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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
· Loans and advances.1). CORPORATE BANKING: · Accounts and deposits · Cash management services · Loans and advances. · Merchant banking services. · Syndication services. NRI BANKING: · Deposits products.PERSONAL BANKING Loans · Home loans · Education loans · Loans against property · Overdrafts. · Remittance services Page | 8 Report on Job Satisfaction · Consultancy services. · Other services. 4). · SME business · SME marketing . 3). 2). Priority credit: · Schemes.
for PR Excellence'. · Excellence in the field of Khadi & Village Industries in South Zone for the year 2006-07. instituted by the Ministry of Micro. instituted by the Institute of Directors. Organizational chart of the organisation Page | 9 Report on Job Satisfaction . Received during 2008-09. · Conferred the Business Superbrands Status for 2008. Awards and achievements Received during 2007-08 · First National Award. New Delhi. Govt. · 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. instituted by Public Relations Page | 10 Report on Job Satisfaction Council of India. . Small & Medium Enterprises. · Golden Peacock National Training Award-2007 . a pioneer in Quality Revolution. · 'Golden Peacock Award for Corporate Social Responsibility' for the year 2007.marketing · Agri consultancy · Rural development. of India for 'Excellence in Micro & Small Enterprises (MSE) Lending' for 2006-07. Canara Bank is the first PSB to receive the award since its institution in the year 1991. · 'The Organization of the Year Award.· Agri.
instituted by BSE. plans to double its branches to 1. (REGP) of Khadi and Village Industries Commission (KVIC). · Best Corporate Social Responsibility Practice Award. a joint venture between Canara Bank. New investment schemes launced by CANARA BANK in collaboration with HSBC and ORIENTAL Page | 11 Report on Job Satisfaction BANK OF COMMERCE.51%. FUTURE PROSPECTS OF THE BANK Canara HSBC Oriental Bank of Commerce Life Insurance Co. the largest rendezvous of HR Professionals. at its Employer Branding Talent Management Congress held on 22nd and 23rd August 2008. Delhi. SAHAJ It is a saral bima plan. · Golden Peacock National Training Award 2008 for excellence in training. · 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.· Best Performing Bank under Rural Employment Generation Programme. NASSCOM and Times Foundation. Government of India. an award conferred by the Asia Pacific HR Congress. Ltd. . The shareholding pattern of the joint venture is as follows: Canara bank. Oriental Bank of Commerce and HSBC Insurance (Asia Pacific) Holdings Ltd. instituted by the Ministry of MSME. HSBC insurance (asia pacific) holdings limited 26% and Oriental bank of commerce 23%.200 from 600 by the end of this fiscal. in South Zone for the year 2007-08. · Global HR excellence in Training.
Benefits under this plan: · Insurance cover benfit · Partial withdrawls · Surrender. Key features: · Ensures your child the best possible education · Take care of your child s financial needs even in your absence. Policy term: 15 years . Premium payment term: 7 years. 6000 Maximum RS. Thus canara bank is one of the leading banks among government sector banks. · Saves tax. · Page | 13 Report on Job Satisfaction CHAPTER. · IMAGINE Endless possibilities for your child. mutual funds.00. and other some other types of financial services. It provides you Page | 12 Report on Job Satisfaction with various services like loans of different kinds. · Inflation doesn t effects this scheme. Annual premium minimum RS. 1. different investment schemes.Aim of SAHAJ To provide you with a transparent range of life insurance products.000 Sum assured: 5 times annualized premium equivalent.2 .
job satisfaction has its impact on the general life of the employees also. Job satisfaction is very important because most of the people spend a major portion of their life at working place.THEORETICAL FRAMEWORk JOB SATISFACTION Introduction Human life has become very complex and completed in now-a-days. When the people are ever increasing and ever changing when the peoples needs are not fulfilled they become dissatisfied.. It is often said that A HAPPY EMPLOYEE IS A PRODUCTIVE EMPLOYEE . Definitions: . To utilize their contribution they should be provided with good working conditions to boost their job satisfaction. Job satisfaction of industrial workers us very important for the industry to function successfully. A highly satisfied worker has better physical and mental well being. Apart from Page | 14 Report on Job Satisfaction managerial and technical aspects. Dissatisfied people are likely to contribute very little for any purpose. employers can be considered as backbone of any industrial development. because a satisfied employee is a contented and happy human being. Job satisfaction is important technique used to motivate the employees to work harder. Moreover. A happy employee is generally that employee who is satisfied with his job. In modern society the needs and requirements of the people are ever increasing and ever changing.
In simple words . but from the knowledge of being observed. you will experience high job satisfaction. This finding provided strong .if you dislike your job intensely. job satisfaction can defined as extent of positive feelings or attitudes that individuals have towards their jobs. Fieldman and Arnold Job satisfaction will be defined as amount of overall positive affect that individuals have towards their jobs. -P. feels good about it and value his job dignity. These studies (1924-1933). not from the new conditions. It was later found that this increase resulted. you will experience job dissatisfaction. 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. Page | 15 Report on Job Satisfaction HISTORY One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. If you like your job intensely. sought to find the effects of various conditions (most notably illumination) on workers productivity. ANDREW BRIN Job satisfaction is the amount of pleasure or contentment associated with a job. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect). it means that he really likes his job. primarily credited to Elton Mayo of the Harvard Business School. When a person says that he has high job satisfaction .
evidence that people work for purposes other than pay. However. The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. laid the foundation for job satisfaction theory. Scientific management (aka Taylorism) also had a significant impact on the study of job satisfaction. and self-actualization. At the same time. Some argue that Maslow s hierarchy of needs theory. This theory explains that people seek to satisfy five specific needs in life physiological needs.L. workers became exhausted and dissatisfied. This model served as a good basis from which early researchers could develop job satisfaction theories. a motivation theory. argued that there was a single best way to perform any given work task. social needs. monotonous jobs can erode a worker's initiative and . Principles of Scientific Management. which paved the way for researchers to investigate other factors in job satisfaction. It should also be noted that the work of W. Importance to Worker and Organization Page | 16 Report on Job Satisfaction Frequently. This book contributed to a change in industrial production philosophies. Frederick Winslow Taylor s 1911 book. Bryan. work underlies self-esteem and identity while unemployment lowers self-worth and produces anxiety. and Hugo Munsterberg set the tone for Taylor s work. safety needs. Walter Dill Scott. causing a shift from skilled labor and piecework towards the more modern approach of assembly lines and hourly wages. thus leaving researchers with new questions to answer regarding job satisfaction. self-esteem needs.
and selfdevelopment. studies dating back to Herzberg's (1957) have shown at least low correlation between high morale and high productivity.enthusiasm and can lead to absenteeism and unnecessary turnover. Increased productivity the quantity and quality of output per hour worked seems to be a byproduct of improved quality of working life. it is also a temporary one. However. self-respect. flexible. and loyal. turnover. For the organization. And although only little correlation has been found between job satisfaction and productivity. Brown (1996) notes that some employers have found that . self-esteem. To the worker. who are motivated by fear of job loss. and termination. and it does seem logical that more satisfied workers will tend to add more value to an organization. as well as improved punctuality and worker morale. A satisfied worker is more likely to be creative. absenteeism. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. Though fear is a powerful motivator. Tangible ways in which job satisfaction benefits the organization include reduction in complaints and grievances. job satisfaction of its workers means a work force that is motivated and committed to high quality performance. job satisfaction brings a pleasurable emotional state that often leads to a positive work attitude. will not give 100 percent of their effort for very long. Unhappy employees. innovative. 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. Job satisfaction and occupational success are major factors in personal satisfaction.
such as child-care and exercise facilities · Up-to-date technology · Competitive salary and opportunities for promotion . 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.satisfying or delighting employees is a prerequisite to satisfying or delighting customers. . but leave my people." No wonder Andrew Carnegie is quoted as saying: "Take away my people. and soon grass will grow on the factory floors. 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. Take away my factories. Organizations that aspire to creating a work environment that enhances job satisfaction need to incorporate the following: · Flexible work arrangements. 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. but leave my factories. thus protecting the "bottom line.
. These factors are given below: Organizational factors: 1). Employees often see pay as a reflection of organization. Salaries and wages : Wages do play a significant role in determining of satisfaction. and clothing and provides the means to enjoy valued leisure interest outside of work. Money facilities the obtaining of food.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. Fringe benefits have not been found to have strong influence on job satisfaction as direct wages. A no. salary can serve as symbol of achievement and a source of recognition. of research studies have been conducted in order to establish some of the causes that result in job satisfaction. shelter. Salaries and wages is instrumental in fulfilling so many needs. More over. of factors that influence job satisfaction in an organization. These studies have revealed consistent correlation of certain variables with the job satisfaction.
Work environment factors: 1). he feels extremely satisfied. · The other dimension of supervisory style influence participation in Decision making. increased status etc which enhances job satisfaction. Company policies: Organizational structure and policies also play an important role in affection job satisfaction of employees. 3). Promotion chances: Promotion chances considerably affect the job satisfaction because of the following reasons: Firstly. This is particularly true in case of high level jobs. Thirdly. less supervision. Secondly. promotion involes positive changes e. employee who participates in decision that affect their job. display a much higher level of satisfaction with supervisor an the . 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. promotion indicates an employees s worth to the organization which is highly moral boosting. employee takes promotion as the ultimate achievement in his career and when it is realized . 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.g high salary.2).
By and large. Work itself Along with pay. group size and quality of interpersonal relations within the group play a significant role in workers satisfaction. the content of the work itself plays a very major role in determining how satisfied employees are with their jobs. The working conditions are important to employees because they can influence life outside of work. Page | 20 Report on Job Satisfaction friends and recreation outside work. 3). So the working conditions inside the organization should be favorable. If people are require to work long hours and / or overtime.overall work situation . 2).Working condition: The employees desire good working condition because they lead to greater physical comfort. they will have very little felt for their families. Thus. · Smaller groups provide greater opportunity for building mutual trust and understanding as compared to larger groups. workers want jobs that are challenging. 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. · The work group group will be even a stronger sources of satisfaction when members have similar attitudes and values. they do want to be doing mindless jobs day after .
Personal factors: · Age and seniority : With age. Jobs with too little variety cause workers to feel bored and fatigue. 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. · Interesting work : A work which is very interesting and challenging and gives status . Excessive variety produces confusion and stress and too little variety causes monotony and fatigue which are dissatisfiers. · Variety : A moderate amount of variety is very effective. people become more mature and realistic and less idealistic so that they are willing to accept available resources and rewards and be . The higher the level of these factors . job with a moderate amount of variety produce the most job satisfaction. work pace and feed back. · Lack of autonomy and freedom: Lack of autonomy and freedom over work methods and work pace can create helplessness and dissatisfaction. Jobs with too much variety and stimulation cause workers to feel psychologically stressed and burnout . In general. · Job scope: It provides the amount of responsibility . Employees do not like strict supervision. provides satisfaction to the employees. higher the job scope and higher level of satisfaction. The two most important aspect of the work itself that influence job satisfaction are variety and control over work methods and work place.day.
THEORITICAL AAPROCHES TO JOB SATISFACTION Page | 22 TWO FACTOR THEORY EQUITY THEORY NEED FULFILL MEN THEORY SOCIAL REFRENCE GROUP . With the passage of time .satisfied about the situation. They can easily plan for their future without any fear of losing their jobs. maturity . people move into more challenging and responsible positions. · Tenure : Employees with longer tenure are expected to be highly satisfied with their jobs. Tenure assures job security . This type of satisfaction comes from within the person and is a function of his personality. challenge and responsibility. Higher the person is on Maslows needs hierarchy . which is highly satisfactory to employees. self esteem. · Personality: Some of the personality traits which are directly related to job satisfaction are self assurance. People who do not move up at all with time are more likely to be dissatisfied with their jobs. the higher is the job satisfaction.
Thus. is a function of the degree to which the employees needs are fulfilled in the giving situation. every individual has a basic tendency to compare his rewards to with those of a reference group. 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 . 2) Equity theory: According to this theory . If he feels his rewards are equitable with others doing the similar work in similar environment. which can be satisfied are actually satisfied. Job satisfaction will vary directly with the extent to which those needs of an individual . he feels satisfied. 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. job satisfaction according to this theory . a person will be satisfied when he gets what he wants from his job. 3) Two factor theory : This theory states that satisfaction and dissatisfaction are .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 .
he is likely to be satisfied. the other set of factors lead to satisfaction like promotion . 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. One set of factors are known as hygiene factors act as dissatisfiers. Satisfaction is thus the difference between what one actually received are less than the expected rewards . Affect Theory: Edwin A. Under this theory . it causes satisfaction. Their absence causes dissatisfaction like pay. recognition etc. 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. and requirements of a persons reference groups. A person perception of what he should receive is influenenced by the inputs and outputs of others. 6) Equity discrepancy theory: this is a combination of equity and discrepancy theory.independent of each other. Locke s Range of Affect Theory (1976) is arguably the most famous job satisfaction model. desires. 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. The main premise of this theory is that satisfaction is determined by a . 4) Social reference group theory : According to this theory an employee is satisfied with his job when the job meets the interest . If inputs are similar to those of referent groups but his outcomes are less. 7). humane working condiditons etc.
g. nature of job. To illustrate. Further. 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. the theory states that how much one values a given facet of work (e. .discrepancy between what one wants in a job and what one has in a job. DETERMINANTS OF JOB SATISFACTION Page | 24 Report on Job Satisfaction While analyzing the various determinants of job satisfaction. all those factors which provide a fit among individual variables. it appears that besides the nature of job and job environment. When a person values a particular facet of a job. compared to one who doesn t value that facet. and situational variables determine the degree of job satisfaction. there are individual variables which affect job satisfaction. Thus. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet. his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met). Let us see what these factors are: Individual factors: Individuals have certain expectations from their jobs. If their expectations are met from the jobs. if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy. 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. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/aren t met. Therefore.
These assumptions make them more satisfied. and finally dips to a low degree. Other factors: Besides the above two factors. When individuals join an organization. Page | 25 Report on Job Satisfaction when these assumptions fall short of reality. there are other individual factors which affect job satisfaction. starts rising upto certain stage. gets gradually reduced. age and other factors. several studies have found negative correlation between the level of education. The possible reasons for this phenomenon are like this. job satisfaction goes down because of fear of retirement and future outcome. applies more quickly. and job satisfaction. If . particularly at the fag end of the career. they may have some unrealistic assumptions about what they are going to drive from their work. Peter s principle which suggests that every individual tries to reach his level of incompetence.they feel satisfied. Level of education: Level of education of an individual is a factor which determines the degree of job satisfaction. In their case. It starts rising again as the people start to assess the jobs in right perspective and correct their assumptions. These expectations are based on an individual s level of education. particularly higher level of education. Job satisfaction is high at the initial stage. For example. However. The possible reason for this phenomenon may be that highly educated persons have very high expectations from their jobs which remain unsatisfied. job satisfaction goes down. Age: Individuals experience different degree of job satisfaction at different stages of their life. At the last.
the degree of satisfaction progressively increases in job rotation. This happens because high level jobs carry prestige and status in the society which itself becomes source of satisfaction for the job holders. and the degree of responsibility and growth it offers. For example. he may not feel happy at the workplace. Personal problems associated with him may affect his level of job satisfaction. job enlargement. A higher content of these factors provides higher satisfaction. Situational variables: Page | 26 Report on Job Satisfaction Situational variables related to job satisfaction lie in organizational context formal and informal. other personal problems associated with him may affect his level of job satisfaction. For example. Some of the important factors which affect job important factors which affect job satisfaction are . and job enrichment. Formal organization emerges out of the interaction of individuals in the organization. Similarly.an individual does not have favourable social and family life. Occupation level: Higher level jobs provide more satisfaction as compared to lower levels. Nature of job: Nature of job determines job satisfaction which is in the form of occupation level and job content. Job content: Job content refers to the intrinsic value of the job which depends on the requirement of skills for performing it. professionals derive more satisfaction as compared to salaried people factory workers are least satisfied. a routine and repetitive lesser satisfaction.
In employee-oriented supervision. the degree of satisfaction is high. In job oriented supervision. it reduces satisfaction. these provide means job performance. there is more concern for people which is perceived favourably by them and provides them more satisfaction. it offers higher satisfaction. In a cohesive . job satisfaction is low. If the group is not cohesive. To the extent such groups are cohesive. If the reward is perceived to be based on considerations other than the job performance. If the reward is perceived to be based on the job performance and equitable. 2. First. it affects job satisfaction adversely. provision of these conditions affects the individual s perception about the organization. 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. Equitable rewards: The type of linkage that is provided between job performance and rewards determines the degree of job satisfaction. This situation decreases job satisfaction. 3. 4. Working conditions: Working conditions. If these factors are favourable. Second.given below: 1. Supervision: The type of supervision affects job satisfaction as in each type of supervision. the degree of importance attached to individuals varies. 5. Work group: Individuals work in group either created formally of they develop on their own to seek emotional satisfaction at the workplace. particularly physical work environment. individuals experience higher level of job satisfaction. like conditions of workplace and associated facilities for performing the job determine job satisfaction. If the present job offers opportunity of promotion is lacking. there is more emphasis on the performance of the job and people become secondary. These work in two ways.
and forced choice answers. The scale is simple.group. & Hulin (1969). Page | 27 Report on Job Satisfaction Measuring job satisfaction There are many methods for measuring job satisfaction. This data is typically collected using an Enterprise Feedback Management (EFM) system. Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ). or can t decide (indicated by ? ) in response to whether given statements accurately describe one s job. True/False questions. 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. The Job Descriptive Index (JDI). 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). and the work itself. created by Smith. the Job Satisfaction Survey (JSS). Other less common methods of for gauging job satisfaction include: Yes/No questions. coworkers. point systems. The Job in General Index is an overall measurement of job satisfaction. the most common method for collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert). people derive satisfaction out of their interpersonal interaction and workplace becomes satisfying leading to job satisfaction. and the Faces Scale. By far. The JSS is a 36 item questionnaire that measures nine . supervision. It measures one s satisfaction in five facets: pay. participants answer either yes. checklists. no. Kendall. is a specific questionnaire of job satisfaction that has been widely used. promotions and promotion opportunities.
maintain. Emotion regulation includes all of the conscious and unconscious efforts to increase. short-lived and have a clear object or cause. [ Positive and negative emotions were also found to be significantly related to overall job satisfaction. (Weiss and Cropanzano. 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.. It was found that suppression of unpleasant emotions decreases job satisfaction and the . or decrease one or more components of an emotion. Emotion work (or emotion management) refers to various efforts to manage emotional states and displays. one of the first scales used widely. There is some evidence in the literature that state moods are related to overall job satisfaction. 1996). JOB SATISFACTION AND EMOTIONS Mood and emotions while working are the raw materials which cumulate to form the affective element of job satisfaction. Although early studies of the consequences of emotional labor emphasized its harmful effects on workers. the Faces Scale of job satisfaction. studies of workers in a variety of occupations suggest that the consequences of emotional labor are not uniformly negative. while emotions are often more intense. Emotion regulation and emotion labor are also related to job satisfaction.facets of job satisfaction. measured overall job satisfaction with just one item which participants respond to by choosing a face. Finally. Moods tend to be longer lasting but Page | 28 Report on Job Satisfaction often weaker states of uncertain origin.
workers emotion regulation might beget responses from others during interpersonal encounters that subsequently impact their own job satisfaction.amplification of pleasant emotions increases job satisfaction. low organizational commitment. 2. Job satisfaction and productivity : There are two views about the relationship between job satisfaction and productivity: 1. The following subtopics explain the outcomes of job satisfaction: 1). Taking the social interaction perspective. Thus. 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.Emotional dissonance is associated with high emotional exhaustion. decreased turnover . The understanding of how emotion regulation relates to job satisfaction concerns two models: 1. job satisfaction or job dissatisfaction is an important concern for management. less job stress. Emotional dissonance . A happy worker is a productive worker. and low job satisfaction. High job satisfaction may lead to improved productivity . improved attendance . Social interaction model . that often follows the process of emotion regulation. CONSEQUENCES OF JOB SATISFACTION Reasearch has concluded that there is a relationship between job satisfaction and performance of the employees. Job dissatisfaction produces low morale among the employees and more of stress. Emotional dissonance is a state of discrepancy between public displays of emotions and internal experiences of emotions. .
For example. productivity increases. The extrinsic reward is subject to control by management such as salary. etc. Job performance leads to job satisfaction and not the other way round. The satisfaction on such a type of reward may help to increase productivity. productivity decreases. 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. Therefore. 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. The intrinsic reward stems from the job itself which may be in the form of growth potential. There are two types of rewards intrinsic and extrinsic. etc. Various research studies also support this view. this viewdoes not explain fully the complex relationship between job satisfaction and productivity. 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. bonus. The another view: That is a satisfied worker is not necessarily a productive worker explains the relationship between job satisfaction and productivity. when satisfaction decreases. this may not be true in all cases. 1. 2. 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. A happy worker does not necessarily contribute to higher productivity because he has to . A happy worker is not necessarily a productive worker. challenging job. However . Any increase in these factors does not help to increase productivity though these factors increase job satisfaction.2.
they are willing to leave if there are better opportunities available anywhere else. Though . 2). high job satisfaction in itself cannot keep the turnover low. However.operate under certain technological constraints and. The employee turnover is affected by certain other factors also like if people are highly satisfied with their jobs. but considerable job dissatisfaction will definitely increase the employee turnover. he cannot go beyond certain output. Further. The employees thus tries to keep the employees satisfied on their jobs to minimize the turnover. 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 . it does not mean that the job satisfaction has no impact on productivity. On the overall basis . Thus. 3). the employees will stay where they are irrespective of dissatisfaction. A satisfied worker may not necessarily lead to increased productivity but a dissatisfied worker leads to lower productivity. Managerial concern is mostly for the turnover which arises from job dissatisfaction. we can say that there is an important role played by job satisfaction in employee turnover. this constraint affects the management s expectations from the individual in the form of lower output. the work situation is pegged to minimally acceptable level of performance.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. therefore . If no other opportunities are available .
· Develop excellent communication skills. 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. with attendant increases in pay and other recognition. Thus. Workers' Roles in Job Satisfaction If job satisfaction is a worker benefit. 5). writing. listening.Report on Job Satisfaction absence due to some unavoidable reasons. 4). This often leads to more challenging work and greater responsibilities. 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. job satisfaction is related to absenteeism. The following suggestions can help a worker find personal job satisfaction: · Seek opportunities to demonstrate skills and talents. company and supervisors. · Demonstrate creativity and initiative. 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. This will relieve boredom and often gets one noticed. Satisfied employees are not interested in unions and they do not perceive them as necessary. · Know more. Acquire new job-related knowledge that helps you to perform tasks more efficiently and effectively. Employers value and reward excellent reading. they are more prone to experience accidents. Job satisfaction and safety: When people are dissatisfied from their jobs. and speaking skills. Job satisfaction and union activities: High level of job satisfaction reflects a highly favourable organizational climate resulting in attracting and retaining better workers.
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. upbeat. · Accept the diversity in people. · They are experienced. over the longterm. · Dissatisfied customers increase employee job dissatisfaction. Page | 32 Report on Job Satisfaction · Develop teamwork and people skills. · See the value in your work. Appreciating the significance of what one does can lead to satisfaction with the work itself. 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 . requires careful planning and effort both by management and by workers. A large part of job success is the ability to work well with others to get the job done. thus playing a vital role in job satisfaction.rewards. Accept people with their differences and their imperfections and learn how to give and receive criticism constructively. Assuring Job Satisfaction Assuring job satisfaction. This helps to give meaning to one's existence. · Learn to de-stress. which helps build long-term customer relationships. Plan to avoid burnout by developing healthy stress-management techniques. and responsive. · They are less likely to turnover.
his pay is fair. Because of the relative prominence of pay in the reward system. challenging. 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 .Report on Job Satisfaction a stimulating. if the pleasures associated with one's job outweigh the pains. in essence. it is very important that salaries be tied to job responsibilities and that pay increases be tied to performance rather than seniority. supportive. his supervisor is supportive. Page | 35 Report on Job Satisfaction . It is a careful inquiry especially through search for new facts in any branch of knowledge. and rewarding work environment is vital. Research is an art of scientific investigation. and his coworkers are friendly. The search for knowledge through objective and systematic method of finding solution to a problem is a research. his promotional opportunities are good. job satisfaction is a product of the events and conditions that people experience on their jobs. Research is a systemized effort to gain new knowledge. Brief (1998) wrote: "If a person's work is interesting. So. then a situational approach leads one to predict he is satisfied with his job" Very simply put.
research comprises of defining and redefining problem. measurement and analysis of the data. collecting. the research is design is the conceptual structure within which research is conducted. In fact. 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. a recording and an analysis of evidence for the purpose of gaining knowledge. 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. organizing and evaluating data. According to Clifford woody.Research Methodology Research is a systematic method of finding solutions to problems. It is essentially an investigation. it constitutes the blue print of the collection. reaching conclusions. formulating hypothesis or suggested solutions. 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 .
AREA OF STUDY The study was conducted in two branches of Canara Bank in Chandigarh. designation. C. It helps in bringing into focus some inherent weakness in enterprise regarding which in depth study can be conducted by management.EXPERIMENTAL RESEARCH DESIGN Report on Job Satisfaction The present study is exploratory in nature. To study the relationship between personal factors of employees (income. SAMPLE SIZE There were 25 respondents working in 2 branches of Canara Bank. To identify and suggest measures for the improvement of the satisfaction level. B. Objectives of the study: This project work characterizes to evaluate job satisfaction level of employees working in various branches of Canara bank. D.) E. To study various factors which influences job satisfaction of employees. as it seeks to discover ideas and insight to bring out new relationship. SOURCES OF DATA Data was collected from both primary and secondary source. The objectives of the study are as follows: A. To analyze bank s working environment. To study and analyse the satisfaction level of employees at Canara Bank. Page | 37 . education qualification etc. Research design is flexible enough to provide opportunity for considering different aspects of problem under study.
· The research was conducted in limited duration only. magazines. · Survey can vary from city to city. newspapers. · Some respondants hesitated to give actual situation . · The findings and conclusions can result in bias. Not only the Human Resource department can use the facts and figures of the study but also the personnel.that they are satisfied or not. · Total number of employees in canara bank is more but sample size is limited to 50 only. they feared that management would take action against them. LIMITATION OF STUDY · Data collected was based on questionnaire and interview method only. Secondary data: Secondary data was collected from books. finance and sales department can take benefits from the findings of the study.Report on Job Satisfaction Primary data: The primary data was conducted through structured questionnaire and some personal interview. Scope for personnel department Some customers have the complaints or facing problems regarding the job. . internet. Scope for the sales department The sales department can have fairly good idea about their employees. SCOPE OF STUDY The scope of the study is very vital. So the personnel department can use the information to make efforts to avoid such complaints.
52% of the respondents are between the age group of 31 to 45 years and only 20% are above 45years.Page | 38 Report on Job Satisfaction Statistical tools used for interpretation and analysis PERCENTAGE ANALYSIS: It refers to special kind of ratio. 2). and used to describe the relation. CHAPTER 4 DATA INTERPRETATION Page | 39 Report on Job Satisfaction AND ANALYSIS 1). Gender of employees .The analysis revealed that 28% of the respondents are below the age of 30 years. Analysis: The above Table shows the following. percentages are used in making comparison between two or more series of data. Since to percentage reduced everything to a common based and thereby allows meaningful comparison to be made. 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.
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. 3).GRADUATE . Analysis: The above Table shows the following. 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. Education qualification of employees EDUCATION QUALIFICATION GRADUATE POST. The analysis revealed that 56% of the respondents working in bank are MALE and 44% FEMALES are working. 4). The analysis revealed that 28% of the respondents working in bank are SINGLE and 72 % are MARRIED.
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 .RESPONDENTS 15 10 PERCENTAGE 60% 40% Page | 43 Report on Job Satisfaction Source: Questionnaire to the Employees. 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.
Excellent 2). Accountant are 24%. cashier are 20% . Analysis: The above Table shows the following.Report on Job Satisfaction Source: Questionnaire to the Employees. Are you satisfied with the nature of job? Nature of job 1). Average respondents 7 10 8 percentage 28% 40% 32% Page | 46 Report on Job Satisfaction Source: Questionnaire to the Employees. .Good 3). 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. 7). 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. and customer care executive and manager are 8%. Analysis: The above Table shows the following. 6). The analysis revealed that 40% of CLERKS are working in bank.
000 to 30. 48%are getting salaries between 20. 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. Analysis: The above Table shows the following.Analysis: The above Table shows the following. The above analysis states 32%of the employees are getting salary between 10.000 Above 30.20.000 to 20.000.000 and only 20% are getting salaries above 30. 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.000. The above analysis states that 28% of employees are highly satisfied with the nature of job they are doing .30. Analysis: The above Table shows the following. 20.0000 Rs. 9). 8). 10.Monthly salary of employees Salary Rs.000. .000.000 Respondents 8 12 5 Percentage 32% 48% 20% Page | 47 Report on Job Satisfaction Source: Questionnaire to the Employees.
16% don t like this appraisal of performance done by the bank. 72% of employees are satisfied with the performance appraisal technique adopted by the bank. The above analysis that 80% employees agree to the fact that incentives are given to them from time to time . 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. Analysis: The above Table shows the following.Are you satisfied with the promotional method adopted by the bank? . 12). 11). and 20% says that incentives are not given to them at time. 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.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).
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. The above analysis that 60% of employees are happy with promotions. Analysis: The above Table shows the following. only 40% says that training programs are conducted from time to . The above analysis that 60% of employees are not satisfied from the training and development programs conducted by bank . 13).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.
time. What was the employees relationship with management? Relationship with 1).Excellent 2).Excellent 2). Good 3). What was the relationship of the employees with their co. 15).Cant say Page | 53 Report on Job Satisfaction management respondents 5 10 7 3 percentage 20% 40% 28% 12% Source: Questionnaire to the Employees.employees 1).Good 3). 28% have average relationship with management.employees? Relationship of employees with co. 40% of them have good relationship.Average Page | 54 Report on Job Satisfaction respondents 8 12 5 . 12% were silent about their relationship with management. Analysis: The above Table shows the following.average 4). 20% have excellent relationship with management and they are very much satisfied from job. 14).
Analysis: The above Table shows the following.percentage 32% 48% 20% 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. 17). 16). 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. 48% share good relationship and 20% have average type of relationship. 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. .
18).t to performance Yes No Respondents 10 15 Percentage 40% 60% Page | 58 Report on Job Satisfaction Source: Questionnaire to the Employees. Analysis: The above Table shows the following. But 8% of them are thinking of changing their job. 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. The above analysis shows that 40% of employees are getting salaries according to their .r.The above analysis shows that 92% of employees doesn t want to change their job because their job is secured. Are you paid with the performance linked salary? Salary w. Analysis: The above Table shows the following. 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. 19).
performance and 60% of employees are not getting performance linked salaries. 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. Analysis: The above Table shows the following. 21).. Analysis: The above Table shows the following. . 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. 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.
22). 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. · There is a harmonious relationship is exist in the organization between employees · and management. 40% of employees individuality is missing in the organization .. A CHAPTER . · The employees are satisfied with the present incentive plan of the company. A STUDY ON JOB SATISFACTION · Most of the workers working in the bank are highly experienced.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.. .
· The study reveals that there is a good relationship exists among employees. · 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.6 SUGGESTIONS AND CONCLUSION Page | 64 Report on Job Satisfaction SUGGESTIONS 1. · Majority of the employees are satisfied with their salaries. servant so they were mostly satisfied with the jobs as their job provides them security. · Most of the employees agree with the method of promotions adopted by the bank. · Some employees do complaint about the work given to them as it lacks flexibility. · All employees agreed that there job security to their present job.. So employees should be . 2. · There is lack of training and development programs conducted by the bank which has become one of the major causes of job dissatisfaction. Highly educated and experience people should be recruited. · Some employees in the bank were not recognized as individuals. CHAPTER . · However some employees doesn t have very good relationship with the management. 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. But on the whole as the employees are govt.
Organization should try to adopt certain measures to enhance team spirit and coordination among the employees. they should be given incentives. it is a well organized bank. Training and development programmes should be conducted from time to time so that employees does not get bored from their job. Job satisfaction is a very big concept as it includes various factors associated with job satisfaction of employees. 4. 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. While doing the project.given good salary.I learnt a lot about various banking operation. 5. 7.. 3. Work should be assigned according to the qualification of the employees.this study was conducted on job satisfaction among canara bank employees. 6. Employees performance should be appraised from time to time so that organization can come to know about the efficiency of the organization. According to their performance. ANNEXURE . So at end I would like to say . Management of the bank should be friendly with the employees. Employees are given equal salaries then also some employees are satisfied with it and some are not. Satisfaction varies from employee to employee. 8. Page | 65 Report on Job Satisfaction CONCLUSIONS: It was good learning session for me during my tenure with Canara Bank.
70 Expenses Material consumed Manufacturing expenses Personnel expenses 587.26 Page | 67 Report on Job Satisfaction Mar' 09 Adjusted PBDIT 720.00 Adminstrative expenses 224.18 Selling expenses 6.306. · QUESTIONAIRE Page | 66 Report on Job Satisfaction Financial statement of Canara Bank PROFIT AND LOSS ACCOUNT Mar' 09 Income Operating income 3.00 .03 Other recurring income 108.67 Operating profit 612.30 Financial expenses 1.877.48 Expenses capitalised Cost of sales 817.· FINANCIAL STATEMENT OF THE ORGANISATION.
629.Depreciation 36.52 Earnigs before appropriation 252.34 Other non cash adjustments Reported net profit 252.29 Tax charges Adjusted PAT Non recurring items 0.01 Other write offs Adjusted PBT 684.61 Loan funds Secured loans ..52 Preference dividend Dividend tax Retained earnings 202.86.51 ...52 Equity dividend 50.892.Unsecured loans 1.00 Share application money Preference share capital Reserves & surplus 9.00 BALANCE SHEET Mar ' 09 Sources of funds Owner's fund Equity share capital 410.
30 Capital work-in-progress Investments 57.327..060. loans & advances 4.488.62.90 Net current assets Current assets.109.428.440.16 Less : accumulated depreciation 1..1 Number of equity sharesoutstanding (Lacs) 4100..510.776.55 Notes: Book value of unquoted investments .26 Less : current liabilities & provisions 13.61 Net block 761..932.Total 1.66 Miscellaneous expenses not written Total 49.00 CASH FLOW .07 Less : revaluation reserve 2.Market value of quoted investments .168..1 Page | 68 Report on Job Satisfaction Mar ' 09 Uses of funds Fixed assets Gross block 4.Contingent liabilities 1.96.91 Total net current assets -9.
Mar ' 09 Profit before tax Net cashflow-operating activity -990. 31-45 years.0 Cash and equivalnt end of year 16.659. Above 45 years.03 Net cash used in investing activity -222. activity -6. Female. C.218.878.7 QUESTIONAIRE Name of the respondent (Optional): Please indicate by a tick ( ) mark 1). Page | 70 . Gender A. To which age group do you belong? A. 2). Below 30 years B.10 Page | 69 Report on Job Satisfaction Mar ' 09 Netcash used in fin. Male B.13 Net inc/dec in cash and equivlnt -1.26 Cash and equivalnt begin of year 17.
Experience of employees at bank: A. C. Cashier C.Report on Job Satisfaction 3). Education qualification of employees: A. Good C. 6-10 years. 7). Customer care executive. Less than 5 years. 8). Above 30 years. 4). Marital status A. Accountant B. Average. Clerk D. Different levels of jobs: A. E. Monthly salary of employees . Excellent B. Married. B. 5). Post graduate. Single B. Manager. 6). Nature of job: Page | 71 Report on Job Satisfaction A. Graduate B.
Yes B. Rs 10. Above Rs 30.A. Salary satisfaction: A. Agree B. Are training and development programs conducted from time to time? A. Yes B.000-30. Disagree C. Excellent . Are you satisfied with the promotional oppourunities? A.000 C. 13). Agree Page | 72 Report on Job Satisfaction B. 10). Are you satisfied with the techniques of performance appraisal adopted by the bank: A.Relationship with management: A. 12). 11). 14).000-20. Disagree. Rs 20. Are incentives given to you from time to time? A. No.000 9). No.000 B. Cant say. Disagree C. Cant say. Agree B.
Does the bank provide you with flexible working hours? A. Yes B. No. Yes B. Page | 73 Report on Job Satisfaction 18). 19). Yes B. 15). Good C.workers: A. Excellent B. Yes B.B. 16). Good C. Average D. Are you paid performance linked salary? A. Yes . No. 17). Do you find your job repitive and boring: A. Cant say. Do you feel that you are overworked? A. No. Are you thinking about another job? A. Relationship with co. Cant say. Average D. 20). No.
Responsible C. Challenging B. Disagree C.canarabank.wikipedia. Motivating D.M Prasad WEBSITES www.org/wiki/Job_satisfaction Page | 75 .B. Cant say 22). Page | 74 Report on Job Satisfaction BIBLIOGRAPHY 1. Secured. Organizational behavior Stephen P Robbins 3. 21). Agree B. How do you view your job? A. Human resource management Rosy josy 2. Human resource management L. No.com www. en. Do you feel that employees are recognized as individuals? A.
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