A

PROJECT REPORT

ON

“IMPACT OF JOB SATISFACTION OF SBI,AKLUJ”

SUBMITED TO

PUNYASLOK AHILYADEVI HOLKAR UNIVERCITY OF SOLAPUR

IN A PARTIAL FULFILMENT OF THE REQUIREMENT FOR THE

DEGREE OF

BACHELOR OF BUSINESS ADMINISTRATION

SUBMITTED BY

MR. ZADE ADITYA SHOBHIVANT

UNDR THE GUIDANCE OF

PROF. Dhainje S.R

SHIVRATNA INSTITUTE OF MANAGEMENT STUDIES

SHANKARNAGAR (AKLUJ)

(2022-2023)
 DECLARATION

I undersigned hereby that the project report entitled, “IMPACT OF JOB SATISFACTION
OF SBI AKLUJ”and submitted to SOLAPUR UNIVERSITY SOLAPUR for the partial
fulfillment of the requirement for the award of degree Bachelor of Business Administration,
written and submitted by me under the guidance of Prof. Dhainje S.R. sir. My research work
is original. The empirical findings in this report are the based on the data collected by myself
while preparing project report. I have not copied anything from any report. I understand that
my coping is liableto punish this report and has not been presented any where else for the
award of any degree.

DATE-

Place: Akluj

Research Student

MR. ZADE ADITYA SHOBHIVANT

 CERTIFICATE OF GUIDE

This is to certify the project IMPACT OF JOB SATISFACTION OF SBI, AKLUJ”is an

original research work submitted by MR. ZADE ADITYA SHOBHIVANT.

under my guidance and supervision and submitted to SOLAPUR UniversitySOLAPUR as a

partial fulfillment of the award of "Bachelor of Business Administration."

Date:

Place: Akluj

Research guide signature

Shivratna Institute of Management Studies, Akluj.

 Acknowledgement

It is really a matter of pleasure for me to get opportunity to thank all the persons who
contributed

directly or indirectly for the successful completion of the project report to the study
IMPACT OF JOB SATISFACTION OF SBI AKLUJ”First of all I am extremely
thankful to my college SHIVRATNA INSTITUTE OF MANAGEMENT STUDIES. For
providing me with this opportunity & for all its co-operation & contribution. I also express
my gratitude to my project mentor & guide of prof. sir. I highly thankful to our respected
project guide for giving me the encouragement & freedom to conductmy project.

I am also grateful to all my faculty members for their valuable guidance & suggestions for

DATE-

PLACE -
 INDEX

Capter No Title Page No

1 Introduction

2 Objective& scope

3 Company profile

4 Theoretical background

5 Research methodology

6 Data Analysis& Interpretation

7 Finding

8 Suggestions of the project

9 Limitation of the project

10 Conclusion

11 Bibliography

12 Annexure/QUESTIONNAIRE

.
INTRODUCTION

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.

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
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.

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.

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
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.

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.

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.
Improving overall organizational climate.
 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

oIndia.

• To study the various factors which influencing job satisfaction.

• To study the relationship between the personal factors of the employee (Income,

oDesignation, Educational qualification, Gender, etc.)

 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.

4.
 COMPANY PROFILE

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
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

 Theoretical background

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,

coworkers, 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 w

ith 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.

 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 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.

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

byproduct 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.

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

 Research methodology

To investigate the impact of job satisfaction on SBI (State Bank of India), you can employ a
research methodology that involves several steps. Here's a suggested approach:

Research Objectives: Clearly define the research objectives. For example, you might aim to
determine the level of job satisfaction among employees of SBI, examine the factors
influencing job satisfaction, and assess the impact of job satisfaction on employee
performance and organizational outcomes.

Literature Review: Conduct a comprehensive review of existing literature related to job

satisfaction, employee engagement, and organizational performance in the banking sector.
This step will help you identify key theories, concepts, and research findings, which will
inform your research design.

Research Design:

a. Sampling: Define the target population, which may include employees at various levels

within SBI. Determine the appropriate sampling technique, such as stratified sampling or

simple random sampling, to select a representative sample from the population.

b. Data Collection: Choose suitable data collection methods, such as surveys/questionnaires,

interviews, or a combination of both. Develop a structured survey/questionnaire that

measures job satisfaction, employee engagement, and related factors. Alternatively, you can

conduct semi-structured interviews to gather qualitative data.

c. Pilot Study: Conduct a pilot study to test the reliability and validity of your

survey/questionnaire or interview guide. Make necessary revisions based on the pilot study

results.

d. Data Collection: Administer the finalized survey/questionnaire or conduct interviews with

the selected participants. Ensure confidentiality and anonymity to encourage honest

responses.
 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 30 31 to 45 Above 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.

TABLE SHOWING OPINION OF RESPONDENTS TOWARDS MARITAL STATUS

MARTIAL STATUS RESPONDENTS PERCENTAGE (%)

MARRIED 76 76

SINGLE 24 24

TOTAL 100 100

Married Unmarried

76

24

Married Unmarried

Interpretation:
The above table indicates that:
 76% respondents are married, and
24% of the respondents are unmarried.

TABLE SHOWING OPINION OF RESPONDENTS TOWARDS GENDER

GENDER RESPONDENTS PERCENTAGE (%)

MALE 62 62

FEMALE 38 38

TOTAL 100 100

Male Female

62

38

Male Female

Interpretation:
The above table indicates that 62%
respondents are male, and

38% of the respondents are female.

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:
The above table indicates that
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.
TABLE SHOWING OPINION OF RESPONDENTS TOWARDS EXPERIENCE
EDUCATIONAL QUALIFICATION RESPONDENTS PERCENTAGE (%)

GRADUATE 37 37

POST-GRADUATE 63 63

TOTAL 100 100

Interpretation:
The above table indicates that
37% of the respondents are Graduates, and 63% of the respondents are Post Graduates.
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 2 3 to 5 Above 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.
 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

Agree Disagree Strongly Agree

61

36

Agree Disagree Strongly Agree

INTERPRETATION:
The above table reveals that
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.

TABLE SHOWING RESPONDENTS OPINION ABOUT PROMOTIONAL

OPPORTUNITIES

PROMOTIONAL OPPORTUNITY
INTE
SATISFACTION RESPONDENTS PERCENTAGE (%)
RPRE
TATI
AGREE 60 60
ON:
DIS-AGREE 23 23 The
above
STRONGLY AGREE 6 6 table
reveal
STRONGLY DIS-AGREE 3 3 s that
6
UNDECIDED 8 8
0% of
TOTAL 100 100 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.

TABLE SHOWING RESPONDENT’S OPINION ABOUT WORKING CONDITION

PERCENTAGE (%)
OPINION RESPONDENTS

GOOD 67 67

FAIR 22 22

EXCELLENT 9 9

UNDECIDED 2 2

TOTAL 100 100

INTERPRETATION:

The above table reveals that

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

TABLE SHOWING RESPONDENT’S OPINION ABOUT NATURE OF JOB

PERCENTAGE (%)
OPINION RESPONDENTS

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:
The above table reveals that

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.
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

TOTAL 100 100

 Good Fair Excellent Poor Undecided

63

26

2 3
6

Good Fair Excellent Poor Undecided

INTERPRETATION:

The above table reveals that

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.

TABLE SHOWING RESPONDENT’S OPINION ABOUT RELATIONSHIP WITH

MANAGEMENT

OPINION PERCENTAGE (%)

RESPONDENTS

GOOD
70 70

FAIR
13 13

EXCELLENT
11 11

POOR
3 3

UNDECIDED
3 3

TOTAL
100 100
 70

13
11
3 3

Good Fair Excellent Poor Undecided

INTERPRETATION:
The above table reveals that
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.

TABLE SHOWING RESPONDENT’S OPINION ABOUT RELATIONSHIP WITH CO-WORKERS

PERCENTAGE (%)
OPINION RESPONDENTS

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
coworkers is satisfied.
3% of the respondents are felt that his relationship with co-workers is not good.
TABLESHOWINGRESPONDENT’SOPINION ABOUT SATISFACTION
WITH OTHER FACILITIES

PERCENTAGE (%)
OPINION RESPONDENTS

GOOD 71 71

FAIR 16 16

EXCELLENT 11 11

POOR 2 2

TOTAL 100 100

Good Fair Excellent Poor

71

16
11
2

Good Fair Excellent Poor

INTERPRETATION:

The above table reveals that

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.
 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.

 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
 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 number of employees in State Bank of India is more, so sample size is

limited by 100.

 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.
 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.
 11.BIBILOGRAPHY

BOOKS:

HUMANRESOURCE MANAGEMENT - L.M. PRASAD

STATISTICAL METHODS - S.P.GUPTA

Web-Site :-www.sbi.com
 QUESTIONNAIRE
A STUDY ON JOB SATISFACTION AMONG THE EMPLOYEES OF STATE BANK OF INDIA IN Akluj

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.

Fair
Excellent Good Poor Undecided
 3. You have the capability to achieve the targets in
time.
Disagree
Agree Undecided Strongly agree

Strongly disagree

4. Opinion about the existing relationship between the workers and management.

Fair
Excellent Good Poor Undecided

5. You feel over burden in your job.

Disagree
Agree Undecided Strongly agree

Strongly disagree

6. You have enough time to spend with your family.

Disagree
Agree Undecided Strongly agree

Strongly disagree

7. You feel that your working hours are convenient.

Disagree
Agree Undecided Strongly agree

Strongly disagree

8. Advertisement for bank is satisfactory.

Disagree
Agree Undecided Strongly agree

Strongly disagree

9. Your personal problems affect the job.

Disagree
Agree Undecided Strongly agree

Strongly disagree

10. Your relationship with co-workers.

Excellent Fair Poor Undecided

11.What you feel about the working environment?

Fair
Excellent Good Poor Undecided

12.What you feel about training opportunity?

Fair
Excellent Good Poor Undecided

13. What is your opinion about welfare factors?

Fair
Excellent Good Poor Undecided