“EMPLOYEE JOB SATISFACTION

IN COMMERCIAL BANK”

A Project Work Report

Submitted by:

Santosh B.K.

BBA 6th semester

Exam Roll No: - 15031890

PU Reg. no.:- 2014 - 2 - 03 – 1024

In the partial fulfillment of the requirement for the degree of the

Bachelor of Business Administration

(BBA)

Submitted To:
LA- Grandee International College

Simalchaur – 8, pokhara

(Affiliated to Pokhara University)

Pokhara, Nepal

NOV, 2017
 DECLERATION

This report entitled “EMPLOYEE JOB SATISFACTION IN COMMERCIAL

BANK” which is submitted by me in partial fulfillment of the requirement for the
reward of BBA degree of Pokhara University comprises only my original work and
due acknowledgement have made to material used in the report.

Santosh B.K.
BBA 6th semester
October 2017
 ACKNOWLEDGEMENTS

I would like to thank those people who helped me to make this research complete.

First of all, I would like to offer gratitude to my supervisor, Lecturer Narendra Babu
Ghimire, Faculty of Management, LA Grandee International College, PU for his able
supervision and guidance in every step of this research work. I am highly indebted to
him for constant guidance with creative suggestions, simulations, encouragement,
inspiration and vigil in the research work. I would also like to appreciate his
willingness to help us in every possible way through all the stages of this study.
Without him, this task would have been impossible to finish. I am sincerely thankful
to him forever.

My deepest appreciation goes to Shiva Bahadur Karki, Suraj Gaudel co-

ordinator,BBA department of LA Grandee International College.

I would also like to express my gratitude to Chiranjibi Khanal who helped me

collecting the data required for research. A special word of thanks to Amrit Ranabhat
who provides me laptop for preparing this report. I would also like to extend my
deepest sense of gratitude that indirectly helped me to make this research complete.

I gratefully acknowledge the help and support from the managers of various
institutions working in different sectors, who kindly provided information from their
institutions.

Santosh B.K

BBA 6th semester

October 20
 EXECUTIVE SUMMARY

The study aims at assessing overall job satisfaction, identifying most significant
factors of determining job satisfaction and examining relationships between
demographic variables and job satisfaction in the context of Nepalese commercial
banks. This study was conducted by following descriptive survey research design
which consist ten Nepalese commercial banks selected on the basis of convenient
sampling while studying Research methodology in fifth Semester. This study is
entirely based on primary source of data collected through modified Minnesota
Survey Questionnaire administered to 70 officer and non-officer employees
associated to sample banks. The study reveals that majority of employees are
satisfied and very few employees are dissatisfied regarding their job. Out of various
factors job security, payment/remuneration, opportunity of personal development,
physical working condition relationship with co-workers and supervisors and
employees’ participation are top most influencing factors to job satisfaction from
high to low magnitude respectively. Males are satisfied than females at minimal
level. The study evidence also supports to say significant differences. Similarly, the
study concludes that the levels of job satisfaction differ significantly among various
age of employees and shows gradual increment of levels of job satisfaction up to 45
years of age and then after begins decrement.
 LIST OF TABLE
TABLE PAGE NO.
Table 1: Ranking of job attributes 18
Table 2: Overall job satisfaction 19

Table 3: Group statistics 19

Table 4: Estimate of mean satisfaction with standard error across employee group 20
Table 5: Analysis of variance (ANOVA) table test analysis 20
Table 6: Post HOC test 21

LIST OF FIGURE
Figure 1: conceptual framework 10
 TABLE OF CONTENTS
Declaration
Acknowledgement
Executive Summary

CHAPTER PAGE NO.

CHAPTER-I INTRODUCTION 1-6

1.1 Background of study 1-2

1.1.1 Commercial bank in Nepal 2-4
1.2 Objectives of study 4
1.3 Statement of Problems 4-5
1.4 Research question and Hypothesis 5
1.5 Significance of study 5-6
1.6 Limitation of study 6

1.7 LIRERATURE REVIEW 7-14

1.7.1 Review of related study 7-8
1.7.2 Conceptual Framework 8-14

1.8 RESEARCH METHODOLOGY 15-16

1.8.1 Population and Sample 15
1.8.2 Sample procedure 15
1.8.3 Nature and Sources of data 15
1.8.4 Method of data collection and instruments 15-16
1.8.5 Research design 16
1.8.6 Data analysis and presentation 16
CHAPTER- II DATA PRESENTATION AND ANALYSIS

2.1 DATA PRESENTATION AND ANALYSIS 17-21

2.1.1 Significant factors of job satisfaction 17
2.1.2 Overall job satisfaction 18-19
2.1.3 Job satisfaction and demographics variables 19-20
2.1.4 Job satisfaction and employee age group 20-21

2.2 MAJOR FINADINGS AND DUSCUSSION 22

CHAPTER –III SUMMARY AND CONCLUSION 23-25

3.1 Summary of the finding 23

3.2 Conclusion 23
3.3 Recommendation and suggestion 24-25
REFERENCE
 INTRODUCTION

1.1 Background of Study

Bank is finance institution offering deposits subject to withdraw on demand and

giving loan to the retailer and corporate sector. There are different type of bank i.e.
central bank, commercial and development bank. the commercial bank which
perform all kind of banking function such as accepting deposits advancing loans,
credits creation and agency function. They are also called Joint stock bank because
they are organized in the same manner as Joint Stock Company.

Human Resource Management practices attempt to enhance employees‟ skills,

knowledge, capabilities, potentialities and quality of work life so that they may feel
greater satisfaction from their job which may ultimately contribute positively to
performance efficiency, the organizational citizenship, commitment etc. Job
satisfaction is level of pleasant or unpleasant feelings towards the job which is
determined by the gap between expectations and actual experiences about the
currently performing job. It is a general attitude that is determined by job factors (i.e.,
pay, work, supervision etc), individual or personal characteristics (demographics)
and other social and group factors (Shajahan & Shajahan, 2004:116). Job satisfaction
is a multi-dimensional attitude; it is made up of attitude towards pay, promoting,
relationship with co-workers, supervision, work conditions, benefits, contingent
rewards, nature of work, communication, participation, performance evaluation
system of the company etc. (Cascio, 2002). Generally, a job satisfaction is an
employee general attitude toward the job. Moreover a job satisfaction is the extent to
which a person is gratified or fulfilled by his or her work.

Job satisfaction of the employees in the organization play vital role for the retention
and attraction of the competent human capital in the organization. A satisfied worker
tends to be less absent from his or her job, contribute for the benefit of the company
and would like to stay in the organization (Adhikari, 2009). On the other hand, a
dissatisfied worker has negative attitudes and prefers to remain absent too often,
always remains unhappy with the supervisor, tries to leave the company once an
opportunity is available, and remains in stress (Adhikari 2009).
After economic liberalization in Nepal, banking sector institutions are facing high
competition due to high number of growth of BIs in city centered markets. The
newcomer BIs started to hire employees from competing BIs by offering them higher
facilities and position. Such an inter-organizational turnover or shifting of employees
is higher in Nepalese banking sector because of high competition and lack of
professional and competent manpower in open market. These organizations are
paying high efforts on training, career development opportunities, better fringe and
non-fringe benefits etc. for providing quality services as well as retaining employees.
In this context the study is mainly focused on measuring job satisfaction of
employees working in banking sector.
Job satisfaction is related with human resources management (HRM). Resources has
shown time and again that HRM practices can make important and practical
differences in terms of three key organizational outcomes, productivity, quality of
life and profit(casio,2002). In today's dynamic and ever changing environment the
job satisfaction has emerged as the key facts for motivating employee toward the
organizational goal and objectives. This issue has been identified as the most
important issue in current service is banking, so each and every service organization
concerns about employee satisfaction to motivate and retaining the competent
employee at workplace. So, that company can competitor in better way.

The paper work aims at assessing the job satisfaction status of employees and
identifying the significant factors that influence the job satisfaction

1.1.1. Commercial banks in Nepal

Commercial banks perform all kinds of the banking business. The primary function
of commercial banks is receiving deposits and lending to others, the bank undertake a
wide variety of functions to assist their customers by performing agency services and
general utility services. Deposit of the commercial banks generally are for short
period of time, hence they involve in the short period of lending activities. However,
recently the commercial banks have also extended their areas of operation to medium
term and long term finance. Function of the commercial banks are accepting deposits
, advancing loan, letter of credits, guarantee, remittance-banking, bill etc. modern
commercial banks are expected to go beyond the conventional banking functions and
to take up challenging task of achieving economic growth, combined with stability
and social justice-Nepal bank ltd. was established on 15 th November 1937 as first
commercial bank in Nepal. There are 28 commercial banks in Nepal which are listed
below.

List of commercial banks in Nepal

1. Nepal Bank ltd.

2. Ratriya Banijya Bank ltd.
3. Nebil Bank ltd.
4. Nepal investment Bank ltd.
5. Standard chartered Bank ltd.
6. Himalayan Bank ltd.
7. Nepal SBI Bank ltd.
8. Nepal Bangladesh Bank ltd.
9. Everest Bank ltd.
10. Bank of Kathmandu lumbini ltd.
11. Nepal Credit and Commerce Bank ltd.
12. Machhapuchhre Bank ltd.
13. Kumari Bank ltd.
14. Laxmi bank ltd.
15. Siddharth bank ltd.
16. Global IME Bank ltd.
17. Citizen Bank international ltd.
18. Prime Bank ltd.
19. NIC Asia Nepal ltd.
20. NMB Bank ltd.
21. Prabhu Bank ltd.
22. Mega bank ltd.
23. Sunrise Bank ltd.
24. Janata Bank ltd.
25. Civil Bank ltd.
26. Century commercial Bank ltd.
27. Sanima Bank ltd.
28. Agricultural development bank ltd.
1.2 Objectives of Study

The objective of study about employee job satisfaction at commercial banks is

identifying the factors affecting employee job satisfaction in banking sector. The
major objectives of study of this topic are as follows

1. To identify the level of employees job satisfaction.

2. To identify present situation regard this matter.
3. To provide some recommendation for formulating the appropriate measure to
increase job satisfaction.

1.3 Statement of Problem

In today’s changing world the business environment is changing rapidly. In the age
of information and technology, we have seen change has occurred in every aspect of
our life from personal to business, government to private, national international. So
nature of people and their expectation toward job is also changing.

Employees gender and age characteristics also differentiate them in terms of

expectations, awareness to needs, ways of perceiving job environments, achieving
high level of power and status physical and mental strength etc. which also
moderates employees level of job satisfaction. Similarly tenure is also a moderating
variable of job satisfaction. Employees with longer period of tenure get more what
they expect from their job. Job experience models (e.g., Katz, 1980) propose that the
determinants of job satisfaction are likely to vary systematically with

Employees feeling of job satisfaction encompass to every facet of the job and level of
job satisfaction is also influenced by how much importantly the job facets are viewed
by the employee. Out of numerous job facets some factors are highly significant with
high magnitude of influencing degree of job satisfaction. Recognizing most to least
significant factors of influencing job satisfaction would be fruitful for managerial
applications. Many studies have identified the rank of some top facets of job but such
top listed factors may not be perceived so by all employees of different socio-cultural
phenomenon around the world. So the issues are (Bista, 2016)
 1. What are the most significant factors of influencing job satisfaction that are
highly perceived by employees particularly in the context of Nepalese
commercial banks?
2. What are the positions of overall job satisfaction levels of employees working
in Nepalese commercial banks

1.4. Research Questions and Hypothesis

Concerning the statement of problems following research questions can be

formulated

1. What are the most significant factors that influence the job satisfaction of
employee of commercial bank?
2. What is the level of overall job satisfaction of employee in commercial bank?
3. What is the relationship between job satisfaction and gender?
4. What is the relationship between job satisfaction and age of employees?

Following hypothesis can be formulated to examine the relationship between job

satisfaction and demographics factors.

H0: there is no significant difference between job satisfaction and gender

H1: there is a significant difference between job satisfaction and gender.

H0: There are no significant differences between job satisfaction and age group

H1: There is a significant difference between job satisfaction and age group

1.5. Significance of Study

This study is conducted for only academic propose under certain limitation. So, it has
narrow scope. However, this study may help commercial bank to analyze their bank
from employee perspective. This study is especially significant for the human
resource management department of the commercial banks which deal with
employees.
Major significance of study can be listed below

1. The study will help in examining the employee’s attitude and perception
toward organization.
2. The study on the topic of employee’s job satisfaction will reveal the factors of
feeling of employees.
3. This report is useful to the management of organization to know the
satisfaction level of employees and they can take measures to increase
productivity and motivation.
4. This study may help to identify the major elements which affect employee’s
satisfaction and so that HRD can focus on elements to motivate.
5. This report may be useful to the management students for reading and may be
useful in preparing their report on the job satisfaction. In business concerns,
public organization, etc.

1.6. Limitation of the Study

This report is prepared for the fulfillment of academic requirement. Due to limit
cost, time and other resources, Researcher develops some limitations regarding this
study are

1. The study deals with employee job satisfaction of commercial bank in Nepal
by taking Pokhara as study area.
2. The sample size used for the study is terribly small in comparison to the
population of the study.
3. Accuracy, reliability and validity of the study depend upon the information
provided by the respondents.
4. This research ignores the personal emotional factors which has greater effects
on the employee job satisfaction.
1.7 LITERATURE REVIEW

Literature review is a process of review of the previous research works in order to

discover what other have already done find on our area of interest and also to know
about the research gap. A critical review of the literature helps researcher to develop
a thorough understanding and insight into previous research works to their study.
Literature review is a foundation upon which new research investigation is based and
previous research provides handy guide to a particular topic. It is helpful for the new
researcher to learn how other have defined and measured key concept. And to
identify data sources have used, to identify potential relationship between concepts,
and to identify researchable hypothesis. It helps to avoid needless duplication of
effort and also to minimize the risk of pursuing dead-end in research. It keeps
researchers up to date on current empirical or theoretical controversies in a particular
research area (Prem.R.Pant P.24-25)

1.7.1 Review of Related Studies

In the organizational study, job satisfaction occupies a central role in many

theories and models of individual attitudes and behaviors. The concept of job
satisfaction has been defined in many ways. However, the most-used definition of
job satisfaction in pleasurable or positive emotional state resulting from the appraisal
of one’s job or job experiences.” Job satisfaction is the amount of pleasure or
contentment associated with a

Job (Dubrin, 1997). Syeyen and Van Wyk (1999) mentioned that job satisfaction is a
feeling of pleasure as resulting from a person’s perceptions of his or her work.
Mwamwenda (1995) find a link between job satisfaction and productivity,
commitment, fulfillment and continuance in a job situation.

Maslow’s hierarchy of human needs, ranging from lower orders to higher order of
needs, is an important theory that assumes the fact that individuals may belong to the
same of occupational group, but may differ remarkably in their need range or levels
on which these needs are satisfied.
In his study, Smither (1998) indicated that most people seem to have higher order
needs, such as those involving self-actualization. It follows that only individuals who
have high needs for fulfillment on the job are satisfied by having a job which
provides the opportunities for such needs to be fulfilled (Hackman & Lawler, 1971).
Job satisfaction is a result of employees’ perception of how well their job provides
those things that are viewed as important (Luthans, 2002).
Herzberg, Mausner, and Synderman (1959), found hygiene factors and motivation
factors that made employees satisfied and dissatisfied on job. Hygiene factors include
aspects of the working environment such as pay, company policies, supervisory
practices, and other working conditions where as motivating factors include
achievement, autonomy, recognition, promotion opportunities. Building on this
conceptualization

McDonald and Hutcheson (1999) have shown that “Other research indicates that
customer satisfaction and loyalty are excellent predictors of profitability…the
strongest predictors of customer satisfaction: employees’ general satisfaction with
their jobs and employees’ satisfaction with their work/life balance.”

Islam, Mohajan and Datta (2012), their study determined that morale and job
satisfaction plays a vital role in overall performance of the employees in the
workplace. The study also determined that social status, supportive colleagues and
feeling secure about the job were the top three best reasons for working in the banks.
It was also determined that pay, decision making authority, and promotional policy
were the three top priorities for improving the work environment.

Pathak (2015), his study indicates that most of employees (64.4 percent) are satisfied
and very few employees (1.4 percent) are highly satisfied with their job. No one
employee is in very dissatisfied condition with their job. Level of job satisfaction
does not differ significantly between male and female employees of commercial
banks even though both gender characteristics differs each

1.7.2 Conceptual Framework

Conceptual framework is a basis on which research is conducted. It describes and

explains the variable and their relationship. It also explains the direction of the
relationship between variables.
Average employees will think of job security first rather than other factors to get
settle in life. Job security gives more job satisfaction. It is less implication for
educated person because they are able to fins other job if necessary. Higher payment
gives higher job satisfaction because it fulfills the human monetary requirement.
Most of the in the bank switch their job due to low compensation scheme. It brings
direct relationship with job satisfaction.

Young ones are more interesting in achieving because it is possible only in his earlier
years. When the people fulfill their basic need, they become more concerned about
career development and advancements. They feel satisfied when they achieve
position for which they deserved the skills and knowledge. It means promotional
tools add further job satisfaction to educated employees.

Working condition plays vital role in motivation and job satisfaction. Well working
condition, increase employee's motivation through which employee feel more
satisfied. All employees are satisfied with better working conditions. Certainly this
seems reasonable as people want to be near their friends. After working for many
years together brings sense of mutual co-operation which is there with bank. People
are satisfied while working with good co- workers. All the employees are moderately
satisfied with their support from colleagues.

Supervision relation also one of the affecting factors of job satisfaction. Which are
correlated with the factors that also are important in assessing job satisfaction level of
bank? Good relation with immediate line manager provides

Similarly, employee participation in the organization planning and implementation

bring the positives feeling of employee which led to add in job satisfaction.

The factors affecting employee job satisfaction can be presented in following

diagram.
 Job security

Payment / remuneration

Opportunity of personal development

Working condition Job satisfaction

Dependent variable
Peer relationship

Supervision relationship

Participation

Independent variable

Fig.1.Conceptual framework

1. Salary and fringe benefits

Salary may be safely regarded as a dimension on which larger amounts are preferred
to smaller amounts by most persons (Kazan, 2003). Salary fringe benefits become the
comparison between what persons are paid and what they feel they are worth.
Dissatisfaction ensures when the workers perceive inequalities between their pay and
that of others with the same inputs. If salary or remuneration is constant with
perceived effort and status it acts as a satisfier (Steyn, 2002).

2. Job security

Hoy and Miskel (1991) relate job security to a person’s desire for a peaceful, well-
run and stable society, freedom from fear, anxiety and chaos. In the organization,
people who desire safety may resist change and prefer job security, injury
compensation plans and retirement packages (Steyn, 2002; Hoy & Miskel, 1991).

3. Career development opportunities

Employees‟ chances of getting new knowledge, skills and attitude support to face
with existing and future job responsibilities. It enhances the chances of promotions,
career advancement opportunities and leading in current position which influence the
level of motivation as well as satisfaction at work.

4. Challenging and interesting Job

Challenging and interesting job refer to the stimulus job that requires great effort and
determination. Challenging and interesting job ensure motivation and job satisfaction
of employees. Various practices such as encouraging employees for using full
potential, offer of training and learning opportunity, assigning new challenging
responsibilities with authority and rewarding them for achievement, team work, self-
measure of performance results etc. support to create challenging and interesting job.

5. Relationship with coworkers and supervisors

Employees desire close relationship with supervisors and peers that’s why they can
get appropriate guidance on hard problems, high cooperation and encouragements.
They also desire to develop friendship relationship with peers and to get along with
them. It follows that the way management teams work with the employees on a daily
basis has a bearing or effect on enhancing the employee’s satisfaction (Manese,
2001). It appears that the level of job satisfaction can be enhanced in organization by
giving assistance to improve performance and to make the necessary amenities
available to enable employees to do their best.
6. Work environment and conditions

Working conditions refer to environmental characteristics of the working situation.

Against this background, the working situation relates not only to the physical
conditions of the work environment, but also to the overall aspects of the office as an
organization. Steyn (1990) identifies physical factors that relate to aesthetic sense or
job satisfaction as the availability of resources and task preparedness for task
execution, ventilation, illumination, working-room size, parking facility and general
appearance of the office. Similarly, Baron (1986) maintains that comfortable and
facilitative work environment relate to the attainment of work goals.

6. Creativeness and innovativeness

Creative job allows employees to perform the job by themselves, make self-decisions
and apply their own ideas and methods of doing the job. Innovative job allows
employees to develop new and better ways to do the job. Creative and innovative job
positively contribute to motivation and job satisfaction.

8. Responsibility

The concept of responsibility is closely related to that of “autonomy”. With the

development of teams, responsibility should be a shared concept. Participation in
what the worker sees as important decisions enhances the feeling of recognition that
derives from greater responsibility. Responsibility may range from planning daily
routines, to making management decisions that involve large areas of the
organization’s activities in respect of production, financial and personal planning.
The conferring of responsibility in accordance with what the individual sees as
commensurate with his position, abilities and input, is a potent satisfier with long-
term effects (Kaya et al. 1999: 4; Esterhuizen, 1989:53).
9. Recognition

Kaya (1999:4) postulates that individuals at all levels of the organization want to be
recognized for their achievements on the job. These individuals may also insist that
their successes do not have to be monumental before they deserve recognition, but
praise should be sincere and just. Whereas a person’s sense of achievement can flow
from the knowledge of a job well done without it being reinforced by a supervisor’s
or fellow worker’s approbation, the feelings that accompany the need for recognition
depend upon such interpersonal reaction. In normal circumstances however, most
people need recognition for their competence and ability on the job (Brokke,
2002:179).

10. Achievement

Achievement is a feeling of worthwhile accomplishment especially in one‟s

experience of work (Kaya, 1999). According to Van deer Westhuizen (1991),
individuals who desire to achieve are motivated by the need for self-actualization. In
addition, achievement concurs with work that has been particularly well done. It also
requires speed and creativity to complete it. Contrary, the sense of achievement can
be seen as conceptually different from one‟s need for self-actualization, because the
sense of achievement involves shorter term, and more concrete and immediate job
outcomes. One important feature of achievement as a positive experience is that it
depends on the bureaucratic climate. A setting in which clear standards and high
levels of responsibility produces greater achievement motivation than a legalistic and
a strongly hierarchical one in which power motivation becomes dominant.

11. Advancement

Steyn (1990) maintains that advancement is an opportunity for providing a change in

status or position which may be equated with greater remuneration or power.
According to Steyn (1990), the need for advancement originates from the need for
psychological growth made possible by responsibility, the need for justice or 169
Fairness in terms of justified and deserved advancement and desire for a higher
income and social standing or status. It follows that advancement hinges on an
individual’s desire to actualize himself or herself fully i.e. to become what he is
capable of becoming.

12. Demographic variables

Research has often focused on age as a factor influencing job satisfaction. Available
literature is somewhat inconclusive however, with some studies showing no
significant impact, some showing a gradual linear increase of satisfaction as age
increases (Hulin, 1963), and some suggesting that satisfaction is curvilinear and
changes throughout the lifespan of the employee (Herzberg et. al., 1957). Herzberg
et. al, (1957) attributes this trend to the fact that job expectations tend to become
more realistic as employees age and mature. This pattern may change to show a
relative decline in satisfaction after age 55 (Jewel, 1990).

Gender has also received a great deal of attention in job satisfaction studies, but again
the research is inconclusive. Various studies that have shown no significant
difference between gender and job satisfaction levels include Barbash (1976),
D’Arcy, Syrotuik, & Siddique (1984), and Iiacqua et. al. (1995). Smith, Smitz, and
Hoy, (1998) arrived at similar insignificant findings until they compared the gender
of the employee to the gender of the employer. Studies suggesting that gender does
affect job satisfaction are available, and data can be found to suggest that either man
are more satisfied (Locke, Fitzpatrick & White, 1983; Black & Holden, 1998,
Weaver, 1977) or that women are generally more satisfied (Kramen-Kahn & Hansen,
1998, Chapman & Lower, 1982). Worrel, T. G. (2004) arrived at different findings
that females were more satisfied than males with their job. However, the differences
were minimal and far from reaching significance.
1.8. RESEARCH METHODOLOGY
This section deal with the research design population and sample, nature and source
of data certain collection procedure, data processing and analysis.

1.8.1. Population and Sample

There are 28 commercial banks in Nepal. Their branches of commercial bank are in
Pokhara too. All the commercial banks are the total population for the study. Out of
all commercial bank in Pokhara are taken as study area. Only 10 banks will be
selected for the study. And Among working employees of selected bank only 70
samples are taken and selected who are working for the different bank. seven
respondents are taken from each bank. i.e. (10*7=70)

1.8.2. Sample procedure

A random selection process was used to select 10 banks out of 28 banks in pokhara.
Due to limit cost, time and material non probability sampling method was employed
for choosing particular respondents from these selected banks. That’s why study will
need to involve all level of employee. So respondent was chosen from different
section of the bank and especially emphasis will given those employee are in charge
for different department.

1.8.3. Nature and sources of data

The data required this report is both quantitative and qualitative data. But qualitative
data are used more. Special through primary sources are use in this. Some data are
collected through secondary sources.

1.8.4. Method of data collection and instrument

Questionnaire method will be used to collect the primary data from the selected
respondents. Questionnaire is comprised of qualitative questions stating from their
work, career and development, relationship with manager and co-worker and
working condition and compensation and same question regarding their bank culture.
Questionnaire includes close-ended questions. Secondary data are mainly collected
from Annual reports of various bank’s websites, internet publication.
1.8.5. Research Design Presentation

Most of data collected through questionnaire will be qualitative. Those qualitative

data will be quantified by following summated rating scale (likert scale) and
presented in suitable tabular form and to analyze and interpret the collected data,
different mathematical and statistical tool will be employed. This research will use
different test to find the result and interpret the result in meaningful way whatever
result show.
 CHAPTER-II

DISCRIPTIVE ANALYSIS

2.1 DATA PRESENTATION AND ANALYSIS

2.1. 1 Significant Factors of Job Satisfaction

Research question 1. What are the most significant factors that influence the job
satisfaction of employees in the context of Nepalese Commercial Banks?

Table 1 show that job security is found to be the most preferred attribute of job
satisfaction. Likewise, Payment/remuneration has been ranked as second preferred
attribute of job satisfaction by the employees of commercial banks. Similarly,
opportunity of personal development, physical work condition, ‘peer relation’,
supervision relation and use of skills and employee’s participation were ranked as
3rd, 4th, 5th, 6th and 7th preferred attributes respectively.

Table 1 Ranking of job satisfaction factors in order of Employees’ preference The

table shows the answer to the survey question: “please rank in order of your
preference ‘the attributes of job satisfaction’ by assigning 1 to the most preferred one
and 6 to the least preferred one.” Composite ranking statistic for each factor is
presented in the second last column which is calculated as the sum of the product of
the response percentage and the preferred value across all six preferred value (i.e. 1,
2, 3, 4, 5, 6,). For example, the composite ranking statistics for the first row i.e. “job
security” is calculated as follows: 0.457+.342*2+.0286*3+.114*4
+.0285*5+.0286*6+.000*7=2.
 Table 1: Ranking of preference (1=Most preferred; 7=Least preferred)

resul
Composit
t
Attitudes 1 2 3 4 5 6 7 e

45.7 34.2 2.86 11.4 2.85 2.86

1th
Job security % % % % % % 0% 2
Payment/
Remunerati 25.7 25.7 22.8 5.71 8.57 2.86 8.57
2nd
on % % % % % % % 2.8855
Opportunity
of
personal
developmen 11.4 11.4 37.1 20.0 8.57 11.4 0.00
3th
t % % % % % % % 3.3714
physical
working 8.57 5.71 22.8 28.5 11.4 8.57 14.2
4th
condition % % % % % % % 4.1145
Peer 5.71 8.57 2.86 20.0 25.7 14.2 22.8
5th
relation % % % % % % % 4.8574
supervision 2.86 11.4 2.86 14.2 20.0 42.8 5.71
6th
relation % % % % % % % 4.8859
Employees’' 2.86 0.00 8.57 5.71 17.1 14.2 51.4
7th
participation % % % % % % % 5.8286

2.1.2 Overall Job Satisfaction

Research question 2. What is the level of overall job satisfaction of employees in the
commercial banks?

Follow table 2 indicates that out of the 70 survey participants, no one respondent
(n=0) fell in the Very Dissatisfied range. However, 18.6 percent of the respondents
(n=13) fell in the Dissatisfied range, while 74.3 percent (n=52) of the scores were
within the Satisfied range and only 7.1 percent (n=5) of the participants‟ scores fell
in the very satisfied range. It could be concluded that more about 82 percent of the
employees are satisfied with their job

Table 2 overall job satisfaction

Frequ Percent Valid Cumulative
ency Percent Percent
Very
0 0.0
disagree
13 18.6 18.6 18.6
disagree
agree 52 74.3 74.3 92.9
very agree 5 7.1 7.1 100.0
Total 70 100.0 100.0

2.1.3. Job Satisfaction and Demographic Variables

Research Question 3. What are the relationships between job satisfaction and
gender?
Research Hypothesis 1: Males and females differ significantly regarding their levels
of job satisfaction.
In order to test the above research hypothesis, Mann-Whitney test was run by using
SPSS software. The result is presented in Table 3. The p-value of the test is too high
as compared to the 5 percent level of significance (0.024 < 0.05), therefore null
hypothesis is rejected which means there is significant differences in the levels of job
satisfaction between male and female employees of commercial banks.

Table 3:Group Statistics

gender N Mean Std. Std. Error
Deviation Mean
Male 34 .9818 .39092 .06704
Female 36 .7550 .42579 .07097
Mean difference .2268
Total 70
 Sum of Df Mean F Sig.
Squares Square
Between
.899 1 .899 5.369 .024
Groups
Within Groups 11.388 68 .167
Total 12.288 69

2.1.4. Job Satisfaction and Employees Age Groups

Research Question 4: What are the relationships between job satisfaction and age of
employees?
Research Hypothesis 2: Age groups differ significantly regarding their levels of job
satisfaction
In order to test the above research hypothesis, ANOVA test was run by using SPSS
software. The results are presented in Table
Table 4: Estimates of mean satisfaction with standard errors across
employees age groups

N Mean Std. Deviation Std. Error

below 25 18 .9372 .34522 .08137

26-35 years 48 .7881 .42144 .06083
36-45 years 4 1.4650 .17898 .08949
Total 70 .8651 .42200 .05044

Table 5: Analysis of variance (ANOVA) table of the test

ANOVA
Sum of Df Mean F Sig.
Squares Square
Between
1.818 2 .909 5.815 .005
Groups
Within Groups 10.470 67 .156
Total 12.288 69
Table 6: Post Hoc Test: Multiple comparisons

Age groups Mean Std. Error Sig.

Difference (I-
J)
26-35 years .14910 .10926 .365
below 25 *
36-45 years -.52778 .21851 .048
below 25 -.14910 .10926 .365
26-35 years *
36-45 years -.67688 .20572 .005
*
below 25 .52778 .21851 .048
36-45 years *
26-35 years .67688 .20572 .005
F-value = 5.815 and p- value = .005

The p-value of the F-test is too small as compared to 0.05, therefore, there is
sufficient evidence to support the research hypothesis that “age groups differ
significantly regarding their levels of job satisfaction‟. The post hoc tests based on
least significant difference (LSD) method suggest that between two pairs (between
below 25 year‟ and 36-45 year; and between 26-35 year and 36-45year) of
employees‟ mean of satisfaction differ

Significantly, similarly there are no significant mean differences between four pairs
of below 25 year and 26-35 year; 26-35 year and 36-45 year.

By considering the mean values, it is found that the employees of age groups 36-45
was more satisfied than the employees of lower age group below 25 and higher age
group above 45. To be specific, middle age group of employees were more satisfied
than the lower and higher age group of employees.

2.2 MAJOR FINDINGS AND DISCUSSION

The study has examined employee job satisfaction and its relationships in terms of
age and gender in the context of Nepalese commercial banks. Job security,
payment/remuneration, opportunity of personal development, physical working
condition and relationship with supervisors and peers have stood as top most
significant variables of influencing job satisfaction in our Nepalese context which
may differ in cross-cultural phenomena across the country. Majority of employees
have been working with satisfaction feelings towards their job and minority of
employees have dissatisfaction feelings regarding content and context of their jobs.
Basically younger employees with initial job career and adult age of employees with
longer period of working experiences have had lower mean of job satisfaction. The
study suggests further researchers to extend their study for identifying specific job
elements and other reasons of causing job dissatisfaction within younger and elder
employees.

The result of the study indicates that most of employees (74.3 percent) are satisfied
and very few employees (7.1 percent) are highly satisfied with their job. No one
employee is in very dissatisfied condition with their job. Level of job satisfaction
differs significantly between male and female employees of commercial banks due to
gender characteristics differs each other by nature. The study also concludes that
there are significant differences in level of job satisfaction among various age groups
of employees. This result is consistent with the result found by Pathak (2015), bista
(2016).
 CHAPTEER- V

SUMMARY AND CONCLUSION

3.1 Summary of the finding

The result of the study indicates that most of employees (74.3 percent) are satisfied
and very few employees (7.1 percent) are highly satisfied with their job. No one
employee is in very dissatisfied condition with their job. Level of job satisfaction
differs significantly between male and female employees of commercial banks due to
gender characteristics differs each other by nature. The study also concludes that
there are significant differences in level of job satisfaction among various age groups
of employees. This result is consistent with the result found by Pathak (2015), bista
(2016).

3.2. Conclusion

The study has examined employee job satisfaction and its relationships in terms of
age and gender in the context of Nepalese commercial banks. Job security,
payment/remuneration, opportunity of personal development, physical working
condition and relationship with supervisors and peers have stood as top most
significant variables of influencing job satisfaction in our Nepalese context which
may differ in cross-cultural phenomena across the country. Majority of employees
have been working with satisfaction feelings towards their job and minority of
employees have dissatisfaction feelings regarding content and context of their jobs.
Basically younger employees with initial job career and adult age of employees with
longer period of working experiences have had lower mean of job satisfaction. The
study suggests further researchers to extend their study for identifying specific job
elements and other reasons of causing job dissatisfaction within younger and elder
employees.

The study concluded that there is significant relationship between gender and job
satisfaction as the result showed significant mean differences of job satisfaction
different age groups have significant differences. The relative increment on job
satisfaction until 45 years of age and then after declining pattern has shown by the
study.
3.3 Recommendations and Suggestions

1. Due to increasing level of demand, soaring inflation rate per day and
underdeveloped economy, for majority of employees working in commercial
banks pay seemed to be major factor to make them satisfy or dissatisfied.
Hence, proper pay should be provided to them to make them satisfied and
dedicated towards their work.
2. Employees of Nepalese commercial banks seem to be less concerned with job
related and management related satisfaction and more concerned with the pay
related satisfaction. Therefore more emphasis is required on the design of the
work and economic incentive scheme.
3. There is no exact theory as to the optimum level of the various leadership
styles that yield maximum satisfaction. However, the management of
business organizations can be in a position to determine the appropriate
amount of participation, freedom and imposition on the basis of nature of
people working in the organization.
4. Specific programs (like training, making participation in decision making
etc), should be launched in the commercial banks of Nepal to enhance the
level of job satisfaction of younger employees, who are found dissatisfied.
5. Need to identify the reasons why there are differences in job satisfaction level
between employees having different period of job experience. Then should
apply some corrective measures.
6. The major limitation of the research is Small number of sample. It is
suggested to use larger number of samples in other similar types of research
so that generalizations could be effective and research results could be real
and effective.
7. The term "satisfaction" sounds abstract. Attempts have been made in this
study to reduce the abstraction through considering three dimensions of job
satisfaction. However, satisfaction is contingent upon several other factors.
There is lacuna of studies with respect to other important variables also. It is
therefore, suggested to consider them.
8. After Nepal Rastra Bank has taken a mandatory policy to increase the
authorized capital and also a banking sectors tendency of mergers and
acquisition in 21st century organizations are engaged in changing process.
Therefore it is further recommended to make the extensive study on
leadership style taking employee satisfaction into account.
9. As the most organized sector, government sector requires this type of study in
detail, adopting the same methodology.
10. Generic nature of the modified MSQ-short form (Does not address issues
specific to the job of commercial banks employees). Instrument use to
measure in occupations like: assemblers, clerks, engineers and salesmen.
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