HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY
CENTRAL BANK OF INDIA
1
CHAPTER 1
INTRODUCTION
HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
2 INTRODUCTION Human resources are on major factors of production. It is human asset, which convert the various resources in to the production resources. It has immense potentialities and it only human resources, which appreciate with time whereas all other resources undergo the process of depreciation. Success of an organization mainly depends on the quality of manpower and its performance. In early days human resource was not taken as an important factor of production. Human begin was simple treated as log in the movement increasing emphasis has been given to the worker as a whole man. The need of vast manpower and their importance was realized by some of the progressive entrepreneurs. The emergence of Trade Union and their gradual collective power forced some entrepreneurs to give some district feature of human side by production. The first among the entrepreneurs who had contributed in the development of human side of production was Robert Owen, and English Humanist. He took a genuine interest in the welfare of the workers. But this magnetite was not supported by a major chunk of entrepreneurs. A number of social scientist advocated their valuable theories towards the beginning of the 20th century. Abraham Maslow gave his Hierarchy of needs theory. Mc Clellands Afflation- Achievement theory is well accepted too. Christ Argyris theory of four system of Management is also a milestone in the development of human factor in the production process. But the most important in this field was that of Elton Mayos Human Relation Approach. The great Hawthorne Study by Elton Mayos and colleagues, revealed that the effectiveness of any organization depends upon the quality of the relationship among the personnel and social needs HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
3 of employees are very important and that concentration by management exclusively on productivity, material and environmental issue will to be a self-defecting aim. Hence the management must give more emphasis on the human side and their proper utilization. This then remains the cardinal objective of the human relations function to discover newer ways of understanding man and to motive him to higher standard of workmanship. Many new experiments such as study of his state university of Michigan etc have developed the branch of Management beyond margin. Today an organization having a good inventory of human resources and a dynamic personnel department is prospective one. So the technique and functions of personnel management have now come closely integrated with the overall organization strategies n search of excellence.
HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
4 OBJECTIVE OF THE STUDY The objective of the study is to find out the Job satisfaction level of employee in Central Bank of India. To find that whether the employees are satisfied or not. To analyse the companys working environment. To check the Degree of satisfaction of employees. To find that they are satisfied with their job profile or not. To study the relationship between the personal factors of the Employee (Income, Designation, Educational qualification, Gender, etc.,)
HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
5 LIMITATIONS OF THE STUDY Limitations Are As Follows-
Data collected is based on questionnaire. The number of employees in Central Bank of India is more, so sample size is limited by 50. 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.
HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
6 RESEARCH METHODOLOGY Research methodology is a way to systematically solve the problem. It may be understood has a science of studying how research is done scientifically. In it we study the various steps that all generally adopted by a researcher in studying his research problem along with the logic behind them. The scope of research methodology is wider than that of research method.
Meaning of Research Research is defined as a scientific & systematic search for pertinent information on a specific topic. Research is an art of scientific investigation. Research is a systemized effort to gain new knowledge. It is a careful inquiry especially through search for new facts in any branch of knowledge. The search for knowledge through objective and systematic method of finding solution to a problem is a research.
RESEARCH DESIGN A research is the arrangement of the conditions for the collections and analysis of the data in a manner that aims to combine relevance to the research purpose with economy in procedure. In fact, the research is design is the conceptual structure within which research is conducted; it constitutes the blue print of the collection, measurement and analysis of the data. As search the design includes an outline of what the researcher will do HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
7 from writing the hypothesis and its operational implication to the final analysis of data. The design is such studies must be rigid and not flexible and most focus attention on the following 2; Research Design can be categorized as:
The present study is exploratory in nature, as it seeks to discover ideas and insight to bring out new relationship. Research design is flexible enough to provide opportunity for considering different aspects of problem under study. It helps in bringing into focus some inherent weakness in enterprise regarding which in depth study can be conducted by management. DATA COLLECTION For any study there must be data for analysis purpose. Without data there is no means of study. Data collection plays an important role in any study. It can TYPES OF RESEARCH DESIGN EXPLORATORY RESEARCH DESIGN DESCRIPTIVE & DIAGNOSTIC RESEARCH DESIGN EXPERIMENTA L RESEARCH DESIGN HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
8 be collected from various sources. I have collected the data from two sources which are given below: 1. Primary Data Personal Investigation Observation Method Information from correspondents Information from superiors of the organization 2. Secondary Data Published Sources such as Journals, Government Reports, Newspapers and Magazines etc. Unpublished Sources such as Company Internal reports prepare by them given to their analyst & trainees for investigation. Websites like BHEL official site, some other sites are also searched to find data.
HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
9 SCOPE OF THE STUDY The scope of the study is very vital. Not only the Human Resource department can use the facts and figures of the study but also the marketing and sales department can take benefits from the findings of the study.
SCOPE FOR THE SALES DEPARTMENT The sales department can have fairly good idea about their employees, that they are satisfied or not. Scope for the marketing department The marketing department can use the figures indicating that they are putting their efforts to plan their marketing strategies to achieve their targets or not. Scope for personnel department Some customers have the complaints or facing problems regarding the job. So the personnel department can use the information to make efforts to avoid such complaints.
HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
10 SAMPLE SIZE :- Questionnaire is filled by 50 employees of Central Bank of India. The questionnaire was filled in the office and vital information was collected which was then subjects to:- A pilot survey was conducted before finalizing the questionnaire. Data collection was also done with the help of personal observation. After completion of survey the data was analyzed and conclusion was drawn. At the end all information was compiled to complete the project report.
HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
11
CHAPTER 2
COMPANY PROFILE
HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
12 CENTRAL BANK OF INDIA PROFILE HISTORY OF THE BANK Established in 1911, Central Bank of India was the first Indian commercial bank which was wholly owned and managed by Indians. The establishment of the Bank was the ultimate realisation of the dream of Sir Sorabji Pochkhanawala, founder of the Bank. Sir Pherozesha Mehta was the first Chairman of a truly 'Swadeshi Bank'. In fact, such was the extent of pride felt by Sir Sorabji Pochkhanawala that he proclaimed Central Bank of India as the 'property of the nation and the country's asset'. He also added that 'Central Bank of India lives on people's faith and regards itself as the people's own bank'. During the past 102 years of history the Bank has weathered many storms and faced many challenges. The Bank could successfully transform every threat into business opportunity and excelled over its peers in the Banking industry. A number of innovative and unique banking activities have been launched by Central Bank of India and a brief mention of some of its pioneering services are as under:
HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
13 1921 Introduction to the Home Savings Safe Deposit Schemeto build saving/thrift habits in all sections of the society. 1924 An Exclusive Ladies Department to cater to the Bank's women clientele. 1926 Safe Deposit Locker facility and Rupee Travellers' Cheques. 1929 Setting up of the Executor and Trustee Department. 1932 Deposit Insurance Benefit Scheme. 1962 Recurring Deposit Scheme. Subsequently, even after the nationalisation of the Bank in the year 1969, Central Bank continued to introduce a number of innovative banking services as under: 1976 The Merchant Banking Cell was established. 1980 Centralcard, the credit card of the Bank was introduced. 1986 'Platinum Jubilee Money Back Deposit Scheme' was launched. 1989 The housing subsidiary Cent Bank Home Finance Ltd. was started with its headquarters at Bhopal in Madhya Pradesh. 1994 Quick Cheque Collection Service (QCC) & Express Service was set up to enable speedy collection of outstation cheques. Further in line with the guidelines from Reserve Bank of India as also the Government of India, Central Bank has been playing an increasingly active role in promoting the key thrust areas of agriculture, small scale industries HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
14 as also medium and large industries. The Bank also introduced a number of Self Employment Schemes to promote employment among the educated youth. Among the Public Sector Banks, Central Bank of India can be truly described as an All India Bank, due to distribution of its large network in 27 out of 29 States as also in 3 out of 7 Union Territories in India. Central Bank of India holds a very prominent place among the Public Sector Banks on account of its network of 4336 Branches, Asset Recovery Branches (ARB) 9,Retail Asset Branches (RAB) 15 and 26 extension counters along with satelite branches at various centres throughout the length and breadth of the country. Customers' confidence in Central Bank of India's wide ranging services can very well be judged from the list of major corporate clients such as ICICI, IDBI, UTI, LIC, HDFC as also almost all major corporate houses in the country.
HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
Central Bank of India Swargate Branch Plot No. 3, Mukund Nagar Swargate Pune - 411 037.
Shri Gurbax Kumar Joshi Workmen Employee Director
Central Bank of India Mandi Road Branch Jalandhar (Punjab)
Smt. N.S. Rathnaprabha Director 61, Brahmin Street, Kanakatte Sub Post, Kanakatte - 573 144, Arisikere RMS, Hassan Dist., Karnataka. New layer...
HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
17 VISSION & MISSION Corporate Vision To emerge as a strong, vibrant and pro-active Bank/Financial Super Market and to positively contribute to the emerging needs of the economy through consistent harmonization of human, financial and technological resources and effective risk control systems.
Corporate Mission To transform the customer banking experience into a fruitful and enjoyable one. To leverage technology for efficient and effective delivery of all banking services. To have bouquet of product and services tailor-made to meet customers aspirations. The pan-India spread of branches across all the state of the country will be utilized to further the socio economic objective of the Government of India with emphasis on Financial Inclusion.
HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
18 HUMAN RESOURCE DEPARTMENT OF CENTRAL BANK OF INDIA The HR department of Central Bank of India is very dynamic. Employees are the biggest strength and asset of any organization and the HR dept realises this very well. This is very evident from the way the HR department handles all its employees. They take utmost care to select, train, motivate and retain all the employees. They have continuous developmental programmes for all the employees. Currently Central Bank of India Banashankri is employing 220 full time and 60 part time employees. There are two shifts for the employees. The first shift employees arrive at 10AM in the morning and leave at 7.30 in the evening, while the second shift employees report at 12.30 in the afternoon and leave at the time of Store closing (10pm). For any hr activity one of the major activities is recruitment of the employee. The following are the main sources through which Central Bank of India recruit it employees. SOURCES OF RECRUITMENT a) Consultancy Services: For top level management, employees are recruited through private consultants. They are usually appointed as Departmental Managers. b) Walk-ins: This is the main source through which Central Bank of India recruits its employees. People seeking job usually themselves approach the HR department for job vacancy. Employees usually selected from this source are appointed at the entry level as team members. c) Employee Referrals: This is the other main source through which employees are selected. Candidates who have given their previous employer as referrals are first interviewed and from their previous employer, opinion is taken about their behaviour and performance in the HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
19 job. If they receive a positive opinion from their previous employer they are selected. d) Campus Recruitment: Young people bring new ideas and fresh enthusiasm. Therefore Big Bazaar visits some of the reputed educational institutions to hire some of the most talented and promising students as its employees. Selection Procedure The following is the selection procedure that the HR department practices to hire its employees.
i) Interview: For entry level jobs, the candidates are interviewed by a HR person. They are asked a few basis questions about their education, previous work experience if any, languages known etc. This is done to evaluate the candidates ability to communicate freely and also other skills.
ii) Psychometric Tests: For higher and top level jobs, candidates are asked to answer a few questions which basically test their sharpness, analytical ability, ability to handle stress, presence of mind etc. This is done as Managers are required to work under stress all the time and still maintain a cool head to make some vital decisions.
iii) Group Discussion: In campus recruitment students are involved in a Group Discussion, where they will be given a topic on which the group has to deliberate, discuss and arrive at a solution or a decision which is accepted by the whole group. Along with the G D they are also given a written aptitude test. Finally a formal interview will be conducted to assess the overall skills of the student.
HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
20 INDUCTION New employees selected will be given a 13 day induction and training program. They will be given information about the companys business, different departments etc. They will be informed of their roles, duties and responsibilities. They will also be informed about the HR policies and rules of the company. The new employees will be on probation for a period of 6 months. After this period the HR period along with the department manager will review the performance of the employee. If the employees performance is good and encouraging, the employees services will be confirmed.
Compensation & Rewards The employees are rewarded suitably with attractive pay packages. The salary of an employee includes basic pay. HRA, special allowance, PF, ESI, Mediclaim etc. Annual bonus will be given at the time of Diwali. The employees and their dependents are also entitled for medical treatment in recognised hospitals with cashless hospitalisation with whom the company has tie-ups. If a hospital is not recognised, the amount spent by the employee will be reimbursed Along with these all the employees are given a card known as Employee Discount card (EDC) through which they can buy any product at Central Bank of India at a special discount of 20-30 %.
Leaves and other rules An employee during his probationary period is entitled for 7 days of leave. A confirmed employee is entitled for 30 days of leave in a year. There is only one type of leave the employees can take which is known as All Purpose Leave (APL). HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
21 All the employees will be given identity cards which they have to wear and also swipe while at the time of entering and leaving the Store.
Performance Appraisal The HR department conducts performance appraisal of all the employees annually in the month of April. Based on their performance increments will be given in their pay. In addition to this if an employee achieves or exceeds the target given to along with their team members will be provided with attractive cash and other incentives.
Training & Development Central Bank of India has its own training division for all its employees, known as Future Learning & Development Limited (FLDL). All the employees are given training for 20 days in a year spread over different periods. Gurukul which is a part of FLDL gives training to all the employees on various skills like team work, dedication discipline improving customer service etc to make them more knowledgeable and productive.
Retention Strategy We strive to foster a feeling of well-being in our employees through care and respect, we have several structured processes including employee mentoring and grievance management programmes which are intended to facilitate a friendly and cohesive organization culture. Off-site activities are encouraged to improve inter-personal relationship. We also acknowledge the efforts exerted by our employees by organization an annual celebration called Maurya Day where we recognize employees who have shown HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
22 exceptional talent, sincerity and dedication. We have implemented an employee suggesstion programme called Prerna wherein the employee can give their suggestions. Every quarter the best suggesstion received per zone per format is awarded prize called Golden Cap.
Internal Controls And Risk Management The company uses the services of Ernst & Young for process audit and risk management and the scope of their work covers all the companys formats i.e. Pantaloons, Central Bank of India, Food Bazaar and Factory Outlet.
The objectives are to: Gain an understanding of the various Business Processes Identify the strengths and weaknesses in the existing systems and procedures. Review use of technology in the function Identify key business process risks and review the adequacy of the controls and mitigate them. Test the effectiveness of controls the most significant risks and provide recommendations to improve controls. Identify potential areas for improving process efficiency Broadly develop on improvement portfolio and raise the level of awareness of how business is impacted by inadequately controlled risks inherent in the business process. Internal audit of our each store is also undertaken by an independent audit firm on monthly/quarterly basis.
HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
23 WORK CULTURE AT CENTRAL BANK OF INDIA At Central Bank of India, Empowerment is what you acquire and Freedom at Work is what you get. We believe our most valuable assets are our People. Young in spirit, adventurous in action, with an average age of 27 years, our skilled & qualified professionals work in an environment where change is the only constant. Powered by the desire to create path-breaking practices and held together by values, work in this people intensive industry is driven by softer issues. In our world, making a difference to Customers lives is a Passion and performance is the key that makes it possible. Out of the Box thinking has become a way of life at Central Bank of India and living with the change, a habit. Leadership is a value that is followed by one and all at Central Bank of India. Leadership is the quality that motivates us to never stop learning, stretching to reach the next challenge, knowing that we will be rewarded along the way. In the quest of creating an Indian model of retailing, Central Bank of India has taken initiatives to launch many retail formats that have come to serve as a benchmark in the industry. Believing in leadership has given us the optimism to change and be successful at it. We do not predict the future, but create it. At Central Bank of India you will get an opportunity to handle multiple responsibilities, and therein, the grooming to play a larger role in the future. Work is a unique mix of preserving our core Indian values and yet providing customers with a service, on par with international standards At Pantaloon you will work with some of the brightest people from different spheres of industry. We believe its a place where you can live your dreams and pursue a career that reflects your skills and passions.
HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
24
CHAPTER-3
JOB SATISFACTION
AN OVERVIEW
HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
25 EMPLOYEE SATISFACTION INTRODUCTION Job satisfaction is not the same as motivation. It is more if an attitude, an internal state of the person concerned. It could, for example, be associated with a personal feeling of achievement. Job satisfaction is an individuals emotional reaction to the job itself. It is his attitude towards his job. Job satisfaction is one part of life satisfaction. The environment influences the job. Similarly, since a job is important part of life, job satisfaction influences ones general life satisfaction. Manager may need to monitor not only the job and immediate work environment but also their employees attitudes towards other part of life.
JOB FAMILY
POLITICS LIFE LEISURE
RELATED ELEMENT OF LIFE SATISFACTION 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 peoples 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 HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
26 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 can 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. More over, pay can serve as symbol of achievement and a source 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, HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
27 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 centered 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.
HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
28 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 individuals 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 HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
29 their jobs which remain unsatisfied. In their case, Peters 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 upto 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: HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
30 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 responsibility and 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 individuals perception about the organization. If these factors are favorable, 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 HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
31 employee-oriented supervision, there is more concern for people which is perceived favorably 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.
1. 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.
HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
32 EFFECT OF JOB SATISFACTION Job satisfaction has a variety of effects. These effects may be seen in the context of an individuals physical and mental health, productivity, absenteeism, and turnover. Physical and Mental Health: The degree of job satisfaction affects an individuals physical and mental health. Since job satisfaction is a type of mental feeling, its favorableness or unfavourablesness 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 spillover 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.
HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
33 The 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. The satisfaction 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 help to increase productivity though these factors increase job satisfaction. 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 managements 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.
HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
34 THE RELATION BETWEEN PERFORMANCE AND SATISFACTION 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. HIGH
TURNOVER
JOB ABSENCES SATISFACTION LOW LOW HIGH TURNOVER AND ABSENCES
HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
35 RELATIONSHIP OF EMPLOYEE SATISFACTION, EMPLOYEE TURNOVER AND ABSENCES 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 defense 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.
HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
36 DIMENSIONS OF EMPLOYEE SATIFACTION Job satisfaction is a complex concept and difficult to measure objectively. The level of job satisfaction is affected by a wide range of variables relating to individual, social, cultural, organizational factors as stated below:-
DIMENSIONS
INDIVIDUAL SOCIAL ORGANIZATIONAL ENVIRONMENTAL CULTURAL FACTORS FACTOR FACTOR FACTOR Individual:- Personality, education, intelligence and abilities, age, marital status, orientation to work. Social factors:-Relationship with co-workers, group working and norms, opportunities for interaction, informal relations etc. Organizational factors:- Nature and size, formal structure, personnel policies and procedures, industrial relation, nature of work, technology and work organization, supervision and styles of leadership, management systems, working conditions. Environmental factors:-Economic, social, technical and governmental influences. Cultural factors:-Attitudes, beliefs and values. These factors affect job satisfaction of certain individuals in a given set of circumstances but not necessarily in others. Some workers may be satisfied with certain aspects of their work and dissatisfied with other aspects .Thus, overall degree of job satisfaction may differ from person to person. HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
37 IMPORTANCE TO STUDY JOB SATISFACTION The importance to the study of job satisfaction level is very important for executives. Job satisfaction study importance can be understood by the answer of the following question 1) Is there room for improvement? 2) Who is relatively more dissatisfied? 3) What contributes to the employee satisfaction? 4) What are the effects of negative employee attitudes? Benefits Of Job Satisfaction Study Job satisfaction surveys can produce positive, neutral or negative results. If planned properly and administered, they will usually produce a number of important benefits, such as- 1. It gives management an indication of general levels of satisfaction in a company. Surveys also indicate specific areas of satisfaction or dissatisfaction as compared to employee services and particular group of employee. 2. It leads to valuable communication brought by a job satisfaction survey. Communication flow in all direction as people plan the survey, take it and discuss the result. Upward communication is especially fruitful when employee are encouraged to comment about what is on their minds instead of merely answering questions about topics important to management. 3. As a survey is safety value, an emotional release. A chance to things gets off. The survey is an intangible expression of managements interest in employee welfare, which gives employees a reason to feel better towards management. 4. Job satisfaction surveys are a useful way to determine certain training needs. HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
38 5. Job satisfaction surveys are useful for identifying problem that may arise, comparing the response to several alternatives and encouraging manager to modify their original plans. Follow up surveys allows management to evaluate the actual response to a change and study its success or failure. Importance to Worker and Organization Frequently, work underlies self-esteem and identity while unemployment lowers self-worth and produces anxiety. At the same time, monotonous jobs can erode a worker's initiative and enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and occupational success are major factors in personal satisfaction, self-respect, self-esteem, and self- development. To the worker, job satisfaction brings a pleasurable emotional state that often leads to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal. For the organization, job satisfaction of its workers means a work force that is motivated and committed to high quality performance. Increased productivity the quantity and quality of output per hour worked seems to be a byproduct of improved quality of working life. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent.. Unhappy employees, who are motivated by fear of job loss, will not give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and as soon as the threat is lifted performance will decline. Tangible ways in which job satisfaction benefits the organization include reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
39 satisfaction is also linked to a more healthy work force and has been found to be a good indicator of longevity. And although only little correlation has been found between job satisfaction and productivity, Brown (1996) notes that some employers have found that satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus protecting the "bottom line." No wonder Andrew Carnegie is quoted as saying: "Take away my people, but leave my factories, and soon grass will grow on the factory floors. Take away my factories, but leave my people, and soon we will have a new and better factory"
SATISFIED EMPLOYEE Creating Job Satisfaction So, how is job satisfaction created? What are the elements of a job that create job satisfaction? Organizations can help to create job satisfaction by putting systems in place that will ensure that workers are challenged and then rewarded for being successful. Organizations that aspire to creating a work environment that enhances job satisfaction need to incorporate the following: Flexible work arrangements, possibly including telecommuting HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
40 Training and other professional growth opportunities Interesting work that offers variety and challenge and allows the worker opportunities to "put his or her signature" on the finished product Opportunities to use one's talents and to be creative Opportunities to take responsibility and direct one's own work A stable, secure work environment that includes job security/continuity An environment in which workers are supported by an accessible supervisor who provides timely feedback as well as congenial team members Flexible benefits, such as child-care and exercise facilities Up-to-date technology Competitive salary and opportunities for promotion Probably the most important point to bear in mind when considering job satisfaction is that there are many factors that affect job satisfaction and that what makes workers happy with their jobs varies from one worker to another and from day to day. Apart from the factors mentioned above, job satisfaction is also influenced by the employee's personal characteristics, the manager's personal characteristics and management style, and the nature of the work itself. Managers who want to maintain a high level of job satisfaction in the work force must try to understand the needs of each member of the work force. For example, when creating work teams, managers can enhance worker satisfaction by placing people with similar backgrounds, experiences, or needs in the same workgroup. Also, managers can enhance job satisfaction by carefully matching workers with the type of work. HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
41 For example, a person who does not pay attention to detail would hardly make a good inspector, and a shy worker is unlikely to be a good salesperson. As much as possible, managers should match job tasks to employees' personalities. Managers who are serious about the job satisfaction of workers can also take other deliberate steps to create a stimulating work environment. One such step is job enrichment. Job enrichment is a deliberate upgrading of responsibility, scope, and challenge in the work itself. Job enrichment usually includes increased responsibility, recognition, and opportunities for growth, learning, and achievement. Large companies that have used job-enrichment programs to increase employee motivation and job satisfaction. Good management has the potential for creating high morale, high productivity, and a sense of purpose and meaning for the organization and its employees. Empirical findings show that job characteristics such as pay, promotional opportunity, task clarity and significance, and skills utilization, as well as organizational characteristics such as commitment and relationship with supervisors and co-workers, have significant effects on job satisfaction. These job characteristics can be carefully managed to enhance job satisfaction. Of course, a worker who takes some responsibility for his or her job satisfaction will probably find many more satisfying elements in the work HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
42 environment. Everett (1995) suggests that employees ask themselves the following questions: When have I come closest to expressing my full potential in a work situation? What did it look like? What aspects of the workplace were most supportive? What aspects of the work itself were most satisfying? What did I learn from that experience that could be applied to the present situation? HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
43 WORKERS' ROLES IN JOB SATISFACTION If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her own satisfaction and well-being on the job. The following suggestions can help a worker find personal job satisfaction: Seek opportunities to demonstrate skills and talents. This often leads to more challenging work and greater responsibilities, with attendant increases in pay and other recognition. Develop excellent communication skills. Employers value and reward excellent reading, listening, writing, and speaking skills. Know more. Acquire new job-related knowledge that helps you to perform tasks more efficiently and effectively. This will relieve boredom and often gets one noticed. Demonstrate creativity and initiative. Qualities like these are valued by most organizations and often result in recognition as well as in increased responsibilities and rewards. Develop teamwork and people skills. A large part of job success is the ability to work well with others to get the job done. Accept the diversity in people. Accept people with their differences and their imperfections and learn how to give and receive criticism constructively. HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
44 See the value in your work. Appreciating the significance of what one does can lead to satisfaction with the work itself. This helps to give meaning to one's existence, thus playing a vital role in job satisfaction. Learn to de-stress. Plan to avoid burnout by developing healthy stress- management techniques.
HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
45 Assuring Job Satisfaction Assuring job satisfaction, over the long term, requires careful planning and effort both by management and by workers. Managers are encouraged to consider such theories as Herzbergs (1957) and Maslow's (1943) Creating a good blend of factors that contribute to a stimulating, challenging, supportive, and rewarding work environment is vital. Because of the relative prominence of pay in the reward system, it is very important that salaries be tied to job responsibilities and that pay increases be tied to performance rather than seniority. So, in essence, job satisfaction is a product of the events and conditions that people experience on their jobs. Brief (1998) wrote: "If a person's work is interesting, her pay is fair, her promotional opportunities are good, her supervisor is supportive, and her coworkers are friendly, then a situational approach leads one to predict she is satisfied with her job" (p. 91). Very simply put, if the pleasures associated with one's job outweigh the pains, there is some level of job satisfaction
HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
46 MODEL OF JOB SATISFACTION
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47
CHAPTER-4 DATA ANALYSIS & INTERPRETATION
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Table No: 1 Working hours are convenient for me PERCENT Strongly agree 34 Agree 32 Neither agree nor disagree 18 Disagree 13 Strongly disagree 3 TOTAL 100
CHART 1
INTERPRETATION: From the above chart and table it is clearly evident that 34% of the respondents strongly agree that working hours are convenient from them and 32% agree with that and 18% neither agree nor disagree and 13% disagree with the working hours and 3% are strongly against working hours. 0 10 20 30 40 50 60 70 80 90 100 PERCENT strongly agree agree neither agree nor disagree disagree strongly disagree Total HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
49
Table No: 2 I'm happy with my work place PERCENT Strongly agree 30 Agree 39 Neither agree nor disagree 18 Disagree 8 Strongly disagree 5 100
Chart 2
INTERPRETATION: From the above table it is clear that 30% respondents strongly agree and 39% respondents agree that they are happy with their work place only 13% disagreed and 18% have no idea towards their work place.
0 20 40 60 80 100 percent Strongly agree Agree neither agree nor disagree Disagree strongly disagree Total HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
INTERPRETATION: From the above table it is quite clear that the work load is not high, 37% of the respondents disagreed with the question I feel I have too much work and another 22% strongly disagreed, 18% admits they have too much work and 23% have no idea towards this question. 0 20 40 60 80 100 PERCENT strongly agree Agree neither agree nor disagree Disagree strongly disagree Total HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
51
Table No: 4 Safety measures provided by the company
PERCENT strongly agree 28 Agree 31 Neither agree nor disagree 24 Disagree 11 Strongly disagree 6 TOTAL 100
CHART 4
INTERPRETATION: From the above table it is evident that the safety measures provided by the organizations are good as 28 and 31% of the respondents agree with that and only 11& 6% disagreed and 24% neither agreed nor disagreed. 0 20 40 60 80 100 PERCENT strongly agree Agree neither agree nor disagree Disagree strongly disagree Total HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
52
TABLE NO. 5 My relationship with my supervisor is cordial
PERCENT strongly agree 30 Agree 41 Neither agree nor disagree 16 Disagree 6 Strongly disagree 7 TOTAL 100
CHART 5
INTERPRETATION: From the above table it is clear that relationship between employees and their supervisors are cordial because 30% of respondents strongly agreed to it and 41% agreed to it and only 13% disagreed and 16% of respondents have neither agreed nor disagreed.
0 20 40 60 80 100 PERCENT strongly agree Agree neither agree nor disagree Disagree strongly disagree Total HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
53 TABLE NO 6 My supervisor is not partial
PERCENT strongly agree 18 Agree 30 Neither agree nor disagree 15 Disagree 19 Strongly disagree 18 TOTAL 100
CHART 6
INTERPRETATION: From the above table it is evident that the supervisors are not partial to the employees as 18% strongly agreed and 30% agreed to the question but 19% disagreed and 18% strongly disagreed this level is quite high compared to other questions.
0 20 40 60 80 100 PERCENT Agree neither agree nor disagree Disagree strongly disagree Total HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
54 TABLE NO 7 My supervisor considers my idea too while taking decision
PERCENT strongly agree 26 Agree 43 Neither agree nor disagree 26 Disagree 2 Strongly disagree 3 TOTAL 100
CHART 7
INTERPRETATION: From the above table it is clear that 26 and 42% of the respondents agree that supervisors consider their employees ideas also and only 5% disagreed and 26% neither agreed nor disagreed.
0 20 40 60 80 100 PERCENT strongly agree Agree neither agree nor disagree Disagree strongly disagree Total HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
55 TABLE NO 8 I'm satisfied with the support from my co-workers
PERCENT strongly agree 21 Agree 47 Neither agree nor disagree 16 Disagree 9 Strongly disagree 7 TOTAL 100
CHART 8
INTERPRETATION: From the above table it is clear that relation with co-workers is quite good as nearly 68% of the respondents agree that they are satisfied with support from co-workers and only 15% disagreed and 16% have no answer to this.
0 20 40 60 80 100 PERCENT strongly agree Agree neither agree nor disagree Disagree strongly disagree Total HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
56 TABLE NO 9 People here have concern from one another and tend to help one another
PERCENT strongly agree 26 Agree 41 Neither agree nor disagree 19 Disagree 9 Strongly disagree 5 TOTAL 100
CHART 9
INTERPRETATION: From the above table it is clear that in this organization people have concern over each other as 26% strongly agreed and 41% agreed and only 14% disagreed and 19% neither agreed nor disagreed.
0 20 40 60 80 100 PERCENT strongly agree Agree neither agree nor disagree Disagree strongly disagree Total HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
57 TABLE NO 10 I'm satisfied with the refreshment facilities
PERCENT strongly agree 26 Agree 20 Neither agree nor disagree 30 Disagree 15 Strongly disagree 9 TOTAL 100
CHART 10
INTERPRETATION: From the above table it is clear that 26% employees are strongly satisfied with the refreshment facilities offered by the company as 15% of respondents disagreed and 9% strongly disagreed and 30% neither agreed nor disagreed and only 20% agreed.
0 20 40 60 80 100 PERCENT strongly agree Agree neither agree nor disagree Disagree strongly disagree Total HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
58 TABLE NO 11 We are provided with the rest and lunch room and they are good
PERCENT strongly agree 16 Agree 34 Neither agree nor disagree 22 Disagree 20 Strongly disagree 8 TOTAL 100 CHART 11
INTERPRETATION: From the above table it is quite evident that 8% strongly disagreed and 20% of the respondents disagreed and 22% neither agreed nor disagreed and only 50% of the respondents are satisfied with the rest and lunch room provided.
0 20 40 60 80 100 PERCENT strongly agree Agree neither agree nor disagree Disagree strongly disagree Total HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
59 TABLE NO 12 The parking space for our vehicles are satisfactory
PERCENT strongly agree 4 Agree 9 Neither agree nor disagree 24 Disagree 32 Strongly disagree 31 TOTAL 100 CHART 12
INTERPRETATION: From the above table it is clear that respondents are not satisfied with the parking facilities provided by the company as 31% of respondents strongly disagreed and 32% of respondents disagreed and only 13% of respondents are satisfied with the parking facilities and 24% have neither agreed nor disagreed. 0 20 40 60 80 100 PERCENT strongly agree Agree neither agree nor disagree Disagree strongly disagree Total HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
60 Table no 13 I fell I'm paid a fair amount for the work i do PERCENT strongly agree 15 Agree 39 Neither agree nor disagree 25 Disagree 13 Strongly disagree 8 TOTAL 100 Chart 13
INTERPRETATION: From the above table it is evident that the respondents are Satisfied with their salary as 39% agree and 15% strongly agree. Only `3% disagree and 8% strongly disagree, 25% neither agree nor disagree.
0 20 40 60 80 100 percent strongly agree Agree neither agree nor disagree Disagree strongly disagree Total HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
61 Table no 14 I'm satisfied with the chances for my promotion PERCENT strongly agree 27 Agree 43 Neither agree nor disagree 13 Disagree 9 Strongly disagree 8 TOTAL 100
Chart 14
INTERPRETATION: From the above table it is quite clear that employees are satisfied with their chances for promotion as 43% agree and 27% strongly agree. Only 9% disagree and 8% strongly disagree, 13% neither agree nor disagree.
0 20 40 60 80 100 percent strongly agree Agree neither agree nor disagree Disagree strongly disagree Total HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
62 Table no 15 I'm satisfied with the allowances provided by the organization PERCENT strongly agree 19 Agree 42 Neither agree nor disagree 21 Disagree 11 Strongly disagree 7 TOTAL 100
Chart 15
INTERPRETATION: From the above table it is clear that the employees are satisfied with the allowances and other benefits provided by the organization as 42% agree and 19% strongly agree. Only 11% disagree and 7% strongly disagree, 21% neither agree nor disagree.
0 10 20 30 40 50 60 70 80 90 100 Frequency strongly agree Agree neither agree nor disagree Disagree strongly disagree Total HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
63 TABLE NO 16 I feel my boss motivate me to achieve the organizational goals PERCENT strongly agree 11 Agree 33 Neither agree nor disagree 25 Disagree 22 Strongly disagree 9 TOTAL 100
CHART 16
INTERPRETATION: From the above table it is evident that employees boss are motivating to achieve organizational goals as 33% agree and 11% strongly agree. 22% disagree this is quite high compared to other factors and 9% strongly disagree and 25% neither agree nor disagree.
0 20 40 60 80 100 PERCE3NT strongly agree Agree neither agree nor disagree Disagree strongly disagree Total HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
64 TABLE NO 17 My supervisor motivates me to increase my efficiency at times when i'm not PERCENT strongly agree 18 Agree 44 Neither agree nor disagree 18 Disagree 13 Strongly disagree 7 TOTAL 100
CHART 17
INTERPRETATION: From the above table it is evident that employees boss motivates the employee when he is unproductive and help him to be productive as 44% agree and 18% strongly agree. Only 7% strongly disagree and 7% disagree, 18% neither agree nor disagree. 0 20 40 60 80 100 PERCENT strongly agree Agree neither agree nor disagree Disagree strongly disagree Total HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
65 .TABLE NO 18 I feel that my job has little impact on the success of the company PERCENT strongly agree 35 Agree 40 Neither agree nor disagree 10 Disagree 9 Strongly disagree 6 TOTAL 100
Chart 18
INTERPRETATION: From the above chart it is clear that 75% respondents are think that they contribute in the success of a company, 9% respondent disagree from the statement and 6% respondent strongly disagree from the question.
0 20 40 60 80 100 PERCENT strongly agree Agree neither agree nor disagree Disagree strongly disagree Total HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
66 Table no 19 Overall I'm satisfied with my job
PERCENT strongly agree 28 Agree 35 Neither agree nor disagree 20 Disagree 12 Strongly disagree 5 TOTAL 100
Chart 19
INTERPRETATION: From the above table it is evident that Overall satisfactions of the respondents are good as 35% agree and 28% strongly agree. Only 5% strongly disagree and 12% disagree and 20% neither agree nor disagree.
0 20 40 60 80 100 percent strongly agree Agree neither agree nor disagree Disagree strongly disagree Total HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
67 SWOT ANALYSIS
Strengths Better understanding of customers helping the company to serve them better. Vast range of products under one roof helping in attracting customer and their family to shop together and enjoy the experience. Benefit of early entry into the retail industry. Diversified business operating all over India in various retail formats. Ability to get products from customers at discounted price due to the scale of business. Weaknesses High cost of operation due to large fixed costs. Very thin margin. High attrition rate of employees. Opportunities Lot of potential in the rural market. Can enter into production of various products due to its in depth understanding of customers tastes and preferences. Can expand the business in smaller cities as there is a lot of opportunity. HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
68 Threats High business risk involved. Lot of competitors coming up to tap the market potential. Margin of business reducing all the time.
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HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
70 FINDINGS 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 company, job satisfaction of each respondent seems to be the maximum. From the study, I have come to know that most of the employees were satisfied with the welfare measures provided by Central Bank of India. The employees of Central Bank of India get more benefits compare to other companies.
The respondents are satisfied with the environment and nature of work factors. The respondents relationship with the superiors and colleagues are quite good. The Respondents are not provided with proper welfare facilities. The communication and motivation of employees by their superiors in this organization is reasonable. The Pay and promotion activities in this organization are also good. The Respondents are overall satisfied with their job. The Parking facilities provided by the organization are not good thats Why most respondents disagree with this question. HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
71 SUGGESTION AND RECOMMENDATION In the organization most of employees are satisfied with all the facilities provided by company. But there are some employees also who are not satisfied with the company. Management should try to convert unsatisfied employees in to satisfied employees. Because if employee is not satisfied than the he is not able to give his 100% to his work and the productivity of employee decrease. So management should try to satisfied his employees because employees are the assets of the company not liabilities.
HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY CENTRAL BANK OF INDIA
72 CONCLUSION Central Bank of India is undoubtedly the number one Hotel in Patna. It has built a very emotional and cordial relationship with its customers. It is also very intending to build long-term relationship with all its stakeholders, which is very essential for a successful business venture. It is observed that the organisation hierarchy is professional as all the departmental Managers directly report to the Store Manager who in turn reports to the zonal Head. Central Bank of India, with 25 years of experience in the field of Hotel. There exist a healthy and positive relationship between employees and managers. The employees accept their responsibilities wholeheartedly, accept that it is their responsibility to carry out a part of the activities of the company and they will be held accountable for the quality of their work. It is found that more than 60% of employees are of the age group of 20-35. From this it reveals that company is having young and energetic workforce who are very creative, enthusiastic and also very determined to grow in their career and in turn helping the company to grow. Working environment is good and also the various facilities provided helps in motivating the employees. The company is reaching out to all the sections of the society as it is creating a hypermarket where not only the rich people shop but also the middle and the lower class customers come to enjoy the whole shopping experience.
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BIBLIOGRAPHY
Principles and practice of Management by C.B. Gupta.