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CHAPTER-1

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

1.1 Problem Statement


Job satisfaction of employee is a very serious topic. The organizations performance is
mostly vary due to the variation in satisfaction level of employees. The study will try to
find out the following questions:

Key factors of bank employees satisfaction


Root causes of employee dissatisfaction

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.

1.3 Literature review:


Job satisfaction has been defined as a pleasurable emotional state resulting from the
appraisal of ones job; an affective reaction to ones job; and an attitude towards ones job.
Weiss (2002) has argued that job satisfaction is an attitude but points out that researchers
should clearly distinguish the objects of cognitive evaluation which are affect (emotion),
beliefs and behaviors.
Creative research in the area of job satisfaction has been conducted over the past few
decades (Boshoff, Cilliers & Van Wyk, 2003; Buitendach & De Witte, 2005; Calder,2000;
Derlin & Schneider, 1994; Dolliver, 2003; Hoole & Vermeulen, 2003; Kh Metle, 2005;
Malherbe & Pearse, 2003). However, a scarcity of studies exist in the
public health industry investigating job satisfaction across different occupational
classes. The vast majority of studies conducted in the public health industry in South
Africa over the past years have mainly focused on job satisfaction amongst health
care doctors and nurses (Damane, 1992; Herman, 2005; Mariani et al., 2003;
Mavanyisi, 2005; Pillay, 2003).
According to Kh Metle (2005), job satisfaction has been a popular topic for Researchers in
a wide area of fields including industrial psychology, public administration, business and
higher education. The principal reason as to why job satisfaction is so extensively
researched is that it relates to significant associations with several variables (Yousef, 2000
cited in Buitendach & De Witte, 2005). For example, it has a positive association with life
satisfaction (Judge, Boudreau & Bretz, 1994 cited in Buitendach & De Witte 2005),
organisational commitment (Fletcher & Williams, 1996 cited in Buitendach & De Witte,
2005) and job performance (Babin & Boles, 1996 cited in Buitendach & De Witte, 2005).
Though various research works have been done on job satisfaction and employee services
in various fields but comparison of employee job satisfaction in banking sector has not
touched yet. Thats why I would like to make a research work in this sector to measure the
level of satisfaction and dissatisfaction of the employee of bank.

1.4 Limitation of the study:


The major limitation that might face while conducting this research is the knowledge
constraints about the subject matter. There might be several other limitations that might
need to take care of like:

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

Janata Bank Limited


Janata Bhaban110, Motijheel Commercial Area
Dhaka 1000. Bangladesh
Public Limited Company
31 May, 2007
TK. 20,000 Million
TK. 11,000 Million
TK. 100 per share
100% Share owned by the Govt. of Bangladesh
897
10
47
1,233
10
38

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

2.3 Principle Activities

Corporate Banking
Project Finance

SME Finance

Consumer Credit

International Trade

Trade Finance

Loan Syndication

NGO-Linkage Loan

Foreign Exchange Dealing


Rural and Micro credit

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.

2.6 Values of the Bank:


To have a strong customer focus arid build relationship based on integrity, superior
service and mutual benefit.
To work as a team to serve the best interests of the group.
To work for business innovation and improvements.
To value and respect the people and make decision based on the merit.
To provide recognition and reward on performance.
To be responsible, trustworthy and law-abiding in every sphere.
To become the base bank in respect of service, profitability and strength.
Provide greatest return to the shareholders by achieving sound profitable growth.
To ensure optimum utilization of all available resources.

2.7 Information about the Administration of JBL:


Office Automation: Technology, computer, internet these thins brings a new generation
of banking service to the customer. Eight to ten years ago customers cannot think about
that they can withdraw or deposit money from their account at least within one hour. But
now it takes onlyat best five minutes for withdraw their money. This is the simple example
what technology brings to banking sector. In before bankers has to maintain huge ledger
book for their daily or any sorts of banking record. But now they can do it by on click and
by strike of few buttons. They have web page (www.janatabank-bd.com). Customer can
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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.

2.8.1 Deposit Products:

Current Deposit Account-Short Term Deposit.


Savings Bank Deposit Account-Fixed Deposit.
Foreign Currency Deposit-Monthly Savings Scheme.
Monthly profit based Savings Scheme.
Janata Bank Savings Pension Scheme (JBSPS).
Education Deposit Scheme (EDS).
Medical Deposit Scheme (MDS).
Janata Bank Monthly Savings Scheme (JBMSS).
Janata Bank Special Deposit Scheme (JBSDS).
Janata Bank School Banking Savings Karjakarm.

2.8.2 Credit Products:

Term Loan-Trade Finance, Import Finance.


Export Finance-SME Financing, Micro Credit.
Agricultural & Rural Credit-Consumer Credit.
Home Loan-Loan for Merchant Banking.

2.8.3 E-Services:

Speedy Remittance Western Union Money Transfer.


Automated Clearing.
Internet Banking.
ATM Banking.

2.8.4 ATM Operation:


Debit Card Operation.
Salary Card.

2.9 Corporate Social Responsibility:


The banking sector of Bangladesh has been actively participating in various social
activities. However, these efforts were hardly recognized and labeled as CSR activities
since most of the financial institutions have not integrated CSR in their routine operation;
rather these were in the form of occasional charity or promotional activities. Some of
these activities are:
Disaster relief and rehabilitation became the segment where the highest number
of banks participated to help case the sufferings of the affected people. In the
current context, there is a desired move from the traditionally popular fields of
education or health.
Several banks introduced micro-finance for the target groups, such as poor
farmers, landless peasants, women entrepreneurs, rootless slum people,
handicapped people, etc.
More and more banks have taken long-term or renewable scholarship programs
for under-privileged but meritorious students for the persuasion of their studies,
instead of providing one-time recognition awards to good performers.
Some banks choose to provide continued financial support for maintaining
operating costs of health care organizations.
Corporate Social Responsibilities by Janata Bank Ltd.:
Being one of the leading state-owned commercial banks in Bangladesh, Janata Bank
Limited is aware of the responsibilities of corporate citizenship. As such, we that it is our
responsibility to improve the living standard of the poor people, try to alleviate poverty
from the society and contribute in the field of education, healthcare, sports etc. Thus the
bank has stuck to the principle "From the Society, To The Society" to uphold various CSR
programs. For making its entrepreneurship a success, Janata Bank Limited distributed
Tk.17 million in 2009 for CSR. In the same way bank distributed Tk. 61.29 million for
following CSR activities during the year 2010.

Education and Research;


Health care and Treatment;
Poverty Reduction and Rehabilitation;
Fund deployed for repaying loan interest of the poorand marginal farmers.
History, Culture and Art;
Information Technology;
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Natural Calamity;
Emergency Relief Services etc.

2.10 Corporate Governance:


Corporate Governance of Janata Bank Ltd. is defined as the framework by which the bank
is directed and controlled and the relationships between the management, the Board of
Directors, Shareholders and other stakeholders, such as employees, clients and lenders.
The aim of the Corporate Governance framework is:

To ensure disclosure and transparency,


To define the responsibilities of the board and the management,
To define the rights and role of shareholders and stakeholders,
To ensure the equitable treatment and to avoid conflicts of interests.

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.

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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:

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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 Compliance:The board is responsible for ensuring the operation


systems of internal control and for taking reasonable steps to safeguard the assets of the
Bank and for preventing and detecting fraud and other irregularities. Audit Manual and
Audit Implementation Manual have been introduced to ensure proper internal control.
Through the Audit Committee, the Board has reviewed the assessment of risks and the
internal control and has considered the effectiveness of the system of internal control in
operation in the Bank for the period under review.
Board Committees:There are two committees of the board, Executive committee and
Audit committee. In brief details are presented below;
Executive Committee:The Executive Committee of the Board is constituted as per
provisions of the Bank Companies' Act. It exercises all the powers vested by the Board in
respect of financial sanctions, compromises, remission, write off proposals, filing of
suits/appeals etc. The committee comprised 7 members with the Chairman of the Board, 5
Directors and CEO & Managing Director. The Executive committee of the Board met 8
times during the year.

Audit Committee:The Audit Committee consists of 03 members. The Board's


Audit Committee of the Bank has been playing a vital role in strengthening
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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

2.11 Managerial Hierarchy:

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2.12 Human Resource Development:


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.
The Bank employees more than 15(fifteen) thousand persons.
The Board of Directors is composed of 13 (Thirteen) members headed by a
Chairman. The Directors are representatives from both public and private sectors.
The Bank is headed by the Chief Executive Officer & Managing Director, who is a
reputed banker.
The corporate head office is located at Dhaka with 10 (ten) Divisions comprising
of 38 (thirty eight) Departments.
Manpower Planning:Janata Bank Ltd. is an employer of equal opportunity irrespective
of gender quality. A number of administrative measures have been initiated by the Board
in order to improve efficiency and performance of the human resources of the Bank.
These include, a revised organ gram for the Bank, new service rules, performance-based
promotions, posting and transfers and a few other policy issues. The number of employees
of the Bank was 12,826 on December 31'2010, while 8,455 were officer & 4,371 were
Staff.
Training Activities and Skill Development:Human resource development is an essential
prerequisite to achieving organizational goals. Continuous training of the employees and
executives is aimed at capacity and professional skill building throughout the year. Janata
Bank Limited has anestablished resourceful training institute. Experienced bankers work
as faculty members under the direct guidance of a director. Training Institute. Dhaka along
with two other centers housed in Rajshahi and Comilla conducted 220 training courses
and 5.488 executives/ officers/ staff received training on different banking topics in 2010.
Important courses held in 2010 are Foundation Course for newly recruited officers,
International Trade Finance and Foreign Exchange. Managing Core Risks in Banking.
Risk Based Capital Adequacy under Basel-11. Credit Risk Grading, and Customer Care in
Actions & Marketing of Banks Products. Moreover, special training was provided to the
officers of respective Branches on instant cash arrangement against remittance under
speedy cash payment system and Western Union Money Transfer. To survive in a
competitive environment triggered by globalization and onset of innovative ideas and
technology, creation of trained human resources is an imperative necessity. In this regard,
JBTI has a vital role in educating bank employees with the international best banking
practices in different areas of banking.

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Promotion:Promotion is considered to be the key motivating factor for employees of any


organization. A scientific policy in this regard can encourage quality performance and
enhance efficiency of an organization. In 2010, as many as 2538 executives, officers and
staff were promoted. Of the 2538 promotes, 9 were GM, 29 DGMs, 74 AGMs. 157
FAGMs, 246 SEOs, 1142 EOs and 881 AEOs.
Employee's Welfare:The fund for staff welfare, named as Benevolent Fund consists of
regular contributions from employees and the Bank. It has been used for providing
financial assistance to the distressed employees. In 2010, a total number of 400 children of
employees were granted scholarships of Tk.1.2 million and 613 children of the employees
were awarded Prize Bond and Gold Medal involving Tk 6.44 million in recognition of
their outstanding results in SSC and HSC Examinations.
Other Activities of Janata Bank Limited:Beside normal banking activities in the field of
industries and commerce, agriculture, export-import finance and foreign remittance, the
bank also extended service facilities to the following specialized projects of the
government.
Primary Education Stipend Project:Janata Bank Limited through its 55 branches,
disbursed Tk. 624.90 million among 7.13 lac students under 59 upazilla of Chittagong
Division. The project provided stipends to 40% of the students of classes 1 to 5. The
amount is payable in quarterly installments during calendar year.
Secondary Education Stipend Project (SESP):To increase literacy, the Government of
Bangladesh has initiated the stipend program which is now in its second phase. In 2010,
Janata Bank Ltd. Disbursed Tk. 1.110.1 million through 139 branches among 8.54 lakh
students by 2 installments under 178 upazillas of Chittagong, Sylhet, Rajshahi and
Rangpur Divisions. Besides providing financial services to the aforesaid specialized
projects, Janata Bank Ltd. has also been channelizing Bayaska Bhata (Old age
Allowance), Bidhaba Bhata (Widow Allowance), Shami Parittakta Bhata (Female
Divorcees Allowance), Dustha Mohila Bhata(Distressed Women Allowance), salary and
benefits to non govt. teachers in schools, madrasas and colleges. The Bank has also been
involved in the collection of BTCL, WASA, electricity bills and in the issuance of BTV
licenses.
Current Challenge and Focus on 2013:Bangladesh Economy is expected to grow by 7%
during 2013 but impact of global recession is yet to be recovered fully. Foreign remittance
may be declined due to job cut in all developed countries. However, it is expected that
performance in export, service and industrial sectors will support the growth. Yet, there is
a challenge, if regulatory authorities ask to reduce the interest rate on lending by realizing
the burden of nonperforming loan or by reducing the interest margin Banking sector is
still the most prospective and promising sector of the Bangladesh economy. The Bank will

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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

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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

3.0 Methodology of the Study


The research will perform in the following manner:
A. Population: The target population was the employees of Janata Bank ltd.
B. Sampling
-Sample size of the research will be 20.
-Sampling procedure was completed by the help of non-probability convenience
procedure to develop the sample plan.
C. Questionnaire To make the research an effective one Questionnaire will be
included about 2 types of question.
1. Opened questions to collect opinion from experts
2. Close-ended questions to collect information from sample population.
D. Data collection Process
1. Direct Discussion
The data were collected both primary and secondary sources. All necessary
data and information will collect by reaching to the Janata Bank ltd.
2. Telephonic Interview
I was made call to the needed personnel those who are related to my
research problem.
E. Data Analysis The collected data were analyzed through
Graphical presentation
Action Plans for Janata Bank ltd.: Janata Bank ltd. ltd. should use modern technology
to provide better services to satisfy customers and employees as well in shortest possible
time. And to do so they shall have to ensure qualified H.R. Moreover they should pay high
attention in loan recovery.

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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:

Satisfaction Scores of Janata Bank ltd.

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

Janata Bank ltd. Ltd.


Table : Satisfaction with the nature of work

Aslam
Hossain

Rakibul
Hassan

Prasanto
Shaha

Sharmin
Akter

Mesbah
Uddin

Rassel
Ahmed

Anila
Ahmed

Saleha
Begum

Sagor
Ahmed

Monirul
Islam

Figure 01: Satisfaction with the nature of work

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.

Table 04: Satisfaction with the level of supervision.

Aslam
Hossain

Rakibul
Hassan

Prasanto
Shaha

Sharmin
Akter

Mesbah
Uddin

Rassel
Ahmed

Anila
Ahmed

Saleha
Begum

Sagor
Ahmed

Monirul
Islam

Figure 02: Satisfaction with the level of supervision

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:

Satisfaction with the present salary.


21

Aslam
Hossain

Rakibul
Hassan

Prasanto
Shaha

Sharmin
Akter

Mesbah
Uddin

Rassel
Ahmed

Anila
Ahmed

Saleha
Begum

Sagor
Ahmed

Monirul
Islam

-1

Figure 03: Satisfaction with the present salary.

Salary is a highly effective factor of job satisfaction. High salary turns


an employee to High job satisfaction and lower salary turns an
employee to lower job satisfaction. In this bank employees salary is
lower than that of other private bank as a result here employees job
satisfaction is lower.

Table 06: Satisfaction with promotional opportunities.

Aslam
Hossain

Rakibul
Hassan

Prasanto
Shaha

Sharmin
Akter

Mesbah
Uddin

Rassel
Ahmed

Anila
Ahmed

Saleha
Begum

Sagor
Ahmed

Monirul
Islam

-1

-1

-1

Figure 04: Satisfaction with promotion opportunities

22

Promotion is also a highly effective factor of job satisfaction. Promotion opportunity


encourages employees to work at their best effort. The employees of Janata Bank ltd. are
not satisfied to their Promotion opportunities.

Table 07: Happiness with the Relationship with Coworkers


Aslam
Hossain

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.

Figure 05: Happiness with the Relationship with Coworkers

23

This graph shows that averagely employees are satisfied. So there coworkers relationship
is much satisfactory.

Table 08: Satisfaction of the Employee with the Vacation Opportunity


Employee Name

Satisfaction of the employee with the


vacation opportunity

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

Table 09: Pleasure with the Condition of Working Environment


Employee Name

Pleasure with the


working environment

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.

Table 10: Satisfaction with Other Future financial Benefits


Employee Name

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

Figure 08: Satisfaction with Other Future financial Benefits

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

5.8 Provision of training


Training can be influential to improve the work efficiency and effectiveness of the
workers. Again, trained workers are highly paid for their performance. And this may be a
tool to the job satisfaction level.
5.9 Work Independence
Managers should ensure that the workers are independent in their fields of work. Actually,
when employees tend to feel independent in case of working and thinking, they become
more satisfied with their jobs. But employees should remind it that independence should
be in favor of the organizational outcomes.
5.10 Special Remuneration
Managers should provide special pecuniary benefits to the employees giving priority to
their performance. Such remuneration will inspire the workers to extend their best effort
to the organization as they are satisfied with the job.
5.11 Promotion
Promotion facility is a determinant of the job satisfaction level. So, management should
pay attention to the promotion facility of the employees according to their work
performance. Promotion enhances the workers chance to be highly satisfied and
committed to their job. Actually, promotion is the most effective technique to satisfy the
workers.
5.12 Emphasis on work group and work team
Managers can assign the scheduled work forming groups and teams. Burden of work can
be minimized to a great extent when a group of individuals work collectively and
collaboratively. In fact, group and team members are more satisfied with their jobs.
5.13 Participation of the workers in decision-making
To increase the satisfaction level of workers with their job, managers can ensure the
participation of them in decision making process. Through this process the latent qualities
of the workers can be utilized for the betterment of organization.
5.14 Incentives to remove workers conflict
Conflicts between the workers are the reasons of job dissatisfaction. So, the managers
should take necessary steps to remove conflicts.
5.15 Value of employees per Janataty
Managers should allocate the work activities among the employees giving value to their
per Janataty. Job satisfaction can also be attained providing opportunity to the workers to
exercise their per Janataty.

29

5.16 Value of emotions and moods


Managers should also value the emotions and moods of the employees to achieve their
satisfaction with the jobs.
5.17 Frequent Negotiation
Service businesses should negotiate with their employees regularly to make the job
satisfaction level higher.

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.
8. Pugliesi, K., (1995) Work and Well-Being, Gender Differences in the
Psychological Consequences of Employment. Journal of Health and Social
Behavior, 36, 57-71.
9. Smith, P. C., Kendal, L. M., and Hulin, C. L., (1969) The Measurement of
Satisfaction in Work and Retirement in: Huang, H. J., (1999) Job Rotation from
the Employees Point of View, Research & Practice in Human Resource
Management, 7(1), 76.
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
Organizational Behavior, 11, 3210-329
11. Weiss, D. J., Davis, R. V., England, G. W., and Lofquist, L. H., (1967) Manual for
the Minnesota Satisfaction Questionnaire in: Huang, H. J., (1999) Job Rotation
from the Employees Point of View, Research & Practice in Human Resource
Management, 7(1), 76.
12. Zeithaml, V.A. & Bitner M. J. (2003). Service Marketing. 3 rd ed. , Tata McGrawHills Publishing company ltd.
13. Levitt, T. (1983). Relationship Management Marketing Imagination, McMillan
Inc., New York, PP. 111-126

31

Appendix
Questionnaire
Dear respondent,

As a partial fulfillment of BBA, program, from Jagannath University I am conducting a


research on Job Satisfaction of commercial bank of Bangladesh, A comparative Study
between Govt. bank and Private Bank. For that I need some information from you. The
information gathered will be used for academic purpose only. All the personal information
will be kept confidential.
Part 1: Personal information
1. Employee name:
2. Age:

a)21-30

b)31-40

a) male

b) female

c)41-50

d)51-60

3. Post:
4. Gender:

Part 2: Questions from job satisfaction view point:

1) How satisfied are you with the nature of your work?


a. Highly satisfied

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

3) How satisfied are you with the present salary?


a. Highly satisfied
d. Dissatisfied

b. satisfied

c.

Moderately satisfied

e. Highly Dissatisfied

4) How satisfied are you with promotion opportunities?


a. Highly satisfied
d. Dissatisfied

b. satisfied
e. Highly Dissatisfied

32

c.

Moderately satisfied

5) Happiness with the Relationship with Co-worker


a. Highly satisfied

b. satisfied

d. Dissatisfied

c.

Moderately satisfied

e. Highly Dissatisfied

6) Satisfaction of the Employee with the Vacation Opportunity


a. Highly satisfied

b. satisfied

d. Dissatisfied

c.

Moderately satisfied

e. Highly Dissatisfied

7) Pleasure with the Condition of Working Environment


a. Highly satisfied

b. satisfied

d. Dissatisfied

c.

Moderately satisfied

e. Highly Dissatisfied

8) Satisfaction with Other Future Pecuniary Benefits


a. Highly satisfied

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

Fear of losing job


Fear of demotion
Illegal challenge from the co- employees
Fear of transfer from current location

Fear of unfair promotion

33

12) Arrange the facilities according to necessity (arrange sequentially from5


to 1)
Facilities

Ranks

Transportation facilities`
Training facilities
Loan facilities
Technological facilities
Accommodation facility

34