Disagree
Gender Female Count 0 8 2 0 0 10
% within
New
gender 0.00% 80.00% 20.00% 0.00% 0.00% 100.00%
% within
Are you
satisfied
with this
bank? 0.00% 38.10% 50.00% 0.00% 0.00% 33.30%
% of
Total 0.00% 26.70% 6.70% 0.00% 0.00% 33.30%
Male Count 1 13 2 2 2 20
% within
New
gender 5.00% 65.00% 10.00% 10.00% 10.00% 100.00%
% within
Are you
satisfied
with this
bank? 100.00% 61.90% 50.00% 100.00% 100.00% 66.70%
% of
Total 3.30% 43.30% 6.70% 6.70% 6.70% 66.70%
Table 4.2: Correlation between gender of respondents and job satisfaction
4.3 Work Position of the Respondents
There are several work positions in Janata bank ltd. These positions are: Staff, Assistant
Executive Officer, Executive Officer ,Executive Officer (Teller),Senior Executive Officer and
FAGM . The respondents also respond from different positions: 20 percent of the respondent
from staff,26,6 percent of the respondent from AEO, 20 percent from AEO (teller), 23.3 percent
from senior EO, 6.7 percent from SEO and 3.3 percent of the respondent from FAGM give
information regarding this survey.
27
The correlation between work position and job satisfaction is positive. As the employees get
promotion to higher position, they get more salary, authority and responsibility, more
recognition. So, in the job hierarchy, the upper level position holders are more satisfied than their
lower counterparts.
Correlations
Are you satisfied

Work Position with this bank?
Work Position Pearson Correlation 1 .023
N 30 30
Are you satisfied with this Pearson Correlation .023 1

bank?
N 30 30

Table 4.3: Correlation between Work positions of respondents and job satisfaction
4.4 Work Experience of the Respondents

During surveying the employees, five patterns of job experience were considered . These
patterns are half year, one year, 1-2 years, 3-5 years and more than 5 years. The respondent
basically comes from two patterns of work experience. The figure shows 23.3 percent of the
respondents work experience is in between 2-3 years and 76.7 percent of the respondents have
more than 5 years experience.
28
23
3-5 Years
More than five years
Chart 4.4: Work experience of respondents in total sample
The correlation between work experience and job satisfaction is positive. As the employees get
promotion because of their experience to higher position, they get more salary, authority and
responsibility, more recognition. So, in the job hierarchy, the upper level position holders are
more satisfied than their lower counterparts. It is very much related to work position of the
employees.
29
Correlations
Are you satisfied

Work Experience with this bank?
Work Experience Pearson Correlation 1 .597**
N 30 30
Are you satisfied with this Pearson Correlation .597** 1

bank?
N 30 30
4.5 Salary is enough for standard living.

Salary is the determining factor of job satisfaction. The figure shows, 13 percent of the
respondents think their salary is adequate for normal expense, 37 percent choice indifferent
option that is they are in between agree and disagree, 20 percent respondent disagree with the
statement and the rest 30 percent of the respondent strongly disagree the statement. So it is
observed that only 13 percent of the respondents are satisfied with their salary, 27 percent neither
satisfied nor dissatisfied and most of the employees are dissatisfied that is 50 percent.
13%
30%
Agree
Indifferent
Disagree
37% Strongly Disagree
20%
Chart 4.5: Opinion of respondents regarding adequate salary
30
Correlations
Salary is
adequate for Are you satisfied
normal expenses with this bank?
Salary is adequate for Pearson Correlation 1 .291

normal expenses
N 30 30
Are you satisfied with this Pearson Correlation .291 1

bank?
N 30 30
4.6 Salary is comparatively more than others bank.
17% 3% There is question about barely live on

income. Eighty percent of the
respondents think they lead very
Strongly50%
Agree
Agree barely life. That is, fifty percent of the
Disagree respondents are highly dissatisfied and
thirty percent of the respondents are
dissatisfied with their income. Twenty
percent of the respondents disagree
with the statement that they think they are satisfied. Out of twenty percent, seventeen percent of
the respondents are satisfied and the only three percent of the total respondents are highly
satisfied. Here there is no one in between satisfaction and dissatisfaction.
31
Chart 4.6: Opinion of respondents regarding barely live on income.
4.7 Standard flexible increment procedure is flown in this bank
There is a section in the questionnaire that the amount of salary raises is too few. The
respondents agree with the statement. No one disagree or give indifferent opinion. All the
respondents think that the amount of salary rises every year is very few to conduct expenses. 43
percent respondents strongly agree and 57 percent respondents agree with the issue. That is 57
percent respondents are dissatisfied and the rest 43 percent respondents are highly dissatisfied
with their rising amount in each year.
Strongly Agree
Agree 43%
57%
4.8 Janata bank organizes

counseling programs for the
employees regularly?
Luxurious living depends on income of a person. There is a section in the questionnaire that the
income provides luxurious living. The figure shows that 10 percent respondents strongly agree, 7
percent respondents agree, 13 percent respondents disagree and the rest 70 percent respondents
strongly disagree with the statement. That is 10 percent respondents are highly satisfied, 7
percent respondents are satisfied, 13 percent respondents are dissatisfied and 70 percent
respondents are highly dissatisfied. From the figure, it can be concluded that only 17 percent
respondents are satisfied and a big portion of the respondents that is 83 percent are dissatisfied.
32
10%
7%
Strongly Agree
13%
Agree
Disagree
Chart 4.8: Janata bank organizes counseling programs for the employees regularly
4.9 How is the working environment?
Job satisfaction depends on the transfer policy of the bank. Most of the respondents are satisfied
with the transfer policy of the bank. The figure shows that 27 percent respondents strongly agree,
40 percent respondents agree, 6 percent respondents shows indifferent opinion, 10 percent
respondents disagree and the rest 17 percent respondents strongly disagree with the statement.
That is 27 percent respondents are highly satisfied, 40 percent respondents are satisfied, 6
percent respondents are in between satisfaction and dissatisfaction, 10 percent respondents are
dissatisfied and 17 percent respondents are highly dissatisfied.
17% 27%
10%
Strongly Agree
Agree
Indifferent
7% Disagree
Strongly Disagree
40%
Chart 4.9: How is the working environment?
4.10Transfer and Posting Policy should be based on academic qualification and job
performance
33
Appropriate posting is another factor that affects job satisfaction. Always appropriate or
preferable posting may not be ensured. The respondents give different opinion regarding this
factor. The figure shows that 3 percent respondents strongly agree, 34 percent respondents agree,
27 percent respondents show indifferent opinion, 23 percent respondents disagree and the rest 13
percent respondents strongly disagree with the statement. That means 37 percent respondents
think posting place is appropriate for them and they are satisfied, 27 percent respondents think
sometimes posting place is appropriate 36 percent respondents think posting place is not
appropriate for them and they are dissatisfied.
13% 3%
33% Strongly Agree
23% Agree
Indifferent
Disagree
Chart 4.10: Opinion of respondents regarding appropriate posting for employees.
4.11 Employees have the necessary authority to perform their tasks effectively?
Another section in the questionnaire is persuasion for better posting. Posting to another branch
may come as an opportunity to employees. Better posting may require persuasion of superiors. In
this regard, the respondents show different opinions. The figure shows that 20 percent
respondents strongly agree, 33 percent respondents agree, 7 percent respondents show indifferent
opinion, 30 percent respondents disagree and the rest 10 percent respondents strongly disagree
with the statement. Fifty three percent of the respondents think persuasion is needed, 7 percent
think sometimes it is needed, and the rest 40 percent of the respondents think persuasion is not
required for better posting.
34
10% 20%
Strongly Agree
30%
Agree
Indifferent
Disagree
Strongly Disagree
7% 33%
Chart 4.11 Employees have the necessary authority to perform their tasks
effectively?
4.12 Working hours at Janata bank is satisfaction?
The figure shows different opinion of the respondents regarding transfer and posting policy of
the employees. About 54 percent respondents strongly agree, 33 percent respondents agree, 3
percent respondents show indifferent opinion, 7 percent respondents disagree and the rest 3
percent respondents strongly disagree with the statement. That is 87 percent of the respondents
think transfer and posting should be based on academic qualification and experience, 3 percent
respondents have no opinion and 10 percent respondents think transfer and posting policy should
be based on experience.
7% 3%
3%
Strongly Agree
Agree
53% Indifferent
33% Disagree
Strongly Disagree
Chart 4.12: Working hours at Janata bank is satisfaction.
4.13 Employees are satisfied with the top management?
35
The figure shows that 50 percent respondents strongly agree, 47 percent respondents agree and 3
percent respondents show indifferent opinion with the statement. That means 97 percent of the
respondents think their job is meaningful and 3 percent of the respondents have no opinion. And
there is also no negative opinion regarding meaningfulness of the job.
3%
50% Strongly Agree

47% Agree
Indifferent
Chart 4.13: Employees are satisfied with the top management
4.14 Janata bank has good career prospect for its employees?
The figure shows that 40 percent respondents strongly agree, 50 percent respondents agree, 3
percent respondents show indifferent opinion and 7 percent respondents disagree with the
statement. That means 90 percent of the respondents think their job is very challenging, 3 percent
of the respondents have no opinion and 7 percent respondents think their work is not challenging.
3% 7%
40%
Strongly Agree
Agree
Indifferent
Disagree
50%
Chart 4.14: Janata bank has good career prospect for its employees?
4.15 Superiors are Helpful and Professional
36
percent respondents show indifferent opinions, 7 percent respondents disagree with the
statement. These indicate that 80 percent of the respondents think their supervisors are helpful
and professional, 13 percent think sometimes supervisors are helpful and sometimes are not, and
rest of 7 percent think their supervisors are not helpful and professional.
13% 7% 17%
Strongly Agree
Agree
Indifferent
Chart 4.15: Opinion of respondents regarding Supervisors’ helpfulness and professionalism.
37
4.16 Employees get Appreciation and rewards if the desired work or targets are acquired?
percent respondents strongly disagree with the statement. These indicate that 43 percent of the
respondents think administrative policies and procedures are helpful for maintaining discipline,
40 percent think sometimes administrative policies and procedures are helpful and sometimes are
not, and 17 percent think administrative policies and procedures are not helpful for maintaining
discipline.
7% 10% 10%
Strongly Agree
Agree
33% Indifferent
Disagree
Strongly Disagree
40%
Chart 4.16: Opinion of respondents Employees get Appreciation and rewards if the desired
work or targets are acquired
4.17 Outside (political and other) pressures and influence in office especially indirectly on
the employees?
respondents think there is outside pressures in the office, 30 percent respondents have no
opinions and 60 percent think there is no outside pressure in the office.
38
17% 7% 3%
Strongly Agree
30% Agree
Indifferent
Disagree
Strongly Disagree
43%
Chart 4.17: Opinion of respondents regarding outside pressures and influence in office.
4.18 The job is very attractive and chance to take challenge

respondents think their chances of promotion is fairly good, 17 percent respondents think
promotion system neither good nor bad and the rest 47 percent think their chances of promotion
is not fairly good.
27% 13%
Strongly Agree
23%
Agree
Indifferent
Disagree
20% 17% Strongly Disagree
Chart 4.18: Opinion of respondents the job is very attractive and chance to take challenge
4.19 Good Opportunities for Advancement
The figure shows that 33 percent respondents strongly agree, 37 percent respondents show
indifferent opinion, 23 percent respondents disagree and the rest 7 percent respondents strongly
disagree with the statement. These indicate that 33 percent of the respondents think there is there
39
is good opportunity for advancement, 34 percent respondents have no opinion about
advancement, and the rest 30 percent think there is no good opportunity for advancement.
7% 33%
23%
Agree
Indifferent
Disagree
Strongly Disagree
37%
Chart 4.18: Chart 4.20: Opinion of respondents regarding opportunities for advancement.
4.19 Physical working condition is comfortable in this bank?
percent respondents show indifferent opinion and 10 percent respondents disagree with the
statement. These indicate that 87 percent of the respondents think new kind of performance
appraisal is needed, 3 percent respondents give indifferent opinion and the rest 10 percent think
there is no need of new kind of performance appraisal.
10% 30%
3%
Strongly Agree
Agree
Indifferent
Disagree
57%
Chart 4.19: Opinion of respondents regarding Physical working condition is comfortable in this
bank
4.20 Are you satisfied with this Bank?
40
respondents are satisfied with the bank, 13 percent respondents are in between the satisfaction
and dissatisfaction and the rest 14 percent respondents are dissatisfied with the bank. The
respondents give a lot of negative answers but at the last time they say that they are satisfied with
the bank.
7% 3%
7%
13%
Strongly Agree
Agree
Indifferent
Disagree
Strongly Disagree
70%
Chart 4.20: Opinion of respondents regarding satisfaction and dissatisfaction.
41
4.24 Findings of the Study
By conducting this study several findings have been derived about the job satisfaction level of
employees at Janata Bank Ltd. The main findings of the study are given below:
 Age is a factor that influences job satisfaction. Older respondents are more satisfied than
younger respondents.
 Female respondents are more satisfied than male respondents.
 Employees with upper position are more satisfied than the lower position. It is because of
status and recognitions.
 Experience influences job satisfaction. The respondents work in the bank for more that 5-
10 years are more satisfied than the respondents work in the bank for a period of 1-4
years. More salary, status and recognition are associated with experience and upper level
positions, so experienced employees are more satisfied than less experienced employees.
 Salary is another factor that affects job satisfaction.13% employees are satisfied with the
recent increase in national pay scale .But still 50% employees think that it is not
adequate.
 53 percent respondents think persuasion is needed for better posting and 83 percent
respondents think promotion should be based on academic qualifications and job
experiences. That is they have dissatisfaction regarding transfer and posting.
 Work and working environment affect job satisfaction. 97 percent respondents think their
work is meaningful and 90 percent respondents think their work is challenging.
 Chances of promotion and recognition are another factor in job satisfaction. 53 percent
respondents think fairly good chances of promotion is absent in their bank. There are also
unfair promotion practices in this bank.
 87 percent of the respondents think that new kind of performance appraisal is needed and
old performance appraisal system should not be continued. So there is dissatisfaction
about performance appraisal of Janata Bank Ltd.
 Are you satisfied at this bank? At this question 83 percent of the respondents give
positive answer that they are satisfied although they give many negative answers to
various factors.
42
Chapter Five: Recommendations and Conclusions
5.1 Recommendations
Various factors affect job satisfaction. Salary, posting and transfer, work and working
environment and chances of promotion and recognition are major four of them. The bank should
concentrate on several things those can improve the level of satisfaction. After analyzing the
various factors of job satisfaction in Janata Bank,Newmarket Branch it can be concluded that the
bank should follow the following recommendations:
 The bank should increase the amount of salary and other benefits for the employees.
 The bank should introduce dearness allowance for its employees to improve satisfaction
level.
 The amount of increment in each year should increase.
 Number of bonuses in a year should increase like private bank.
 Transfer and posting policy should be based on academic qualification and job
experience. Any biasness in transfer and posting should discourage.
 The bank should redesign its interior design to ensure less time in work.
 The bank should promote its employees in a fair way.
 The bank should ensure new kind of performance appraisal in place of old performance
appraisal system.
 The bank should provide the employees with the opportunities of advancement.
 The bank should moderate the administrative policies and procedures that will be helpful
in maintaining discipline.
 Supervisors should be more professional and helpful.
43
5.2 Conclusions
As job 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. As evidenced by this study, several factors influence
employees’ job satisfaction, and these factors are dynamic. Job dissatisfaction can contribute to
multiple organizational problems and has been associated with increased levels of turnover and
absenteeism, which ultimately cost the organization in terms of low performance and decreased
productivity. It is important for HR, as a strategic business partner, to be aware of not only the
needs and composition of the workforce but also environmental factors and trends. The study has
been conducted using Rensis Likert scale. It has been conducted on factors like Salary, Posting
and Transfer, Work and Working Environment and Chances of Promotion, recognition and
many other factors . The study shows that all the factors included in the questionnaire have a
great impact on job satisfaction. The overall study indicates that the employees of Janata Bank
Ltd. are not adequately satisfied with the bank. They are satisfied in some cases.But more
attention is needed from concerned authority to ensure full satisfaction of employees of Janata
Bank to make them work spontaneously to derive better output from them.
44
Bibliography
Berry, L, (1981). “The Employee as customers”. Journal of Retail Banking, pp. 33-44
Cheung, C. K., and Scherling, S. A. (1999) “Job Satisfaction, Work Values, and Sex Differences
in Taiwan’s Organizations”. The Journal of Psychology, 133 (5), 563-575.
Ganguli, H. C. (1994) Job Satisfaction Scales for Effective Management: Manual for Managers
and Social Scientists, Concept Publishing Company, New Delhi.
Gronoos, C. (2000). Total Relationship Marketing. Chichester, UK: Wiley, 2000.
Janata Bank Limited,Bangladesh,. N.p., 2016. Web.
Karl, K. A., and Sutton, C. L., (1998) “Job Values in Today’s Workplace: A Comparison of Public
and Private Sector Employees”. Public Personnel Management, Winter, 27(4), 515-528.
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.
Levitt, T. (1983). Relationship Management Marketing Imagination, McMillan Inc., New York,
PP. 111-126
Nunnally, J. L. (1979), Psychometric Theory, New York: McGraw Hill Company.
Pugliesi, K., (1995) “Work and Well-Being, Gender Differences in the Psychological Consequences of
Employment”. Journal of Health and Social Behavior, 36, 57-71.
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.
Steffy, B. D., and Jones, J. W., (1990) “Differences between Full-Time and Part-Time Employees in
Perceived Role Strain and Work Satisfaction”. Journal of Organizational Behavior, 11, 3210-329
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.
Zeithaml, V.A. & Bitner M. J. (2003). Service Marketing. 3 rd ed. , Tata McGraw-Hills
Publishing company ltd.
45
Appendix
Questionnaire
Dear respondent,
As a partial fulfillment of MBA program from Dhaka University I am conducting a research on

Job Satisfaction Level of employees of Janata Bank Limited. 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.
 Please spare few minutes of your valuable time to answer this simple questionnaire.
 Only one option per statement is acceptable .
Part 1: Personal information

1. Employee name:
2. Age: a)21-30 b)31-40 c)41-50 d)51-60
3. Post:
4. Gender: a) male b) female
5.Work experience : a) less than1year b) 1-2 years c) 3-5 years d) above 5 years .
Part 2: Job satisfaction view point:
1. Salary is enough for standard living.

a)Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly Disagree
2.Salary is comparatively more than others bank .
3.Good flexible increment procedure is flown in this bank
46
4.Benefits offered by janata bank ?
a)Completely dissatisfaction b) Dissatisfaction c) Indifferent d) Satisfaction

e)Completely satisfaction
5. How is the working environment?
a)Participative
b)Autonomy
c)Whimsical
d)Red Tapism
6.Working hours at Janata bank is satisfaction?
7. Employees are satisfied with the top management?
8. Transfer and Posting Policy should be based on academic qualification and job
performance?
9. Employees have the necessary authority to perform their tasks effectively?
10.The job is very attractive and chance to take challenge
11. Superiors are helpful and professional
12.Janata bank organizes counseling programs for the employees regularly?
47
14.Janata bank has good career prospect for its employees?
A) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly Disagree
15. Employees get Appreciation and rewards if the desired work or targets are
acquired?
16. Physical working condition is comfortable in this bank?

17. Janata Bank has good career prospect for its employees?
18.Which of the following factors which motivates you most?

a)Salary Increase
b)Leave
c)Motivational talks
d)Recognition.
19.Outside (political and other) pressures and influence in office especially

indirectly on the employees?
20.Rate your overall satisfaction with your job?
48

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AN INTERNSHIP REPORT

Date of Submission: 28thFebruary 2016

Mr. Ali Ahsan

This is to certify that the Internship Report on “ An Analysis on Job Satisfaction

Signature of the Supervisor

Thanks to all from core of my heart.

Particulars Page No.

Letter of Transmittal --------------------------------------------------------------------------- B

Executive Summary --------------------------------------------------------------------- f-g

1.1: Introduction and the Background of the Report 1

1.2: Rationale of the Study----------------------------------------------------- 1

1.4: Scope of the Study ---------------------------------------------------- 2

1.5: Limitations of the Report------------------------------------------------- 2

2.1.4 Method of Data processing and Analysis ------------------------ 3

2.2 Literature Review:

2.2.2 Reward –Recognition and Job Satisfaction -------------------- 6

2.2.3 Customer Focus and Job Satisfaction------------------------ 7

3.1: Overview of the Organization: Janata Bank

3.2: Corporate Profile of the Bank--------------------------------- 9-10

3.7: Information about the Administration ------------------------ 12-14

4.0 Introduction of Findings and Analysis 24

1.1 Introduction and the Background of the Study

1.2 Rationale of the Study

1.3 Objectives of the Study

2.1.1 Sources of data

2.1.5 Analytical Framework

2.2.1 Job Satisfaction

Ganguli, H. C. defined job satisfaction as any combination of psychological, physiological and

2.2.2 Relationship between Rewards and Recognition and Job Satisfaction

2.2.3 Relationship between Customer focus and Job Satisfaction

Fax 88-02-9564644, 9560869

3.3 Principle Activities

3.6 Values of the Bank

3.7 Information about the Administration of JBL

3.8.1 Deposit Products

 Current Deposit Account-Short Term Deposit.

3.8.2 Credit Products

 Speedy Remittance Western Union Money Transfer.

3.8.4 ATM Operation

 Debit Card Operation.

Corporate Social Responsibilities by Janata Bank Ltd.

 Education and Research;

3.10 Corporate Governance

 To ensure disclosure and transparency,

Ensuring Competence, Integrity and Qualification: As a state-owned bank, the Board

Objective and Independent Judgment: This is necessary for monitoring managerial

3.11 Managerial Hierarchy

3.12 Human Resource

In the Janata Bank, this department

 The Bank employees more than 15(fifteen) thousand persons.

Training Activities and Skill Development: Human resource development is an essential

Secondary Education Stipend Project (SESP):To increase literacy, the Government of

Current Challenge and Focus on 2017: Bangladesh Economy is expected to grow by 7%

3.13 SWOT Analysis of Janata Bank ltd. ltd.

 Having recognition within the  Lack of technological resources as

 More Experienced & Managerial  Strong community bank competition

Chapter 4: Analysis and Findings of the Study

4.1 Age of the Respondents

Chart 4.1: Age of respondents in total sample

Age of Are you satisfied with this

Age of respondent Pearson Correlation 1 .510**

Sig. (2-tailed) .004

Are you satisfied with this Pearson Correlation .510** 1