Professional Documents
Culture Documents
1.0 INTRODUCTION
In modern competitive business, service-oriented companies play a significant role to
shape the economic structure of world economy. Especially depository institutions such as
commercial banks are the major service-oriented businesses that deal with customers to
serve their needs at a peak level. Now-a-days to attain the specific goal companies strive
to build a sustainable and profitable relationship with their employees. An organization
with highly satisfied workers is always in a flow of successive improvement in its
operation.
I am doing my master paper on Job satisfaction of bank employees
1.2 Objectives
This work will help the Banker to understand what he needs to do in order to satisfy the
employee in the organization. This will also helpful to future researcher who will make
new research on banking activities and job evaluation. The main objectives of the work
are to:
To achieve deep knowledge about employees job satisfaction level in different
positions of bank.
To achieve deep knowledge about employees job dissatisfaction in performing
job in bank.
To gives recommendations to the top level managers so that they can solve the
problem
To help policy makers in taking policies.
For this research paper, the first & foremost limitation is data accuracy. It is matter
of fact that 100% accurate cannot be provided as the sample size is too small. The
second biggest limitation is the shortage of time for preparing this report.
Another limitation I will face is about the size of the sample group. For this
research report purpose, I should conduct to survey at least 100 people. But for
100 surveys need at least more than 12 weeks, which is more than the limit for
data collection, I will not be able to conduct more than 20 surveys.
Another factor is, there are many potential employees outside Dhaka, mainly in.
Due to time constraints, those customers were not covered.
CHAPTER-2
2.0 AN OVERVIEWOF THE ORGANIZATIONS: Janata Bank ltd.
2.1 Background:
Janata Bank ltd. Limited, the largest & leading commercial bank of the country, came into
being in 1972 immediately after the emergence of Bangladesh as an independent state. A
fully state-owned enterprise, the bank has been discharging its nation-building
responsibilities by undertaking government entrusted different socio-economic schemes as
well as money market activities of its own volition, covering all spheres of the economy.
Janata Bank ltd. Limited singularly enjoys the prestige of being the agent of the Central
Bank of Bangladesh in such places where the guardian of the money market has chosen
not to act by itself.
Janata Bank ltd. Limited is governed by a Board of Directors consisting of nine members
headed by a Chairman. The Bank is headed by the Chief Executive Officer & Managing
Director.
2.2 Corporate Profile
Name of the
Company
Registered Address
Legal Status
Banking License
(from BB)
Capital Structure
Authorized Capital
Paid up Capital
Face value of per
share
Shareholding Pattern
Domestic Network
No. of Branches
No. of Divisional
Offices
No. of Area Offices
No. of
Correspondents
Division
Departments
No. of Employees
Overseas Network
Numbers of Branch
15,071
Contact Info.
04
Abu Dhabi; Dubai; Sharjah; & AL-AIN.
UAE - Chief Executives office, Obeid Sayah Al Mansuri
Building
Location
Zayed the 1st Street (Electra Road), Post Box No 2630 Abu
Dhabi,
United Arab Emirates
Corporate Rating Status
Entity Rating
A+ in the long term
AR 2 in the short term
As Govt. Bank
AAA in the long run
AR 1 in the short term
Subsidiaries
Janata Capital and Investment Ltd. in Dhaka
Janata Exchange Company srl. in Italy
Telex
675840 JBDBJ, 671288 JBHOBJ
Phone
PABX- 9560000, 9566020, 9556245-49, 9565041-45
Fax
E-mail
Website
SWIFT
Code
88-02-9564644, 9560869
md@janatabank-bd.com
www.janatabank-bd.com
JANB BD DH
Corporate Banking
Project Finance
SME Finance
Consumer Credit
International Trade
Trade Finance
Loan Syndication
NGO-Linkage Loan
2.4 Mission:
Janata Bank Ltd creates new opportunities for its clients. It gives customized
services & maintains harmonies banker client relationship. To mobilize financial
resources from within & abroad to contribute to agricultures, industry & socioeconomic development of the country & to pay a catalytic role in the formation of
capital market.
To mobilize resources from within to the development and growth of the country.
Anticipating business solutions required by all our customers everywhere and
innovatively supplying them beyond expectation.
Setting industry benchmarks of world class standard in delivering customer value
through our comprehensive product range, customer service and all our activities.
Maintaining the highest ethical standards and a community responsibility worthy
of a leading corporate citizen.Continuously improving productivity and
profitability and thereby enhancing shareholder value.
2.5Vision:
Becoming effective largest commercial bank in the perspective of Bangladesh to support
socio-economic development of the country and assists go ahead for becoming leading
bank in South-Asia.
get detail information from the web page. JB Ltd also has credit card
ATM.
and
Audit Inspection Recovery Distribution: Head Office Audit and Inspection Division
comprising sufficiently experienced and skilled manpower carried out internal audit and
inspection work on regular basis. In 2002, all the branches of the Bank were audited at
least once. Surprise inspections were also undertaken in many branches. Bangladesh
Bank audit teams also conducted comprehensive and foreign exchange related
inspections on the affairs of many branches during the year under report.
Human Resource Division: In the Janata Bank, this department deals with the employees
as the core resources of the organization. This department mainly emphasize on the
recruitment, selection of the employees. They are also motivating the employee to
work efficiently and effectively.
Information Technology Division: It is very significant to adapt with the ongoing
information technology revolution to provide faster services to the clients. The
Information Technology Division supervises the overall computerization of the banking
operations and networking, provides system support, deals with data processing and data
entry, procures and maintain hardware, maintain and develop software required by the
bank to facilitate and support the day to day operations.
Training Division: The main objective of this division is to make the employees efficient.
Usually this division offers training to their employee time to time. This is helpful to the
employee to do their job efficiently and effectively.
Marketing Department: The Marketing department mainly works for to promote the
different types of services of information to the people. To improve the marketing network
throughout the country.To implements the marketing strategies and the concept of trade
marketing.
Credit Department: The credit department mainly deals with different types of loan and
advances. This department analysis the proposal, approvable, monitoring the credit,
disbursement, credit recovery position and credit policy that is given by all branches.
International Banking Department: The foreign exchange department mainly deals
with export, import and foreign currency of different branches of the Bank.
Common Services Department: They take care of Banks assets and utilize their assets
properly.
Public Relation & Protocol Department:This department deals with people & coveys
peoples views to the management.
Dead Stock & Stationery:This department prints all security documents of Bank &
looks after of this security items.
2.8 Products:
JBL offers both corporate and retail banking services with a strong focus on socio
economic development of the country. The bank typically provides short term working
capital and limited long term credit exposure. Moreover, JBL offers micro enterprise and
special credit as well as rural banking. Under corporate banking service JBL provides
trade finance, project finance, syndication etc.
On the other hand, customer loan, deposit scheme, remittance facilities are served through
retail banking. In 2010 JBL launched its merchant banking operation to diversity its
product portfolio.
2.8.3 E-Services:
Natural Calamity;
Emergency Relief Services etc.
It is the behalf of the management and the Board that banks lend money that is in effect
borrowed from depositors, and the failure of banks could result in a monetary loss for the
depositors. The interest of depositors should be protected and for this reason, amongst
others, the importance of corporate governance of banks differs from that of other
companies and needs special attention. The Bank adopted the following strategies and
techniques to ensure the application of corporate governance in attaining its objectives
with efficiency and transparency. The following are in place in order to ensure corporate
good governance of Janata Bank.
Board Structure and Its Committee:The Board of Directors consists of 12 members,
including CEO & Managing Director. Consequent upon the corporatization, the Board
now exercises greater autonomy to run the organization more actively and effectively than
ever before.
Role of the Board of Directors:The Board of Directors is the supreme authority in the
Bank's affairs. It handles the bank's affairs and ensures that its organization and operation
are at all times incorrect and appropriate order. The board ensures adequate supervision of
the accounts and disposal of the Bank's property. The board is responsible for overall
policy making including setting business objectives, strategy and business plans,
formulating risk policies, confirming key aspects of the banks internal organization and
making decisions on the establishment or closure of branches and foreign subsidiaries.
Independent Directors:All members of the board got nominated by the Government, and
each of them holds one share which is less than one percent (I%) of paid-up shares of the
bank. All the directors are from different professions. As per Notification of Securities and
Exchange Commission, all of them can be justifiably considered as independent directors.
Act in line with Fiduciary Duties:The fiduciary duties of all board members include both
the duty of care and the duty of loyalty. Board members of the bank maintain an attitude
of "healthy skepticism" in their assessment of the bank's strategies, policies and processes.
10
Maintaining and promoting both personal integrity and professionalism of board members
of banksis indispensable for the boards to function effectively and properly.
Right Tone at the Top:The board's focus areas include guiding, approving and overseeing
the bank's strategic objectives, corporate values and policies. Specific code of conduct for
the bank employees, management, and the board members are inexistence. Areas of
responsibility, authority levels an deporting lines within the bank are clearly defined by
the board. Sufficient and material flows of information, internal and external, and
managerial support to the board are ensured.
Ensuring Competence, Integrity and Qualification:As a state-owned bank, the Board
members and executives are appointed by the shareholder (Government) through pass a
"fit and proper person testing terms of their competence, integrity and qualifications.
Regulatory bodies play a guiding role in this regard. Profile of the Board of Directors is
presented in the annual report every year.
Objective and Independent Judgment:This is necessary for monitoring managerial
performance, preventing conflicts of interest and balancing competing demands. In the
bank, the practice of independent judgment is ensured through separation of the position
of chairman of the board and CEO. The Chairman of the Board and the CEO & Managing
Director of the Bank are two separate individuals. The Chairman is Professor Dr. Abul
Barkat and CEO & Managing Director is Mr.S.M. Aminur Rahman.
Related Party Transactions:In order to ensure that transactions with controlling
shareholders, directors and senior management are conducted on an arm's- length basis
and proper professional distance is maintained between the credit decisions of blinks and
the borrowers to which they are related, the related party transactions are reviewed and
monitored by a sufficient number of directors. Regulatory bodies also issue guideline to
control the related party transactions. Apart from this, in accordance with international
standards for accounting. auditing and nonfinancial disclosure the bank discloses material
related party transactions.
Meetings of the Board during 2010: During 2010 a total number of 41 Board meetings
were held. The attendance of each director is as follows:
11
Name of Directors:
01. Professor Dr. Abul Barkat (Chairman)
02. Mr. Enamul Huq Choudhury (Director)
03. Mr. Chowdhury Abdul Quayum (Director)
04. Dr. Jamaluddin Ahmed, FCA (Director)
05. Dr. FahmidaKhatun (Director)
06. Mr. Fazle Kabir (Director)
07. Mr. MdNazibar Rahman (Director)
08. Advocate Balaram Podder (Director)
09. Mr. Dabiruddin Ahmed (Director)
10. Dr. Md. Abdur Rouf Sardar (Director)
II. AI-haj A.K.M Shahjahan Kamal (Director)
12. Dr. R.M Debnath (Director)
13. Mr. Md. Emdadul Hoque (Director)
14. Mr. S.M Aminur Rahman (CEO & MD)
internal control and compliance function of the Bank. This committee ensures all
sorts of co-operation between the management and the ultimate supervisory
authority- the Board of Directors. The committee is performing a vital role by
identifying various risk factors that arise from the business activities of the Bank,
by periodically reviewing the audit reports for safe, sound and discipline banking
operations. Moreover, the bank's internal auditors are responsible to report directly
to the audit committee on matters concerning the effective implementation of
policies and controls that are within the competence of the committee. More
details as regards to audit committee are presented in separate ''Report of the Audit
Committee" chapter of this Annual Report
13
14
15
focus on its large customer base, automation & IT development to generate more business
from existing and prospective borrowers. Adequate credit flow will be ensured in all
productive sectors specially in agriculture, SME and micro credit sec:tors.
2.13 SWOT Analysis of Janata Bank ltd. ltd.:
Strengths
Having recognition within the
community
A large no. of branches
Large customer base
Strong capital and asset quality
Fine environment in side of the
branch
Co-ordination and co-operation
among the staff
Attractive Location
Old Bank so greater reliance to
customer
Weaknesses
Lack of technological resources as
well as Internet banking
Lack of knowledge of customer
profile
Insufficient focus on quality
customer service and mortgage
banking
Overall market share needs to grow
Opportunities:
Absence in commercial business
lack of adequate ATMs
Enhanced business development in
all product areas and promotion of
those products
Strategic marketing towards
customers of large merging banks
Initiation of concept of Firs
generation Banking
Weak Regulatory performance
Opportunities
More Experienced & Managerial
know-how
16
Opportunity to expand
geographically within Bangladesh.
Customers are looking for good
quality and have the willingness to
bank with Janata Bank
Potential market for internet
banking
Attracting candidates for
acquisition over the next few years
Increase market share through
growth of loan portfolio
Threats
Strong community bank competition
Non-bank competition
Inefficiencies within the operations
of the bank
Possibilities of more stringent
regulations
Lack of appeal to younger, Student,
affluent potential customers
Political instability of the country
Lack of Flexibility to adopt to any
change
The continuing increase in non-bank
competitors offering similar services.
Continued deregulation and
globalization of services.
Increased technological innovation
and technology costs in order to
compete effectively.
How to differentiate and
appropriately price services such as
origination, structuring and
administration.
Consistent risk pricing and Basle
Committee capital requirements for
credit risk.
From the SWOT analysis we see that Janata Bank ltd. though has large number of
branches and clients but they dont have the modern technology for maintaining good
17
customer as well as employee satisfaction. They also face the illegal competition from
other commercial banks. Both the banks should provide attention on these grounds.
Chapter 3
18
Chapter 04
FINDINGS and ANALYSIS REGARDING THE OBJECTIVE OF THE
REPORT:
After getting the task of evaluating Employee Job Satisfaction in Commercial Banks of
Bangladesh I have try to measured employee job satisfaction on the following criterions.
Satisfaction with the nature of employees current job.
Pleasure with the degree of supervision over the employee.
Contentment with the present salary.
Satisfaction level with the promotion opportunity in the organization.
Happiness with the relationship with coworkers.
Satisfaction of the employee with the vacation opportunity.
Pleasure with the condition of working environment.
Satisfaction with other future pecuniary benefits.
For measuring job satisfaction under these criteria i went to both banks and surveyed
employees job satisfaction by using a questionnaire that is given in the appendix.
For the sake of simplicity in measuring employees satisfaction i put a numerical value on
each option. These are shown below.
Option
Highly satisfied
Satisfied
Moderately satisfied
Dissatisfied
Highly Dissatisfied
Value
3
2
1
0
-1
And by using this procedure I have found following satisfaction scores from the
employees of both banks.
Table
01:
Employees
Employee Name
Aslam Hossain
Criteria
Criterio
n1
2
Criterio
n2
1
Criterion
3
2
Criterion
4
-1
Criterion
5
3
Criterion
6
-1
Criterion
7
-1
Criterion
8
2
Rakibul Hassan
-1
-1
19
Prasanto Saha
Sharmin Akter
Mesbah Uddin
Rassel Ahmed
Anila Ahmed
Saleha Begum
2
2
1
1
0
2
1
1
2
1
1
1
1
1
1
1
2
1
1
1
0
2
2
0
0
2
2
1
2
2
1
3
1
1
1
1
1
1
0
1
0
0
2
2
1
0
3
3
Sagor Ahmed
-1
-1
-1
Monirul Islam
-1
Aslam
Hossain
Rakibul
Hassan
Prasanto
Shaha
Sharmin
Akter
Mesbah
Uddin
Rassel
Ahmed
Anila
Ahmed
Saleha
Begum
Sagor
Ahmed
Monirul
Islam
20
Employees job satisfaction depends on work nature. If the work done by an employee is
preferable or interesting to him/her, he/she feels enjoy and gets satisfaction from the work.
Here we see that most of the employees in the Janata Bank ltd. are not highly satisfied
with the nature of their work that indicates their work nature is not very much interesting
to them and do not feel enjoy to do jobs.
Aslam
Hossain
Rakibul
Hassan
Prasanto
Shaha
Sharmin
Akter
Mesbah
Uddin
Rassel
Ahmed
Anila
Ahmed
Saleha
Begum
Sagor
Ahmed
Monirul
Islam
Nobody likes the supervision of the boss over him/her, its natural. The
employees of Janata Bank ltd. are not different from it, most of the
employees dislike the supervision of the boss over them but to run
business/organization
successfully
supervision
is
needed.
As
organizations success is their success they are not highly dissatisfied
they are moderately satisfied.
Table 05:
Aslam
Hossain
Rakibul
Hassan
Prasanto
Shaha
Sharmin
Akter
Mesbah
Uddin
Rassel
Ahmed
Anila
Ahmed
Saleha
Begum
Sagor
Ahmed
Monirul
Islam
-1
Aslam
Hossain
Rakibul
Hassan
Prasanto
Shaha
Sharmin
Akter
Mesbah
Uddin
Rassel
Ahmed
Anila
Ahmed
Saleha
Begum
Sagor
Ahmed
Monirul
Islam
-1
-1
-1
22
Rakibul
Hassan
Prasanto
Shaha
Sharmin
Akter
Mesbah
Uddin
Rassel
Ahmed
Anila
Ahmed
Saleha
Begum
Sagor
Ahmed
Monirul
Islam
In the following graph, horizontal axis bears employees name and vertical axis measure
the level of satisfaction with the relationship with coworkers.
23
This graph shows that averagely employees are satisfied. So there coworkers relationship
is much satisfactory.
Aslam Hossain
Rakibul Hassan
-1
2
Prasanto Saha
Sharmin Akter
Mesbah Uddin
Rassel Ahmed
Anila Ahmed
Saleha Begum
1
3
1
1
1
1
Sagor Ahmed
-1
Monirul Islam
In the following graph, horizontal axis bears employees name and vertical axis measure
the level of satisfaction of the employee with the vacation opportunity.
Figure 06: Satisfaction of the Employee with the Vacation Opportunity
24
The vacation opportunity of Janata Bank ltd. Ltd is not satisfactory at all. Because graph
shows some employees are fully dissatisfied and some are little satisfied
Aslam Hossain
Rakibul Hassan
-1
0
Prasanto Saha
Sharmin Akter
Mesbah Uddin
Rassel Ahmed
Anila Ahmed
Saleha Begum
1
1
0
1
0
0
Sagor Ahmed
-1
Monirul Islam
-1
condition
In the following graph, horizontal axis bears employees name and vertical axis measure
the level of satisfaction of the employee with the condition of working environment.
Figure07: Pleasure with the Condition of Working Environment
25
of
The condition of working environment of Janata Bank ltd. Ltd is not satisfactory at all.
The graph reveals that some employees satisfactory level is negative when some have
little positive satisfaction level.
Satisfaction
with
pecuniary benefits
Aslam Hossain
Rakibul Hassan
2
1
Prasanto Saha
Sharmin Akter
Mesbah Uddin
Rassel Ahmed
Anila Ahmed
Saleha Begum
2
2
1
0
3
3
Sagor Ahmed
Monirul Islam
26
other
future
27
Chapter 05
RECONNENDATION and CONCLUTION:
As job satisfaction is a key point to acquire the strategic goal of organization, the
management should be more serious to ensure some tactics that can be effective for
gratifying the workers. In recent times, the successful managers deal with their workers
using different tools and techniques to satisfy their needs. In this section, some welldesigned tools and tactics are recommended to the management of Janata Bank ltd.
5.1 High pay
Managers should be aware of paying employees not poorly rather than highly. High pay or
salary is an instrument to attract high quality employees to the organization.
5.2 Focus on the intrinsic parts of the job
Besides offering a handsome salary the managers can focus on the intrinsic parts of the
job. They should emphasize on making the work challenging and interesting for the
workers.
5.3 Reduction of cognitive dissonance
Managers should also aware that employees will try to reduce any incompatibility
between two or more attitudes or between behavior and attitudes.
5.4 Ensuring work safety
Every worker needs safety in the workplace. So, managers should be concentrated to
ensure the work that is both physically and mentally safe for the workers.
5.5 Maintaining a friendly work environment
Now-a-days high quality employees prefer the work that possesses a sociable and gracious
environment in the workplace. For this, the management should focus on observing the
work situation whether it maintains friendly or not.
5.6 Advancement opportunities
Advancement opportunities give the employees chance to borrow from the organization
before receiving the basic pay to meet up the sudden and unexpected financial needs. Such
a provision of financial support to the employees makes them satisfied about their job.
5.7 Regular Supervision
Managers should supervise the work of the employees at the right time. By this, a
relationship is established between managers and workers that can be effective to the job
performance.
28
29
30
End Matter:
References
1. Berry, L, (1981). The Employee as customers. Journal of Retail Banking, 3
(March) pp. 33-44
2. Cheung, C. K., and Scherling, S. A. (1999) Job Satisfaction, Work Values, and
Sex Differences in Taiwans Organizations. The Journal of Psychology, 133 (5),
563-575.
3. Ganguli, H. C. (1994) Job Satisfaction Scales for Effective Management: Manual
for Managers and Social Scientists, Concept Publishing Company, New Delhi.
4. Gronoos, C. (2000). Total Relationship Marketing. Chichester, UK: Wiley, 2000.
5. Karl, K. A., and Sutton, C. L., (1998) Job Values in Todays Workplace: A
Comparison of Public and Private Sector Employees. Public Personnel
Management, Winter, 27(4), 515-528.
6. Locke, E., (1976), The Nature and Causes of Job Satisfaction, in Handbook of
Industrial/ Organizational Psychology Edited by M.D. Dunnette (Chicago: Rand
McNally, 1976): 901-969.
7. Nunnally, J. L. (1979), Psychometric Theory, New York: McGraw Hill Company.
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Psychological Consequences of Employment. Journal of Health and Social
Behavior, 36, 57-71.
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Satisfaction in Work and Retirement in: Huang, H. J., (1999) Job Rotation from
the Employees Point of View, Research & Practice in Human Resource
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10. Steffy, B. D., and Jones, J. W., (1990) Differences between Full-Time and PartTime Employees in Perceived Role Strain and Work Satisfaction. Journal of
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11. Weiss, D. J., Davis, R. V., England, G. W., and Lofquist, L. H., (1967) Manual for
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Inc., New York, PP. 111-126
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Appendix
Questionnaire
Dear respondent,
a)21-30
b)31-40
a) male
b) female
c)41-50
d)51-60
3. Post:
4. Gender:
b. satisfied
d. Dissatisfied
e. Highly Dissatisfied
c.
Moderately satisfied
2) How satisfied are you with the level of supervision over you?
a. Highly satisfied
d. Dissatisfied
b. satisfied
c.
Moderately satisfied
e. Highly Dissatisfied
b. satisfied
c.
Moderately satisfied
e. Highly Dissatisfied
b. satisfied
e. Highly Dissatisfied
32
c.
Moderately satisfied
b. satisfied
d. Dissatisfied
c.
Moderately satisfied
e. Highly Dissatisfied
b. satisfied
d. Dissatisfied
c.
Moderately satisfied
e. Highly Dissatisfied
b. satisfied
d. Dissatisfied
c.
Moderately satisfied
e. Highly Dissatisfied
b. satisfied
d. Dissatisfied
c.
Moderately satisfied
e. Highly Dissatisfied
9) Give a list of additional facilities that you may want from the
bank:
10) Are you happy with the system of job evaluation?
a. yes
b. no
11) Arrange the following factors according to the merit (give most
important factor 5 and then arrange sequentially)
Key factors
Ranks
33
Ranks
Transportation facilities`
Training facilities
Loan facilities
Technological facilities
Accommodation facility
34