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HUMAN RESOURCE PRACTICE ON JOB SATISFACTION & SURVEY

CENTRAL BANK OF INDIA



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CHAPTER 1

INTRODUCTION














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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
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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.










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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.,)












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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.









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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
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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
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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.



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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.







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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.

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CHAPTER 2

COMPANY PROFILE























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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:



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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
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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.






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DIRECTORS

Shri. Rajeev Rishi
Chairman & Managing Director
Chander Mukhi
Nariman Point
Mumbai-400 021
Tel.: 022 - 2202 4393/ 2202 3942
Fax.: 022 - 2202 8122

Shri Raj Kumar Goyal
Executive Director
11 th Floor,Chander Mukhi
Nariman Point
Mumbai - 400 021
Tel.: 022 - 2287 4143
Fax.: 022 - 2202 2617


Shri Animesh Chauhan
Executive Director
10 th Floor,Chander Mukhi
Nariman Point
Mumbai - 400 021
Tel.: 022- 66387599


Shri B.K. Divakara
Executive Director
10 th Floor,Chander Mukhi
Nariman Point
Mumbai - 400 021
Tel.: 022- 66387799



Shri Saurabh Garg,
Government Nominee
Director
Joint Secretary, PF II,
Department of Expenditure,
Ministry of Finance,
New Delhi.



Shri Gumansingh
Director
B-9, Mandir Marg
Nandpuri,Hawa Sarak
Basis Godam
Jaipur 302 019

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Prof. N. Balakrishnan
Director

Super Computer Education
and Research Centre,
Indian Institute of Sciences,
Bangalore - 560 012


Shri M. P. Shorawala
Director

A-7, Lajpat Nagar-II,
New Delhi - 110 024


Shri Krishan Sethi
Director

1043, Sector-17B,
IFFCO Colony,
Gurgaon-122001 (Haryana).


Shri S. B. Rode
Officer Employee Director

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...







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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.



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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
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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.



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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).
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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
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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.



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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.



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CHAPTER-3




JOB SATISFACTION

AN OVERVIEW





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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
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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,
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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.

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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
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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:
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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
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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.




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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.

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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.



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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




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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.





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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.
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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.
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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
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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
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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.
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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
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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?
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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.
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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.





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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




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MODEL OF JOB SATISFACTION















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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
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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
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Table No: 3
I feel i have too much work to do

PERCENT
strongly agree 7
Agree 9
Neither agree nor disagree 25
Disagree 37
Strongly disagree 22
100
Chart 3



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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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.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
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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
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CENTRAL BANK OF INDIA

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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.
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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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CHAPTER-5
FINDING
SUGGESTION & RECOMMENDATION
CONCLUSION





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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.
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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.













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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.

Human Resource Management by Gary Dessler

www.futurebazaar.com

Central Bank of India manual

www.google.co.in