35847069 Comparative Study of the Public Sector Amp Private Sector Bank(2)
Determinant Of Job Satisfaction In Public And Private ...€¦ · Public Sector namely State Bank...
Transcript of Determinant Of Job Satisfaction In Public And Private ...€¦ · Public Sector namely State Bank...
International Journal of Engineering Technology, Management and Applied Sciences
www.ijetmas.com January 2015, Volume 3 Issue 1, ISSN 2349-4476
70 Dr. Prasanta Kumar Padhy, Jasmine Bhuyan
Determinant Of Job Satisfaction In Public And Private Sector:
An Empirical Study
Dr. Prasanta Kumar Padhy1, Jasmine Bhuyan 2
1 Professor in Business Administration,
Berhampur University- 760007, India.
2 Research scholar (UGC-NET (JRF))
Dept- Business administration
Berhampur University
Abstract The present study surveys both the sectors in most of the aspects of analysis. As the current
findings show, jobholders vary regarding the extent of ambivalence experienced with respect to their
attitude toward their job. The current findings also open up opportunities for further research regarding
the consequences of job ambivalence. This paper has been designed with a view to investigate the
satisfaction level of employees of Public Sector and Private Sector Banks, to find out the effect of
various aspects of job satisfaction and difference in the level of job satisfaction between the employees
of Public Sector Banks and Private Sector Banks. Sampling used in this research is simple random
sampling. The survey is conducted on employees of Public Sector Bank and Private Sector Bank. The
target audience was managers, officers and clerks. The diversity of the study is that it involves Bankers
of all age groups and career levels. The study covers four Commercial Banks in all, taking two from
Public Sector namely State Bank of India and Andhra Bank and two from Private Sector, HDFC and
Axis Bank. One hundred and forty employees of selected Banks have been approached to ascertain their
views on job satisfaction. The results indicate that significant differences exists between employees of
Public Sector and Private Sector Banks regarding various aspects of job satisfaction, pays, supervision,
security, acknowledgement. But they are significant in case of the aspects, secure, promotion, relation
with co-workers, employee’s empowerment, supervision, and nature of job.
keywords: : Job Satisfaction, Public Sector Bank, Private Sector Bank, Bank Employees, and
Satisfaction Level, Job Satisfaction Aspects
1. Introduction
Science has worked for years to find out what keeps humans happy and satisfied. Happy people
made a happy world (Agnihotri, 2012). And happiness cannot be bought. It is a feeling that is triggered
by the ‘happy hormones or endorphins which are “natural hormones that your brain releases when you
are relaxed. It is well known that happy workers are assets of an organization. One thing that all
happiness experts agree on is that happiness is not a destination. Rather, it is the result of a range of
activities and feelings.
Happiness triggered from job is termed as job satisfaction. It can also describe as a set of
favorable or unfavorable feelings with which employees view about their work. Job satisfaction
describes how content an individual is with his or her job. A workforce with high job satisfaction leads
to an improvement in work quality and productivity, and leads to satisfied loyal customers. It is a
worker's sense of achievement and success and is generally perceived to be directly linked to
productivity as well as to personal wellbeing. The happier people are happy workers. Job satisfaction
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can be influenced by a variety of factors, e.g., the quality of one's relationship with their supervisor, the
quality of the physical environment in which they work, degree of fulfillment in their work, etc.. Job
satisfaction further implies enthusiasm and happiness with one's work. The most common way of
measurement is the use of rating scales where employees report their reactions to their jobs. Questions
related to rate of pay, work responsibilities, variety of tasks, promotional opportunities the work itself
and co-workers. For the organization, job satisfaction of its workers means a work force that is
motivated and committed to high quality performance. Increased productivity—the quantity and quality
of output per hour worked—seems to be a byproduct of job satisfaction. Satisfaction levels increase
when an employee knows that their issues are being addressed. There is a direct link between employee,
job satisfaction and financial results. The more satisfied your employees are the more motivated and
committed. They will be towards the organization’s success. In this Research paper a comparison of Job
satisfaction between Private and Govt. sector has been made and tried to find out the basic reasons of
dissatisfaction in job.
BANKING SECTOR IN INDIA:
After 1969, commercial banks are broadly classified into nationalized or public sector banks and
private sector banks. The State Bank of India and its associate banks along with another 20 banks are
public sector banks. The private sector banks include a small number of Indian scheduled banks, which
have not been nationalized, and branches of foreign exchange banks. After 1991, the banking scenario
has been changed completely. The impact of globalization and privatization has affected work culture of
both, public sector and private sector banks. These are witness sing a fundamental shift in working
attitude and work style due to open economy and increased competition.
We came a long way from the days of protectionism of Indian banking industries. The entry of
private sector banks and foreign banks has forced public sector banks to adopt a new customer-centric
work environment. A comparison between public and private sector banks would make a significant
contribution to the existing body of knowledge on job satisfaction. This discussion is timely. In India,
the old concept of public sector economy has been completely changed. Since job satisfaction is
considered an important aspect of work culture, public sector and private sector variations seem to
affect the job satisfaction of these organizations. Since public-private sector background is an important
factor in shaping the work culture of an organization, the work culture also seems to have its root in the
culture from which it is generated. Therefore, job satisfaction is likely to be affected by public private
sector differences.
A natural assumption can be made that work culture of public-private sector banks would be
different because such banks have different cultural roots. It has been observed that the work culture of
public sector banks was based on the social economy concept, in which profitability was secondary.
After nationalization, public sector banks used to serve social welfare in terms of social banking
through special employment and poverty alleviation programs. Despite many adverse criticisms and
comments, the Indian government had persisted in using bank funds to finance various social sector
schemes for employment generation and poverty alleviation. On the other hand, private sector banks
work towards profitability. There is a basic work culture difference between public and private sector
banks due to their different objectives. Although after 1991, the working style of public sector banks
has been changing, but the previous impact of social banking policy on work culture of public sector
banks cannot be ignored. Being an important aspect of work culture, job satisfaction level of these
banks should also be different. However, the arguments above are assumptions and there is a need to
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72 Dr. Prasanta Kumar Padhy, Jasmine Bhuyan
verify them. The present study is designed to examine the specific problem whether job satisfaction of
the employees working in public and private sector banks is different.
REVIEW OF LITERATURE
The major objective of this Paper is to examine parameters of job satisfaction. This was pursued
through a literature review of the more popular theories and models related to job satisfaction. Included
in the review are summaries of Maslow's and Alderfer's need hierarchy theories, achievement
motivation theory, Herzberg's motivation-hygiene theory, expectancy theory, job characteristics
theories, equity theory, and studies relating to the clustering of facet satisfactions. Vroom (1964),
need/value fulfillment theory, states that there is negative relationship between individual needs and the
extent to which the job supplies these needs. On the other hand, Porter and Lawler (1968) compare the
influences on job satisfaction in two groups of internal and external satisfactory factors. According to
them, factors such as feeling of independence, feeling of achievement, feeling of victory, self-esteem,
feeling of control and other similar feeling obtained from work are the internal satisfactory factors
whereas external satisfactory factors are not directly related to work itself such as good relationships
with colleagues, high salary, good welfare and utilities. There is abundant literature, especially in social
psychology, which attempts to relate job satisfaction with different qualitative aspects of the job, such
as. Autonomy (Spector, 1997, p. 31), stress (idem, p. 42), usefulness of the work (Manglione and
Quinn, 1975), etc. Schneider et al. (1975) define job satisfaction “as a personal evaluation of
conditions present in the job or outcomes that arise as a result of having job”. Lock (1976) defines job
satisfaction as “a pleasurable or positive emotional state resulting from the appraisal of one’s job or job
experience” These studies have usually found an important degree of correlation between
characteristics of the job and job satisfaction. Job satisfaction is simply defined as doing a job one
enjoys, doing it well, and being suitably rewarded for one's efforts. Schneider et al. (1975) define job
satisfaction “as a personal evaluation of conditions present in the job or outcomes that arise as a result
of having job”. Lock (1976) defines job satisfaction as “a pleasurable or positive emotional state
resulting from the appraisal of one’s job or job experience”. Furthermore, it is the degree to which
employees enjoy their jobs (McCloskey and McCain, 1987). And also, it is possible to see a number of
theories developed to understand its nature in literature so, the influences on job satisfaction can be also
divided into work related and employee-related factors (Glisson and Durick, 1988). Carr and
Kazanowsky (1994) showed that inadequate salary was the major factor of employees’ dissatisfaction.
Kerego and Muthupha (1997) describe job satisfaction as feelings of employees about the
environmental factors and organization and people positively influence one another to achieve better
results. He argues that employees in the organization are the role model and because of them
organizations become more successful. Kam, (1998) . Additionally, administrative styles, professional
status and pay are known as important factors influencing job satisfaction recent studies showed that to
increase their employees’ job satisfaction participative (democratic) management style was mostly
preferred by today’s managers (Dogan and İbicioglu, 2004, Knoop, 1991). In other words, it is an
effective response to a job that consequences from the comparison of perceived outcomes with those
that are desired shortly, job satisfaction describes the feelings, attitudes or preferences of individuals
regarding work (Chen, 2008).
DIFFERENCES BETWEEN PUBLIC AND PRIVATE SECTOR BANK Literature indicates that the performance of the private and foreign banks have been stronger
than that of public sector banks (IBA, 2008). A recent study (Selvaraj, 2009) reveals that private
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73 Dr. Prasanta Kumar Padhy, Jasmine Bhuyan
banks are more successful vis-à-vis public sector banks in terms of implementing Total Quality
Management (TQM) initiatives, such as human resource management, customer focus, and top
management commitment. Furthermore, public and private sector banks differ with respect to their
compensation structures, working environments, technology, growth opportunities, and job security
provided to the employees. Public sector banks structure compensation in a way such that there are
lower pay differentials between the employees, long-term tenure is rewarded and there is a high base
pay, whereas in the private sector banks, there are larger pay differentials, fewer rewards for tenure,
and pay for performance (D'Souza, 2002). However, private sector banks do not provide job security
and would lay off their employees in cases of poor performance or adverse market conditions (Jha,
Gupta & Yadav, 2008; Singh & Kohli, 2006; Thakur, 2007). Bajpai and Srivastava (2004) studied
the satisfaction levels of employees of two public sector and two private sector banks in India. The
results indicated that layoff threats, quick turnover, less welfare schemes, and less scope for vertical
growth increased job dissatisfaction. In contrast, secure job environment, welfare policies, and job
stability increased the degree of job satisfaction. In their study, Kumudha and Abraham (2008)
compared 100 managers from 13 public and private sector banks and found that the programs related
to self-development, information about job openings, opportunities to learn new skills and retirement
preparation programs greatly influence the feelings of career satisfaction.
Public and private sector banks also differ with respect to their background and work culture. It has
been observed that the work culture of public sector banks was based on the concept of socio-
economic responsibility, in which profitability is secondary. On the other hand, private sector banks
work towards profitability. Because these differences between the sectors hold an important factor in
shaping the work culture of an organisation, it needs to be explored how they would likely affect job
satisfaction. For the success and sustained growth of Indian banks, it is imperative to create a pool of
committed employees by determining whether they are job satisfied. Their satisfaction would affect
their performance and commitment, which would eventually influence the banks' growth and
profitability.
2. Objectives/Purpose of the study
Primary Objective:-
The main objective of the study is to find the determinant of job satisfaction level of
employees in public and private banks.
Secondary Objectives
To have a depth knowledge of the topic
To assess the extent of job satisfaction of employees in a Public Sector Bank (SBI,Andhra
bank) and a Private Sector (HDFC, Axis bank).
To compare the level of job satisfaction of the Public Sector and Private Sector Bank
employees.
To define the relationships between job satisfaction and the potential variables of pay,
promotion, security, job involvement, potential of rest-day/off-day, relations with co-workers,
health facilities, relations with supervisor, training and education facilities, autonomy,
physical facilities, reconciliation role of supervisor.
To suggest strategies for better job satisfaction of bank employees on the basis of research findings
3. Methodology The present study has been designed with a view to investigate the satisfaction level of Public
Sector Bank employees and Private Sector Bank employees, to find out the effect of various aspects
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74 Dr. Prasanta Kumar Padhy, Jasmine Bhuyan
(pay and fringe benefits, relation with co-workers supervision, employees empowerment, nature of job,
employees participation, performance appraisal and training and development, etc.) on job satisfaction.
The study covers four Commercial Banks in all, taking two from Public Sector namely State Bank of
India and Andhra Bank and two from Private Sector, HDFC and Axis Bank. One hundred forty
employees of selected Banks located at various parts of southern Orissa have been approached to
ascertain their views on job satisfaction. Primary data has been collected from one hundred ten
respondents of different age group, education level, income and designation. The coverage is adequate
keeping in view the nature of the study and limited resources at the disposal of the respondents.
Sampling used in this research is simple random sampling. The survey conducted on employees of
Public Sector Bank and Private Sector Bank. The target audience was managers, officers and clerks.
The diversity of the study is that it involves Bankers of all age groups and career levels. A semi-
structured questionnaire has been used with a number of variables related to job satisfaction. The
following five point likert scaling technique has been used for obtaining response on each question:
Analysis of determinants of job satisfaction and criteria for coping patterns of employees is the primary
focus of this research. Given the nature of the data and findings of the study, the statistical tools used
were percentage method, discriminate analysis.
POPULATION
The population selected for this particular study is employees of public & private sector of different
service sectors.
SAMPLING
The sampling population of this research includes 140 employees of public & private sector of different
service sectors. This research followed the random sampling method representative population.
TOOLS OF DATA COLLECTION
The primary data for present study is collected by using a structured questionnaire, while the researcher
has referred to various books, journals and periodicals as the vital source of secondary data.
DATA ANALYSIS
Analysis of data has been made in this study by employing descriptive statistics. The
collected data has been fed into the Statistical Package for Social Sciences (SPSS-Version 19.0) for
computation. To report demographic data, the descriptive statistics included frequency measures
such as percentage, mean and standard deviation
The final sample consisted of 140 employees. According to the data, 70.3%respondents are
male and 29.7% are female. In terms of age, the members are generally dominated by the age in 33-
41 age range (50.0% respondents). The employees between age group 25-32 is 20.3% and employees
between the age group more than42 is 29.7%.40-1%respondents are with a work experience less
than 7 years .20.3%respondents are with a work experience ranging from 7 years to 9years.39.6%
respondents are having work experience more than 10 years.
RELIABILITY AND VALIDITY
Reliability of the questionnaire was validated with computation of Cronbach alpha (Cronbach,
1951). For all 11 items, Cronbach alpha was 0.819. According to Hair et al. (2007), this coefficient
(0.819) indicates good reliability as it exceeds minimum acceptance level of 0.7. Further, Kaiser-
Meyer-Olkin (KMO) measure of sampling adequacy has proven good (0.762) which proves the
construct validity. Face and content validity was judged through internal check and discussion with
the experts. Exploratory factor analysis was carried out through SPSS version 15 to purify and
reduce the data into meaningful form with principal component analysis along with orthogonal
rotation procedure of Varimax for summarizing the original information with minimum factors and
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75 Dr. Prasanta Kumar Padhy, Jasmine Bhuyan
optimal coverage. As the study was explorative in nature the statements with Eigen values less than
1.0 were ignored for the subsequent analysis (Bagozzi & Phillips, 1991).
DISCRIMINANT ANALYSIS
Discriminant analysis is done in order to find out which independent variables are relatively better in
discriminating job satisfaction in public and private sector. Various determinants such as salary,
promotion, security, appreciation etc are taken as indicator of job satisfaction. These determinants
affect a potential job seeker or existing employees overall job perception or job satisfaction.
Note: In the spss data sheet, public sector employee is coded as 1, whereas private sector is coded as
2
Table -1 indicates that the mean score for job security for the public sector is 4.37,whereas the
private sector, it is 3.5.all other determinants of job satisfaction show comparatively similar mean
score only in case of job security it shows significant difference.
Table-2: tests of equality of group means
Table 1 :Group Statistics
Group Mean Std. Deviation
Valid N (list wise)
Unweighted Weighted
1 Sal 3.69 .726 78 78.000
Promo 3.68 .830 78 78.000
Secure 4.37 .584 78 78.000
workhour 3.54 .893 78 78.000
authority 3.45 .847 78 78.000
Counsel 2.69 .827 78 78.000
Share 4.22 .714 78 78.000
Appre 3.45 1.015 78 78.000
phywork 3.29 1.070 78 78.000
decision 2.63 .839 78 78.000
Acknow 3.60 .493 78 78.000
2 Sal 3.82 .666 62 62.000
Promo 3.69 .822 62 62.000
Secure 3.45 .645 62 62.000
workhour 3.13 1.032 62 62.000
authority 3.23 .638 62 62.000
Counsel 2.71 .837 62 62.000
Share 4.23 .734 62 62.000
Appre 3.45 1.019 62 62.000
phywork 3.29 1.077 62 62.000
decision 2.66 .848 62 62.000
Acknow 3.60 .495 62 62.000
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76 Dr. Prasanta Kumar Padhy, Jasmine Bhuyan
One way ANOVA was carried out to find out significant difference between the mean of two groups,
where each of the predicted determinants is treated as independent variable and the group (public or
private) is treated as dependent variable. It is observed from the table -2 that the significant
difference in the mean exists for the job security, for which p value is 0.000, which is less than
assumed level of significance. All other determinants does not seen to be any significant difference
as the p value is greater than 0.005
Table-3:Pooled Within-Groups Matrices
Sal
Prom
o
secur
e
workho
ur
authorit
y
couns
el
shar
e
appr
e
phywor
k
decisio
n
ackno
w
Sal 1.00
0
.588 -.137 .188 .221 .329 -
.247
-
.064
-.026 -.168 -.272
promo .588 1.000 -.016 .439 .443 .536 -
.258
.059 .089 .044 .078
secure -
.137
-.016 1.00
0
.022 .135 -.113 .055 -
.148
-.151 -.123 .092
Workho
ur
.188 .439 .022 1.000 .172 -.043 -
.272
-
.056
.164 -.249 -.339
Authorit
y
.221 .443 .135 .172 1.000 .490 .345 .477 .378 .302 .358
counsel .329 .536 -.113 -.043 .490 1.000 .112 .445 .368 .393 .269
Share -
.247
-.258 .055 -.272 .345 .112 1.00
0
.622 .326 .393 .516
Appre -
.064
.059 -.148 -.056 .477 .445 .622 1.00
0
.594 .680 .508
phywork -
.026
.089 -.151 .164 .378 .368 .326 .694 1.000 .494 .361
decision -
.168
.044 -.123 -.249 .302 .393 .393 .680 .494 1.000 .401
Wilks'
Lambda F df1 df2 Sig.
Sal .991 1.196 1 138 .276
Promo 1.000 .010 1 138 .920
Secure .638 78.264 1 138 .000
workhour .956 6.324 1 138 .013
authority .979 2.956 1 138 .088
Counsel 1.000 .015 1 138 .902
Share 1.000 .004 1 138 .949
Appre 1.000 .000 1 138 .987
phywork 1.000 .001 1 138 .980
decision 1.000 .053 1 138 .818
Acknow 1.000 .005 1 138 .945
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77 Dr. Prasanta Kumar Padhy, Jasmine Bhuyan
Table-3:Pooled Within-Groups Matrices
Sal
Prom
o
secur
e
workho
ur
authorit
y
couns
el
shar
e
appr
e
phywor
k
decisio
n
ackno
w
Sal 1.00
0
.588 -.137 .188 .221 .329 -
.247
-
.064
-.026 -.168 -.272
promo .588 1.000 -.016 .439 .443 .536 -
.258
.059 .089 .044 .078
secure -
.137
-.016 1.00
0
.022 .135 -.113 .055 -
.148
-.151 -.123 .092
Workho
ur
.188 .439 .022 1.000 .172 -.043 -
.272
-
.056
.164 -.249 -.339
Authorit
y
.221 .443 .135 .172 1.000 .490 .345 .477 .378 .302 .358
counsel .329 .536 -.113 -.043 .490 1.000 .112 .445 .368 .393 .269
Share -
.247
-.258 .055 -.272 .345 .112 1.00
0
.622 .326 .393 .516
Appre -
.064
.059 -.148 -.056 .477 .445 .622 1.00
0
.594 .680 .508
phywork -
.026
.089 -.151 .164 .378 .368 .326 .694 1.000 .494 .361
decision -
.168
.044 -.123 -.249 .302 .393 .393 .680 .494 1.000 .401
acknow -
.272
.079 .092 -.339 .358 .269 .516 .508 .361 .401 1.000
Table-3 indicates that the correlation between any pair of variables does not exceed 0.75, therefore,
there does not seem to be any serious problem of multicolliniary.
Table-4:Eigenvalues
Function Eigenvalue % of Variance Cumulative %
Canonical
Correlation
1 1.033a 100.0 100.0 .713
a. First 1 canonical discriminant functions were used in the analysis.
Table-4 indicates the eigenvalue for the above estimated discrinminant function is 1.033.further the
value of canonical correlation is 0.713, which mean 50.8[(0.713)2] per cent of the variance in the
discriminating model between groups due to change in the variable or determinant
Table-5:Wilks' Lambda
Test of
Function(s)
Wilks'
Lambda Chi-square df Sig.
1 .594 68.960 11 .000
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78 Dr. Prasanta Kumar Padhy, Jasmine Bhuyan
Table -5 indicates the value of wilk’s lambda is 0.594.the statistical test of significance for wilk’s
lambda was carried out with the chi-squared transformed statistic, which is 68.960 with 11 degrees
of freedom and a p value of 0.000
Table -6 gives the standardized discriminate function coefficient; it indicates that the job security is
the most important characteristics, which discriminates between job satisfaction of public and private
sector.
The structural coefficients obtained from structural matrix presented in table-7 also show that the
variable job security is the most important characteristics in discriminating between two groups
having discriminating score0.911
The value of the function at group centroid given in table-8 can be used for discriminating between
two groups
4. Result/Findings
It has been observed that degree of job satisfaction of private sector banks was found to be
comparatively slightly lower than in public sector banks. The main reasons for job dissatisfaction in
Private sector bank were job security, salary not at par with experience, not much value or credit was
given for the tasks accomplished and monotonous nature of job. Employees of private sector banks
perceive that their jobs are not secure. In fact, the effect of an open economy, globalization, and
privatization can be seen more easily in private sector banks than in public sector banks. In private
sector banks, the environment in highly competitive and job security is based on performance and
various other factors. Though it is true that this environment provides a challenging job profile, it
also creates a less secure environment. Industriousness, dedication, devotion, and commitment are
not enough to secure a job. The high level of performance of an individual is also based on various
factors. These may be market situation, existence of competitor, and government policies. Where
these factors are adverse in nature, performance automatically suffers. During this period, employees
feel insecure, this reduces overall job satisfaction.
It was found that even people with much lesser experience had salaries at par with those who
were highly experienced. On further probing it was found that the bank promoted increments based
Table-6:Standardized Canonical Discriminant Function
Coefficients
Function
1
Sal .162
Promo -.524
Secure .974
workhour .516
authority -.020
counsel .247
Share -.272
Appre .301
phywork -.240
decision .151
acknow .132
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79 Dr. Prasanta Kumar Padhy, Jasmine Bhuyan
on merit rather than number of years of service. In public sector banks, welfare policies are clearly
defined and legally enforced. Retirement, pensions, gratuity, and other related welfare policies are
effectively executed. So there is no problem with social security. In private sector banks, welfare
activities are neither well planned nor well executed. Employee turnover is very high and job
security is very low.
5. Discussion
STRATIGIES FOR IMPROVING LEVEL OF JOB SATISFACTION IN BOTH THE BANKS
Training and development programmes must be provided to the employees at regular
intervals to update their knowledge and skills.
Salaries to the employees must be given in accordance to their experience in the job.
table-7:Structure Matrix
Function
1
Secure .911
Workhour .259
Authority .177
Sal -.113
Decision -.024
Counsel -.013
Promo -.010
Acknow .007
Share -.007
Phywork .003
Appre -.002 Pooled within-groups correlations between discriminating
variables and standardized canonical discriminant functions .
Table-8:Functions at Group Centroids
group
Function
1
1 .731
2 -.920
Unstandardized canonical discriminant functions evaluated at group means
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80 Dr. Prasanta Kumar Padhy, Jasmine Bhuyan
The kind of work given to employees should be according to his/her abilities and knowledge
and their efforts for doing a particular task must be valued by giving appreciations and
rewards to the employees for their hard work so that their level of motivation increases.
Along with healthy environment, healthy relationship should also be maintained in an
organization.
The bank should provide certain benefits to their employees, so that they can perform well to
achieve organizational goals.
The job should be interesting enough, so that it must create enthusiasm among the employees.
Enough freedom must be given to the employees to take important decisions
CONCLUSION
The result of the study indicates that layoff threats, quick turnover, less welfare schemes, and less
scope for vertical growth increase job dissatisfaction. On the other hand, secure job environment,
welfare policies, and job stability increase the degree of job satisfaction. Efficient human resource
management and maintaining higher job satisfaction level in banks determine not only the
performance of the bank but also affect the growth and performance of the entire economy. So, for
the success of banking, it is very important to manage human resource effectively and to find
whether its employees are satisfied or not. Only if they are satisfied, they will work with
commitment and project a positive image of the organization
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