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of the degree of Masters of Business Administration , Punjab Technical University, Jalandhar (2008-10) Submitted to: Submitted by: RBIM Name - MONICASAINI Roll no. 81002317025 Rayat & Bahra Institute of Management, Sahauran, Kharar. Page | 1 Report on Job Satisfaction ACKNOWLEDGEMENT I would like to convey my heartiest gratitude to several people, for their support and guidance, which helped me to complete this project. I wish to take this opportunity to thank Ms. Anshu Gauba (Faculty coodinator) for permitting me to carry on this project. It is with the deep sense of gratitude that I express my sincere indebtedness to Mr. S.K VERMA , Senior Manager of Canara Bank Sec 44 Chandigarh for providing me an opportunity to work in the organization and enabling me to utilize all the facilities for successful completion of project. Last but not the least, my endless appreciation goes to my family who has stood
by my side and given me moral support whenever I was low and boosted my will power. Thank you! Page | 2 Report on Job Satisfaction TABLE OF CONTENTS Chapters Page Numbers 1. COMPANY PROFILE 2. THEORETICAL PERSPECTIVE 3. RESEARCH METHODOLOGY 4. DATA ANALYSIS & INTERPRETATION 5. FINDINGS . . . . .59 61 .63 . .. . . .01
.. .... . 10 .....31 36
6. SUGGESTIONS AND CONCLUSION 7). ANNEXURES ¨ BIBLIOGRAPHY Page | 3 Report on Job Satisfaction CHAPTER - 1 COMPANY PROFILE Page | 4 Report on Job Satisfaction COMPANY PROFILE A Brief Profile of the Canara Bank
Canara Bank is a major commercial bank. It was established in India in 1906, which makes it among the older Indian banks. As of 2008, the bank had a network of 2641 branches, spread across India and other countries. Its head office is located in Bangalore, India. The bank also has international presence in several centers, including London, Hong Kong, Moscow, Shanghai, Doha, and Dubai. In terms of business it is one of the largest nationalized commercial banks in India, with a total business of about Rs.2 trillion. History In 1906 the late Sri. Ammembal Subba Rao Pai, a philanthropist, established the Canara Bank Hindu Permanent Fund in Mangalore, India. The bank changed its name to Canara Bank Limited in 1910 when it incorporated. In 1958, the Reserve Bank of India ordered Canara Bank to acquire G. Raghumathmul Bank, in Hyderabad. This bank had been established in 1870, and had converted to a limited company in 1925. At the time of the acquisition the bank had five branches. The Government of India nationalised Canara Bank, along with 13 other major commercial banks of India, on 19 July 1969. Page | 5 Report on Job Satisfaction In 1983, Canara Bank opened its first overseas office, a branch in London. In 1985, Canara Bank acquired Lakshmi Commercial Bank in a rescue. Founding Principles · To remove superstition and ignorance. · To spread education among all to sub-serve the first principle. · To inculcate the habit of thrift and savings. · To transform the financial institution not only as the financial heart of the community but
the social heart as well. · To assist the needy. · To work with sense of service and dedication. · To develop a concern for fellow human being and sensitivity to the surroundings with a view to make changes/remove hardships and sufferings. Subsidiary Companies · Canfin Homes Limited · Canbank Factors Limited · Canbank Venture Capital Fund Limited · Canbank Computer Services Limited · Gilt Securities Trading Limited · Canara Robeco Asset Management Company Limited · Canbank Financial Services Limited · Canara HSBC Oriental Life Insurance Company Limited Regional Rural Banks · Shreyas Gramin Bank · South Malabar Gramin Bank · Pragathi Gramin Bank Page | 6 Report on Job Satisfaction Development projects Canara bank made a partnership with UNEP to initiate a successful solar loan programme. It was a four-year $7.6 million effort, launched in April 2003 to help accelerate the market for financing
solar home systems in southern India. Major IT initiative Canara Bank had a major IT initiative to network all branches and move them to a single software platform. Canara Bank chose Flexcube from i-flex solutions as the application. The Bank entered into an agreement with IBM for rolling out flexcube to over 1000 branches as part of Phase I. This phase has just been concluded, with Karaikudi Branch in Tamil Nadu being the 1000th branch to go live. Over 22 million customers are benefitting from this initiative. In March 2009 IT Examiner published reports of major problems with the flexcube implementation. Loction of the bank: All over India and abroad. Vision To emerge as a Best Practices Bank by pursuing global benchmarks in profitability, operational efficiency, asset quality, risk management and expanding the global reach. Mission · To provide quality banking services . · Augmenting low cost deposits. · Thrust on retail lending. · Toning up asset quality. · Accent on cost control. · Increasing customer satisfaction. Page | 7 Report on Job Satisfaction · Maximizing stakeholders value. Services offered by Bank
Priority credit: · Schemes. · Other services. · Merchant banking services. 4). 3).PERSONAL BANKING Loans · Home loans · Education loans · Loans against property · Overdrafts. · Loans and advances. CORPORATE BANKING: · Accounts and deposits · Cash management services · Loans and advances. · Remittance services Page | 8 Report on Job Satisfaction · Consultancy services. NRI BANKING: · Deposits products. 2). · SME business · SME marketing . · Syndication services.1).
Organizational chart of the organisation Page | 9 Report on Job Satisfaction . · 'The Organization of the Year Award. instituted by the Institute of Directors. Awards and achievements Received during 2007-08 · First National Award. Small & Medium Enterprises. a pioneer in Quality Revolution. · Conferred the Business Superbrands Status for 2008. · Excellence in the field of Khadi & Village Industries in South Zone for the year 2006-07. Canara Bank is the first PSB to receive the award since its institution in the year 1991. · Golden Peacock National Training Award-2007 . instituted by the Ministry of Micro. Govt.marketing · Agri consultancy · Rural development. instituted by Public Relations Page | 10 Report on Job Satisfaction Council of India. of India for 'Excellence in Micro & Small Enterprises (MSE) Lending' for 2006-07. · 'Golden Peacock Award for Corporate Social Responsibility' for the year 2007.· Agri.for PR Excellence'. Received during 2008-09. New Delhi. · Conferred 'First Rank' in India's Best Banks awards under the category 'Strength and Soundness' for 2006-07 by a survey conducted by Ernst & Young. .
(REGP) of Khadi and Village Industries Commission (KVIC). in South Zone for the year 2007-08. Oriental Bank of Commerce and HSBC Insurance (Asia Pacific) Holdings Ltd. · Golden Peacock National Training Award 2008 for excellence in training. an award conferred by the Asia Pacific HR Congress. The shareholding pattern of the joint venture is as follows: Canara bank. FUTURE PROSPECTS OF THE BANK Canara HSBC Oriental Bank of Commerce Life Insurance Co. instituted by BSE.200 from 600 by the end of this fiscal. Delhi.· Best Performing Bank under Rural Employment Generation Programme. Government of India. · Global HR excellence in Training. · Best Corporate Social Responsibility Practice Award. the largest rendezvous of HR Professionals. SAHAJ It is a saral bima plan. NASSCOM and Times Foundation. Ltd. · The Bank won two Silver Corporate Collateral Awards for Best Corporate Ad in the Print Media and Best Corporate Film on Corporate Social Responsibility at the Public Relations Council of India Awards 2009. New investment schemes launced by CANARA BANK in collaboration with HSBC and ORIENTAL Page | 11 Report on Job Satisfaction BANK OF COMMERCE. instituted by the Ministry of MSME. at its Employer Branding Talent Management Congress held on 22nd and 23rd August 2008. a joint venture between Canara Bank.51%. HSBC insurance (asia pacific) holdings limited 26% and Oriental bank of commerce 23%. plans to double its branches to 1. .
Key features: · Ensures your child the best possible education · Take care of your child s financial needs even in your absence. mutual funds. Premium payment term: 7 years. Policy term: 15 years . · Page | 13 Report on Job Satisfaction CHAPTER. and other some other types of financial services. Benefits under this plan: · Insurance cover benfit · Partial withdrawls · Surrender. · Inflation doesn t effects this scheme.00. Thus canara bank is one of the leading banks among government sector banks. It provides you Page | 12 Report on Job Satisfaction with various services like loans of different kinds.000 Sum assured: 5 times annualized premium equivalent. Annual premium minimum RS. 6000 Maximum RS. different investment schemes. · IMAGINE Endless possibilities for your child. 1.Aim of SAHAJ To provide you with a transparent range of life insurance products. · Saves tax.2 .
employers can be considered as backbone of any industrial development. Job satisfaction is very important because most of the people spend a major portion of their life at working place. Definitions: . job satisfaction has its impact on the general life of the employees also. Job satisfaction of industrial workers us very important for the industry to function successfully. Job satisfaction is important technique used to motivate the employees to work harder. It is often said that A HAPPY EMPLOYEE IS A PRODUCTIVE EMPLOYEE .THEORETICAL FRAMEWORk JOB SATISFACTION Introduction Human life has become very complex and completed in now-a-days. Dissatisfied people are likely to contribute very little for any purpose. Apart from Page | 14 Report on Job Satisfaction managerial and technical aspects. When the people are ever increasing and ever changing when the peoples needs are not fulfilled they become dissatisfied. because a satisfied employee is a contented and happy human being.. A happy employee is generally that employee who is satisfied with his job. Moreover. In modern society the needs and requirements of the people are ever increasing and ever changing. To utilize their contribution they should be provided with good working conditions to boost their job satisfaction. A highly satisfied worker has better physical and mental well being.
Robbins Job satisfaction is a general attitude towards one s job: the difference between the amount of reward workers receive and the amount they believe they should receive. ANDREW BRIN Job satisfaction is the amount of pleasure or contentment associated with a job. This finding provided strong . Fieldman and Arnold Job satisfaction will be defined as amount of overall positive affect that individuals have towards their jobs. These studies (1924-1933). If you like your job intensely.if you dislike your job intensely. primarily credited to Elton Mayo of the Harvard Business School. you will experience job dissatisfaction. it means that he really likes his job. you will experience high job satisfaction. but from the knowledge of being observed.In simple words . It was later found that this increase resulted. feels good about it and value his job dignity. -P. When a person says that he has high job satisfaction . job satisfaction can defined as extent of positive feelings or attitudes that individuals have towards their jobs. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect). sought to find the effects of various conditions (most notably illumination) on workers productivity. not from the new conditions. Page | 15 Report on Job Satisfaction HISTORY One of the biggest preludes to the study of job satisfaction was the Hawthorne studies.
The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. This theory explains that people seek to satisfy five specific needs in life physiological needs. Importance to Worker and Organization Page | 16 Report on Job Satisfaction Frequently. It should also be noted that the work of W. monotonous jobs can erode a worker's initiative and . workers became exhausted and dissatisfied. work underlies self-esteem and identity while unemployment lowers self-worth and produces anxiety. and Hugo Munsterberg set the tone for Taylor s work. social needs. argued that there was a single best way to perform any given work task. causing a shift from skilled labor and piecework towards the more modern approach of assembly lines and hourly wages. safety needs. This book contributed to a change in industrial production philosophies. a motivation theory. Some argue that Maslow s hierarchy of needs theory. Scientific management (aka Taylorism) also had a significant impact on the study of job satisfaction. Frederick Winslow Taylor s 1911 book.evidence that people work for purposes other than pay. However. Principles of Scientific Management. Walter Dill Scott. laid the foundation for job satisfaction theory. thus leaving researchers with new questions to answer regarding job satisfaction. This model served as a good basis from which early researchers could develop job satisfaction theories. At the same time. Bryan. and self-actualization.L. self-esteem needs. which paved the way for researchers to investigate other factors in job satisfaction.
and selfdevelopment. However.enthusiasm and can lead to absenteeism and unnecessary turnover. Tangible ways in which job satisfaction benefits the organization include reduction in complaints and grievances. and termination. absenteeism. innovative. as well as improved punctuality and worker morale. and loyal. it is also a temporary one. Job satisfaction and occupational success are major factors in personal satisfaction. For the organization. who are motivated by fear of job loss. and it does seem logical that more satisfied workers will tend to add more value to an organization. flexible. To the worker. job satisfaction of its workers means a work force that is motivated and committed to high quality performance. And although only little correlation has been found between job satisfaction and productivity. turnover. Job satisfaction is also linked to a more healthy work force and has been found to be a good indicator of longevity. and as soon as the threat is lifted performance will decline. Brown (1996) notes that some employers have found that . Increased productivity the quantity and quality of output per hour worked seems to be a byproduct of improved quality of working life. studies dating back to Herzberg's (1957) have shown at least low correlation between high morale and high productivity. A satisfied worker is more likely to be creative. job satisfaction brings a pleasurable emotional state that often leads to a positive work attitude. Though fear is a powerful motivator. Unhappy employees. self-respect. self-esteem. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. will not give 100 percent of their effort for very long.
Take away my factories. and soon grass will grow on the factory floors. Organizations that aspire to creating a work environment that enhances job satisfaction need to incorporate the following: · Flexible work arrangements. but leave my people. such as child-care and exercise facilities · Up-to-date technology · Competitive salary and opportunities for promotion . ." No wonder Andrew Carnegie is quoted as saying: "Take away my people. possibly including telecommuting · Training and other professional growth opportunities · Interesting work that offers variety and challenge and allows the worker opportunities to "put his or her signature" on the finished product · Opportunities to use one's talents and to be creative · Opportunities to take responsibility and direct one's own work · A stable. secure work environment that includes job security/continuity · An environment in which workers are supported by an accessible supervisor who provides timely feedback as well as congenial team members · Flexible benefits.satisfying or delighting employees is a prerequisite to satisfying or delighting customers. thus protecting the "bottom line. how is job satisfaction created? What are the elements of a job that create job satisfaction? Organizations can help to create job satisfaction by putting systems in place that will ensure that workers are challenged and then rewarded for being successful. and soon we will have a new and better factory" Creating Job Satisfaction Page | 17 Report on Job Satisfaction So. but leave my factories.
A no. shelter. Money facilities the obtaining of food. These studies have revealed consistent correlation of certain variables with the job satisfaction. and clothing and provides the means to enjoy valued leisure interest outside of work. Employees often see pay as a reflection of organization. These factors are given below: Organizational factors: 1). Fringe benefits have not been found to have strong influence on job satisfaction as direct wages.FACTORS INFLUENING JOB SATISFACTION Page | 18 SOURCES OF JOB SATISFACTION Organizational factors Work environment Work itself Personal factors Report on Job Satisfaction There are no. More over. Salaries and wages : Wages do play a significant role in determining of satisfaction. salary can serve as symbol of achievement and a source of recognition. of factors that influence job satisfaction in an organization. Salaries and wages is instrumental in fulfilling so many needs. of research studies have been conducted in order to establish some of the causes that result in job satisfaction. .
An autocratic and highly authoritative structure causes Page | 19 Report on Job Satisfaction resentment amomg the employees as compared to a structure which is more open and democratic in nature. display a much higher level of satisfaction with supervisor an the . Company policies: Organizational structure and policies also play an important role in affection job satisfaction of employees. This is particularly true in case of high level jobs.g high salary. promotion involes positive changes e. Promotion chances: Promotion chances considerably affect the job satisfaction because of the following reasons: Firstly. · The other dimension of supervisory style influence participation in Decision making.2). Thirdly. 3). Supervision: Two dimensions of supervisor style: · Employee centered or consideration supervisors who establish a supportive personal relationship with subordinates and take a personal interest in them. employee who participates in decision that affect their job. promotion indicates an employees s worth to the organization which is highly moral boosting. less supervision. increased status etc which enhances job satisfaction. he feels extremely satisfied. employee takes promotion as the ultimate achievement in his career and when it is realized . Secondly. Work environment factors: 1).
Working condition: The employees desire good working condition because they lead to greater physical comfort. Page | 20 Report on Job Satisfaction friends and recreation outside work. workers want jobs that are challenging. Work itself Along with pay. group size and quality of interpersonal relations within the group play a significant role in workers satisfaction. · The work group group will be even a stronger sources of satisfaction when members have similar attitudes and values. Thus. So the working conditions inside the organization should be favorable. they do want to be doing mindless jobs day after . the content of the work itself plays a very major role in determining how satisfied employees are with their jobs. If people are require to work long hours and / or overtime. · Smaller groups provide greater opportunity for building mutual trust and understanding as compared to larger groups. 3). The working conditions are important to employees because they can influence life outside of work. 2). By and large.overall work situation . Work group: The nature of the work group or team will have effect on job satisfaction in the following ways: · A friendly and cooperative group provides opportunities to the group members to interact with each other. they will have very little felt for their families.
Jobs with too much variety and stimulation cause workers to feel psychologically stressed and burnout . work pace and feed back. Employees do not like strict supervision. · Variety : A moderate amount of variety is very effective. · Interesting work : A work which is very interesting and challenging and gives status . · Lack of autonomy and freedom: Lack of autonomy and freedom over work methods and work pace can create helplessness and dissatisfaction. Page | 21 Report on Job Satisfaction · Role ambiguity and Role conflict : Role ambiguity and role conflict also lead to confusion and job job dissatisfaction because employees do not know exactly what their task is and what is expected of them. · Job scope: It provides the amount of responsibility . Jobs with too little variety cause workers to feel bored and fatigue. Personal factors: · Age and seniority : With age.day. The two most important aspect of the work itself that influence job satisfaction are variety and control over work methods and work place. Excessive variety produces confusion and stress and too little variety causes monotony and fatigue which are dissatisfiers. provides satisfaction to the employees. In general. higher the job scope and higher level of satisfaction. job with a moderate amount of variety produce the most job satisfaction. The higher the level of these factors . people become more mature and realistic and less idealistic so that they are willing to accept available resources and rewards and be .
the higher is the job satisfaction. which is highly satisfactory to employees. This type of satisfaction comes from within the person and is a function of his personality. Tenure assures job security . challenge and responsibility. People who do not move up at all with time are more likely to be dissatisfied with their jobs. THEORITICAL AAPROCHES TO JOB SATISFACTION Page | 22 TWO FACTOR THEORY EQUITY THEORY NEED FULFILL MEN THEORY SOCIAL REFRENCE GROUP . · Tenure : Employees with longer tenure are expected to be highly satisfied with their jobs. Higher the person is on Maslows needs hierarchy . people move into more challenging and responsible positions. With the passage of time . They can easily plan for their future without any fear of losing their jobs.satisfied about the situation. maturity . self esteem. · Personality: Some of the personality traits which are directly related to job satisfaction are self assurance.
Job satisfaction will vary directly with the extent to which those needs of an individual . If he feels his rewards are equitable with others doing the similar work in similar environment. 2) Equity theory: According to this theory . this theory thus belives that a person job satisfaction depends upon his perceived equity as determined by his output balance in comparison with input output balance of others . every individual has a basic tendency to compare his rewards to with those of a reference group. job satisfaction according to this theory . which can be satisfied are actually satisfied. 3) Two factor theory : This theory states that satisfaction and dissatisfaction are . Thus. This theory takes into account not only the needs of the employeer but also to the opinion of the refrence group towards which the employee looks for guidance. is a function of the degree to which the employees needs are fulfilled in the giving situation. a person will be satisfied when he gets what he wants from his job. he feels satisfied.THEORY NEED FULFILLM ENT THEORY EQUITY THEOR Y Report on Job Satisfaction Theoritical approaches to job satisfaction are as follows: 1) Need fulfillment theory: According to this theory .
Page | 23 Report on Job Satisfaction 5) Discrepancy theory : Job satisfaction and dissatisfaction are functions of perceived relationship between what one wants from ones job and what one perceives it is actually offerings. 6) Equity discrepancy theory: this is a combination of equity and discrepancy theory. desires. Locke s Range of Affect Theory (1976) is arguably the most famous job satisfaction model. he is likely to be satisfied. 7). it causes satisfaction.independent of each other. job satisfaction is a function of the degree to which the job meets the approval of the group to which the individual looks for guidance in evaluating the world and defining social reality. Satisfaction is thus the difference between what one actually received are less than the expected rewards . and requirements of a persons reference groups. Under this theory . the other set of factors lead to satisfaction like promotion . humane working condiditons etc. A person perception of what he should receive is influenenced by the inputs and outputs of others. One set of factors are known as hygiene factors act as dissatisfiers. If inputs are similar to those of referent groups but his outcomes are less. Affect Theory: Edwin A. Their absence causes dissatisfaction like pay. 4) Social reference group theory : According to this theory an employee is satisfied with his job when the job meets the interest . satisfaction is defined as the difference between the outcomes that one perceives he actually received and outcomes that one feels he should receive in comparision with others. recognition etc. The main premise of this theory is that satisfaction is determined by a .
compared to one who doesn t value that facet. Further. we have to keep in mind that: all individuals do no derive the same degree of satisfaction though they perform the same job in the same job environment and at the same time. When a person values a particular facet of a job.discrepancy between what one wants in a job and what one has in a job. his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met). To illustrate. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/aren t met. Therefore. 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. . Thus. if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy. all those factors which provide a fit among individual variables.g. DETERMINANTS OF JOB SATISFACTION Page | 24 Report on Job Satisfaction While analyzing the various determinants of job satisfaction. it appears that besides the nature of job and job environment. the theory states that how much one values a given facet of work (e. there are individual variables which affect job satisfaction. nature of job. If their expectations are met from the jobs. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet. and situational variables determine the degree of job satisfaction. Let us see what these factors are: Individual factors: Individuals have certain expectations from their jobs.
they feel satisfied. These assumptions make them more satisfied. age and other factors. there are other individual factors which affect job satisfaction. For example. The possible reasons for this phenomenon are like this. job satisfaction goes down. These expectations are based on an individual s level of education. and finally dips to a low degree. they may have some unrealistic assumptions about what they are going to drive from their work. Level of education: Level of education of an individual is a factor which determines the degree of job satisfaction. In their case. Peter s principle which suggests that every individual tries to reach his level of incompetence. particularly at the fag end of the career. When individuals join an organization. several studies have found negative correlation between the level of education. gets gradually reduced. The possible reason for this phenomenon may be that highly educated persons have very high expectations from their jobs which remain unsatisfied. Other factors: Besides the above two factors. Job satisfaction is high at the initial stage. starts rising upto certain stage. At the last. Page | 25 Report on Job Satisfaction when these assumptions fall short of reality. and job satisfaction. It starts rising again as the people start to assess the jobs in right perspective and correct their assumptions. If . particularly higher level of education. applies more quickly. job satisfaction goes down because of fear of retirement and future outcome. However. Age: Individuals experience different degree of job satisfaction at different stages of their life.
other personal problems associated with him may affect his level of job satisfaction. For example. he may not feel happy at the workplace. Nature of job: Nature of job determines job satisfaction which is in the form of occupation level and job content.an individual does not have favourable social and family life. For example. Formal organization emerges out of the interaction of individuals in the organization. and the degree of responsibility and growth it offers. A higher content of these factors provides higher satisfaction. professionals derive more satisfaction as compared to salaried people factory workers are least satisfied. Occupation level: Higher level jobs provide more satisfaction as compared to lower levels. job enlargement. a routine and repetitive lesser satisfaction. Situational variables: Page | 26 Report on Job Satisfaction Situational variables related to job satisfaction lie in organizational context formal and informal. Personal problems associated with him may affect his level of job satisfaction. This happens because high level jobs carry prestige and status in the society which itself becomes source of satisfaction for the job holders. Similarly. Job content: Job content refers to the intrinsic value of the job which depends on the requirement of skills for performing it. the degree of satisfaction progressively increases in job rotation. Some of the important factors which affect job important factors which affect job satisfaction are . and job enrichment.
it offers higher satisfaction. Opportunity: It is true that individuals seek satisfaction in their jobs in the context of job nature and work environment by they also attach importance to opportunities for promotion that these job offer. individuals experience higher level of job satisfaction. 2. First. the degree of importance attached to individuals varies. In job oriented supervision. If the present job offers opportunity of promotion is lacking. there is more emphasis on the performance of the job and people become secondary. 3. job satisfaction is low. If these factors are favourable. like conditions of workplace and associated facilities for performing the job determine job satisfaction. If the group is not cohesive. 5. These work in two ways. provision of these conditions affects the individual s perception about the organization. Supervision: The type of supervision affects job satisfaction as in each type of supervision. these provide means job performance. Work group: Individuals work in group either created formally of they develop on their own to seek emotional satisfaction at the workplace. If the reward is perceived to be based on the job performance and equitable. If the reward is perceived to be based on considerations other than the job performance. the degree of satisfaction is high. Working conditions: Working conditions.given below: 1. Second. To the extent such groups are cohesive. In employee-oriented supervision. This situation decreases job satisfaction. In a cohesive . particularly physical work environment. it affects job satisfaction adversely. it reduces satisfaction. Equitable rewards: The type of linkage that is provided between job performance and rewards determines the degree of job satisfaction. there is more concern for people which is perceived favourably by them and provides them more satisfaction. 4.
participants answer either yes. no. checklists. the Job Satisfaction Survey (JSS). This data is typically collected using an Enterprise Feedback Management (EFM) system. supervision. people derive satisfaction out of their interpersonal interaction and workplace becomes satisfying leading to job satisfaction. & Hulin (1969). and forced choice answers. Page | 27 Report on Job Satisfaction Measuring job satisfaction There are many methods for measuring job satisfaction. The Job Descriptive Index (JDI). The JSS is a 36 item questionnaire that measures nine . coworkers. created by Smith. The scale is simple. Kendall. By far. is a specific questionnaire of job satisfaction that has been widely used. 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. It measures one s satisfaction in five facets: pay. Other less common methods of for gauging job satisfaction include: Yes/No questions. The MSQ measures job satisfaction in 20 facets and has a long form with 100 questions (five items from each facet) and a short form with 20 questions (one item from each facet). or can t decide (indicated by ? ) in response to whether given statements accurately describe one s job. and the Faces Scale. and the work itself. True/False questions. promotions and promotion opportunities. The Job in General Index is an overall measurement of job satisfaction.group. Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ). the most common method for collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert). point systems.
studies of workers in a variety of occupations suggest that the consequences of emotional labor are not uniformly negative. It was found that suppression of unpleasant emotions decreases job satisfaction and the . Emotion regulation includes all of the conscious and unconscious efforts to increase. Although early studies of the consequences of emotional labor emphasized its harmful effects on workers. or decrease one or more components of an emotion. maintain. Moods tend to be longer lasting but Page | 28 Report on Job Satisfaction often weaker states of uncertain origin. [ Positive and negative emotions were also found to be significantly related to overall job satisfaction. 1996). Emotion regulation and emotion labor are also related to job satisfaction. JOB SATISFACTION AND EMOTIONS Mood and emotions while working are the raw materials which cumulate to form the affective element of job satisfaction. one of the first scales used widely. 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. Finally. measured overall job satisfaction with just one item which participants respond to by choosing a face. while emotions are often more intense. (Weiss and Cropanzano. the Faces Scale of job satisfaction.. Emotion work (or emotion management) refers to various efforts to manage emotional states and displays.facets of job satisfaction. There is some evidence in the literature that state moods are related to overall job satisfaction. short-lived and have a clear object or cause.
Job satisfaction and productivity : There are two views about the relationship between job satisfaction and productivity: 1. Emotional dissonance is a state of discrepancy between public displays of emotions and internal experiences of emotions. CONSEQUENCES OF JOB SATISFACTION Reasearch has concluded that there is a relationship between job satisfaction and performance of the employees. and low job satisfaction. The understanding of how emotion regulation relates to job satisfaction concerns two models: 1. For example: The accumulation of favorable responses to displays of pleasant emotions might positively affect job satisfaction Page | 29 Report on Job Satisfaction performance of emotional labor that produces desired outcomes could increase job satisfaction. decreased turnover . workers emotion regulation might beget responses from others during interpersonal encounters that subsequently impact their own job satisfaction. low organizational commitment. Social interaction model .Emotional dissonance is associated with high emotional exhaustion. A happy worker is a productive worker. High job satisfaction may lead to improved productivity . job satisfaction or job dissatisfaction is an important concern for management.amplification of pleasant emotions increases job satisfaction. Job dissatisfaction produces low morale among the employees and more of stress. Thus. less job stress. Taking the social interaction perspective. improved attendance . The following subtopics explain the outcomes of job satisfaction: 1). . Emotional dissonance . that often follows the process of emotion regulation. 2.
Job performance leads to job satisfaction and not the other way round. The intrinsic reward stems from the job itself which may be in the form of growth potential. The first view establishes a direct cause-effect relationship between job satisfaction and productivity. The basic logic behind this is that a happy worker will put more efforts for job performance. etc. when satisfaction decreases. A happy worker is not necessarily a productive worker. Page | 30 Report on Job Satisfaction The basic factor for this phenomenon is the rewards (a source of satisfaction) attached with performance. when job satisfaction increases. There are two types of rewards intrinsic and extrinsic. For example. The satisfaction on such a type of reward may help to increase productivity. The extrinsic reward is subject to control by management such as salary. Any increase in these factors does not help to increase productivity though these factors increase job satisfaction.2. challenging job. Therefore. The another view: That is a satisfied worker is not necessarily a productive worker explains the relationship between job satisfaction and productivity. etc. bonus. a worker having low expectations from his jobs may feel satisfied but he may not put his efforts more vigorously because of his low expectations from the job. productivity decreases. This relationship may be explained in terms of the operation of two factors: effect of job performance on satisfaction and organizational expectations from individuals for job performance. this viewdoes not explain fully the complex relationship between job satisfaction and productivity. 2. 1. A happy worker does not necessarily contribute to higher productivity because he has to . productivity increases. However . Various research studies also support this view. this may not be true in all cases.
it does not mean that the job satisfaction has no impact on productivity.operate under certain technological constraints and. we can say that there is an important role played by job satisfaction in employee turnover. Thus. but considerable job dissatisfaction will definitely increase the employee turnover. Further. The employee turnover is affected by certain other factors also like if people are highly satisfied with their jobs. Managerial concern is mostly for the turnover which arises from job dissatisfaction. If no other opportunities are available . the employees will stay where they are irrespective of dissatisfaction. The employees thus tries to keep the employees satisfied on their jobs to minimize the turnover. therefore . 2).Job satisfaction and employee turnover: High employee turnover is a matter of concern for the management as it disrupts the normal operations of the organization. this constraint affects the management s expectations from the individual in the form of lower output. However. high job satisfaction in itself cannot keep the turnover low. Though . On the overall basis . A satisfied worker may not necessarily lead to increased productivity but a dissatisfied worker leads to lower productivity. the work situation is pegged to minimally acceptable level of performance. Job satisfaction and absenteeism: Absenteeism refers to the frequency of absence of job holder from the workplace either unexcused absence due to some avoidable reasons or long Page | 31 . they are willing to leave if there are better opportunities available anywhere else. 3). he cannot go beyond certain output.
listening. This absence is due to lack of satisfaction from the job which produces a lack of will to work and alienate a worker form work as for as possible. writing. This often leads to more challenging work and greater responsibilities. they are more prone to experience accidents. · Know more. The following suggestions can help a worker find personal job satisfaction: · Seek opportunities to demonstrate skills and talents. Workers' Roles in Job Satisfaction If job satisfaction is a worker benefit. 5). Employers value and reward excellent reading. This will relieve boredom and often gets one noticed. Qualities like these are valued by most organizations and often result in recognition as well as in increased responsibilities and . surely the worker must be able to contribute to his or her own satisfaction and well-being on the job.Report on Job Satisfaction absence due to some unavoidable reasons. with attendant increases in pay and other recognition. Satisfied employees are not interested in unions and they do not perceive them as necessary. Thus. · Demonstrate creativity and initiative. · Develop excellent communication skills. company and supervisors. and speaking skills. job satisfaction is related to absenteeism. Job satisfaction and union activities: High level of job satisfaction reflects a highly favourable organizational climate resulting in attracting and retaining better workers. Acquire new job-related knowledge that helps you to perform tasks more efficiently and effectively. Job satisfaction and safety: When people are dissatisfied from their jobs. A satisfied worker will always be careful and attentive towards his job and the chances of accidents will be less. It is the former type of absence which is a matter of concern. 4).
· They are less likely to turnover. Managers are encouraged to consider such theories as Herzberg's(1957) and Maslow's (1943) Creating a good blend of factors that contribute to Page | 33 . · They are experienced. Job Satisfaction and Customer Satisfaction Satisfied workers provide better customer service if it linked to Customer Satisfaction factors: · Satisfied employees increase customer satisfaction because: · They are more friendly. thus playing a vital role in job satisfaction. This helps to give meaning to one's existence. Assuring Job Satisfaction Assuring job satisfaction. upbeat. and responsive.rewards. Plan to avoid burnout by developing healthy stress-management techniques. Appreciating the significance of what one does can lead to satisfaction with the work itself. · Learn to de-stress. Accept people with their differences and their imperfections and learn how to give and receive criticism constructively. Page | 32 Report on Job Satisfaction · Develop teamwork and people skills. · Dissatisfied customers increase employee job dissatisfaction. · Accept the diversity in people. A large part of job success is the ability to work well with others to get the job done. · See the value in your work. over the longterm. which helps build long-term customer relationships. requires careful planning and effort both by management and by workers.
Research is a systemized effort to gain new knowledge. and rewarding work environment is vital. The search for knowledge through objective and systematic method of finding solution to a problem is a research. his supervisor is supportive. So. supportive. challenging. his promotional opportunities are good. Brief (1998) wrote: "If a person's work is interesting. then a situational approach leads one to predict he is satisfied with his job" Very simply put. Page | 35 Report on Job Satisfaction . if the pleasures associated with one's job outweigh the pains. in essence. job satisfaction is a product of the events and conditions that people experience on their jobs. Because of the relative prominence of pay in the reward system. It is a careful inquiry especially through search for new facts in any branch of knowledge. Research is an art of scientific investigation. it is very important that salaries be tied to job responsibilities and that pay increases be tied to performance rather than seniority. his pay is fair. and his coworkers are friendly.Report on Job Satisfaction a stimulating. there is some level of job satisfaction CHAPTER 3 Page | 34 Report on Job Satisfaction RESEARCH METHODOLOGY Meaning of Research Research is defined as a scientific & systematic search for pertinent information on a specific topic .
reaching conclusions. testing conclusions to determine whether they fit the formulated hypothesis RESEARCH DESIGN A research is the arrangement of the conditions for the collections and analysis of the data in a manner that aims to combine relevance to the research purpose with economy in procedure. As search the design includes an outline of what the researcher will do from writing the hypothesis and its operational implication to the final analysis of data.Research Methodology Research is a systematic method of finding solutions to problems. organizing and evaluating data. a recording and an analysis of evidence for the purpose of gaining knowledge. According to Clifford woody. It is essentially an investigation. research comprises of defining and redefining problem. collecting. In fact. the research is design is the conceptual structure within which research is conducted. measurement and analysis of the data. The design is such studies must be rigid and not flexible and most focus attention on the following : Page | 36 TYPES OF RESEARCH DESIGN TYPES OF RESEARCH DESCRIPTIVE & DIAGNOSTIC . formulating hypothesis or suggested solutions. it constitutes the blue print of the collection.
To study the relationship between personal factors of employees (income. To identify and suggest measures for the improvement of the satisfaction level. D. Objectives of the study: This project work characterizes to evaluate job satisfaction level of employees working in various branches of Canara bank. The objectives of the study are as follows: A. designation. SOURCES OF DATA Data was collected from both primary and secondary source. Research design is flexible enough to provide opportunity for considering different aspects of problem under study.) E. It helps in bringing into focus some inherent weakness in enterprise regarding which in depth study can be conducted by management. as it seeks to discover ideas and insight to bring out new relationship.EXPERIMENTAL RESEARCH DESIGN Report on Job Satisfaction The present study is exploratory in nature. Page | 37 . C. To analyze bank s working environment. SAMPLE SIZE There were 25 respondents working in 2 branches of Canara Bank. education qualification etc. AREA OF STUDY The study was conducted in two branches of Canara Bank in Chandigarh. B. To study and analyse the satisfaction level of employees at Canara Bank. To study various factors which influences job satisfaction of employees.
· The research was conducted in limited duration only. LIMITATION OF STUDY · Data collected was based on questionnaire and interview method only. · Survey can vary from city to city.Report on Job Satisfaction Primary data: The primary data was conducted through structured questionnaire and some personal interview. Secondary data: Secondary data was collected from books. Not only the Human Resource department can use the facts and figures of the study but also the personnel. Scope for personnel department Some customers have the complaints or facing problems regarding the job. · The findings and conclusions can result in bias. · Some respondants hesitated to give actual situation . So the personnel department can use the information to make efforts to avoid such complaints.that they are satisfied or not. finance and sales department can take benefits from the findings of the study. SCOPE OF STUDY The scope of the study is very vital. newspapers. internet. . they feared that management would take action against them. Scope for the sales department The sales department can have fairly good idea about their employees. · Total number of employees in canara bank is more but sample size is limited to 50 only. magazines.
Age of employees in bank: Age BELOW 30 31-45 ABOVE 45 Respondents 07 13 05 Percentage 28% 52% 20% Page | 40 Report on Job Satisfaction Source: Questionnaire to the Employees. and used to describe the relation. Gender of employees . percentages are used in making comparison between two or more series of data.The analysis revealed that 28% of the respondents are below the age of 30 years. Since to percentage reduced everything to a common based and thereby allows meaningful comparison to be made. Analysis: The above Table shows the following. CHAPTER 4 DATA INTERPRETATION Page | 39 Report on Job Satisfaction AND ANALYSIS 1). 52% of the respondents are between the age group of 31 to 45 years and only 20% are above 45years. 2).Page | 38 Report on Job Satisfaction Statistical tools used for interpretation and analysis PERCENTAGE ANALYSIS: It refers to special kind of ratio.
The analysis revealed that 56% of the respondents working in bank are MALE and 44% FEMALES are working. Analysis: The above Table shows the following. 4). Analysis: The above Table shows the following.Marital status of employees: MARITAL STATUS SINGLE MARRIED RESONDENTS 7 18 PERCENTAGE 28% 72% Page | 42 Report on Job Satisfaction Source: Questionnaire to the Employees.GENDER MALE FEMALE RESPONDANT 14 11 PERCENTAGE 56% 44% Page | 41 Below 3030 31-45 years Above 45 years Report on Job Satisfaction Source: Questionnaire to the Employees. Education qualification of employees EDUCATION QUALIFICATION GRADUATE POST. 3).GRADUATE . The analysis revealed that 28% of the respondents working in bank are SINGLE and 72 % are MARRIED.
RESPONDENTS 15 10 PERCENTAGE 60% 40% Page | 43 Report on Job Satisfaction Source: Questionnaire to the Employees. 5). Different levels of jobs: Different level of job Accountant Cashier Clerk Customer care executive Manager Respondents 6 5 10 2 2 Percentage 24% 20% 40% 8% 8% Page | 44 . Analysis: The above Table shows the following. The analysis revealed that 60% of the employees are GRADUATE in the bank and only 40% are POST GRADUATES.
Experience of employees at Canara bank EXPERIENCE LESS THAN 5 YEARS 6-10 YEARS ABOVE 10 YEARS RESPONDENTS 6 15 4 PERCENTAGE 24% 60% 16% Page | 45 Report on Job Satisfaction Source: Questionnaire to the Employees. 6).Excellent 2). cashier are 20% . and customer care executive and manager are 8%. Average respondents 7 10 8 percentage 28% 40% 32% Page | 46 Report on Job Satisfaction Source: Questionnaire to the Employees. The analysis revealed that 40% of CLERKS are working in bank. . The above analysis reveals that mostly the employees are new to the organization and only 16% of employees have more than 10years of experience in the organization.Good 3). Accountant are 24%. 7). Are you satisfied with the nature of job? Nature of job 1). Analysis: The above Table shows the following. Analysis: The above Table shows the following.Report on Job Satisfaction Source: Questionnaire to the Employees.
The above analysis states that 28% of employees are highly satisfied with the nature of job they are doing .000. 10.Monthly salary of employees Salary Rs. 20.000 and only 20% are getting salaries above 30.000 Above 30. The above analysis states 32%of the employees are getting salary between 10. The above analysis states 72%of the employees are satisfied with their salaries because their salaries are secured and they get other allowances along with their salaries.000 to 20.000 to 30. 9). Analysis: The above Table shows the following.000.20.30. Analysis: The above Table shows the following.0000 Rs.000 Respondents 8 12 5 Percentage 32% 48% 20% Page | 47 Report on Job Satisfaction Source: Questionnaire to the Employees.Analysis: The above Table shows the following.000. 8).000. 48%are getting salaries between 20. . Are the employees of the bank are satisfied with the salary? Salary satisfaction Agree Disagree Respondents 18 7 Percentage 72% 28% Page | 48 Report on Job Satisfaction Source: Questionnaire to the Employees.
Are you satisfied with the performance appraisal technique? Performance Agree Disagree Cant say Page | 49 Report on Job Satisfaction appraisal Respondents 18 4 3 Percentage 72% 16% 12% Source: Questionnaire to the Employees.Are you satisfied with the promotional method adopted by the bank? . and 20% says that incentives are not given to them at time. 16% don t like this appraisal of performance done by the bank. 12).But 28% of the employees are not satisfied with their present salaries because they think that more they can get more salary if they work in private sector. 10). The above analysis that 80% employees agree to the fact that incentives are given to them from time to time . Analysis: The above Table shows the following. 11). 72% of employees are satisfied with the performance appraisal technique adopted by the bank. Analysis: The above Table shows the following. Are incentives given to you from time to time? Incentives Yes No Respondents 20 5 Page | 50 Report on Job Satisfaction Percentage 80% 20% Source: Questionnaire to the Employees.
The above analysis that 60% of employees are happy with promotions. The above analysis that 60% of employees are not satisfied from the training and development programs conducted by bank . Analysis: The above Table shows the following.Promotional method adopted Agree disagree Cant say Page | 51 Report on Job Satisfaction Respondents 15 05 05 Percentage 60% 20% 20% Source: Questionnaire to the Employees. 13). Are training and developments programs conducted from time to time? Conduction of Training and development programs Yes No Respondents 15 10 Page | 52 Report on Job Satisfaction Percentage 40% 60% Source: Questionnaire to the Employees. 40% of employees have not much to say about promotions. Analysis: The above Table shows the following. only 40% says that training programs are conducted from time to .
What was the relationship of the employees with their co. What was the employees relationship with management? Relationship with 1). 28% have average relationship with management. 40% of them have good relationship. 15). 12% were silent about their relationship with management.average 4).employees 1).Excellent 2). 20% have excellent relationship with management and they are very much satisfied from job.time. Analysis: The above Table shows the following. Good 3). 14).employees? Relationship of employees with co.Excellent 2).Good 3).Average Page | 54 Report on Job Satisfaction respondents 8 12 5 .Cant say Page | 53 Report on Job Satisfaction management respondents 5 10 7 3 percentage 20% 40% 28% 12% Source: Questionnaire to the Employees.
Do you find your job boring and repetitive? Boring and repetitive job Yes No Respondents 16 9 Percentage 64% 36% Page | 55 Report on Job Satisfaction Source: Questionnaire to the Employees. The above analysis shows that 32% of the employees have excellent relationshiop with their coemployees. Analysis: The above Table shows the following.The above analysis shows that 36% of the employees working in the bank finds the job repetitive and boring but 64% both are satisfied with the job. Analysis: The above Table shows the following.percentage 32% 48% 20% Source: Questionnaire to the Employees. . 48% share good relationship and 20% have average type of relationship. Analysis: The above Table shows the following. Do you thinking about another job? Thinking about another job yes no respondents 23 2 percentage 92% 8% Page | 56 Report on Job Satisfaction Source: Questionnaire to the Employees. 16). 17).
19).r.t to performance Yes No Respondents 10 15 Percentage 40% 60% Page | 58 Report on Job Satisfaction Source: Questionnaire to the Employees. Are you paid with the performance linked salary? Salary w. Analysis: The above Table shows the following. But 8% of them are thinking of changing their job. Do you sometimes feels that you are overworked? Employees response towards work Yes no Respondents 13 12 Percentage 52% 48% Page | 57 Report on Job Satisfaction Source: Questionnaire to the Employees. The above analysis states that 52% of the employees agrees to the fact that they are overloaded with their work and 48% of the employees says that are not overloaded with work. 18). Analysis: The above Table shows the following.The above analysis shows that 92% of employees doesn t want to change their job because their job is secured. The above analysis shows that 40% of employees are getting salaries according to their .
21). Does bank provide you flexible working hours? Flexibility in working hours yes no respondents 19 6 percentage 72% 28% Page | 59 Report on Job Satisfaction Source: Questionnaire to the Employees. Analysis: The above Table shows the following.. Analysis: The above Table shows the following. Do you feels agree with the fact that employees are recognized as individuals ? Employees recognized as individuals Agree Disagree Cant say Respondents 12 10 3 Percentage 48% 40% 12% Page | 60 Report on Job Satisfaction Source: Questionnaire to the Employees. 20). . The above analysis states that 72% of employees agrees to the fact that there is flexibility in the working hours of bank and 28% don t agree to it.performance and 60% of employees are not getting performance linked salaries.
.. A STUDY ON JOB SATISFACTION · Most of the workers working in the bank are highly experienced. · The employees are satisfied with the present incentive plan of the company. . How do you view your job? Challenging Responsible Motivation Secured Respondents 2 5 3 15 Percentage 8% 20% 12% 60% Page | 61 Report on Job Satisfaction Source: Questionnaire to the Employees. A CHAPTER .5 FINDINGS OF THE STUDY Page | 62 Report on Job Satisfaction FINDINGS The findings of the study are follows: · The Canara Bank Chandigarh has a well defined organization structure.The above analysis shows that 48% of employees agrees that they are recognized as individuals. 22). 40% of employees individuality is missing in the organization . · There is a harmonious relationship is exist in the organization between employees · and management.
CHAPTER . · Some employees do complaint about the work given to them as it lacks flexibility. 2.6 SUGGESTIONS AND CONCLUSION Page | 64 Report on Job Satisfaction SUGGESTIONS 1. Salary is the most important factor considered in job satisfaction. Page | 63 Report on Job Satisfaction · The incentives and other benefits will influence the performance of the employees. servant so they were mostly satisfied with the jobs as their job provides them security. · All employees agreed that there job security to their present job. · Some employees in the bank were not recognized as individuals. Highly educated and experience people should be recruited. · Most of the employees agree with the method of promotions adopted by the bank. · There is lack of training and development programs conducted by the bank which has become one of the major causes of job dissatisfaction. But on the whole as the employees are govt.· The study reveals that there is a good relationship exists among employees. So employees should be . · From the study it is clear that most of employees agrees to the fact that performance appraisal activities and support from the co-workers in helpful to get motivated. · However some employees doesn t have very good relationship with the management. · Majority of the employees are satisfied with their salaries..
Satisfaction varies from employee to employee. ANNEXURE . Management of the bank should be friendly with the employees. they should be given incentives. While doing the project. 5.this study was conducted on job satisfaction among canara bank employees.. Work should be assigned according to the qualification of the employees.given good salary. Organization should try to adopt certain measures to enhance team spirit and coordination among the employees. Employees are given equal salaries then also some employees are satisfied with it and some are not. So at end I would like to say . 8.I learnt a lot about various banking operation. 6. Employees performance should be appraised from time to time so that organization can come to know about the efficiency of the organization. Page | 65 Report on Job Satisfaction CONCLUSIONS: It was good learning session for me during my tenure with Canara Bank. According to their performance. 3. Job satisfaction is a very big concept as it includes various factors associated with job satisfaction of employees. that organization should try to take every possible step to enhance job satisfaction among employees because if employees are satisfied then customers associated with it will also be satisfied. Training and development programmes should be conducted from time to time so that employees does not get bored from their job. 4. it is a well organized bank. 7.
48 Expenses capitalised Cost of sales 817.03 Other recurring income 108.· FINANCIAL STATEMENT OF THE ORGANISATION.00 Adminstrative expenses 224.70 Expenses Material consumed Manufacturing expenses Personnel expenses 587.18 Selling expenses 6.00 .26 Page | 67 Report on Job Satisfaction Mar' 09 Adjusted PBDIT 720.30 Financial expenses 1.877.67 Operating profit 612.306. · QUESTIONAIRE Page | 66 Report on Job Satisfaction Financial statement of Canara Bank PROFIT AND LOSS ACCOUNT Mar' 09 Income Operating income 3.
61 Loan funds Secured loans .86.892.01 Other write offs Adjusted PBT 684..29 Tax charges Adjusted PAT Non recurring items 0.52 Equity dividend 50..00 Share application money Preference share capital Reserves & surplus 9..34 Other non cash adjustments Reported net profit 252.51 .Unsecured loans 1.52 Preference dividend Dividend tax Retained earnings 202.Depreciation 36.629.00 BALANCE SHEET Mar ' 09 Sources of funds Owner's fund Equity share capital 410.52 Earnigs before appropriation 252.
16 Less : accumulated depreciation 1. loans & advances 4.Contingent liabilities 1.61 Net block 761.932..428.060.Market value of quoted investments .Total 1.168.30 Capital work-in-progress Investments 57.26 Less : current liabilities & provisions 13.109..776.510.00 CASH FLOW .91 Total net current assets -9.1 Page | 68 Report on Job Satisfaction Mar ' 09 Uses of funds Fixed assets Gross block 4.96.55 Notes: Book value of unquoted investments .90 Net current assets Current assets.440..07 Less : revaluation reserve 2.62.488.327.66 Miscellaneous expenses not written Total 49.1 Number of equity sharesoutstanding (Lacs) 4100...
659. activity -6.26 Cash and equivalnt begin of year 17.Mar ' 09 Profit before tax Net cashflow-operating activity -990.218.878. Female.13 Net inc/dec in cash and equivlnt -1. Page | 70 . Below 30 years B. Above 45 years. 2).10 Page | 69 Report on Job Satisfaction Mar ' 09 Netcash used in fin.0 Cash and equivalnt end of year 16. Gender A. C.03 Net cash used in investing activity -222. To which age group do you belong? A.7 QUESTIONAIRE Name of the respondent (Optional): Please indicate by a tick ( ) mark 1). Male B. 31-45 years.
6-10 years. Monthly salary of employees . Married. Accountant B. 7).Report on Job Satisfaction 3). E. Customer care executive. Different levels of jobs: A. Marital status A. 6). Post graduate. Less than 5 years. Graduate B. B. 4). Good C. Above 30 years. 5). Average. Single B. Cashier C. Excellent B. Education qualification of employees: A. 8). C.Experience of employees at bank: A. Nature of job: Page | 71 Report on Job Satisfaction A. Clerk D. Manager.
Rs 10. Agree B. Are training and development programs conducted from time to time? A. 11). Excellent . 14). Disagree C. Cant say. Above Rs 30. Are you satisfied with the techniques of performance appraisal adopted by the bank: A. Disagree. Yes B. Cant say.000 9). Agree Page | 72 Report on Job Satisfaction B.000 C. 10). Rs 20. Agree B.000-30. 13).Relationship with management: A.A. 12). No. Salary satisfaction: A. Are you satisfied with the promotional oppourunities? A. No.000 B. Yes B. Disagree C. Are incentives given to you from time to time? A.000-20.
Page | 73 Report on Job Satisfaction 18). 20). Cant say. Do you feel that you are overworked? A. No. Yes B. 17). Average D. Yes B. Relationship with co. Good C. 19). No. Are you thinking about another job? A. Do you find your job repitive and boring: A. 15). Cant say. No.workers: A. Yes B. Yes B. Average D. Good C. 16). Excellent B. Does the bank provide you with flexible working hours? A. Are you paid performance linked salary? A.B. No. Yes .
B. Disagree C. en. Challenging B.org/wiki/Job_satisfaction Page | 75 . Organizational behavior Stephen P Robbins 3. Human resource management Rosy josy 2. Page | 74 Report on Job Satisfaction BIBLIOGRAPHY 1.M Prasad WEBSITES www.wikipedia. No. Agree B. Responsible C. Cant say 22). Motivating D.canarabank. Human resource management L. How do you view your job? A. 21).com www. Secured. Do you feel that employees are recognized as individuals? A.
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