Professional Documents
Culture Documents
The CBL was incorporated as a public limited company with limited on the 14
& its
formal inauguration was on March 27, 1983 under company Act, 1993 of Bangladesh with the
primary objective to carry on all kinds of banking business.
Moreover City Bank is among the very few local banks which do not follow the traditional,
decentralized, geographically managed, branch based business or profit model. Instead the bank
manages its business & operation vertically from the head office through four distinct business
divisions namely:
The bank is also very active in the alternative delivery area. It currently has 88 ATMs its own; &
ATM sharing arrangement with a partner bank that has 5 ATMs in place; SMS Banking; Interest
banking & so on . Its customer Call Center is in operation to help and assist the card user of the The
City Bank Limited. The bank has a plan to end the current year 2011 with100 own ATMs. Besides
this City Bank is the first bank in Bangladesh to have issued Dual Currency Credit Card.
The City Bank Limited has a distinguished Board of Directors which consists of thirteen successful
and reputed businessmen. Mr. Aziz Al-Kaiser, a top leading businessman, industrialist, pioneer
personality & entrepreneur of private sector's Bank in Bangladesh, is the Chairman of the Bank. Mr.
Kazi Mahmood Sattar a dynamic, nationally & internationally reputed Banker is the Managing
Director and CEO of the Bank.
The principal place of business is the registered office at the registered office of the bank is at Jiban
Bima Tower, 10, Dilkusha Commercial areas, Dhaka-1000. The bank is listed with Dhaka Stock
Exchange & Chittagong Stock Exchange. Recently this bank has brought a massive change in their
service system & changed its Logo. Now in short this bank is known as City Bank.
SL.
Detail
Name
Legal Status
Date of Incorporation
Formal launch
Number of Branch
88
85
11
Total Manpower
10,000 million
10
3,889 million
11
Reserve (2010)
7,630 million
12
1,849 million
13
38.9 million
14
1,000 BDT
15
34.59 BDT
3000
1.3 Vision
The Finance Supermarket with a Winning Culture Offering Enjoyable Experiences
1.4 Mission
Offer wide array of products and services that differentiate and excite all customer
segments.
Be the Employer of choice by offering an environment where people excel and
efficiency.
Continuously challenge processes and platforms to enhance effectiveness and efficiency.
Promote innovation and automation with a view to guaranteeing and enhancing
excellence in service.
Ensure respect for community, good governance and compliance in everything we do.
Clients to open an account in the bank through their wit & intelligence as well as it have intention to
pursuit of excellence in the climate of continuous improvement. Because is to maintain the reputation
through their customer services oriented facilities. To achieve this desired goal it believes the
excellence is never line of ending, it also believes thats its strategic plans and business
will its strength in competitive environment. Improving the quality of banks assets by identifying
potential good browsers.
Top
Management
Executive Level
Management
Mid Level
President
Management
Chairman
Vice Chairman
Director
Managing Director
Assistant Secretary
Junior Level
Management
Senior Officer
Management Trainee
Officer
Junior Assistant Officer
Financial Division:
Loan administration
Loan disbursement
Project evaluation
Processing and approving credit proposals of the branches
Documentation, CIB (Credit Information Bureau) report etc
arranging different credit facilities
providing related statements to the Bangladesh Bank and other departments
Recruiting
Training and development
Compensation, employee benefit, leave and services rules program and upgration
Placement and performance appraisal of employees
preparing related reports
reporting to the executive committee
Promotional campaign & press release
Software Department
Network management and expansion
Software and hardware management
Data entry & processing
Procurement of hardware & maintenance
controlling different functions of the branches & search for location for expansion
Conducting internal audit & inspection both regularly & suddenly
Ensuring compliance with Bangladesh Bank (BB) ,monitoring BBs inspection & external
Audit report
Retail Division:
The network of CBL Engages itself for providing best quality banking service in retail,
commercial, corporate and Islamic banking segments. The countrys top enterprises,
multinational and local corporations and financial institutions are served by CBL. With a total
asset of BDT 15, 035, 89 million is among the top performing local banks in Bangladesh.
Product/ Service Offering Of CBL
The services encompass wide diversified areas of trade, commerce & industry that tailored to the
specific needs of the customers and are distinguished by an exceptional level of prompt and
personal attention. Over the years The City Bank Limited has expanded the spectrums of its
services. The extensive and ever growing domestic network provides and carries various
products and services to the doorsteps of millions.
The City Bank Limited (CBL) engages in wide range of activities from small scale lending to
large industrial project financing. CBL involves export and import financing. It involves other
very many services. Its range of activities at a glance is as follows:
Deposit
Foreign
Other services
Current account
Term loan
Export L/C
Savings account
Import L/C
Travelers Cheque
Foreign
Cash credit
Different Scheme
Non resident foreign
Resident foreign
currency account
Overdraft
currency deposit
account
Remittance
currency
receipt
House building finance
Import finance
The City Bank Limited (CBL) has already introduce some new Banking products like duel
currency Credit Cards, ATM and Online services which has created attraction among the clients.
The Bank is going to introduce real time Internet, SMS and phone banking systems with all
modern delivery channels at an early date.
For significant performance, The Bank has earned national & recognition. The City Bank
Limited (CBL) was one of the 12 Banks of Bangladesh among the 500 Banks in Asia for its
asset, deposit & profit as evaluated by ASIA WEEK in the year 2000. Other than that, The
City Bank Limited (CBL) received the Top Ten Company award from the prime Minister of
the people s Republic of Bangladesh in the year 1992-93.
Introduction
2.1 Background of the study
It has become essential for every person to have some idea on the bank and banking procedure.
As our educational system predominantly text based, inclusion of practical orientation program
is an exception to the norm. From practical knowledge, we will be able to know real life
situations and start a career with some practical experience. Masters of Business Administration
(MBA) is a professional course. The course is designed with an excellent combination of
practical and theoretical aspects. After completing MBA, certain times are preserved for
internship.
As a student of MBA, Internship is an academic requirement. For internship every student is
required to work in a selected institution to enhance ones practical knowledge and experiences.
For the requirement of my course I was assigned to prepare report on Employee job satisfaction
in the context of The City Bank ltd.
Basically, this report Is highlighted on Employee job satisfaction of the bank.
resources.
HR Department in CBL
Concept about Job Satisfaction
Job description of CBL.
2.5 Limitations
There were numeral troubles I faced for the duration of the report writing, like,
Inadequate reporting because of shortage of time.
At period the respondents felt bothered to give time on this survey.
Work pressure in the office was another limitation restricting this report from being
3 Literature Review
when more inputs exist than outputs, the individual perceives a condition of overload
which can be positively or negatively related to job satisfaction. In comparison,
communication under load can occur when messages or inputs are sent below the
individuals ability to process them. According to the ideas of communication overload and under-load, if an individual does not receive enough input on the job or is
unsuccessful in processing these inputs, the individual is more likely to become
dissatisfied, aggravated, and unhappy with their work which leads to a low level of job
satisfaction.
4 Methodologies
The first step in the research I can survey on CBL and try to understand their Employee
job satisfaction effective or not. Second step I have to collect different data from primary
source and secondary source. Finally I have provided the recommendation and
conclusion.
Disagree
Weight 2
Neutral
Weight 3
Agree
Strongly
Weight 4
Agree
Weight 5
Generated data from the survey were processed with the help of MS-Excel. Here we have used
for presenting data and using statistical tools like mean, standard Deviation, percentage, graphics
and table.
CHAPTER 5
Number of Respondent
0
10
11
4
5
30
Percentage
0
33
37
13
17
100
Strongly Disagree
17%
33%
13%
Disagree
Neutral
Agree
Strongly Agree
37%
Interpretation:
From above data 17% employee answer Strongly Agree, 13% Employee answer Agree, 37%
Employee Answers Neutral, 33% employee answer Disagree and 0% answers Strongly Disagree.
Number of Respondent
0
Percentage
0
Disagree
Neutral
Agree
Strongly Agree
Total
0
11
9
10
30
0
37
30
33
100
Strongly Disagree
33%
37%
Disagree
Neutral
Agree
Strongly Agree
30%
Interpretation:
From above data 33% employee answer Strongly Agree, 30% Employee answer Agree, 37%
Employee Answers Neutral, 0% employee answer Disagree and 0% answers Strongly Disagree.
Number of Respondent
0
0
12
Percentage
0
0
40
Agree
Strongly Agree
Total
10
8
30
33
27
100
Strongly Disagree
Disagree
27%
40%
Neutral
Agree
Strongly Agree
33%
Interpretation:
From above data 27% employee answer Strongly Agree, 33% Employee answer Agree, 40%
Employee Answers Neutral, 0% employee answer Disagree and 0% answers Strongly Disagree.
Number of Respondent
0
0
Percentage
0
0
Neutral
Agree
Strongly Agree
Total
6
9
15
30
20
30
50
100
20%
Strongly Disagree
Disagree
Neutral
50%
Agree
30%
Strongly Agree
Interpretation:
From above data 50% employee answer Strongly Agree, 30% Employee answer Agree, 20%
Employee Answers Neutral, 0% employee answer Disagree and 0% answers Strongly Disagree.
Number of Respondent
0
3
5
13
9
30
Percentage
0
10
17
43
30
100
Strongly Disagree
10%
Disagree
30%
17%
Neutral
Agree
Strongly Agree
43%
Interpretation:
From above data 30% employee answer Strongly Agree, 43% Employee answer Agree, 17%
Employee Answers Neutral, 10% employee answer Disagree and 0% answers Strongly Disagree.
Number of Respondent
3
13
5
9
0
30
Percentage
10
43
17
30
0
100
Disagree (D)
30%
Neutral (N)
Agree (A)
43%
17%
Interpretation:
From above data 0% employee answer Strongly Agree, 30% Employee answer Agree, 17%
Employee Answers Neutral, 43% employee answer Disagree and 10% answers Strongly Disagree.
Number of Respondent
8
7
9
4
2
30
Percentage
27
23
30
13
7
100
7%
13%
27%
Disagree (D)
Neutral (N)
Agree (A)
Strongly Agree (SA)
30%
23%
Interpretation:
From above data 7% employee answer Strongly Agree, 13% Employee answer Agree, 30%
Employee Answers Neutral, 23% employee answer Disagree and 27% answers Strongly Disagree.
Number of Respondent
4
7
2
8
9
30
Percentage
13
23
7
27
30
100
13%
Disagree (D)
30%
Neutral (N)
23%
Agree (A)
Strongly Agree (SA)
27%
7%
Interpretation:
From above data 30% employee answer Strongly Agree, 27% Employee answer Agree, 7%
Employee Answers Neutral, 23% employee answer Disagree and 13% answers Strongly Disagree.
9. It is very important for the organization that managers show fairness and respect in their
interactions with employees.
Remarks
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total
Number of Respondent
0
7
13
8
2
30
Percentage
0
23
43
27
7
100
It is very important for the organization that managers show fairness and respect in their interactions with employees.
7%
Disagree (D)
Neutral (N)
27%
Agree (A)
Strongly Agree (SA)
43%
Interpretation:
From above data 7% employee answer Strongly Agree, 27% Employee answer Agree, 43%
Employee Answers Neutral, 23% employee answer Disagree and 0% answers Strongly Disagree.
Number of Respondent
0
1
7
9
13
30
Percentage
0
3
23
30
44
100
3%
23%
43%
Disagree (D)
Neutral (N)
Agree (A)
Strongly Agree (SA)
30%
Interpretation:
From above data 44% employee answer Strongly Agree, 30% Employee answer Agree, 23%
Employee Answers Neutral, 3% employee answer Disagree and 0% answers Strongly Disagree.
Number of Respondent
0
0
4
6
20
30
Percentage
0
0
13
20
67
100
Strongly Disagree
13%
Disagree
20%
67%
Neutral
Agree
Strongly Agree
Interpretation:
From above data 67% employee answer Strongly Agree, 20% Employee answer Agree, 13%
Employee Answers Neutral, 0% employee answer Disagree and 0% answers Strongly Disagree.
Number of Respondent
0
0
2
8
20
30
Percentage
0
0
6
27
67
100
Strongly Disagree
7%
Disagree
27%
Neutral
Agree
67%
Strongly Agree
Interpretation:
From above data 67% employee answer Strongly Agree, 27% Employee answer Agree, 6%
Employee Answers Neutral, 33% employee answer Disagree and 0% answers Strongly Disagree.
13. I am pleased that I have the opportunities to apply my talents and expertise.
Remarks
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total
Number of Respondent
0
0
2
10
18
30
Percentage
0
0
6
34
60
100
Strongly Disagree
7%
Disagree
Neutral
33%
Agree
60%
Strongly Agree
Interpretation:
From above data 60% employee answer Strongly Agree, 34% Employee answer Agree, 6%
Employee Answers Neutral, 0% employee answer Disagree and 0% answers Strongly Disagree.
CHAPTER 5
MAJOR FINDINGS
Most of the employee stays at Neutral position against Worker Autonomy assigns me to
works according to my skills and qualification.
Most of the employee stays at Neutral position against their position allows them to
make independent decisions.
Most of the employee stays at Neutral position against Job promotions within the
company are fair and reasonable.
Most of the employee stays at Strongly Agree position against Training programs are
necessary for me for developing my skills.
Most of the employee stays at Agree position against Career development opportunities
help me to apply my talents.
Most of the employee stays at Disagree position against Feedback from supervisor helps
me to improve my performance.
Most of the employee stays at Neutral position against their seniors value their tasks.
Most of the employee stays at Neutral position against It is very important for the
organization that managers show fairness and respect in their interactions with
employees.
Most of the employee stays at Strongly Agree position against Communication between
senior managers and employees is good in my organization.
Most of the employee stays at Strongly Agree position against Employees get rewards
for their best performance in my organization.
Most of the employee stays at Strongly Agree position against My overall experiences
regarding my institution are very delighted.
Most of the employee stays at Strongly Agree position against I am pleased that I have
the opportunities to apply my talents and expertise.
Chapter 6
Recommendation
Employee Orientation One of the best ways to have satisfied employees is to make sure
theyre pleased from the get-go. Offering a thorough orientation will ensure expectations are
realistic and that new staffers dont come in with rose-colored glasses that will quickly fade.
Proper onboarding encourages positive attitudes and can reduce turnover.
Provide Competitive Benefits Fair wages are important, but competitive benefits are also
critical to keeping your workforce satisfied. If your benefits package is thin, employees may look
for other opportunities with firms that are more generous. Beyond insurance, benefits such as flex
time, paid holidays and personal days are important factors to employee satisfaction.
Workforce Engagement Employees that dont find their work interesting or dont feel they are
contributing to the mission of the firm will not be engaged. For employees to be satisfied, they
must feel like they are part of something bigger than just what their individual work tasks are.
Include staffers in goal setting and how they fit in the corporation fabric to increase
engagement and satisfaction.
Develop Skills Everyone needs something to working toward. Stagnation is unfulfilling.
Employees have more potential than their current level of functionality. Encouraging employees
to fulfill that potential will increase engagement and satisfaction. Whether its training
opportunities, mentoring, online courses or external training, encourage staff to always be
improving their skills!
Recognition & Rewards Employees enjoy an atta-boy and it need not be a public show to
mean something to employees. Encourage supervisors and managers to acknowledge employees
deeds on a daily basis. Also implement a formal program company-wide to recognize top
achievers in every job category. Healthy competition can boost morale, encourage hard work
and increase satisfaction and retention.
Track Job Satisfaction Dont sit back and just hope that employees are satisfied put some
data behind it. Offer anonymous online surveys or mobile surveys to effectively track how
employees feel about benefits, recognition, supervisor feedback and other aspects that contribute
to employee satisfaction. This allows you to improve, tweak and monitor satisfaction levels to
reduce turnover and save the company money.
Chapter 7
Conclusion
After analyzing the results of this study is found to be sustained as significant relationship
is found between financial reward and job satisfaction. It means that the C i t y Bank Limited
employees are more concerned with what the job is actually paying to them. Some previous
study (Kalleberg, 1977; Rehman et al., 2010) also came up with same findings which
support the results too. The City Bank Limited has very attractive salary package, fringe
benefits, provisional fund and others for retired workers. So, these factors result the high
relationship between financial reward and job satisfaction. Although all the variables have
impact on job satisfaction, financial reward has more importance to the employees. Since, the
employees of this bank are more concerned about the financial reward; the issues should be
taken more care of by the top management.
References
Armstrong, M. (2006). A handbook of human resource management practice (10th edition).
United Kingdom: Kogan Page Limited.
Ferrell, S. W., Morgan, R. D, & Winterowd, C. L. (2000). Job satisfaction of mental health
professionals providing group therapy in state correctional facilities. International