Executive Summary

The project deals with the subject employees job satisfaction in Bank. Jobsatisfaction is the
measure of employees related with their job. It shows whether the
employees like their job or not. The various factors may affect employee’s job
satisfaction such as nature of work, compensations, policies and procedures, promotion
opportunities, securities etc.Axis bank is a private sectors banks in India which offers
comprehensive suite offinancial products. It sells it financial services to large and mid size
corporate, SME,and retail business. Axis bank has largest ATM network among private
banks in India
.An attempt has been made to study employee’s job satisfaction. The project has also
summarizes attitude of employees towards work and various factors that motivate them. The
project also gives some suggestions for growth of company. Global Trust Bank is the first
new generation bank and it was amalgamated with Oriental Bank andre named as
Bank..There are different initiatives and subsidiaries taken by bank. Government initiatives of
scheme like Pradhan Mantri January Dhan Yojana was associated andalso took initiative to
succeeding of recapitalization. Demonetization related to moneylaundering was been evolved
were workers were in active to facilitate activities. It hasalso won awards and recognition for
various services from 2010 to 2015.Good image, growth, various services, increase in market
share, E-banking arestrength of company whereas limited branches, change in share price are
some ofweakness. Market penetration and market development are opportunities,
newentrants, tough competition are threats for company. Vision of the company is to bemost
respectful in financial services and to set global benchmark. Mission is to beeffective and
efficient in ethical practices and to be transparent.

The purpose of this study is to find out how effective salaries are in terms of employee
satisfaction within the context of the financial industry. The research questions are the
following:

• How does working more hours affect employee satisfaction? • How do workers from
different ages (20-35, 36-55, 56+) value the different aspects of their job?

• Do people in the higher salary tier (+$180k) value compensation as the most important
aspect?

Undertaken in London (United Kingdom) and then continued in Raleigh (United States), this
research was conducted using a survey as the research instrument in the financial districts of
both cities. The data collected was of quantitative nature. The results ultimately showed that
even though there is a negative relationship between working more hours and the satisfaction
level of the employee who works in London, there is no relationship with the workers at
Raleigh. Interestingly, it also showed that the workers from both cities value the same things
at different ages. The workers aged 20-35 value career opportunities as the most important
aspect of their job whereas employees aged 36-55 valued job recognition and compensation
as the most important factors. Lastly, employees who were 56 years old or more, gave
importance to the job recognition element but also their co-workers. Therefore, the
recommendations for this dissertation are: • Inform about career opportunities to young
prospective employees • Promote those workers aged 30 to 55 to keep them motivated •
When rewarding employees from ages 30 to 55, use pay raises • Praise the oldest employees
(56+ years old) Key words: salary, productivity, working hours, employee satisfaction,
motivation, leadership style
Introduction
In any bank institutions, employees can be consider as inner consumers and must be fulfilled
if outside consumers are to be kept up and fulfilled. At the end of the day, fruitful banking
institutions can just keep up their preferred position by worker satisfaction and afterward
inspiring them [1] to ceaselessly improve. The workspace is the second place for employees
who stay more than 40 h in week at the workplace. In this examination, researcher assessed
the meanings of job satisfaction [2] and efficiency to incorporate variables that influence
connections between them in accomplishing authoritative objectives (Table 1.1).

The meaning of “job satisfaction” has been created by Herzberg who states that it has 2
measurements. A/C to Herzberg (1964), the principal measurement incorporate [3] basics of
job satisfaction, including worker frames of mind and observations, the nature of managerial
strategies, association, nature and extent of management, job security, working
circumstances, status and levels and levels of compensation and Creating correspondence,
homogeneous and subordinate employees [4], and individual existence of an unrivaled. These
variables can influence worker dissatisfaction [5]. It was insufficient to leave the company &
there is a chance to take risks. For Herzberg to ensure the health of these factors and maintain
them, this should be taken into account (Table 1.2).

The second dimension includes many factors that motivated individuals, yet an absence of
inspiration and satisfaction [6] to cause just powerless dissatisfaction. The nonattendance of
the last gathering is viewed as synonymous with a short of institutions vision [7] (Table 1.3).

Herzberg's inspiring elements are business achievement, acknowledgment and

acknowledgment of the individuals they work with, profession improvement [8], individual
development as well as the nature of work and responsibilities (Table 1.4).

Many scientists believe that there is a distinction among what individuals [9] are as of now
searching for and what they are searching for. Lofkvist, Davis and Halen fall into these
classes. Kaplan (2002) then again additionally accepts [10] that such psychological specialists
as a rule characterize “job satisfaction” [11] as the distinction among what an individual has
and what he desires to have. The third classification is that numerous ideas and meanings of
job satisfaction require assessment [12]. Factors affecting job satisfaction depend on several
factors that lead to the desired result. The lack of some of these factors can cause
dissatisfaction with work [13]. Factors such as income level, nature of work and their social
status [14] &prestige, improvement of work safety, lack of ambiguity of roles, physical
condition, organizational structure [15] and culture as well as communication with colleagues
by features, performance evaluation, flexibility and innovative approach

Human resource is an important asset of any organization. In this era of competitive world,
success of any organization depends on its human resource. Banks are no exception to this.
The employees of the Bank are valuable assets to the organization. If they are highly satisfied
with the job they produce more which is profitable for the organization. So in this
competitive environment, the essential thing is to know the views of employees toward their
job and to measure the level of satisfaction with various aspects of job satisfaction. Efficient
human resource management and maintaining higher job satisfaction level in Banks
determine not only the performance of the Bank but affect the growth and performance of the
entire economy. So, for the success of banking, to manage human resource effectively and to
find whether its employees are satisfied or not is very important, only if they are satisfied,
they will work with commitment and project a positive image of the organization. Job
satisfaction is an integral component for the environment of organization and an important
element for the relationship between management and employees. The term ‘job satisfaction’
means individuals emotional reaction to job. It is a positive emotional state that occurs when
a person’s job seem to fulfill important job values provided. The objective of our study is to
measure the level of satisfaction of employees of Janata Bank Limited. There are different
methods of measuring the job satisfaction of employees such as surveys, interviewing
employees and monitoring performance targets. Surveys are a common method of measuring
job satisfaction. A survey can assess satisfaction in the areas of pay, promotion, supervision,
tasks and co-workers. Interview of the employees as a method of measuring job satisfaction
is mostly useful in organizations that have positive relationships with employees and believe
the problem is too sophisticated to be understood with a survey. If employees do not trust the
organization or interviewer, however, responses may not be entirely honest. Businesses with
low job satisfaction or employees who fear being let go may find the employees reluctant to
discuss the situation since they may fear it could negatively affect them in the future.

COMPANY PROFILE
State Bank of India (SBI) is an Indian multinational public sector bank and financial
services statutory body headquartered in Mumbai, Maharashtra. SBI is the 48th largest bank in
the world by total assets and ranked 221st in the Fortune Global 500 list of the world's biggest
corporations of 2020, being the only Indian bank on the list.[10] It is a public sector bank and the
largest bank in India[11] with a 23% market share by assets and a 25% share of the total loan and
deposits market.[12] It is also the tenth largest employer in India with nearly 250,000 employees.[13]
[14][15]
In 2023, the company’s seat in Forbes Global 2000 was 77.[16]
On 14 September 2022, State Bank of India became the third lender (after HDFC Bank and ICICI
Bank) and seventh Indian company to cross the ₹ 5-trillion market capitalisation on the Indian
stock exchanges for the first time.[17] The largest public lender in the country reached a milestone
on February 7, 2024, when its market capitalization surpassed ₹6 lakh crore, making it the
second public sector undertaking (PSU) to do so, after Life Insurance Corporation.[18] The
Reserve Bank of India (RBI) has identified the SBI, HDFC Bank, and ICICI Bank as Domestic
Systemically Important Banks (D-SIBs), which are often referred to as banks that are “too big to
fail”.[19][20]
The bank descends from the Bank of Calcutta, founded in 1806 via the Imperial Bank of India,
making it the oldest commercial bank in the Indian subcontinent. The Bank of Madras merged
into the other two presidency banks in British India, the Bank of Calcutta and the Bank of
Bombay, to form the Imperial Bank of India, which in turn became the State Bank of India in
1955.[21] Overall the bank has been formed from the merger and acquisition of more than twenty
banks over the course of its 200-year history.[22][23] The Government of India took control of the
Imperial Bank of India in 1955, with Reserve Bank of India (India's central bank) taking a 60%
stake, renaming it State Bank of India.

State Bank of India

 State Bank Bhavan, Nariman Point, Mumbai

Company type Public

Traded as  NSE: SBIN

 BSE: 500112
 LSE: SBID
 BSE SENSEX Constituent
 NSE NIFTY 50 Constituent

ISIN INE062A01020

Industry Banking, financial services

Predecessor Imperial Bank of India

(1921 – 1955)

Bank of Calcutta
(1806 – 1921)
Bank of Bombay
(1840 – 1921)
Bank of Madras
(1843 – 1921)

Founde 1 July 1955; 68 years

d ago
 State Bank of India

 27 January 192
1
Imperial Bank
of India

2 June 1806
Bank of Calcutta
15 April 1840
Bank of Bombay
1 July 1843
Bank of Madras

Headqu State Bank Bhawan,

arters M.C. Road, Nariman

Point, Mumbai, Maharas
htra, India

Number India:
of 22,219 Branches
location
62,617 ATMs
s
International:
229 Branches in 31
countries

Area Worldwide
served

Key  Dinesh Kumar

people Khara (Chairman
)[1]
 Kameshwar
Rao
Kodavanti (CFO
)[2]

Product  Retail banking

s  Corporate
banking
 Investment
banking
 Mortgage loans
 Private banking
  Wealth
management
 Risk
management
 Asset
management
 Investment
management
 Mutual funds
 Exchange-
traded funds
 Index funds
 Credit cards
 Insurance

₹473,378.14
Revenu

e crore (US$59 billion)[3] (2

023)

Operati ₹93,582.84
ng crore (US$12 billion)[3] (2
income
023)

Net ₹55,648.20
income crore (US$7.0 billion)[3] (2
023)

₹6,317,052.20
Total

assets crore (US$790 billion)[3] (

2024)

₹371,767.90
Total

equity crore (US$47 billion)[3] (2

023)

Number 240,198 (31 December

of 2022)[4]
employ
ees
 106,429
officers
 95,992
assistants
 32,138
subordinat
 e staff
 5,639
contractual
officials

Parent Ministry of Finance

(Government of
India (57.5%)

Subsidi  SBI Life

aries Insurance Ltd

 SBI Mutual
Fund (63%)
 SBI Cards and
Payment
Services Ltd
 SBI General
Insurance (70%
)
 Jio Payments
Bank (30%)
 Yes
Bank (30%)
 Andhra
Pradesh
Grameena
Vikas
Bank (35%)
 Kaveri
Grameena
Bank (35%)

Capital Tier 1 11.03% (2022)[5]

ratio

Rating  S&P BBB− / A-

3/ Stable[6]
 Moody's Baa3/
P-3/ Stable[6]
 Fitch BBB− / F-
3/ Stable[6]

Website bank.sbi
 Footnotes / references
[3][7][8][9]

History

Stamp dedicated to the State Bank of India in 2005

Share of the Bank of Bengal, issued 13 May 1876

Seal of Imperial Bank of India

The roots of the State Bank of India lie in the first decade of the 19th century when the Bank of
Calcutta (later renamed the Bank of Bengal) was established on 2 June 1806. The Bank of
Bengal was one of three Presidency banks, the other two being the Bank of
Bombay (incorporated on 15 April 1840) and the Bank of Madras (incorporated on 1 July 1843).
All three Presidency banks were incorporated as joint stock companies and were the result
of royal charters. These three banks received the exclusive right to issue paper currency till 1861
when, with the Paper Currency Act, the right was taken over by the Government of India. The
Presidency banks amalgamated on 27 January 1921, and the re-organised banking entity took
as its name Imperial Bank of India. The Imperial Bank of India remained a joint-stock company
but without Government participation.
Under the provisions of the State Bank of India Act of 1955, the Reserve Bank of India, which
is India's central bank, acquired a controlling interest in the Imperial Bank of India. On 1 July
1955, the Imperial Bank of India became the State Bank of India. In 2008, the Government of
India acquired the Reserve Bank of India's stake in SBI to remove any conflict of
interest because the RBI is the country's banking regulatory authority.
In 1959, the government passed the State Bank of India (Subsidiary Banks) Act. This made eight
banks that had belonged to princely states into subsidiaries of SBI. This was at the time of the
First Five-Year Plan, which prioritised the development of rural India. The government integrated
these banks into the State Bank of India system to expand its rural outreach. In 1963 SBI merged
the State Bank of Jaipur (est. 1943) and State Bank of Bikaner (est.1944).
SBI has acquired local banks in rescues. The first was the Bank of Bihar (est. 1911), which SBI
acquired in 1969, together with its 28 branches. The next year SBI acquired the National Bank of
Lahore (est. 1942), which had 24 branches. Five years later, in 1975, SBI acquired Krishnaram
Baldeo Bank, which had been established in 1916 in Gwalior State, under the patronage of
Maharaja Madho Rao Scindia. The bank had been the Dukan Pichadi, a small moneylender,
owned by the Maharaja. The new bank's first manager was Jall N. Broacha. In 1985, SBI
acquired the Bank of Cochin in Kerala, which had 120 branches. SBI was the acquirer as its
affiliate, the State Bank of Travancore, already had an extensive network in Kerala.

State Bank of India logo was designed by NID in 1971

National Institute of Design, Ahmedabad designed the SBI logo in 1971.[25]
There was, even before it happened, a proposal to merge all the associate banks into SBI to
create a single very large bank and streamline operations.[26]
The first step towards unification occurred on 13 August 2008 when State Bank of
Saurashtra merged with SBI, reducing the number of associate state banks from seven to six. On
19 June 2009, the SBI board approved the absorption of State Bank of Indore, in which SBI held
98.3%. (Individuals who held the shares before their takeover by the government held the
balance of 1.7%.)[27]
The acquisition of State Bank of Indore added 470 branches to SBI's existing network of
branches. Also, following the acquisition, SBI's total assets approached ₹10 trillion. The total
assets of SBI and the State Bank of Indore were ₹9,981,190 million as of March 2009. The
process of merging of State Bank of Indore was completed by April 2010, and the SBIndore
branches started functioning as SBI branches on 26 August 2010.[28]
On 7 October 2013, Arundhati Bhattacharya became the first woman to be appointed
chairperson of the bank.[29] Mrs. Bhattacharya received an extension of two years of service to
merge into SBI the five remaining associate banks.
In February 2024, State Bank of India began a partnership with Flywire Corporation to make
student fees and compliance with the Reserve Bank of India’s Liberalised Remittance Scheme
(LRS) more transparent.[30]

Administrative Offices and Branches

SBI provides a range of banking products through its network of branches in India and overseas,
including products aimed at non-resident Indians (NRIs). Concerning domestic banking business,
SBI has 17 regional hubs known as local head offices (LHOs), under whom are 57 administrative
offices (AOs), that are located in important cities throughout India, under whom are furthermore
administrative sub-offices known as regional business offices (RBOs), with each RBO having,
under its direct administrative control, some 40 to 50 branches.

Domestic
Samriddhi Bhavan, Kolkata
As per SBI Official website data, SBI has 22,405 branches in India.[31][32] In the financial year
2012–13, its revenue was ₹2.005 trillion (US$25 billion), 95.35% of which came from domestic
operations. Similarly, domestic operations contributed to 88.37% of total profits for the same
financial year.[31]
Under the Pradhan Mantri Jan Dhan Yojana of financial inclusion launched by Government in
August 2014, SBI held 11,300 camps and opened over 3 million accounts by September, which
included 2.1 million accounts in rural areas and 1.57 million accounts in urban areas

Non-banking subsidiaries
Apart from five of its associate banks (merged with SBI on 1 April 2017), SBI's non-banking
subsidiaries include:

 SBI Capital Markets Ltd

 SBI Cards & Payments Services Pvt. Ltd. (SBICPSL)
 SBI Life Insurance Company Limited
 SBI Mutual Fund
In March 2001, SBI (with 74% of the total capital), joined with BNP Paribas (with 26% of the
remaining capital), to form a joint venture life insurance company named SBI Life Insurance
Company Ltd.
Other SBI service points[edit]
As of 31 March 2017, the SBI group had 59,291 ATMs.[55] Since November 2017, SBI also offers
an integrated digital banking platform named YONO.
Yes Bank Investment
State Bank of India acquired 48.2% of the shares of Yes Bank as part of RBI directed rescue
deal in March 2020.

Listings and shareholding

As on Dec 2023,[56] Government of India held around 57.49% equity shares in SBI. The Life
Insurance Corporation of India, itself state-owned, is the largest non-promoter shareholder in the
company with 9.02% shareholding.[57]

Shareholders Shareholding

Promoters: Government of
57.49%
India

FIIs/GDRs/OCBs/NRIs 10.36%

Banks & Insurance Companies 9.02%

Mutual Funds & UTI 11.75%

 Others 11.38%

Total 100.0%

The equity shares of SBI are listed on the Bombay Stock Exchange,[58] where it is a constituent of
the BSE SENSEX index,[59] and the National Stock Exchange of India,[60] where it is a constituent
of the CNX Nifty.[61] Its Global Depository Receipts (GDRs) are listed on the London Stock
Exchange.[62]

Employees

State Bank Institute of Credit and Risk Management, Gurugram

Main article: List of chairmen of the State Bank of India

SBI is one of the largest employers in the world with 245,652 employees as of 31 March 2021.
Out of the total workforce, the representation of women employees is nearly 26%. The
percentage of Officers, Associates, and Subordinate staff was 44.28%, 41.03%, and 14.69%
respectively on the same date. Each employee contributed a net profit of ₹828,350 (US$10,000)
during FY 2020–21.[56]

Philanthropic Arm
State Bank of India maintains a philanthropic arm in the name of SBI Foundation which is
involved to support development initiatives in India and also with initiatives that comply under the
Ministry of Corporate Affairs under Corporate Social Responsibility.
State Bank of India branches and ATMs


 SBI FL Gomes Road Branch, Vasco da Gama, Goa

SBI Mysore Branch, Mysore, Karnataka

SBI Siddipet Branch Siddipet, Telangana

SBI Rura Branch, Rura, Uttar Pradesh

 

SBI Hudkeshwar Branch, Nagpur, Maharastra

STATEMENT OF THE PROBLEM

Job satisfaction is very important for all employees of organization,
association , institutions and business. This study aspires to discover the SBI
employees’ job satisfaction on working condition, performance appraisal, work
relationship with management and co-workers, training and development and
also overall job satisfaction. As it is the largest public sector bank in India, by
knowing the level of job satisfaction of employees one can gauge the general
trend in the level of job satisfaction in the public sector banks in India and also
able to relate the overall state of employees in the banking industry in India.
Hence, there is a need to study the job satisfaction of State Bank of India.

Objectives of the study

To assess the employees job satisfaction level in SBI and ICICI bank.

To identify the factors, influence the job satisfaction of employees.

To identify the factors improves the satisfaction level of employees.

Scope of the study

The study will bring out into lime light the working condition that prevails in the banking
sector in India. The present study is focused on the analyzing the Job Satisfaction of Bank
Employees whose Work Culture is different to other type of employees. This study also
aimed to analyse the various factors which positively impact the job satisfaction of
employees.

Methodology
The research study will be conducted on personal interview of the employees of the
organization who are working more than 2 years, as well as a structured questionnaire used
to collect various information related with job satisfaction and morale, and observation
method used in various sensitive issues to know the actual behavioral aspects of employee.
The data collected through above ways be used to address the following research objectives:
- 1. To determine the level of job satisfaction reported by employees of Social Investment
Bank Limited.
2. Demographics will be identified such as age, gender, marital status, and religion, number
of children, department and tenure to verify if they relate to job satisfaction.
3. To determine the relationship between factors of job satisfaction by using a descriptive as
well as inferential statistical tool in relation to overall satisfaction. Job satisfaction has been
taken as dependent variable. Independent variables are educational qualifications, nature of
work, pay, job security, promotional opportunities and no. of depended persons & work life
balance.
The main purpose of the study is to identify the levels of job satisfaction among employees
of private and public sector bank and the factors contributing to job satisfaction. Bank
employees in this study refer to clerks, officers, and managers. To achieve the objectives of
the study 150 surveys were sent (through questioners) to 15 public sector banks.
Employee health and well-being have a strong relation to employee satisfaction. Workplace
design of any organization can negatively affect the physical health of the occupants (e.g.,
asthma and other respiratory problems) due to the absence of fresh air and improper
ventilation. Workplace design can also affect the psychological health of the occupants (e.g.,
depression and stress) through insufficient lighting, noise, and inadequate space. The
literature on the health effects of green buildings claims that workplace design has a positive
effect on health and well-being; it improves thermal comfort, air quality, noise, lighting
conditions, and health, which help in the reduction of absenteeism and further increased
satisfaction The study is undertaken at Vellore district.

Both the primary and secondary data were collected for analysis.
1.Primary sources of data: The primary data were collected through field
survey. Direct interview method was adopted to collect the required information
from the respondents by providing detailed questionnaire to them.
2.Secondary sources of data: The secondary data were collected from books,
journals Magazines, News papers, Reports, Websites and other supplementary
sources.
3.Sample Design: A random sampling method is used to collect the samples
from the employees of SBI in Vellore District. A well framed questionnaire was
circulated among the employees. Totally 185 questionnaire were circulated
among them; and only 162 were returned the filled in questionnaire. Out of this,
150 questionnaire were found usable for study. Hence, the exact size of the
study is 150.
4.Analysis of Data: The researcher has analysed the collected data with the
help of averages and percentages. Basically all the data were converted as codes
in the master sheet. The findings were displayed through statistical applications
like tables, Charts and Diagrams. The new insights and various dimensions of
the findings were interpreted with the help of Tables, Charts and Diagrams

Limitation of the study

1. This study focuses only SBI employees in the Vellore district and has only a
sample of 150 employees due to time and cost constraints.
2. All the findings and suggestions given in the study were entirely based on the
employees’ response which may not be generalized to other geographical areas
and to other industries.
3. The employees while responded showed some hesititation and did not answer
freely in front of the higher authorities in the bank. But they responded freely
outside the bank.

RESEARCH GAP:
From the review of literature it is found that there are various researches have
been conducted in the area of job satisfaction in different sectors. There was no
in-depth research on the employee job satisfaction in State Bank of India in
Vellore district. So there is a research gap and the researcher would like to
address the research gap by carrying out a research on job satisfaction of
employees in State Bank of India in Vellore district.

. Literature Review
Study Title Authors Year Objective Methodology Key Findings
- Positive correlation between
employee satisfaction and
"Employee To analyze the organizational performance.
Satisfaction and Its relationship <br>- Job security and work-life
Impact on between employee Quantitative balance significantly influence
Organizational satisfaction and survey satisfaction. <br>- Employee
Performance: A Case Sharma, organizational administered to empowerment and recognition
Study of SBI" R. K. 2018 performance in SBI. SBI employees. lead to higher job satisfaction.
- Compensation and benefits
emerged as primary drivers of
satisfaction. <br>- Opportunities
for career growth and
To identify the key Mixed-methods development highly valued by
"A Study on Factors Singh, A., factors influencing approach: surveys, employees. <br>- Management
Affecting Employee & Gupta, employee interviews, and support and communication also
Satisfaction in SBI" S. 2019 satisfaction in SBI. focus groups. crucial for satisfaction.
- Higher levels of employee
engagement linked to increased
satisfaction and reduced turnover.
<br>- Importance of aligning
To investigate the organizational goals with
relationship individual employee aspirations.
"Employee between employee Longitudinal study <br>- Effective leadership
Engagement and Patel, K., engagement, using surveys and positively impacts both
Satisfaction in SBI: & Desai, satisfaction, and interviews over six engagement and satisfaction
An Empirical Study" M. 2020 retention in SBI. months. levels.
1. Dubey et al. (1983) in their study entitled, “Job Satisfaction and Need
Hierarchy among Bank Officers”, observed that both the satisfied group
and dissatisfied group ranked money and status as the two most satisfying
 factors on the job. The satisfied and dissatisfied groups were similar with
regard to personality variables and they also ranked the various needs in a
similar fashion
2. . 2. Baldev Sharma (1979) in his study entitled, “Determinants of Job
Satisfaction among Bank Employees”, has identified four factors namely
education, monthly emoluments, work technology and type of
supervision having impact on job satisfaction. In the study it is found that
technology and education were found to be the important determinants of
job satisfaction.
3. 3. Sinha (1988) in his study on, “Job Satisfaction: A Study of the Bank
Employees” has revealed that job satisfaction of an employee is related to
an individual expectation of different characteristics such as work
environment, income, security, prestige and promotion of the job. The
perception of job satisfaction as to its attainment in the job is also related
to job satisfaction.
4. 4. Uma Sekaran (1989) in her study on, “Paths to the Job Satisfaction of
Bank Employees”, has underlined that making work more interesting,
reducing stress and facilitating success and experience have progressively
increased employee’s competence which resulted in increased job
satisfaction.
5. 5. Nazil A. Nazir (1998) in his study on “Perceived Importance of Job
Facets and Overall Job Satisfaction of Bank Employees” has indicated
that barring income and level of education, no other personal factor was
found to be related to the overall job satisfaction of the respondents.
6. 6. Rengaswamy and Markandayan (1998) in their study entitled, “Job
Satisfaction of Workers in Tamil Nadu State Transport Corporation - A
Case Study” have underlined that no significant difference was found in
technical, administrative and traffic workers in their levels of job
satisfaction and also in the various factors influencing the job satisfaction.
7. 7. Rajeswari, A. (2000) made a study on “A Comparative Study on Job
Satisfaction of Women Employees of Public Sector Banks and LIC in
Tirunelveli District” and identified the level of job satisfaction of the
women employees in public sector banks and the Life Insurance
Corporation of India. Scope International Journal of Science, Humanities,
Management and Technology. ISSN : 2455-068X Vol.4 Issue 3 (2018) 60
- 72. Submitted 12/07/2018. Published 13/08/2018 63 ©2018
Mr.Ashokan | http://www.sijshmt.com
8. 8. Laxmisha (2010) in her study entitled, “Employee Motivation and Job
Satisfaction in Commercial Banks”, stated that the employees are
motivated by internal and external factors.
 9.
10.9. Renu Narchal et al. (1984) in their study entitled, “Job Satisfaction:
Some Correlates”, have observed that higher the age and more the
number of dependents, the less would be the job satisfaction.
11. 10. Kapoor (1967) in his study entitled, “Some Determinants of Job
Satisfaction”, analysed the employee satisfaction is a function
discrepancy between his expectations and actual achievement. The
greater the discrepancy the stronger the dissatisfaction and vice versa..

Hypothesis testing
H01: There is no significant relationship between job satisfaction and employee
retention
Ha1: There is significant relationship between job satisfaction and employee
retention
8 cells (66.7%) have expected count less than 5. The minimum expected count
is 1.68. A chi-square test of association was performed by cross tabulating two
variables namely job satisfaction and employee retention. Result from table
shows a chi-square value of 20.739a and probability value of 0.002. The p-value
is less than

Working hours
At the point when the harmony between individual wants and working
requirement is unsteady, clashes emerge between employees. On the off chance
that the worker feels awkward at work, there is a contention. Job satisfaction is,
moreover connected with components, for example, giving and spending extra
time and inappropriate working hours. The explanation behind this connection
between working hours and worker satisfaction for quite a while that every
representative spends on his work.

Suggestion
Working conditions at work place need improvement, research shows that
working condition help employee to focus on their core domain.

Bank employees ought to reasonably remunerate behaviour and commitments

of representatives. They should be given satisfactory motivating forces to
efficient representatives.
Promotion is not only assigning a responsibility, but it is a strategic process,
where appropriate reward and recognition is to be given in proportion to risk
and responsibility involved,

Effect of job satisfaction

An employee is considered productive when he is happy. Satisfied workers are
more probable to attract more consumers in a friendly & friendly way, &
unfortunate employee can lead consumers to leave (Hanif, 2008).

Job satisfaction and its consequences have done a lot of research, but
unfortunately a few are involved in the banking sector. It was found that job
satisfaction is associated with increased production, loyalty to the bank,
organizational performance and a decline in non-appearance.

Conclusion
This study is about job satisfaction among bank employees and analysed the
two main parameters of job satisfaction - working conditions at the bank and
promotion at banks. Job satisfaction was considered flimsy in terms of the
respondent's wording, professional experience and educational qualifications.
Findings from this differential analysis have identified potential for
improvement and have given staff managers a clear path to improving job
satisfaction among Bank employees.

Factors determining job satisfaction

1. Working hours

At the point when the harmony between individual wants and working
requirement is unsteady, clashes emerge between employees. On the off chance
that the worker feels awkward at work, there is a contention. Job satisfaction is,
moreover connected with components, for example, giving and spending extra
time and inappropriate working hours. The explanation behind this connection
between working hours and worker satisfaction for quite a while that every
representative spends on his work. As supported by Pores (2003), working
hours influence the personal satisfaction and banking institutions with loved
ones and along these lines the satisfaction of employees.

2. Working conditions

The workplace where the workers carry out their work corresponds to the
working conditions or the working environment. After several studies, various
factors affect employee satisfaction with their work areas, e.g. Air quality and
temperature, building construction, lighting and noise. Few of scholar and
researcher believe that working environment should meet three goals that meet
the needs of the employee, meet the needs of the client and strive for excellence
in the organization.
3. Payment

It is a key and unequivocal factor that importantly affects job satisfaction,

specifically pay and value. The worker can be convinced to commit enough
additional time, if aligned with compensation. Oshagbemi (2000) proposes that
one of the fundamental wellsprings of authoritative expenses is pay. Some
accept that there is no reasonable connection between pay levels and job
satisfaction. One of the wellbeing factors considered by Herzberg (1964) is
pay. In actuality, a few scholars, for example, Locke and Porter (1976) express
that their degree of satisfaction increments when the representative’s degree of
compensation surpasses their desires and the other way around.
4. Work design

Many scholars and researchers firmly believe, that jobs satisfaction is much
affected by the work design that include autonomy, motivation, choice of job
and recognition, and absence of any of the factors mentioned above, may reduce
the level of job satisfaction. A. Bhardwaj et al. / Materials Today: Proceedings
xxx (xxxx) xxx 3 Please cite this article as: A. Bhardwaj, S. Mishra and T.
Kumar Jain, An analysis to understanding the job satisfaction of employees in
banking industry, Materials Today: Proceedings,
https://doi.org/10.1016/j.matpr.2020.04.783
4. Promotion

Career progression is not only needed to fulfill material needs, but it also
satisfy the individual psychological needs, and always leads to higher
productivity, and also establish a positive and progressive relationship between
promotion and productivity. Promotion is a crucial component of job
satisfaction that affects it in a major way.
6.6. Demographic features Factors,

for example, sex, age, education and experience are statistic attributes. A great
deal of research was carried out on these elements and their correlation to job
satisfaction, and it was found that all these demographic factors also influence
the level of job satisfaction.

.7. Human resources department

The job of HR is straightforwardly identified with worker satisfaction. This
division should plan the association, change the board, control of business
change and representative conduct in regards to prerequisites, preparing, grants,
human asset examination, etc.

8. Supervision Management
assumes a key job in worker satisfaction. Supervisors or bosses give employees
the opportunity to express their thoughts and make them so steadfast. From the
employees’ perspective, the respectability of employees is significant. One of
the most significant components that can influence representative satisfaction
and conduct is the connection between a worker and an associate and director,
particularly connections that have demonstrated to be straightforward (Chen,
2001).

9. Stress
Stress is mental and physical imbalance that causes objective or abstract issues
for employees. There are number of numerous components, for example, lack of
liquidity and congestion, which can be a cause of worry for employees. Hamid’s
work (2007) demonstrated a critical connection among stress and job
satisfaction. The more pressure employees experience, the lower the degree of
job satisfaction.

. Suggestion

a. Working conditions at work place need improvement, research shows that

working condition help employee to focus on their core domain

. b. Bank employees ought to reasonably remunerate behaviour and

commitments of representatives. They should be given satisfactory motivating
forces to efficient representatives.

c. Promotion is not only assigning a responsibility, but it is a strategic process,

where appropriate reward and recognition is to be given in proportion to risk
and responsibility involved, in to it.

d. Seniors should have positive mind frame towards their subordinates in

helping them to perform allotted work with expanded effectiveness and thus
adapt serenely with collaboration of others.

e. Banks should additionally fortify group building and collaboration supported

by appropriate correspondence channel.
f. To support aggressive culture in banks, status-based advancement
arrangements ought to be changed.

g. Banking institutions needs to build workers’ compensation fulfillment by

presenting a differential compensation framework dependent on one’s
legitimacy and exertion.

h. Job security has for quite some time been one of the best parts of banking
institutions and they need to acquaint exceptional plans related with annuity, tip,
retirement, and other related advantages to upgrade the representative’s
suspicion that all is well and good just as fulfillment.

8. Effect of job satisfaction

An employee is considered productive when he is happy. Satisfied workers are
more probable to attract more consumers in a friendly & friendly way, &
unfortunate employee can lead consumers to leave (Hanif, 2008). Job
satisfaction and its consequences have done a lot of research, but unfortunately
a few are involved in the banking sector. It was found that job satisfaction is
associated with increased production, loyalty to the bank, organizational
performance and a decline in non-appearance. Davis (2007) called attention to
that job satisfaction positively affects the exertion, aptitudes and capacities of
staff. He additionally stress that disappointed employees can cause challenges,
increase costs and reduce profits, and thus make customers dissatisfied. The
company’s success is determined by employee satisfaction in the workplace
(Jean, 2011). In addition; this statement is consistent with other studies
conducted by Panchanatham (2011) showing a positive correlation among bank
satisfaction and performance. He noted that the probability of resignation
compared to dissatisfied employees is lower when the bank’s employees are
satisfied. Negative behaviour, such as absence of control in the presentation of
work and successive nonattendance, are the outcomes of dissatisfaction with
work. The nature of administrations extended by employees is influenced by
employment opportunity satisfaction. Various investigations have indicated
various components that rely upon the degree of job satisfaction. You have
isolated the impacts into two primary classifications. First, direct effects that are
directly related to employee motivation, e.g. ... Increase the productivity and
quality of customer service. Secondly, factors that increase employee loyalty,
such as reducing delays, absenteeism and dismissals.

According to Meen et al. (2012), adverse working conditions have a negative

impact on employee satisfaction with work. Lack of environmental facilities can
lead to medical issues and momentary wiped out leave. They additionally
assessed that 32% employees were sold because of discomfort. From one
perspective, numerous theoreticians and analysts concede to the positive
connection between the nature of customer service and employee satisfaction.
The willingness of employees to leave or stay at work depends on satisfaction
(Hanif et al., 2009). Then again, numerous reviews, for example, that of Hon
(2004) demonstrated the negative connection between these components.

9. Conclusion

This study is about job satisfaction among bank employees and analysed the
two main parameters of job satisfaction - working conditions at the bank and
promotion at banks. Job satisfaction was considered flimsy in terms of the
respondent’s wording, professional experience and educational qualifications.

Findings from this differential analysis have identified potential for

improvement and have given staff managers a clear path to improving job
satisfaction among Bank employees. The study is more attractive and 4 A.
Bhardwaj et al. / Materials Today: Proceedings xxx (xxxx) xxx Please cite this
article as: A. Bhardwaj, S. Mishra and T. Kumar Jain, An analysis to
understanding the job satisfaction of employees in banking industry, Materials
Today: Proceedings, https://doi.org/10.1016/j.matpr.2020.04.783 can be
extended to other banks & monetary institutions to provide helpful insights into
employee job satisfaction. Lately, organizations’ interest in investigating items
and satisfactions that foster employee satisfaction has increased enormously. It
is believed that satisfied employees have a positive impact on the company’s
performance & output. One strategic and key reason for successful
organizations is their human resources. In light of the findings of existing
research, researcher concluded that the employees have found acceptable
satisfaction in all aspects of their work.

Bank workers were happy with their condition, offices and physical condition.
The employees were happy with their banking institutions as they utilize their
abilities and information. The employees are happy with the Bank’s
administration framework, particularly with the administration. Employees had
enough opportunity and authority when clients confronted an issue.
Subsequently, they were happy with their position and opportunity given by the
association. Scientists found that the bank’s employees are happy with their
protection and have a sense of security to play out their obligations concerning
their situation in their work so they are happy with their job ensures. The
principal factor which inspires the employees is compensation. The second and
third factors are acknowledgment and consumer loyalty separately.

They are pleased with the projects & instructional classes in which their
organization has been composed for them. Employees maintain cordial
association with their superiors and partners and they share their valuable ideas
and information with one another, consequently, they are satisfied with their
connections in the workplace. Long working hours and payment structure were
found major reason of job dissatisfaction. They were additionally not happy
with their working hours. The components that reason worry for them are the
absence of rushed clients, swarm branch, remote client, and absence of liquidity
individually. Worker’s inclination has been checked and factors, for example,
consumer loyalty, way of directors, condition, universities, offices, and measure
of compensation have influenced the degree of representative satisfaction
individually.

Mission statement

To retain the bank’s position as the premier Indian Financial Services Group
withworld class standards and significant global business committed to excellence
,
incustomer, shareholder and employee satisfaction and to play a leading role in
theexpanding and diversifying financial services sector while continuing emphasison its
development banking role.

vision
statement (Qualitative)

Premier Indian Financial Services Group with global perspective, world classstandards of
efficiency and professionalism and core institutional values.
retain its position in the country as a pioneer in development banking;

Maximise shareholder value through high sustained earnings per share

values

Excellence in customer service

Profit orientation

Belonging and commitment to the bank.

Fairness in all dealings and relations.

Risk-taking and innovation.

Team-playing.

Learning and renewal.

Integrity.

SWOT Analysis

A SWOT analysis is a strategic planning method used to evaluate the strengths,

weaknesses, opportunities, and threats involved in a project or a business venture. A
good SWOT analysis can help you reach your online marketing goals or kick your
business startup into high gear.
To better understand the SWOT analysis of SBI, refer to the infographic below:

Let’s proceed further with expanding on the strengths of the SBI from the SWOT
analysis of SBI.
Strengths of SBI
 Government Support: Being a public sector bank it has the full support of
the Indian government which can be considered as one of the major
strengths.
 Public Goodwill: Being a bank with a history of more than 2 centuries it has
accumulated a huge amount of goodwill. The belief that the public or the
consumer has towards it is at excellence.
 High Revenue: Being a multinational company ranked at 221st position in
the Fortune Global 500 it sure does own a huge revenue and capital which is
a strength in itself.
 Wide Network: According to recent reports, the bank has more than 22,141
branches and 58,555 ATMs.
 International Reach: SBI is active in 36 countries involved in currency
traders around the world.
 High Market Share: SBI is the largest bank in India with a 23% market
share by assets and a 25% share of the total loan and deposits market.
Weaknesses of SBI
 Employees Attitude: Due to having a secured government job most of the
employees don’t have a good attitude towards the consumers.
 Technology: The lack of adequate technology-driven infrastructure relative
to private banks.
 Efficiency: Employees are hesitant to fix issues efficiently due to better job
stability.
 Hesitation to Innovate: Despite the modernization, the bank still conveys
the perception of the traditional bank to new-age clients.
 No. of Employees: SBI has the largest number of employees in the banking
sector, which is why the bank spends a considerable amount of its income on
employees’ salaries.
Opportunities for SBI

Opportunities are potential areas of focus for a company to improve results,

increase sales, and, ultimately, profit.
 Youth Hiring: Pool in talent to replace top management to serve the next
generation and bring about innovation. This will also enable driving the latest
innovation into the company.
  Improvement: SBI can make better use of the CRM, new technology, and
the online space to increase its banking business.
 Rural Areas: Expansion into the rural areas will also boost its business to a
new level.
 Cashless: With a focus on India going cashless, the bank that supports
cashless features by evolving its methods and technology can dominate the
market with its extensive reach.
 Foreign Market: Expanding its business in the foreign market also holds a
huge scope of growth for SBI.
Threats to SBI
 Private Banks: Consolidation among private banks can reduce market share
for SBI by a huge margin.
 Changing Policies: Banking policies are governed by Reserve SBI (RBI)
laws and regulations, therefore any changes made by the RBI have a direct
impact on the bank’s operations.
 Foreign Banks: Foreign banks that have sophisticated products can fully
affect the old strategy of SBI.
 Government: SBI operations are often disrupted by slow government
decisions and red-tapism.
 Competitors CRM:- Competitors with good CRM systems are a threat to
the SBI.
Failed Campaigns of SBI
What was the issue?
Many customers did not fully understand the concept of InTouch branches and the
digital services they offered. This resulted in a lack of interest and adoption among
the target audience.
What backlash did the brand face?
The campaign’s emphasis on modernity and sophistication gave some customers
the impression that SBI was shifting its focus away from serving all segments of the
population, including those in rural and less affluent areas
What did the brand do in this situation?
The “SBIInTouch” campaign highlighted the importance of aligning marketing
strategies with the needs and preferences of the target audience.
Top 5 Competitors of SBI
1. ICICI Bank: It is one of the largest private sector banks in India and offers a
wide range of financial products and services.
2. HDFC Bank: It is another major private sector bank in India known for its
retail and commercial banking services.
3. Punjab National Bank (PNB): It is one of the largest public sector banks in
India and competes with SBI in various banking services.
4. Axis Bank: It is another prominent private-sector bank with a significant
presence in the Indian banking sector.
5. Bank of Baroda: It is a leading public sector bank and competes with SBI in
areas such as retail and corporate banking.
6.

5 RESEARCH DESIGN AND METHODOLOGY

This chapter is on the research methods of the present study, which include
the details of the approach, process, strategy, and instrument selected for the
research study together with the justification to choose them. The chapter
begins by selecting a quantitative research method for the present study. It is
followed by the types of investigation of current research. Then, the section
provides a detailed collection procedure, including the sources and the nature
of the collected data. The following chapter ends with an explanation of how
the collected data was analysed. Each section contains detailed information
which is expected to be useful for future studies on the subject.

Research Design and Data Collection

The study of the level of job satisfaction of employees adopts a quantitative
research method. A survey is conducted to analyse the relationship between
different variables. Survey data is gathered from respondents, using a
structured questionnaire. The collected survey data is analysed using
descriptive statistics (frequency distribution, mean, and standard deviation)
as well as cross tabulation analysis. A total population of 800 employees are
working in Nepal Bank Limited and 500 employees in Nepal SBI Bank in
different branches inside Kathmandu valley. Out of the total population, 250
employees working in the different positions are provided with the
standardized questionnaire. The reason behind the selection of Kathmandu as
the point of study is that, majority of the employees of these two banks are
working in Kathmandu and all the youths transfer their higher studies to the
capital city with a lot of expectations and hopes that they get better
opportunity in Kathmandu. Also, there is an easy and a quick access to
internet and banking facilities as compared to the branches outside
Kathmandu. The questionnaires are distributed among the employees
working at various levels, such as Assistant, Senior Assistant, Manager and
Deputy Managers. A set of questionnaires was sent to the responsible
commissioners through email and the questionnaires are distributed to the
employees by the firm. Later when the responses were collected from the
employees, the firm sent back the responses in the summarized form in the
same procedure using emails. The company sent the summary in a way that
they could protect the company policies and their employee’s confidentiality.
Out of the sample group, 166 employees responded to the questions. The
response rate equals to 66,4%. 16 A well-structured questionnaire is prepared
as the main instrument to collect data from the respondents. The survey is
divided into two sections: 1) personal background, ie. classification question,
which obtains information regarding employees' age and gender and 2) job
satisfaction segments and organizational factors, ie. questions that collect
information regarding employees' level of satisfaction. A different source of
secondary data studied to prepare the questionnaire are websites, books and
magazines, and the previous studies and theses. The questionnaire survey
was designed to understand the views of the respondents concerning their
job satisfaction on factors like work environment, rewards, recognition,
training and development and job security. A set of questions including
yes/no questions, ranking method, and multi-item Likert scale questions
were developed. A survey is designed to find out the objectives of research
through specific questions. The questionnaire is presented in Appendix

. Reliability and Validity of Data

Validity is the ability to measure what one intended to measure, and
construct validity involves the operational measure for the studied subjects.
More precisely, it includes how the researcher translates theory information
in functional and measurable questions and variables. For the validity of
data, a questionnaire will be developed after referring to the literature
reviews as well as the banking system and employment scenario in Nepal.
Internal validity suggests that the study examines what it is supposed to
consider, whereas external validity is the possibility to generalize the study
results in other populations. The author has designed questions in the
questionnaire in such a way that they provide the most relevant information
to answer the research question. The design of the survey is designed in
simple structure with a clear and accessible language to make respondents
understandable as possible and thus decrease misunderstanding. Reliability
is the dimension to which research findings would be the same if the
research were to be repeated later or with the different samples of the
subject. This means that the result of the study must be the same always in
different periods, even if the researcher uses a separate tool to measure. For
example, if the weight of a person must be measured, the pressure must be
the same each time the person stepped onto the pressure measuring
machines. The statistical research must be the same every time (Saane,
Sluiter, Verbeek and Frings‐Dresen 2003). 17 6 DATA PRESENTATION
AND ANALYSIS This chapter provides a systematic presentation and
analysis of the survey data. The different statistical analysis tools have been
used for the study purpose and the results are presented under three sub-
chapters. Chapter 6.1 provides the basic information presents respondents
and their qualification that also includes the experience in banking career.