1 

A PROJECT ON

“Employee Job Fit in Bank Of Baroda” SUBMITTED TOWARDS THE PARTIAL

FULFILLMENT OF

POST GRADUATE DIPLOMA IN

BUSINESS MANAGEMENT

(Approved by AICTE, Govt. of India-Equivalent to MBA)

ACADEMIC SESSION

2009-2011

Submitted to: Submitted by :

Prof. Timira Shukla NIKHIL SINGH

Chairperson-PGDM

IMS Ghaziabad

INSTITUTE OF MANAGEMENT STUDIES

C-238 BULANDSHAHR ROAD

LAL QUAN, PB-57

GHAZIABAD 201009

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DECLARATION

This is to certify that We, the student of Post Graduate Diploma in Management (PGDM) 3rd

Trimester were engaged in Project programme Working on the project titled “Employee Job Fit

in Bank Of Baroda”, under the guidance of Prof. Timira Shukla at Institute of Management

Studies, Lal Quan, Ghaziabad, U.P. The data mentioned in this report were obtained through

internet by us religiously. Data obtained from Primary data, Internet, books, journals and

magazines available to us has been duly acknowledged. We, hereby affirm that the work has

been done by us with utmost diligence and sincere Endeavour in all its aspects and results

reported in this study are genuine and true to best of our knowledge.

Signature:

Nikhil Singh

  3 

INSTITUTE OF MANAGEMENT STUDIES,

GHAZIABAD 

 

Certificate 

 

This is to certify that this report contains bonafide work of Neeti Shree, Neha 

Gulati,  Neha Maindoliya,  Neha Rathi,  Neha  Sahni,  Neha  Sharma, Neha  Singh, 

Nikhil  kr.  Garg,  Nikhil  Singh,  Nitesh  Kumar,  Nitin  Lathwal  During  Term  III, 

session 2009‐2011 for the subject Research Methods in Business(RMB). 

 

 

 

DATE:                                                                            Signature of Faculty 

(Timira Shukla)

  4 

ACKNOWLEDGEMENT

A single person alone can never be credited for performing any extraordinary work successfully.

It is only possible with the continuous and constant help and guidance that we receives from

others and team members.

With due respect and regards we wish to express my deep sense of gratitude, indebtedness and

sincere phrases of thanks to Prof. Timira Shukla (IMS Ghaziabad) for her valuable mentoring

and exuberant guidance, and her support for providing this guidance for making this project

successfully.

We are highly obliged by the constant support that we have got from our faculty in the project.

Finally we would say that the project has helped discover our self. We could decipher that we

had talents unknown to our self.

Thank you, once again.

Neeti Shree(BM-09116)

Neha Gulati(BM-09117)

Neha Maindoliya (BM-09118)

Neha Rathi (BM-09119)

Neha Sahani (BM-09120)

Neha Sharma (BM-09121)

Neha Singh (BM-09122)

Nikhil kumar Garg(BM-09123)

Nikhil Singh(BM-09124)

Nitesh Kumar(BM-09127)

Nitin Lathwal(BM-09128)

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ABSTRACT Defining ideal job is one of the most important aspects of any job search, yet it is often

ignored. Why? Because many people simply search for a job like the last one they had. You

thought you had finally found the perfect job. It was a promotion with a salary increase, new

challenges, and offered professional growth. But in just a short period of time you realize this is

not the ideal fit. Fit is essential because it allows you to feel good about your job and will enable

you to better perform and grow. A bad fit can lead to serious repercussions such as frustration,

poor job performance, leaving your job, and possibly ending up with a poor reference.

“Fit” relates to the similarities or match between the individual job candidate and the

workplace.

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TABLE OF CONTENTS

Section Page No.

Declaration ii

Certificate iii

Acknowledgement iv

Abstract v

Table of content vi

1.0 Introduction 7-10

1.1 Fit defined 7-8

1.2 The Importance of Fit 8-9

1.3 Benefits of aligning “ job fit” 9

1.4 Implementing Job Fit In The Organization 9-10

2.0 Justification of The Study 11

3.0 Literature Review 12-13

4.0 Objective of The Study 14

5.0 Research Methodology 15-18

6.0 Recommendations 19

7.0 Summary and Conclusion 20

8.0 Limitations. 21

References 22

Annexure 23-26

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Section 1

Introduction

Knowing yourself is essential in finding a good job fit, career experts say. Do you want to lead a

department or do you prefer a more low-key, back-office job? What do you wish to gain from

your career? What are you willing to tolerate from an employer – and what aren’t you willing to

tolerate? Knowing what you want is important and knowing what you don’t want is equally

important.

Defining ideal job is one of the most important aspects of any job search, yet it is often

ignored. Why? Because many people simply search for a job like the last one they had. You

thought you had finally found the perfect job. It was a promotion with a salary increase, new

challenges, and offered professional growth. But in just a short period of time you realize this is

not the ideal fit. Fit is essential because it allows you to feel good about your job and will enable

you to better perform and grow. A bad fit can lead to serious repercussions such as frustration,

poor job performance, leaving your job, and possibly ending up with a poor reference.

Finding the perfect job does not have to be difficult however, there’s no full proof way to

ensure a perfect match, but the more research you do, the more likely you are to end up in the

right place. One advantage of having been in a job you dislike is that you know what to avoid.

Although it’s difficult to tell if something is going to suit you until you actually do it, having a

close look at day-to-day realities reduces the risk of making another mistake.

When companies make the decision to terminate an employee, the explanation for their

action often involves the concept of corporate “fit.” In a recent study, companies indicated that

85 per cent of terminations were based on behavioral incompatibility or lack of fit. Most

companies, however, are hard-pressed to define or give substance to the concept of “fit” and

seldom give it attention during the recruitment and selection process where the focus tends to be

on technical competency only.

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1.1 FIT Defined

“Fit” relates to the similarities or match between the individual job candidate and the workplace.

Known more formally as person environment fit, the theory has been around since the early

1900s. Since then, a large body of research has amassed supporting its validity and usefulness as

an employee selection tool. It has proven to have wide-ranging impact on a variety of factors,

including individual job satisfaction, productivity, and employee turnover rates. Recent evidence

suggests it deserves more attention than it is currently given during recruitment activity.

Fit theory is multi-faceted and can be broken down into four primary components:

• Person-job fit (PJ) is the area most widely addressed by hiring authorities. At its most basic

level, it relates to the technical competency of the job candidate in relation to the technical job

demands. Of equal importance, however, are the underlying human job factors — the personality

characteristics and personal work traits that are so critical to on-the-job success. Examples of

human job factors include attention to detail, abstract reasoning skills, the ability to persuade or

influence, a sense of urgency, creativity, process-focus, being a team player, or the ability to

work in isolation.

• Person-group fit (PG) and person-supervisor fit (PS) are self-explanatory and relate to the

interpersonal alignment between and among the parties.

• Person-organization fit (PO) is the area least often considered, and yet research demonstrates

that this type of fit is critical to both organizational success and individual health and well being.

PO fit relates to the similarities or match between the individual’s values, beliefs, interests and

personal work traits, as well as the values, beliefs, and culture of the workplace. The key concept

that underpins PO fit is values-alignment. The degree of values-alignment directly impacts the

employee’s sense of job satisfaction, level of organizational commitment, and sense of

belonging.

1.2 The Importance of Fit

Fit is essential because it allows you to feel good about your job, says Carter Womack, president

and chief executive officer of Leadership at its Best in Columbus, Ohio. People who fit in at their

workplace are better able to perform and grow, he says. Ignoring warnings of a bad fit can lead to

serious repercussions.

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"You may find yourself frustrated, leaving your job and possibly end up with a bad reference," he

says. 

A variety of factors can lead to a bad job fit, ranging from holding opposing views on

etiquette or ethics, to having divergent interests, to possessing conflicting views on the

direction of the HR office. Knowing which factors are most important to you is key.

1.3 Benefits of aligning “ job fit” with the candidate when filling any position

Every single employee is important to the company’s advancement. And therefore hiring is one

of the most important responsibilities a manager possesses. Even hiring a third grade performer

brings about a lot of change in the position of the company in the market. Research has shown

that having the right people in the jobs brings a lot of business benefits to the organization like:

• Reduced turnover

• Increased productivity

• Increased job satisfaction

Having an efficient selection system in place also results in:

• Better knowledge of the requirement of the job

• Capability to distinguish how top performers differ from the other employees

• More effective recruiting of the job openings

• Ability to ask focused questions, job specific questions to discover who are the

candidates who actually fit in the job

• Better understanding of new employees’ developmental needs for success in the job

• Improved coaching by managers to help new employees

1.4 Implementing Job Fit In The Organization.

The Job Fit Test is designed to assess certain aspects of the person’s work habits, work attitudes

and analytical skills that are essential for success in the industry. The test is meant to help one

understand your strengths and

Preferences to evaluate your potential to build your career, to identify areas in which you need

additional training to succeed in the corporate world.

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This test has three types of questions, statements, scenarios and skill testing questions.

The respondent is required to examine the statements and indicate the degree to which the

answers apply to him. For the scenarios, the respondent should answer according to how he

would most likely to react in such a situation. The analytical questions should be answered

according to the viewpoint of the respondent. The person is even allowed to use a calculator,

piece of paper and a pen for this part of the test.

To receive the most correct results, the respondent should answer the questions as

accurately as possible and with honesty. There are measures in place to pick up attempts to

misrepresent one, or to answer untruthfully. After finishing the test one can receive the snapshot

of the results with an introduction, graph and a personalized interpretation of one’s test scores.

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Section 2

Justification Of Study

We have chosen this topic because this is a concern for every organization and also of individual

employees. It is very important that right person is chosen for right job thus “Study of Employee-

Job Fit” is matter of high concern while recruiting and post-recruitment as well. Person-job fit

refers to the match between the abilities of a person and the demands of a job or the desires of a

person and the attributes of a job. Thus job involvement and satisfaction all depends upon the

employee job fit. An employee can give his optimum input only when the job is challenging or

appealing and when organization’s goal matches one’s own goal thus everything is

interdependent. So we chose this topic as subject of our study.

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Section 3

Literature Review

Person job fit is an important concept in the organizational behavior research. During past few

years lot of work has been done on it. This work has given very important results and proved that

person job fit is very crucial for the smooth working and higher performance of an organization.

Jansen and Kristof-Brown, (2006) said in their study, Just as job satisfaction includes

satisfaction of an employee with his work, his co-workers, and his pay, person job fit is a general

construct made of lit with the work, work duties, and job profiles.

Werbal and Gilliland (1999) gave the concept of person job fit is the traditional foundation

for employee selection (). The most important concern in the organizations for employee

selection has been of finding those applicants who have the skills and abilities required to do the

job. Traditionally, person-job i.e. P-J fit is assessed by determining the demand of the job

through job analysis, which identifies the essential job task that an incumbent performs, and

requisite skills, knowledge and abilities to perform the job task. Taylor in 1911 stated, the

process of determining P-J fit increasingly gain importance with identification of both

statistically reliable and valid process that can be used to determine P-J fit. Determination of P-J

fit has also achieved legal support with the development of uniform guidelines (1978) on

employee selection.

Dawis, 1992; Edwards, Caplan, & Harrison, (1998); Muchinsky & Monahan, 1987;

Schneider, Kristof, Goldstein, & Smith, (1997) said, Reviews of person job fit research have

summarized studies but said little about the theoretical progress made by these studies. In general

person job fit refers to the harmony, agreement, match or any kind of similarity between the

person and the job.

Caldwell & O’Reilly, 1990; Dawis & Lofquist, 1984; French, Caplan, & Harrison, (1982)

concluded from their study that, The demand abilities perspective consists of the job demand that

are required in order to carry out the task of the job and the abilities that the individual has that

can be used to meet the job requirements. Job demands typically consist of the knowledge, skills,

and abilities required to perform at the acceptable level of the job. In employee selection

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practices, the strategies to assess P-J fit include resumes, tests, interviews, reference checks, and

a variety of the other selection tools. Studies conducted in the past have demonstrated that proved

and structured procedures for determining P-J fit are proved to be more effective for selection of

employees in comparison to unstructured techniques (Buckley &Russell, 1997; McDaniel, 1994).

According to Locke, Shaw, Saari & Latham (1981), P-J fit can be defined as the fit

between the abilities and the skills of the person and the need or requirements of the job or the

desire of the person and the attribute of the job. The components of desires perspective include

the desires of the individual and the characteristics and the attribute of the job that are required to

satisfy those desires. Individual desire includes goals, Psychological needs (Dawis & Lofquist,

1984), interest (Campbell & Hansen 1981) and values (Locke , 1976). Job supplies have been

described as general characteristic of the occupation (Holland , 1985) pay ( Lawer 1981) and

other job perspective.

McGrath (1976), Sells (1970), Shirom (1982) conducted a study on person job fit and said

that Specific type of the person job fit involves the abilities of the person and the demands of the

job. The person job fit can be analyzed into two dimensions (Edwards, 1991). Requirement-

supplies reflects the match between the desires of the employee or the person and the job the

individual performs. Demand-abilities reflect the similarities between the person’s knowledge,

his skills and abilities and the nature of the job.

All the researches conducted till date have emphasized a lot on the importance of job fit or

person job fit. This study is an attempt to study about the job fit in the banking sector in India.

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Section 4

Objective of the study

The study has been conducted with the objective of studying the job fit in the organizations. The

main objective of the study has been the following:

1. To study and analyze the Job-Fit in the Bank Of Baroda (NCR and Near by Region branches.).

2. To find the solutions to the problems being faced by the Bank of Baroda regarding the job-fit

of their employees.

4.1 Sources of data:

1. Primary Sources (Questionnaire).

2. Secondary sources (articles, books, journals, online journals).

4.2 Statistical tools used:

1. Chi-square test

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Section 5

Research Methodology

The objective of the present study can be accomplished by conducting a systematic market 

research.  Market  research  is  the  systematic  design,  collection,  analysis  and  reporting  of 

data  and  findings  that  are  relevant  to different marketing  situations  facing  the  company. 

The employees of banking sector in Bulandshar and Ghaziabad area were taken as the population

for this study. A convenient sample (non-probability sampling method) of employees was pooled

up for the current study in which respondents of this study were requested to complete the

questionnaire on voluntary basis.

This will provide us with ample amount of qualitative & quantitative data over the

years. For the purpose of the analysis of quantitative data, a number of statistical tools &

techniques will be used. This will help us study the level of satisfaction or dissatisfaction of the

employees in banking sector and study the relationship between the various factors of satisfaction

& dissatisfaction.

The data collected was by means of well developed, adopted scale having four parts.

This instrument was further modified according to the needs of the current study. The

questionnaire was distributed among the employees of BANK OF BARODA (Bulandshar,

Ghaziabad region) personally. Total of 35 questionnaires were distributed.. The data was

collected in the time frame of 20 days and then responses were fed into the Statistical Package

for Social Sciences (SPSS) version 15 for analysis and evaluation.

The marketing research process that will be adopted in the present study will consist of the 

following stages: 

5.1 Research Instruments: 

The research instruments generally used to collect the primary data are Questionnaires. 

5.1.1 Questionnaires: 

Questionnaires  are  formal  set  of  questions  prepared  to  collect  the  required  information. 

This is one of the most effective and popular techniques used in surveys. However, we had 

to  be  careful  when  drawing  up  questionnaires.  Before  deciding  on  the  questions,  it  was 

  16 

important  to  understand  the  exact  nature  of  information  required  and  who  should  be 

interviewed. The knowledge level of target respondents was kept in mind, while drawing of 

questions.  The  major  junk  of  the  respondents  were  the  employees  of  the  bank  of 

managerial and the clerical ranks.  

5.2 Sampling: 

The  sample  is  a  subset  of  a  unit  of  a  population,  collected  as  a  representation  of  it.  The 

proper sample design is essential in marketing research.  The sample has to be collected in 

such a way, that it represents the population. The sample was taken from the employees of 

bank of baroda considering the people of all age groups and work experiences. 

5.2.1 Sample Size: 

The size of  the  sample  is  an  important element  in  the  research process as  it has a direct 

affect  on  the  result  of  the  research.  The  sample  size  in  our  study  is  35.  The  marketing 

research process that will be adopted in the present study will consist of following stages: 

* Collection of data: 

 Market  research  requires  two  kinds  of  data,  i.e.,  Primary  data  and  Secondary  data,the 

organization  being  in  the  service  industry,  data  gathering  will  involve  usage  of  both 

primary and secondary data though there will be an extensive usage of primary data. There 

will  be  personal  interview  surveys  mostly  in  branches.  The  questionnaires  will  contain 

close‐ended questions. Secondary data will be collected  from various  journals, books and 

web sites. 

 

 

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* Analyze the collected information: 

 This involves converting raw data into useful information. It involves tabulation of data, 

using statistical measures with the help of Statistical Package for Social Sciences (SPSS)

version 15 for analysis and evaluation. 

* Report research findings: 

 This phase will mark the culmination of the marketing research effort. The report with the 

research findings is a formal written document. We have used the statistical tools as  

5.3 Analysis And Interpretation Of Data

The chi-square test is used to test the statistical significance of the observed association in a cross-tabulation. It assists us in determining whether a systematic association exists between two variables. Therefore , we have used the chi-square test to determine the relationship between various variables that would affect the job fit of the employees of Bank of Baroda.

Null Hypothesis :

H0 : The two factors are independent of each other .

Alternative Hypothesis :

HA: The two factors are dependent on each other .

As it is clear from the output of the chi- square test given in tables above that if we apply chi square test on the factors , ‘pay of employees and their effort level in the organization’ , then we find that the level of significance is .05 and pearsons chi-square is .013 which implies that null hypothesis is rejected and ‘pay of employees and their effort level in the organization” are dependent on each other .Similarly , if we consider the output of the chi- square test given in tables above between the “career profile of the employees and the level of inspiration given by the bank to the employees to move ahead’ , then we find that the level of significance is .05 and pearsons chi-square is .021 which implies that null hypothesis is rejected and the “career profile of the employees and the level of inspiration given by bank’ to the employees to move ahead “ are dependent on each other .

Considering the factors, “ similarity between the values of the employees and the organization and collaboration with the supervisors” , we find from the above tables that level of significance is .05 and pearsons chi-square is .004 which implies that null hypothesis is rejected and factors , “similarity between the values of the employees and the organization and collaboration with the supervisors “are dependent on each other. As it is clear from the above tables that the rest of the factors are independent of each other.

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Section 6

Recommendations

In our study we found that employees of Bank Of Baroda were satisfied with the job

profile, their work performance, their pay or appraisal opportunities. Though the satisfaction

levels differ when we carefully examined their position whether they are at clerical or managerial

level, we found that managerial level employees were more satisfied and thus give in more effort.

Though we didn’t find much scope on the part of banks to improve upon certain points we

thought if Bank Of Baroda incorporates can further add to their benefit-

1. Though several training programs are conducted for bank employees but we think their

number should be increased.

2. Banks should encourage healthy workplace relations because if employees would be

highly satisfied in their jobs they will report good feelings about their bosses, coworkers

and peers.

3. Proper breaks should be given between the working hours so as to make work more of fun

rather than a burden.

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Section 7

Summary and Conclusion

As it is clear from the interpretation that factors “pay of employees and their effort level in the organization” are dependent on each other . Therefore we conclude from this that if the bank gives more bonus and incentives to the employees , then employees are motivated to work more and give their best effort to the organization and vice-versa.

Similarly , “career profile of the employees and the level of inspiration given by the bank to the employees to move ahead” are dependent on each other which implies that if the career profile of an employee is clerical , then there are certain oppurtunities provided by the bank in the form of exams which motivates employees to work hard and move to the managerial position.

Considering the factors “ similarity between the values of the employees and the organization and collaboration with the supervisors” , we find that they are dependent on each other. This implies that if an employee’s and an organization’s goal matches , then an employee will be motivated and his performance will improve which in turn will yield positive relations with their supervisors .

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Section 8

Limitations

The main limitation in study of our project titled “Study of Employee Job Fit” was that we

needed to get our questionnaires filled by clerks and managers, which are of handful only in

banks. Thus in order to collect data of sample size 51 we had to visit many branches of Bank Of

Baroda in NCR and nearby regions likes Barielly. Another problem which we faced was that we

started our collection of data at the time when the working of banks are most hectic as it is the

time of closing so they were least interested in giving information to us, we had to persuade them

to get the information.

The most important of all we got SPSS installed in our Laptops but it was causing a lot of

problem in macintosh, we had to enter our data twice before we ultimately run it and get the

output.

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Reference

Malhotra Naresh K.(2008), “Marketing Research”, Dorling Kindersley, India.

Ozag, D., Duguma B.,(2004) “The Relationship Between Cognitive Process And

Percieved Usefulness”.

Narimawati,S.E.U, (2007),“The Influence of Work Satisfaction, Organizational

Commitment and Turnover Intention Towards the Performance of Lecturers at West”,

Journal of Applied Sciences Research, INSInet Publication, Java’s Private Higher

Education Institution, Vol.3(7), pp. 549-557.

Sekiguchi, T., (2004), “Toward A Dynamic Perspective Of Person-Environment Fit”,

Osaka Keidai Ronshu, vol. 55. http://nationalcentreoflanguageassessment.com/Documents/P-

O%20Fit%20Model.pdf

https://commerce.metapress.com/content/n578176j3676q530/resourcesecured/?target=fulltext.pdf&sid=rbmdu03j2zsq5hiyyofbtq21&sh=www.springerlink.com

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Annexure

Questionnaire

This questionnaire is for an academic purpose. The information provided by you will be

kept completely confidential.

1. Age: ……years

2. Gender.

a) Male b) Female

3.Your qualification.

a) Graduate b) Post graduate c) Professional

4. How long have you been working in the bank? …….years

5. Your current position

a) Clerical b) Managerial

6. How satisfied are you with your job profile?

a) Very satisfied

b) Slightly satisfied

c) Not at all satisfied

d) Slightly dissatisfied.

d) Strongly dissatisfied.

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7.How satisfied or dissatisfied are you with ...?

Very

dissatisfied

Rather

dissatisfied

Neither

satisfied nor

dissatisfied

Rather

satisfied

Very

satisfied

Your work

performance

Your

collaboration

with your

supervisor

Your work

duties

Your pay

Your

promotion

Opportunities

Your

relations with

your

subordinates

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8. Overall, how do you feel about your job?

Strongly

disagree

Slightly

disagree

Neither

agree nor

disagree

Slightly

agree

Strongly

agree

In general, I

like work at

this Bank

In general, I

like my

Job

9. Please indicate the degree to which you agree or disagree with the following statements

Name:

Designation:

Strongly

disagree

Slightly

disagree

Neither

agree nor

disagree

Slightly

agree

Strongly

agree

I am willing to put in a

great deal of effort beyond

that normally expected

My values and the

Bank’s values are very

similar

My skills and talent is

being used in the best way

in the bank