Assessment of Job Satisfaction In Some Selected Private Commercial Banks In Bangladesh

Dr. Md. Jahirul Hoque* and Mohammad Zahir Raihan**

Abstract
The study was conducted on a total number of 10 PCBs in Bangladesh. The study is the outcome of the primary data only. The requisite primary data namely, opinions on the determinants of job satisfaction, their importance and impact were collected through the help of a structured questionnaire using direct interview and also observation methods. The main objective of study was to critically assess job satisfaction of selected banks top level and junior level executives. The specific aspect of the study covered determinants of job satisfaction, measuring level of job satisfaction and examining level of job satisfaction. The main findings of the study are (i) Major determinants of job satisfaction as assigned by the respondents have been Job content, Job Security, Promotional opportunities, Salary, Job-status, Benefits, Working environment, Job autonomy, Work schedule, Management policies, Recognition for good work, Participation with decision making, Co- workers and Supervision (ii) Wide variation in job satisfaction has been found between the top level and junior level executives. It is noticed that job satisfaction of junior level executives has been higher than that of top level executives, both in terms of specific determinants as well as overall satisfaction scale (iii)Analysis of correlation matrix depicts that significant positive correlation exist between the overall job satisfaction and specific determinants of job satisfaction such Job content, Job Security, Promotional opportunities, Salary, Job-status, Benefits, Working environment, Job autonomy, Management policies, Recognition for good work, Participation in decision making, Co- workers and Supervision. But, in case of work schedule, a negative correlation exists between the same and overall job satisfaction. Therefore, it can be concluded that the respective bank authorities should be of highly concerned as to increase the values/ standards of the job satisfaction determinants which have positive impact on the overall job satisfaction

Field of Research: Management Key Words: Productivity, Profitability, Occupational Stress, Weighted average score (WAS), Fringe benefits. 1. Introduction Job satisfaction is a matter of growing interest, for it is concerned with the individual's quality of working life and organizational efficiency. .
* Professor, Department of Business Administration, Eastern University, Dhaka, Bangladesh, email: hjahirul@yahoo.com ** Assistant Professor (Finance), School of Business, Bangladesh Open University, Gazipur- 1705, E-mail: raihan_bou@yahoo.com

Various studies reveal that job satisfaction plays an important role to an employee in terms of health and well-being (e.g. Kornhauser, 1965 Gardell, 1971; Khaleque, 1981) and to an organization in terms of it's efficiency, productivity, employee relations, absenteeism and turnover (e.g. Brayfield and Crockett, 1955; Vroom, 1964; Khaleque, 1979; Mowday, 1981, Haque, 1991).in order to make sound decision in preventing and solving their problems. In any organization three groups of manager namely top, mid and lower level are directly or indirectly responsible for' its effective management, proper supervision and higher productivity. For a banking organization, the consequences of job satisfaction and dissatisfaction are extremely important because of satisfaction of employees influences their work behavior, which in turn determines their efficiency and productivity (Vroom 1964). A number of studies (Sharma 1991; Sekaran 1986; and Islam 2003) have been conducted in this area. Job satisfaction and dissatisfaction are function of relationship between what one expects and obtains from one's job and how much importance or value one attributes to it (Khaleque 1984). The expectations and values vary with different person and their culture. In the present situation bankers are not stable in their current job. The rate of changing job increased very fast. The reason might be the lack of satisfaction with their present job. It is well established that job dissatisfaction affects both banks and bankers. In many cases public sector bankers are switching to the private sector banks, at the same time they are switching from one private bank to another. In this situation the questions may be raised whether bankers are satisfied with their job or not? Is there any relation between the level of management and job satisfaction? In recent years females are widely engaged with the banking profession, so it is necessary to know the satisfaction level of male and female bankers as well. Management also needs information about job satisfaction of employees. In the context of banking in developing countries like Bangladesh, it is well known that private sector banks are characterized by higher salary, close supervision, recognition of good work, and good relation with the co-workers leading to congenial work atmosphere. But it is also assumed that private banks Executives especially conventional banks are more satisfied with their job satisfaction than those employed in Islamic banks. It is because of the fact that Islamic banks executives have to work under the strict control and supervision of the Sariah board. Again, job satisfaction may also vary in terms of occupational level. It is also assume that job satisfaction of the top level executives is higher than those at the mid level management. Under this circumstance, the question may arise: Do the executives of conventional banks enjoy prevailing in the work place? On the other hand do the top-level executives enjoy more job satisfaction than the mid-level executives? Therefore the paper is attempt to find answer of the above questions that is, The study tries to compare job satisfaction of banke rs and employee in conventional banks or in Islamic banks in one hand, and top-level executives , mid-level executives and others.

2. Motivation of the study

Job satisfaction is one of the significant determinants of productivity and profitability performance. This is true in case of banking industry especially in our private sectors commercial banks. This is because of the fact that executives of all level i.e. top levels, mid level & junior level usually get higher compensation package than their counterpart in NCBs. Moreover , the job satisfaction may vary in terms of occupational status and position. Such situation has motivated the researchers to develop a research paper on job satisfaction of bank executives; keeping in mind the variation of level of job satisfaction among top level executives and junior level executives of the selected banks.

3. Objectives and Hypothesis

The broad objective of the study is to critically assess job satisfaction of executives in some selected private commercial banks. The study has covered the following specific objectives to achieve this broad objective: a) To analyze the determinants of job satisfaction in the selected banks. b) To measure the level of job satisfaction of the executives in the selected banks and also compare the job satisfaction between the top-level and midlevel executives. c) To examine the relationship between the specific determinants of job Satisfaction and level of job satisfaction of the selected executives. Hypothesis: The following three hypotheses have been develop for the study: Ho1: Job satisfaction does not vary in between the top level and junior level executives Ha1: Job satisfaction varies in between the top level and junior level executives Ho2: There is no relationship between the specific determinants of job satisfaction and the level of job satisfaction. Ha2: There is relationship between the specific determinants of job satisfaction and the level of job satisfaction. Ho3: The level of job satisfaction has no impact on the performance of the bank. Ha3: The level of job satisfaction has impact on the performance of the bank.

4. Methodology of the study 4.1. Selection of Sample

Sample size was selected using two stage sampling. Firstly 10 local private banks were selected out of a total number of 29 PCBs operating in Bangladesh. The foreign private banks as well as public sector banks have been kept outside the jurisdiction of the sample size. This is because of the fact that the foreign and the public sectors banks operate in a different environment where the rules and regulation are quite different from the private local banks. At the second stage , the total number of 40 respondents, taking 4 from each bank have been selected on the basis of purposive sampling, because of easy and smooth collection of data .Of the 4 respondents , 2 were in the rank and the status of the top executives and the remaining two were in the rank and status of midlevel executives.
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4.2. Data collection

The paper is based entirely on the primary data and information. For collecting primary data a questionnaire was administered to measure the overall job satisfaction, which includes some job related factors. Data were collected from the two levels of hierarchy with the help of the management of respective banks. The survey was conducted in December 2011 to January 2012. In regards to the methodology, the major tools used for measuring job satisfaction include interviews, opinion surveys, projective techniques, critical incident techniques and job satisfaction scales. Interviewing is seldom used as an independent procedure for measuring job satisfaction because it is a time consuming technique and validity are questionable (Fournet et al. 1966). It is usually employed as a tool to indicate items for a questionnaire or to expand and evaluate the reliability of questionnaire data. It is also used as a more intensive supplement to other survey techniques. Opinion survey usually provides for eliciting opinions about specific determinants of job such as job contents, job security, promotional opportunities, salary, job-status, benefits, working environment, job autonomy, work schedule, management policies, recognition for good work, participation with decision making, coworkers and supervision . There are many scales for measuring persons' job satisfaction; among these two commonly used job satisfaction scales are Brayfield-Rothe Scale (Brayfield and Rothe 1951) and Job Descriptive Index (Smith, Kendall and Hulin 1969). Like opinion surveys, job satisfaction scales are also related to Likert 5 point scaling which has been expensively used in the study. Questionnaire for Measuring Job Facets (Primary data): The questionnaire was constructed to measure the job satisfaction with some of the job related factors. It contains 14 specific factors of the job (such as job contents, job security, promotional opportunities, salary, job-status, benefits, working environment, job autonomy, work schedule, management policies, recognition for good work, participation with decision making, coworkers and supervision ). These items were included in the questionnaire for covering different but representative banks, which have been found by several investigators to affect executives attitudes (eg. Hertzberg et al., 1957; Vroom, 1964; Locke, 1976). The respondents would indicate their satisfaction & dissatisfaction with each of the specific determinants of the job by checking the 5 point scale. The questionnaire consisted of both the open end and close end questionnaire.

4.3 Data analysis

For the purpose of processing primary data SPSS program has been followed. The statistical tools namely frequency table, percentages and mean have been used for the analysis of the primary data. In order to examine the relationship between the specific determinants of job satisfaction and level of job satisfaction, Pearson Correlation has been used.
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5. Literature Review
The following paragraphs deal with a brief review of literature on the existing subject; Chowdhury (2007) has examined the job satisfaction of Bank Employee: A Comparative Study of Public and Private Sector Banks. The main finding of the study was that the private sectors bank employee are more satisfied than public sectors bank employees. There is also difference of job satisfaction in different management levels in both the sector except in the mid-level. Hossain (1992) has examined the Job Satisfaction and Job Behavior of Private sector industrial Workers and Supervisors in Bangladesh. The result reveal that job satisfaction scored of the workers were higher than that of the supervisors. The study also indicates that job satisfaction has significant impact on performance of the enterprise. Moreover Job insecurity poor salary has been considered as the most important cause of job dissatisfaction of the employees. Saari and Judge (2004) have examined the relationship between Employee Attitude and Job Satisfaction. In this study they have identified the causes of employee attitude, the results of positive or negative job satisfaction and also measuring influence of employee attitude. Malik(2011) conducted a Study on Job Satisfaction Factors of Faculty Members At University of Balochistan. The findings of the study are that the faculty member is generally satisfied with their job, however mail faculty members were less satisfied than female faculty member. Purohit and Belal(1996) have conducted a study on Job Satisfaction of Employed Professional Accountants in Bangladesh: An Empirical Study. The result of the study has showed that the professional Accountants in Bangladesh are moderately satisfied with their job. The results also show that there is a positive correlation between age and job satisfaction. Islam (2004) has made a study to assess and compare the job satisfaction, Absenteeism and Turnover of workers of the Textile Industry in Bangladesh. One of the main finding of the study is that job satisfaction has significantly negative correlation with Absenteeism and turnover. Karami and Mallick(2005) made a study on Job Satisfaction level and the Impact of education on working domain for the industrial workers in milk Vita- An application of EDA and PRE Oriented Techniques. The main findings of the study is that there exist no relationship between monthly income and job satisfaction of the workers ,but the weak relationship exist between designation and job satisfaction and between education and income of workers. Hoque and Islam(2003) conducted a study on Absenteeism, Job stress and mental heath of manufacturing working in Bangladesh: A comparative study of private and public sector organization. One of the main findings of the study the workers of the public sectors Mills have significantly higher job stress than their counter part in the private sectors. A number of studies (Srivastava (1980); Pratap and Srivastava (1985); Shanna (1991); Sekaran (1986); Hoque (1992); Prabhu (2003) and Islam (2003)) focus on the job satisfaction of different private and corporate sector, industry workers, managers, university employees and different government employees. A few research studies (Srivastava 1980; Pratap and Srivastava 1985 ) report that private sector employees in general have higher job satisfaction as compared to those of public sector organization while the research study of Komarraju (1981) reports the
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reverse trend. Though, a few research studies (Korn 1964; Komarraju 1981, etc.) indicate a positive relationship between job satisfaction and occupational level, some studies however (Anantharaman, 1982 and Row, 1976) found no relationship between job satisfaction and occupational level.

6. Findings and analysis 6.1 Determinants of Job satisfaction

Job satisfaction depends on many interrelated factors. Although these factors can never be completely isolated from one another, they can, however be discussed separately to give an indication of their relative importance to job satisfaction. The reviews of literature on job satisfaction (Vroom 1964; Locke 1976) reveal that a large number of researchers have identified the following factors as the important determinants of job satisfaction: 1) Personal factors or the characteristics of the individuals (i.e. personality, age, experience, health, sex, level of intelligence and education). 2) Job related factors or specific aspects of the job (i.e. job content, working condition, co-workers, job status, wage, fringe benefits, supervision, promotional opportunities, job securities, communication, organizational structure and climate, management and leadership, autonomy, work schedule, rewards and recognitions, etc. and 3) socio cultural factors (i.e. family life, socio cultural life, etc.). Among the job factors, one of the factors, which emerged as a powerful influence, is the organizational climate i.e. public sector and private sector organization (Srivastava 1982). The debate whether two types of organizational setups differ with regard to their job satisfaction is of vital importance particularly with reference to a developing country like Bangladesh. Job related factors or specific aspects of the job (i.e. Job-content, working conditions, coworkers, job-status, wage, fringe benefits, supervision, promotional opportunities job security, communication, organizational structure and climate, management and leadership, autonomy, work-schedule, rewards and recognitions etc.). Job related factors Considered in the study are briefly discussed below; 1. Job content or types of work The nature or content of the work is one of the important factors, which contributes to job satisfaction or dissatisfaction. 2. Co-workers The relationship with ones work associates is undoubtedly an important factor in job satisfaction. In this connection, Mayo (1945) observes: Man s desire to be continuously associated in work with his fellows is a strong, if not the strongest, human characteristic. 3. Supervision Supervision is, without question, one of the most important factors related to job satisfaction. Putnam (1930), stressing the importance of supervision in influencing workers attitudes observes: The relationship between the first line supervisors and the individual workman is of more importance in determining the attitude, morale, general happiness, efficiency of that employee than any other single factor.

4. Job-Status There is sufficient evidence to support the assertion that job status is one of the most important factors in job satisfaction. A positive relationship between the job status of an employee and his job satisfaction has been reported by a large number of investigators. 5. Promotional opportunities The opportunities for promotion have often been found to influence job satisfaction significantly. Number of investigators has found positive relationship between the fulfillment of promotional expectations and job satisfaction. 6. Salary Salary is a significant factor in job satisfaction. Money not only helps people attain their basic needs but is instrumental in providing upper level need satisfaction. But there has been a persistent controversy over importance of salary to job satisfaction or dissatisfaction. It has been suggested that satisfaction resulting from the receipt of remuneration is dependent not on its absolute amount but on the relationship between that amount and some standard of comparison used by the individual. 7. Job Security Job security has been found by a large number of investigators as the most important source of satisfaction of employees (Herzberg et al., 1957). It was found that concern for job security occurred disproportionately among those employees who were dissatisfied (Gurin et al., 1960). Security for old age was reported by the factory workers as one of the five factors significantly related to their job satisfaction. 8. Work schedule An individuals work schedule can be an important source for his job satisfaction or dissatisfaction, because the hours of works have obvious implications for his working life, family life and social life. Although the normal work schedule for the majority of people commences during the day time, but this is by no means the only pattern 9. Work autonomy A positive relationship between work autonomy and job satisfaction has been documented by several investigators for a number of years. 10. Recognition for good work Recognitions for good work has positive influence on the job satisfaction of the workers. Herzberg, Mausner, Peterson, and Capwell (1957) complied data from several studies which showed that appreciation or recognition for good work is perceived by the workers as the 4th important factor for their job satisfaction. 11. Fringe benefits : Like salaries, fringe benefits are another important determinants of job satisfaction. Fringe benefit included medical allowance, conveyance allowance etc. The more the fringe benefits the more would be the job satisfaction and vice versa. 12. Working Environment This is another important facet of job satisfaction. If the working environment is congenial there will be more job satisfaction undoubtedly and vice versa.
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13. Management policy : This is another important determinant of job satisfaction. If the management policies are favorable for the employees there will be a definite improvement in job satisfaction. 14. Participation in decision making : This determinant of job satisfaction is also important in the sense that this will lead to belongingness of the employee to the organization. Where there is a provision of participating of employee with decision making, this will be definitely enhancing employee job satisfaction.

6.2. Importance of determinants of job satisfaction

The respondents were requested to assign importance on the above mentioned determinants of job satisfaction on the basis of 5 point Likert scale. Table 1 presents the Weighted Average Scores (WAS) of the importance of the determinants of job satisfaction assigned by both the categories of the respondents viz. top level or junior level. Table 01: Opinions of the respondents regarding importance and satisfaction of determinants Source: Field investigation
Junior Level Executives Importance Satisfaction Scale Scale Rankin WAS WAS Ranking g 4 3.9 3.9 3.8 3.8 3.7 3.7 3.6 3.6 3.5 3.5 3.4 3.3 3.2 3.64 4.1 4.6 4.3 4.7 4.1 4.2 4.1 3.9 3.9 3.5 3.4 3.3 3.7 3.5 3.95 5 2 3 1 6 4 7 8 9 11 13 14 10 12 7.5 Top Level Executives Satisfaction Importance Scale Scale WAS 3.9 3 3.3 3.4 3.7 3.55 3.6 3.2 3 2.8 3.25 3.1 3.6 3.3 3.34 Ranking 1 12 7 6 2 5 3 10 13 14 9 11 4 8 7.5 WAS 4.2 3.4 3.7 4 4.05 3.9 4.2 3.6 3.7 3 3.7 3.2 3.9 3.7 3.73 Ranking 1 12 7 4 3 5 1 11 8 14 9 13 5 10 7.36 Overall Satisfaction WAS 4.15 4 4 4.35 4.075 4.05 4.15 3.75 3.8 3.25 3.55 3.25 3.8 3.6 3.84 Rankin g 2.5 6.5 6.5 1 4 5 2.5 10 8.5 13.5 12 13.5 8.5 11 7.5

Specific statement Weight Job content Job Security Promotional opportunities Salary Job-status Benefits Working environment Job autonomy Work schedule Management policies. Recognition for good work Participation with decision making. Co- workers Supervision Determinants Average

3.5 3.4 3.9 3.8 3.9 3.2 3.7 3.8 3.6 3.6 3.5 4 3.7 3.66

Table 01 reveals that the determinants salary, job security, promotional opportunities, fringe benefits and job contents have been assigned by both the top level and junior level executives as most important determinants occupying the rank of 1,2,3,4and 5 respectively. But, in case of other determinants, level of importance varies in between the level of executives. As for example, job status, working
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environment, job autonomy, work schedules and coworkers have been assigned by the top level executives as the rank of 6,7,8,9 & 10 respectively. Whereas, working environment, job status participation in decision making, coworkers and supervision have been assigned by the junior level executives as the rank of 6,7,8,9 7 & 10 respectively.

6.3. Analysis of the job satisfaction level

Table 01 shows the level of job satisfaction of both the top level and junior level executives. It is revealed from table that as to the level of job satisfaction of the top level executives, job contents has occupied the 1st rank followed by job status, working environment, coworkers, fringe benefits, salary, promotional opportunities, supervision, recognition for good work, job autonomy etc. as judged from the view point of WAS. But, as to the level of job satisfaction of the junior level executives, it is found that job content has also occupied the 1st rank followed by working environment, job status, salary, fringe benefits, coworkers, promotional benefits, works schedule, recognition for good work, supervision etc. as judged from the view point of WAS. Considering the WAS of the specific determinants of job satisfaction, it can be said that a wide variation exists between the top level and junior level executives as regards the level of job satisfaction. As for example, in case of job contents, WAS has been 4.2 for junior level executives, whereas for top level executives, WAS of job contents has been 3.9. Again, in case of working environment, WAS has been 4.2 for junior level executives, whereas for top level executives, WAS of the score has been 3.0. In case of job status, WAS has been 4.05 for junior level executives whereas for top level executives WAS of score has been 3.7. Incase of salary, WAS has been 4.0 for junior level executives whereas the WAS for the score has been 3.4 in case of top level executives. In case of fringe benefits, WAS has been 3.94 for junior level executives whereas for top level executives, WAS has been 3.55. In case of work schedule, WAS for junior level executives have been 3.9, whereas for top level executives were has been 3.0. In case of job securities, WAS for junior level executives, WAS has been 3.4, where as for top level executives the score has been 3.0. In case of Job autonomy, WAS for junior level has been 3.6, whereas for top level executives have been 3.2. In case of the other determinants of the job satisfactions there also exists variation in the level of job satisfaction between the junior level executives and top level executives. The table also revels that the overall job satisfactions, taking all the determinants together, for junior level executives have been higher (4.0) as compared to overall job satisfaction (3.285) of the top level executives. Therefore, it can be said that considering the specific determinants of job satisfaction as well as the overall job satisfaction, the junior level executives have higher level of job satisfaction than job satisfaction level of the top level executives. Therefore, null hypothesis that there is no variation in job satisfaction of the top level and junior level executives has been rejected. This implies that there is a variation in job satisfaction level in cases of the top level and junior level executives.

6.4. Impact of the determinants on job satisfaction

At this stage, it is essential to examine the relationship and also the effect of the determinants of job satisfaction on the overall job satisfaction of the executives. All these determinants reported to have an impact on the overall job satisfaction of the employees. The following table ( ) shows the relationship of the dependent variable (overall job satisfaction) with each of the independent variables mentioned earlier table.
Table: Correlation coefficient (r) between independent variables and dependent variables

Source: SPSS- based on data from field investigation Dependent variable Independent variable (Overall Job satisfaction) Y0 Job content (X1) .42 (000) Job Security (X2) .53 (000) Promotional opportunities(X3) .49(000) Salary(X4) .63(000) Job-status(X5) .56(000) Benefits(X6) .58(000) Working environment (X7) .32(001) Job autonomy(X8) .44(000) Work schedule(X9) -.38(000) Management policies.(X10) .31(001) Recognition for good work (X11) .42(000) Participation with decision making. (X12) .38(000) Co- workers (X13) .39(000) Supervision (X14) .37(000) Note: Figures in the parentheses indicate probability values It is revealed from the correlation matrix table that correlation coefficient (r) between job satisfaction and job content, job satisfaction and job security, job satisfaction and promotional opportunity, job satisfaction and salary, job satisfaction and job status, job satisfaction and fringe benefit, job satisfaction and working environment, job satisfaction and work autonomy, job satisfaction and management principles, job satisfaction and recognition for good work, job satisfaction and decision making participation, job satisfaction and coworkers and job satisfaction and supervision have been .42, .53, .49, .63, .56, .58, .32, .44, .31, .42, .38 .39 and .37 respectively. The values of r, signify that independent variables have positive impact on job satisfaction, thereby implying that the higher the job content, Job Security, Promotional opportunities, Salary, Job-status, Benefits, Working environment, Job autonomy, Management policies, Recognition for good work, Participation with decision making, Co- workers and Supervision of the selected banks executives, the better their job satisfaction and vice versa. But, the independent variable work schedule has adverse impact on job satisfaction since r between them have been found negative .38. This signifies that the higher the work schedule of the executives the lower their job satisfaction and vice-versa. Therefore, it can be concluded that the relevant bank authorities should be of great concern to increase the value/ standard of the independent variables in order to increase the job satisfaction levels of the banks executives.
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7. Conclusion & Recommendation

Job satisfaction plays a very positive role in the development of conducive environment of any organization. Therefore, identifying and measuring job satisfaction determinants are essential for overcoming job dissatisfaction vis--vis increasing the effectiveness and future challenges in banking sector. The study concludes that the determinants of job satisfaction such as job status, salary fringe benefits, job security, promotional opportunities, working environment, job autonomy, recognition for good work, co-workers, and supervising have been assigned by both the level of executives, junior and top level as the major determinants of their respective job satisfaction. It is also revealed that each of their determinants has significant positive relation with the overall job satisfaction of the executives. Therefore, increase in values /standard of each of these determinants would definitely increase the level of job satisfaction of the selected executives. Hence, the respective bank authorities should take immediate steps in order to increase the values /standards of the determinants of job satisfaction.

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