A Project Report On Impact of Job Satisfaction in India

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A project report on Impact of job satisfaction in india
Business Research (Rashtrasant Tukadoji Maharaj Nagpur University)
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A
PROJECT REPORT
ON
“IMPACT OF JOB SATISFACTION IN SBI”

Submitted to
R.T.M. Nagpur University, Nagpur in partial fulfilment of

The requirement of Bachelor in Business Administration
Submitted by:
Neha. R. Keshkar
(BBA- Human Resource Management)
Under the Guidance of
Dr. Vinod Khapne
M.Com, M.Phil., Ph.D., MA Economics
Shri Sachhidanand Shikshan Sanstha Nagpur’s

TAYWADE COLLEGE, KORADI
2020-21

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ACKNOWLEDGEMENT
First and foremost, I thank the god for his substantial blessing and mercy at all
stages in the completion of the project.
Express my immense gratitude to our principal Dr. Sharayou and B. Taywade

for her support and encouragement for the completion of my project.
The valuable and unflinching requital support in this Endeavour Dr. Vinod.
Khapne my guide, whose support & guidance was immeasurable to the completion of
this project.
Last, but not the least, my heartfelt gratitude to my parents, brothers, sister,
relatives and my friends for their constant encouragement, support, help and valuable
advice to make this project a success.
Neha. R. Keshkar

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DECLARATION
I Neha. R. Keshkar hereby declare that the project entitled “Impact of Job
Satisfaction in SBI” is submitted by me for the partial fulfilment of B.B.A at “Taywade
College” Nagpur.
This report is an original work prepared/ done by me and it has never been
submitted to any university/ institution for the award of any degree/ diploma.
Place: Nagpur Neha. R. Keshkar

Date: Enrolment No: 20173006509584

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CERTIFICATE
This is to certify that the project report on entitled “Impact of Job Satisfaction
in SBI” is submitted by Neha. R. Keshkar for partial fulfilment of the requirement of
B.B.A (Bachelor of Business Administration) degree of R.T.M Nagpur University,
Nagpur.
It is the original project carried out under the supervision and guidance of Dr.
Vinod. Khapne and undergone requisite duration as prescribed by R.T.M. Nagpur
University, Nagpur for the project work.
Dr. Vinod. Khapne

M.Com, M.Phil., Ph.D., MA Economics
Place: Nagpur
Date:

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INDEX
Sr. No Particulars Pg. No.
1. Introduction of Topic 1-9
2. Company Profile 10-12
3. Objectives of the Study 13-14
4. Scope of the Study 15-16
5. Limitation of the Study 17-18
6. Review Literature 19-23
7. Research Methodology 24-25
8. Data Analysis and Interpretation 27-42
9. Finding & Conclusion of the Study 43-45
10. Suggestion 46-47
Annexure
 Bibliography 48-49
50-52
 Questionnaire

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CHAPTER- 1
(Introduction)
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Overview of Project
INTRODUCTION ABOUT THE STUDY
JOB SATISFACTION
Definitions:
“Job satisfaction does not seem to reduce absence, turnover and perhaps accident rates”.
-Robert L. Kahn
“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.”
-P. Robbins
Job satisfaction defines as “The amount of overall positive affect (or feeling) that individuals
have toward their jobs.”
-Hugh J. Arnold and Daniel C. Feldman
“Job satisfaction is the amount of pleasure or contentment associated with a job. If you like
your job intensely, you will experience high job satisfaction. If you dislike your job intensely,
you will experience job dissatisfaction.”
By Andrew J DuBrins,
The practice of supervision,
New Delhi
Human life has become very complex and completed in now-a-days. In modern
society the needs and requirements of the people are ever increasing and ever changing.
When the people are ever increasing and ever changing, when the people’s needs are not
fulfilled they become dissatisfied. Dissatisfied people are likely to contribute very little for
any purpose. Job satisfaction of industrial workers us very important for the industry to
function successfully. Apart from managerial and technical aspects, employers can be
considered as backbone of any industrial development. To utilize their contribution they
should be provided with good working conditions to boost their job satisfaction.
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Any business cab achieve success and peace only when the problem of satisfaction
and dissatisfaction of workers are felt understood and solved, problem of efficiency
absenteeism labour turnover require a social skill of understanding human problems and
dealing with them scientific investigation serves the purpose to solve the human problems in
the industry.
a) Pay.
b) The work itself.
c) Promotion
d) The work group.
e) Working condition.
f) Supervision.
PAY
Wages do play a significant role in determining of satisfaction. Pay is instrumental in
fulfilling so many needs. Money facilities the obtaining of food, shelter, and clothing and
provides the means to enjoy valued leisure interest outside of work. Moreover, pay can serve
as symbol of achievement and asource of recognition. Employees often see pay as a
reflection of organization. Fringe benefits have not been found to have strong influence on
job satisfaction as direct wages.
THE WORK ITSELF

Along with pay, the content of the work itself plays a very major role in determining
how satisfied employees are with their jobs. By and large, workers want jobs that are
challenging; they do want to be doing mindless jobs day after day. The two most important
aspect of the work itself that influence job satisfaction are variety and control over work
methods and work place.
In general, job with a moderate amount of variety produce the most job satisfaction.
Jobs with too little variety cause workers to feel bored and fatigue. Jobs with too much
variety and stimulation cause workers to feel psychologically stressed and ‘burnout’.
PROMOTION
Promotional opportunities have a moderate impact on job satisfaction. A promotion to
a higher level in an organization typically involves positive changes I supervision, job content
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and pay. Jobs that are at the higher level of an organization usually provide workers with
more freedom, more challenging work assignments and high salary.
SUPERVISION
Two dimensions of supervisor style:
1. Employee centred or consideration supervisors who establish a supportive
personal relationship with subordinates and take a personal interest in them.
2. The other dimension of supervisory style influence participation in decision
making, employee who participates in decision that affect their job, display a
much higher level of satisfaction with supervisor an the overall work situation.
WORK GROUP
Having friendly and co-operative co-workers is a modest source of job satisfaction to
individual employees. The working groups also serve as a social support system of
employees. People often used their co-workers as sounding board for their problem of as a
source of comfort.
WORK CONDITION
The employees desire good working condition because they lead to greater physical
comfort. The working conditions are important to employees because they can influence life
outside of work. If people are require to work long hours and / or overtime, they will have
very little felt for their families, friends and recreation outside work.
Determinants of job satisfaction:

While analyzing the various determinants of job satisfaction, 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. Therefore, it appears that besides
the nature of job and job environment, there are individual variables which affect job
satisfaction. Thus, all those factors which provide a fit among individual variables, nature of
job, and situational variables determine the degree of job satisfaction. Let us see what these
factors are.
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Individual factors:
Individuals have certain expectations from their jobs. If their expectations are met
from the jobs, they feel satisfied. These expectations are based on an individual’s level of
education, age and other factors.
Level of education:
Level of education of an individual is a factor which determines the degree of job
satisfaction. For example, several studies have found negative correlation between the level
of education, particularly higher level of education, and job satisfaction. The possible reason
for this phenomenon may be that highly educated persons have very high expectations from
their jobs which remain unsatisfied. In their case, Peter’s principle which suggests that every
individual tries to reach his level of incompetence, applies more quickly.
Age:
Individuals experience different degree of job satisfaction at different stages of their
life. Job satisfaction is high at the initial stage, gets gradually reduced, starts rising up to
certain stage, and finally dips to a low degree. The possible reasons for this phenomenon
are like this.
When individuals join an organization, they may have some unrealistic assumptions
about what they are going to drive from their work. These assumptions make them more
satisfied. However, when these assumptions fall short of reality, job satisfaction goes down.
It starts rising again as the people start to assess the jobs in right perspective and correct their
assumptions. At the last, particularly at the fag end of the career, job satisfaction goes down
because of fear of retirement and future outcome.
Other factors:
Besides the above two factors, there are other individual factors which affect job
satisfaction. If an individual does not have favourable social and family life, he may not feel
happy at the workplace. Similarly, other personal problems associated with him may affect
his level of job satisfaction. Personal problems associated with him may affect his level of job
satisfaction.
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Nature of job:
Nature of job determines job satisfaction which is in the form of occupation level and
job content.
Occupation level:
Higher level jobs provide more satisfaction as compared to lower levels. This
happens because high level jobs carry prestige and status in the society which itself becomes
source of satisfaction for the job holders. For example, professionals derive more satisfaction
as compared to salaried people: factory workers are least satisfied.
Job content:
Job content refers to the intrinsic value of the job which depends on the requirement
of skills for performing it, and the degree of responsibilityand growth it offers. A higher
content of these factors provides higher satisfaction. For example, a routine and repetitive
lesser satisfaction; the degree of satisfaction progressively increases in job rotation, job
enlargement, and job enrichment.
Situational variables:
Situational variables related to job satisfaction lie in organizational context – formal
and informal. Formal organization emerges out of the interaction of individuals in the
organization. Some of the important factors which affect job important factors which affect
job satisfaction are given below:
1. Working conditions: Working conditions, particularly physical work environment,

like conditions of workplace and associated facilities for performing the job determine job
satisfaction. These work in two ways. First, these provide means job performance. Second,
provision of these conditions affects the individual’s perception about the organization. If
these factors are favourable, individuals experience higher level of job satisfaction.
2. Supervision: The type of supervision affects job satisfaction as in each type of

supervision; the degree of importance attached to individuals varies. In employee-oriented
supervision, there is more concern for people which is perceived favourably by them and
provides them more satisfaction. In job oriented supervision, there is more emphasis on the
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performance of the job and people become secondary. This situation decreases job
satisfaction.
3. Equitable rewards: The type of linkage that is provided between job performance
and rewards determines the degree of job satisfaction. If the reward is perceived to be based
on the job performance and equitable, it offers higher satisfaction. If the reward is perceived
to be based on considerations other than the job performance, it affects job satisfaction
adversely.
4. 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. If the present job offers opportunity of promotion is lacking, it
reduces satisfaction.
5 Work group: Individuals work in group either created formally of they develop on
their own to seek emotional satisfaction at the workplace. To the extent such groups are
cohesive; the degree of satisfaction is high. If the group is not cohesive, job satisfaction is
low. In a cohesive group, people derive satisfaction out of their interpersonal interaction and
workplace becomes satisfying leading to job satisfaction.
Effect of Job Satisfaction

Job satisfaction has a variety of effects. These effects may be seen in the context of an
individual’s physical and mental health, productivity, absenteeism, and turnover.
Physical and Mental Health:
The degree of job satisfaction affects an individual’s physical and mental health.
Since job satisfaction is a type of mental feeling, its favourableness or unfavourableness
affects the individual psychologically which ultimately affects his physical health. For
example, Lawler has pointed out that drug abuse, alcoholism and mental and physical health
result from psychologically harmful jobs. Further, since a job is an important part of life, job
satisfaction influences general life satisfaction. The result is that there is spill over effect
which occurs in both directions between job and life satisfaction.
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Productivity:
There are two views about the relationship between job satisfaction and productivity:
1. A happy worker is a productive worker,
2. A happy worker is not necessarily a productive worker.
The first view establishes a direct cause-effect relationship between job satisfaction
and productivity; when job satisfaction increases, productivity increases; when satisfaction
decreases, productivity decreases. The basic logic behind this is that a happy worker will put
more efforts for job performance. However, this may not be true in all cases. For example, 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. Therefore, this view
does not explain fully the complex relationship between job satisfaction and productivity.
Another view: That is a satisfied worker is not necessarily a productive worker explains the
relationship between job satisfaction and productivity. Various research studies also support
this view. 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.
1. Job performance leads to job satisfaction and not the other way round. The basic
factor for this phenomenon is the rewards (a source of satisfaction) attached with
performance. There are two types of rewards- intrinsic and extrinsic. The intrinsic reward
stems from the job itself which may be in the form of growth potential, challenging job, etc.
Thesatisfaction on such a type of reward may help to increase productivity. The extrinsic
reward is subject to control by management such as salary, bonus, etc. Any increase in these
factors does not hep to increase productivity though these factors increase job satisfaction.
2. A happy worker does not necessarily contribute to higher productivity because he has
to operate under certain technological constraints and, therefore, he cannot go beyond certain
output. Further, this constraint affects the management’s expectations from the individual in
the form of lower output. Thus, the work situation is pegged to minimally acceptable level of
performance.
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However, it does not mean that the job satisfaction has no impact o productivity. A
satisfied worker may not necessarily lead to increased productivity but a dissatisfied worker
leads to lower productivity.
Absenteeism:
Absenteeism refers to the frequency of absence of job holder from the workplace
either unexcused absence due to some avoidable reasons or long absence due to some
unavoidable reasons. It is the former type of absence which is a matter of concern. 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. Thus, job satisfaction is related to
absenteeism.
Employee turnover:
Turnover of employees is the rate at which employees leave the organization within a
given period of time. When an individual feels dissatisfaction in the organization, he tries to
overcome this through the various ways of defence mechanism. If he is not able to do so, he
opts to leave the organization. Thus, in general case, employee turnover is related to job
satisfaction. However, job satisfaction is not the only cause of employee turnover, the other
cause being better opportunity elsewhere.
For example, in the present context, the rate of turnover of computer software
professionals is very high in India. However, these professionals leave their organizations not
simply because they are not satisfied but because of the opportunities offered from other
sources particularly from foreign companies located abroad.
Improving job satisfaction:

Job satisfaction plays significant role in the organization. Therefore, manager should
take concrete steps to improve the level of job satisfaction.
1. Re-designing the job
2. Improving the quality of work life.
3. Linking rewards with performance.
4. Improving overall organizational climate.
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CHAPTER- 2
(Company Profile)
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PROFILE OF SBI
The origin of the State Bank of India goes back to the first decade of the nineteenth
century with the establishment of the Bank of Calcutta in Calcutta on 2nd June 1806. Three
years later the bank received its charter and it was re-designed as the Bank of Bengal (2nd
January 1809). A unique institution, it was the first joint-stock bank of British India
sponsored by the Government of Bengal. The Bank of Bombay (15th April 1840) and the
Bank of Madras (1st July 1843) followed the Bank of Bengal. These three banks remained at
the apex of modern banking in India till their amalgamation as the Imperial Bank of India on
27th January 1921.
ESTABLISHMENT
The establishment of the Bank of Bengal marked the advent of limited liability, joint-stock
banking in India. So was the associated innovation in banking, viz. the decision to allow the
Bank of Bengal to issue notes, which would be accepted for payment of public revenues
within a restricted geographical area. This right of note issue was very valuable not only for
the Bank of Bengal but also its two siblings, the Banks of Bombay and Madras. The three
banks were governed by royal charters, which were revised from time to time.
Each charter provided for a share capital, for-fifth of which were privately subscribed and the
rest owned by the provincial government. The members of the board of directors, which
managedthe affairs of each bank, were mostly proprietary directors representing the large
European managing agency houses in India; The rest where government nominees invariably
civil servants. One of whom was elected as the president of the board.
MAJOR CHANGE IN THE CONDITIONS

A major change in the conditions of operation of the Banks of Bengal, Bombay and Madras
occurred after 1860. With the passing of the Paper Currency Act of 1861, the right of note
issue of the presidency banks was abolished and the Government of India assumed from 1
March 1862 the sole power of issuing paper currency within British India. The task of
management and circulation of the new currency notes was conferred on the presidency
banks and the Government undertook the transfer the Treasury balances to the banks at places
where the banks would open branches. None of the three banks had till than any braches
(except the sole attempt ad that too a short-lived one by the Bank of Bengal at Mirsapore in
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1839) although the charters had given them such authority. But as soon as the three
presidency band were assured of the free use of government.
IMPERIAL BANK
The Imperial Bank during the three and a half decades of its existence recorded an impressive
growth in terms of offices, reserves, deposits, investments and advances, the increases in
some cases amounting to more than six-fold. The financial status and security inherited form
its forerunners no doubt provided a form and durable platform. But the lofty traditions of
banking which the Imperial Bank consistently maintained and the high standard of integrity it
observed in its operations inspired confidence in its depositors that no other bank in India
could perhaps then equal. All these enabled the Imperial Band acquire a pre-eminent position
in the Indian banking industry and also secure a vital place in the country’s economic life.
When India attained freedom, the Imperial Bank had a capital base (including reserves) of
Rs.11.85 crores, deposits and advances of Rs.275.14 crores and Rs.72.94 crores respectively
and a new work of 172 branches and more than 200 sub offices extending all over the
country. The State Bank of India was thus born within a new sense of social purpose aided by
the 480 offices comprising branches, sub offices and three Local Head Offices inherited form
the Imperial Bank.
The concept of banking as mere repositories of the community’s savings and lenders to
creditworthy parties was soon to give way to the concept of purposeful banking sub-serving
the growing and diversified financial needs of planned economic development. The State
Bank of India was destined to act banking system into the exciting field of national
development
WELFARE MEASURE
 SBI provides educational facilities to its employee’s children.

 SBI provides loan to its employees at a low rate of interest.
 SBI provides health insurance to its employees
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CHAPTER- 3
(Objectives of Study)
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OBJECTIVES OF STUDY
The following are the objectives of the present study.
 To determine the level of satisfaction of the respondents regarding their job.
 To study and understand the job satisfaction among the employees of State Bank of
India.
 To study the various factors which influencing job satisfaction.
 To study the relationship between the personal factors of the employee (Income,
Designation, Educational qualification, Gender, etc.)
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CHAPTER-4
(Scope of Study)
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SCOPE OF STUDY
The scope of this study is clear as we analyze the needs of the employees to enrich their
morale and creating a friendly atmosphere which also enriches their work life, can also be a
possible scope.
Following are the Scope of the present study:-
 Job Satisfaction is an important output that employees work for Organization.
 It comprises of extrinsic and intrinsic factors and helps Maintain an able and willing
work forces.
 It is an interesting and significant area for conducting research.
 The study made on the topic of Job Satisfaction will reveal the factor of feelings of
employees in State Bank of India.
 This report is useful to the management of the company to know the satisfaction
levels of employees and they can take measures to increase productivity.
 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.
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CHAPTER-5
(Limitations of Study)
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LIMITATIONS OF THE STUDY
 Data collected is based on questionnaire.
 The research exercise was conducted within a limited duration. So a detailed

study could not be made.
 The information collected by the observation method is very limited.
 The result would be varying according to the individuals as well as time.
 Some respondents hesitated to give the actual situation; they feared that
management would take any action against them
 The findings and conclusions are based on knowledge and experience of the
respondents sometime may subject to bias.
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CHAPTER-6
(Review of Literature)
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REVIEW OF LITERATURE
Job satisfaction represents the constellations of person’s attitude towards or about the
job. In general, job satisfaction is the attitude towards the job as a whole. Job satisfaction is a
function of satisfaction with different aspects of job, i.e. supervision, pay, works itself, co-
workers, promotion, etc., and of the particular weighting or importance one attaches to these
respective components.
The study of job satisfaction is a relatively recent phenomenon. It can perhaps be said
to have begun in earnest with the famous Hawthorne studies conducted by Elton Mayo at the
western Electronic Company in 1920s during the course of investigations. However they
become convinced that factors of a social nature were affecting satisfaction with the job and
productivity. Since the Hawthorne studies there has been an enormous output of work on the
nature, causes and correlates of job satisfaction.
The traditional model of job satisfaction is that it consists of the total body of feelings
that an individual has about his job. This total body of feelings involves, in effect, weighting
up the sum total of influences of the job, the nature of job itself, the pay, the promotion. The
promotion prospects, the nature of supervision and so on. Where the sum total of influences
gives rise to feelings of satisfactions the individual is job satisfied.
Where in total they give rise to feelings of job dissatisfaction the individual is job
dissatisfied. Improving any one of these influences will lead in the direction of job
satisfaction, making less satisfactory any one of the influences will lead in the direction of the
job dissatisfaction. However, what makes a job satisfying does not depends only on the
nature of the job, but on the job expectations that individuals have of what their job should
provide. Expectancy theory points to the importance of the individual’s expectations of his
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job in determining job satisfaction. For individuals who have expectations that their job
should give them opportunities for pay, challenge, a failure of the job to meet this expectation
will lead to dissatisfaction compared to a situation where no such expectation is involved.
What expect expectation of individuals will have of a job may vary. For a large
number of reasons, some deriving from social others from individual causes. These proposing
an expectancy theory usually regarded overall job satisfaction as a function of satisfaction
with various elements of the job. Another theory that has dominated the study of the nature of
job satisfaction is Herzberg’s famous “Two factory Theory’s of job satisfaction. In this he
claims that the factors which cause job satisfaction are separate and distinct from the factors
which job dissatisfaction.
The factors causing job satisfaction, which level factors such as there relating to
satisfaction with the job itself. The factors which cause job dissatisfaction called hygiene
factors are more concerned with conditions of work such as pay and supervision. At no time
does Herzberg argue a job satisfactory, except may be for a short run.
Philip apple while has listed five major components of job satisfaction as,
1. Attitude towards work group.
2. General workings conditions.
3. Attitude towards company.
4. Monetary benefits and
5. Attitude towards supervision
Other components that should be added to these five are the individual’s state of mind
about the work itself and about life in general. The individual’s health, age, level of
aspiration, social status and political and social activities can all contribute to job satisfaction.
A person attitude toward the job may be positive or negative.
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Job satisfaction is not synonymous with organizational morale, which is the
possession of felling of being accepted by and belonging to a group of employees through
adherence to common goals and confidence in desirability of these goals. Morale is the by-
product of a group, while job satisfaction is more of an individual stage of mind.
However the two concepts are interrelated in that job satisfaction can contribute to
morale and morale can contribute to job satisfaction. For many years managers generally
have believed that asatisfied worker is necessarily a good worker. In other works if
management could keep all the employees “HAPPY”, good performance would
automatically follow. Charles Greene has suggested that many managers subscribe to this be
life because it represent “the path of least residence”. Greene’s thesis is that if a performance
problem exists, increasing an employee’s happiness is for more pleasant than discussing with
the worker his or her failure to meet standards. Although happiness eventually results from
satisfaction, this feeling goes much deeper and is far less tenuous than happiness.
Recent research evidence generally rejects the more popular view that satisfaction
causes performance. The evidence does, however, provide moderate support for the view that
job effort causes satisfaction. The evidence also strongly indicates that rewards constitute a
more direct cause of satisfaction that performance does and that rewards based on current
effort causes subsequent performance. Research also indicates that a high level of job
satisfaction does have a positive impact is reducing turnover, absenteeism, tardiness
accidents, grievances and strikes. In addition, recruitment efforts by current employees
generally are more successful if these employees are well satisfied.
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Satisfied employees are preferred simply because they affect the work environment
positively. Thus even through a well satisfied employee is not necessarily an outstanding
performer; there are numerous reasons for taking steps to encourage employee satisfaction. A
high level of satisfaction leads to organizational commitment while a low level or
dissatisfaction results in behaviours detrimental to the organization.
It must be remembered that satisfaction and motivation are not synonymous.
Motivation is a drive to perform, whereas satisfaction reflects situation. The factors that
determine whether an individual is adequately satisfied with the job differ from those that
determine whether he or she is motivated. The level of satisfaction is largely determined by
the comforts offered by the environment and situation. Motivation on the other hand, is
largely determined by the value of rewards and their contingency on performance. Motivation
results is added effort that is turn leads to increased performance if the individual has the
ability and result of high satisfaction is increased commitment to the organized which may or
may not result is better performance. The increased commitment normally will lessen the
number of personnel related problems, Such as strikes, excessive absenteeism, tardiness and
turnover.
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CHAPTER- 7
(Research Methodology)
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METHODOLOGY
Area of study:
This study was conducted in Nagpur city.
Sample size:
The researcher has proposed to interview 100 respondents who are working in 7
branches of State Bank of India, Nagpur and they were selected as the sample for the study.
Sources of data:
The study is based on both primary and secondary data.
Primary data:
The primary data were collected through structured questionnaire.
Secondary data:
The required secondary was collected from books, magazines and web-sites.
Sampling techniques:
The methodology followed for collecting data, selection of sample, and analysis of
data is as follows:
Data collection technique:
The questionnaire has been designed and supplied to the respondents for collecting
primary data from customers.
Tools for analysis:
The following statistical tools are used in the study for the purpose of analysis.
Percentage analysis:
It refers to a special kind of ratio; percentages are used to comparison between two or
more series of data and also to describe the relation. Since the percentage reduced everything
to a common base and there by allow meaningful comparison to be made.
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CHAPTER- 8
(Data Analysis & Interpretation)
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Data Analysis & Interpretation

NUMBER OF RESPONDENTS AND LEVEL OF SATISFACTION
LEVEL OF SATISFACTION NO. OF RESPONDENTS
HIGH SATISFACTION 23
MEDIUM SATISFACTION 54
LOW SATISFACTION 23
TOTAL 100
TABLE SHOWING OPINION OF RESPONDENTS TOWARDS AGE

AGE RESPONDENTS PERCENTAGE (%)
BELOW 30 39 39
31 TO 45 43 43
ABOVE 45 18 18
TOTAL 100 100
Below 3031 to 45Above 45
43
39
18
Below 30 31 to 45 Above 45
Interpretation:
The above table indicates that
 39% of the respondents belongs to the age group of less than 30 years.
 43% of the respondents belongs to the age group of 31- 45 years.
 18% of the respondents belongs to the age group of above 45 years.
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TABLE SHOWING OPINION OF RESPONDENTS TOWARDS MARITAL STATUS
MARTIAL STATUS RESPONDENTS PERCENTAGE (%)
MARRIED 76 76
SINGLE 24 24
TOTAL 100 100
MarriedUnmarried
76
24
Married Unmarried
Interpretation:
The above table indicates that:
 76% respondents are married, and
 24% of the respondents are unmarried.
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lOMoARcPSD|20124242
TABLE SHOWING OPINION OF RESPONDENTS TOWARDS GENDER
GENDER RESPONDENTS PERCENTAGE (%)

MALE 62 62
FEMALE 38 38
TOTAL 100 100
MaleFemale
62
38
Male Female
Interpretation:
 62% respondents are male, and
 38% of the respondents are female.
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lOMoARcPSD|20124242
TABLE SHOWING OPINION OF RESPONDENTS OF DIFFERENT LEVELS OF JOB
LEVEL OF JOB RESPONDENTS PERCENTAGE (%)

ACCOUNTANT 26 26
CASHIER 21 21
CLERK 35 35
CONSUMER CARE
EXECUTIVE 6 6
MANAGER 12 12
TOTAL 100 100
35
26
21
12
Accountant Cashier Clerk Consumer Care Manager

Executive
Interpretation:
 26% of respondents are accountants,
 21% of respondents are cashiers,
 35% of respondents are clerks,
 6% of respondents are consumer care executives, and
 12% of respondents are managers.
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lOMoARcPSD|20124242
TABLE SHOWING OPINION OF RESPONDENTS TOWARDS EXPERIENCE

EXPERIENCE RESPONDENTS PERCENTAGE (%)
LESS THAN 5 59 59
6 TO 10 36 36
ABOVE 10 5 5
TOTAL 100 100
Less than 5 years6 to 10 yearsabove 10 years
59
36
Less than 5 years 6 to 10 years above 10 years
Interpretation:
 59% of the respondents belongs to the group of less than 5 years experience.
 36% of the respondents belongs to the group of 6 - 10 years experience.
 5% of the respondents belongs to the group of above 10 years experience.
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TABLE SHOWING OPINION OF RESPONDENTS TOWARDS MONTHLY

SALARY
MONTHLY SALARY RESPONDENTS PERCENTAGE (%)
BELOW Rs.10,000 24 24
Rs.10,001 TO Rs.20,000 54 54
Rs.20,001 TO Rs.30,000 16 16
ABOVE Rs.30,000 6 6
TOTAL 100 100
Below Rs.10,000Rs. 10,001 to 20,000Rs. 20,001 to Rs. 30,000Above Rs. 30,000
54
24
16
Below Rs.10,000 Rs. 10,001 to 20,000Rs. 20,001 to Rs. 30,000 Above Rs. 30,000
Interpretation:
 24% of the respondents belongs to the group of Below Rs.10, 000.
 54% of the respondents belongs to the group of Rs.10,001 to Rs.20,000.
 16% of the respondents belongs to the group of Rs.20,001 to Rs.30,000.
 6% of the respondents belongs to the age group of above
 Rs.30,000
32 |Page

lOMoARcPSD|20124242
TABLE SHOWING OPINION OF RESPONDENTS TOWARDS EDUCATIONAL

QUALIFICATION
EDUCATIONAL QUALIFICATION RESPONDENTS PERCENTAGE (%)
GRADUATE 37 37
POST-GRADUATE 63 63
TOTAL 100 100
GraduatePost-Graduate
63
37
Graduate Post-Graduate
Interpretation:
 37% of the respondents are Graduates, and
 63% of the respondents are Post Graduates.
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lOMoARcPSD|20124242
TABLE SHOWING OPINION OF RESPONDENTS TOWARDS FAMILY SIZE

FAMILY SIZE RESPONDENTS PERCENTAGE (%)
UP TO 2 5 5
3 TO 5 65 65
ABOVE 5 30 30
TOTAL 100 100
Up to 23 to 5Above 5
65
30
Up to 2 3 to 5 Above 5
INTERPRETATION:
The above table reveals that
 5% of the respondents belongs to the group of up to 2 members in the family.
 65% of the respondents belongs to the group of 3 – 5 members in the family.
 30% of the respondents belongs to the group of above 5
members in the family.
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lOMoARcPSD|20124242
TABLE SHOWING RESPONDENT’S OPINION ABOUT SALARY
Man work to earn every employee is in organisation will expect a correct pay to be
paid for the job done by him. The reasonable pay for each job which is performed in the
organisation. This scale of pay may help for the job satisfaction to a certain extent.
SALARY AND NUMBER OF RESPONDENTS
PERCENTAGE
SALARY SATISFACTION RESPONDENTS (%)
AGREE 61 61
DIS-AGREE 36 36
STRONGLY AGREE 3 3
TOTAL 100 100
AgreeDisagreeStrongly Agree
61
36
Agree Disagree Strongly Agree
INTERPRETATION:
 61% of the respondents are agreed with his salary satisfaction.
 36% of the respondents are disagreed with his salary satisfaction.
 3% of the respondents are strongly agreed with his salary satisfaction.
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TABLE SHOWING RESPONDENTS OPINION ABOUT PROMOTIONAL

OPPORTUNITIES
PROMOTIONAL
OPPORTUNITY
SATISFACTION RESPONDENTS PERCENTAGE (%)
AGREE 60 60
DIS-AGREE 23 23
STRONGLY AGREE 6 6
STRONGLY DIS-AGREE 3 3
UNDECIDED 8 8
TOTAL 100 100
60
23
8
6
3
Agree Dis-Agree Strongly AgreeStrongy Dis-Agree Undecided
INTERPRETATION:

 60% of the respondents are agree with their promotional
opportunities.
 23% of the respondents are disagree with their promotional opportunities.
 6% of the respondents are strongly agree with their promotional opportunities.
 3% of the respondents are strongly dis-agree with their
promotional opportunities.
 8% of the respondents are undecided with their promotional opportunities.
36 |Page

lOMoARcPSD|20124242
TABLE SHOWING RESPONDENT’S OPINION ABOUT WORKING CONDITION
OPINION RESPONDENTS PERCENTAGE (%)
GOOD 67 67
FAIR 22 22
EXCELLENT 9 9
UNDECIDED 2 2
TOTAL 100 100
67
CHART SHOWING RESPONDENTS OPINION
ABOUT
22
2
0 0 0 0
GOOD FAIR EXCELLENT UNDECIDED
INTERPRETATION:
 67% of the respondents are satisfied

 22% of the respondents are not satisfied with the working condition.
 9% of the respondents feel that the working conditions is excellent.
 2% of the respondents feel that thee working conditions is undecided
37 |Page

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TABLE SHOWING RESPONDENT’S OPINION ABOUT NATURE OF JOB
GOOD 63 63
FAIR 25 25
EXCELLENT 2 2
POOR 9 9
UNDECIDED 1 1
TOTAL 100 100
63
25
9
2 1
Good Fair Excellent Poor Undecided
INTERPRETATION:
 63% of the respondents feel that the nature of job is good.

 25% of the respondents feel that it is fair.
 2% of the respondents feel that it is excellent.
 9% of the respondents feel that it is poor.
 1% of the respondents feel that it is undecided.
38 |Page

lOMoARcPSD|20124242
TABLE SHOWING RESPONDENT’S OPINION ABOUT TRAINING

OPPORTUNITIES
PERCENTAGE
OPINION RESPONDENTS (%)
GOOD 63 63
FAIR 26 26
EXCELLENT 6 6
POOR 2 2
UNDECIDED 3 3
100 100
TOTAL
GoodFairExcellentPoorUndecided
63
26
6 2 3
INTERPRETATION:

 63% of the respondents are satisfied with their training opportunities.
 26% of the respondents are not satisfied with their training opportunities.
 6% of the respondents feel that training opportunities is excellent.
 2% of the respondents feel that training opportunities is poor.
 3% of the respondents feel that training opportunities is undecided.
39 |Page

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TABLE SHOWING RESPONDENT’S OPINION ABOUT RELATIONSHIP WITH

MANAGEMENT
GOOD 70 70
FAIR 13 13
EXCELLENT 11 11
POOR 3 3
UNDECIDED 3 3
TOTAL 100 100
70
13
11
3 3
INTERPRETATION:
 70% of the respondents are agreed that they have cordial
relationship with management.
 13% of the respondents are disagreed that their relationship with management is
cordial.
 11% of the respondents are strongly felt that his relationship with management is
cordial.
 3% of the respondents are felt that his relationship with management is not good.
 3% of the respondents are undecided their relationship with management.
40 |Page

lOMoARcPSD|20124242
TABLE SHOWING RESPONDENT’S OPINION ABOUT RELATIONSHIP WITH CO-WORKERS
GOOD 67 67
FAIR 13 13
EXCELLENT 17 17
POOR 3 3
TOTAL 100 100
67
17
13
Good Fair Excellent Poor
INTERPRETATION:
 The above table reveals that

 67% of the respondents are agree with their relationship with co-workers is
satisfaction.
 13% of the respondents are not satisfied with their relationship with co-worker.
 17% of the respondents are very much satisfied with their relationship with co-
workers is satisfied.
 3% of the respondents are felt that his relationship with co-workers is not good.
41 |Page

lOMoARcPSD|20124242
TABLE SHOWING RESPONDENT’S OPINION ABOUT SATISFACTION WITH OTHER

FACILITIES
GOOD 71 71
FAIR 16 16
EXCELLENT 11 11
POOR 2 2
TOTAL 100 100
GoodFairExcellentPoor
71
16
11
2
Good Fair Excellent Poor
INTERPRETATION:

 71% of the respondents are satisfied with other facilities provided by bank.
 16% of the respondents are not satisfied with other facilities provide by bank.
 11% of the respondents have excellent opinion about with other facilities.
.
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lOMoARcPSD|20124242
CHAPTER- 9
(Finding & Conclusion)
43 |Page

lOMoARcPSD|20124242
Findings:
The following are the findings of the study:
PERCENTAGE ANALYSIS
 43% of the respondents are in the age group of 31-45 years.
 62% of the respondents are male.
 76% of the respondents are married.
 35% of the respondents are clerk.
 59% of the respondents are less than 5 years’ experience.
 54% of the respondents monthly income as Rs. 10,001-Rs. 20,000.
 Most of the respondents are Post-Graduate.
 65% of the respondents are 3-5 members in family.
 39% of the respondents are not satisfied and the remaining is satisfied with their salary.
 Most of the respondents are agree with their promotional opportunities.
 67% of the respondents are satisfying their working conditions.
 63% of the respondents are satisfied with their job.
 Most of the respondents agree with their training opportunities.
 There exists a cordial relationship between employees and management.
 67% of the respondents are very much satisfied with their relationship with the co-
workers.
 Most of the respondents satisfied other facilities.
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lOMoARcPSD|20124242
CONCLUSION
From the study, the researcher has come to know that most of the respondents have job
satisfaction; the management has taken the best efforts to maintain cordial relationship with
the employees. Due to the working conditions prevailing in this bank, job satisfaction of each
respondent seems to be the maximum.
From the study, the researcher has come to know that most of the employees were
satisfied with the welfare measures provided by bank. The employees of SBI get more
benefits compare to other banks. The main problem of shortage of man power is less in the
SBI.
45 |Page

lOMoARcPSD|20124242
CHAPTER-10
(Suggestion)
46 |Page

lOMoARcPSD|20124242
Suggestion
Superiors have to guide their subordinates with advices and assistance which motivate
the employees.
The Company needs to put the policies into practice so that the employees should not
feel any inconvenience.
Organization has to provide provisions for the growth & development of employees.
Management have to make effective communication channels in the firm.
Management should take remedial measures to improve general working condition of
the firm there by employees will be satisfied in their job.
Management should take proper care to maintain employee-employer relationship.
Proper guidance and counselling should be provided to the employees so that their
mental satisfaction can be improved.
Management should provide proper safety measures in the organization, so the
employee will be secured in the job.
Management should provide promotional facilities to the employees then only they will
be motivated in the job.
Management should provide proper leave to the employees.
Management should take effective welfare measure-s to meet industry standards.
Management should provide more opportunities to employees in order to participate
indecision making
47 |Page

lOMoARcPSD|20124242
BIBLIOGRAPHY
48 |Page

lOMoARcPSD|20124242
BOOKS:
HUMAN RESOURCE MANAGEMENT - L.M. PRASAD
STATISTICAL METHODS - S.P.GUPTA
Web-Site :-www.sbi.com
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lOMoARcPSD|20124242
QUESTIONNAIRE
A STUDY ON JOB SATISFACTION AMONG THE EMPLOYEES OF STATE BANK
OF INDIA IN Nagpur CITY
1. PERSONAL BACK ROUND
1. Name of the employee:
2. Age:
3. Gender: Male Female
4. Educational Qualification
: 5. Marital status: Married Single
6. Family size:
7. Nature of job:
8. Monthly salary: Below 10,000 10,001 to 20,000
20,001 to 30,000 above 30,000
9. How many years you are working in the organization? :
10. Working hours of bank:
2. JOB SATISFACTION SEGMENTS Kindly put tick ( ) mark in only answer from various
alternatives given below.
1. Your salary is satisfied.
Agree Disagree Undecided Strongly agree
Strongly disagree
2. Opinion about your job.
Excellent Good Fair Poor Undecided
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lOMoARcPSD|20124242
3. You have the capability to achieve the targets in time.
Strongly disagree
4. Opinion about the existing relationship between the workers and management.
5. You feel over burden in your job.
Strongly disagree
6. You have enough time to spend with your family.
Strongly disagree
7. You feel that your working hours are convenient.
Strongly disagree
8. Advertisement for bank is satisfactory.
Strongly disagree
9. Your personal problems affect the job.
Strongly disagree
10. Your relationship with co-workers.
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lOMoARcPSD|20124242
11. Your complaints are settled quickly by the bank.
Strongly disagree
12. Promotional basis are satisfactory.
Strongly disagree
13. Opinion about other facilities in your bank
. Excellent Good Fair Poor Undecided
14. What you feel about the working environment?
15. What you feel about training opportunity?
16. What is your opinion about welfare factors?
52 |Page

A Project Report On Impact of Job Satisfaction in India

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A project report on Impact of job satisfaction in india

Business Research (Rashtrasant Tukadoji Maharaj Nagpur University)

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Studocu is not sponsored or endorsed by any college or university

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“IMPACT OF JOB SATISFACTION IN SBI”

R.T.M. Nagpur University, Nagpur in partial fulfilment of

(BBA- Human Resource Management)

Under the Guidance of

Dr. Vinod Khapne

M.Com, M.Phil., Ph.D., MA Economics

Shri Sachhidanand Shikshan Sanstha Nagpur’s

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Express my immense gratitude to our principal Dr. Sharayou and B. Taywade

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Place: Nagpur Neha. R. Keshkar

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in SBI” is submitted by Neha. R. Keshkar for partial fulfilment of the requirement of

B.B.A (Bachelor of Business Administration) degree of R.T.M Nagpur University,

Vinod. Khapne and undergone requisite duration as prescribed by R.T.M. Nagpur

University, Nagpur for the project work.

Dr. Vinod. Khapne

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Sr. No Particulars Pg. No.

1. Introduction of Topic 1-9

2. Company Profile 10-12

3. Objectives of the Study 13-14

4. Scope of the Study 15-16

5. Limitation of the Study 17-18

6. Review Literature 19-23

7. Research Methodology 24-25

8. Data Analysis and Interpretation 27-42

9. Finding & Conclusion of the Study 43-45

10. Suggestion 46-47

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INTRODUCTION ABOUT THE STUDY

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THE WORK ITSELF

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Determinants of job satisfaction:

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1. Working conditions: Working conditions, particularly physical work environment,

2. Supervision: The type of supervision affects job satisfaction as in each type of

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Effect of Job Satisfaction

Physical and Mental Health:

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Improving job satisfaction:

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MAJOR CHANGE IN THE CONDITIONS

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 SBI provides educational facilities to its employee’s children.

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The following are the objectives of the present study.

 To determine the level of satisfaction of the respondents regarding their job.

 To study the various factors which influencing job satisfaction.

Designation, Educational qualification, Gender, etc.)