Job satisfaction sbi

A STUDY ON JOB SATISFACTION AMONG THE SUKUMAR M.Com., M.Phil., PGDCA.,EMPLOYEES OF STATE BANK OF INDIA IN COIMBATORE CITY COIMBATORE, TAMILNADU, INDIA

CHAPTER - I

INTRODUCTION ABOUT THE STUDY

JOB SATISFACTION

Definitions:

“Job satisfaction does not seem to reduce absence, turnover and perhaps

accident rates”.

-Robert L. Kahn

“Job satisfaction is a general attitude towards one’s job: the difference

between the amount of reward workers receive and the amount they believe

they should receive.”

-P. Robbins

Job satisfaction defines as “The amount of over all positive affect (or

feeling) that individuals have toward their jobs.”

-Hugh J. Arnold and Daniel C.

Feldman

“Job satisfaction is the amount of pleasure or contentment associated with a job. If you like your job intensely, you will experience high job satisfaction. If you dislike your job intensely, you will experience job dissatisfaction.”

By

Andrew J DuBrins,

The practice of supervision,

New Delhi

21


Human life has become very complex and completed in now-a-days. In

modern society the needs and requirements of the people are ever increasing

and ever changing. When the people are ever increasing and ever changing,

when the peoples needs are not fulfilled they become dissatisfied. Dissatisfied

people are likely to contribute very little for any purpose. Job satisfaction of

industrial workers us very important for the industry to function successfully.

Apart from managerial and technical aspects, employers can be considered as

backbone of any industrial development. To utilize their contribution they

should be provided with good working conditions to boost their job satisfaction.

Any business cab achieve success and peace only when the problem of

satisfaction and dissatisfaction of workers are felt understood and solved,

problem of efficiency absenteeism labour turnover require a social skill of

understanding human problems and dealing with them scientific investigation

serves the purpose to solve the human problems in the industry.

a) Pay.

b) The work itself.

c) Promotion

d) The work group.

e) Working condition.

f) Supervision.

PAY

Wages do play a significant role in determining of satisfaction. Pay is

instrumental in fulfilling so many needs. Money facilities the obtaining of food,

shelter, and clothing and provides the means to enjoy valued leisure interest

outside of work. More over, pay can serve as symbol of achievement and a

22


source of recognition. Employees often see pay as a reflection of organization.

Fringe benefits have not been found to have strong influence on job satisfaction

as direct wages.

THE WORK ITSELF

Along with pay, the content of the work itself plays a very major role in

determining how satisfied employees are with their jobs. By and large, workers

want jobs that are challenging; they do want to be doing mindless jobs day after

day. The two most important aspect of the work itself that influence job

satisfaction are variety and control over work methods and work place.

In general, job with a moderate amount of variety produce the most job

satisfaction. Jobs with too little variety cause workers to feel bored and fatigue.

Jobs with too much variety and stimulation cause workers to feel

psychologically stressed and ‘burnout’.

PROMOTION

Promotional opportunities have a moderate impact on job satisfaction. A

promotion to a higher level in an organization typically involves positive

changes I supervision, job content and pay. Jobs that are at the higher level of

an organization usually provide workers with more freedom, more challenging

work assignments and high salary.

23


SUPERVISION

Two dimensions of supervisor style:

1. Employee centered or consideration supervisors who establish a

supportive personal relationship with subordinates and take a personal

interest in them.

2. The other dimension of supervisory style influence participation in

decision making, employee who participates in decision that affect their

job, display a much higher level of satisfaction with supervisor an the

overall work situation.

WORK GROUP

Having friendly and co-operative co-workers is a modest source of job

satisfaction to individual employees. The working groups also serve as a social

support system of employees. People often used their co-workers as sounding

board for their problem of as a source of comfort.

WORK CONDITION

The employees desire good working condition because they lead to

greater physical comfort. The working conditions are important to employees

because they can influence life outside of work. If people are require to work

long hours and / or overtime, they will have very little felt for their families,

friends and recreation outside work.

24


Determinants of job satisfaction:

While analyzing the various determinants of job satisfaction, we have to

keep in mind that: all individuals do no derive the same degree of satisfaction

though they perform the same job in the same job environment and at the same

time. Therefore, it appears that besides the nature of job and job environment,

there are individual variables which affect job satisfaction. Thus, all those

factors which provide a fit among individual variables, nature of job, and

situational variables determine the degree of job satisfaction. Let us see what

these factors are.

Individual factors:

Individuals have certain expectations from their jobs. If their expectations

are met from the jobs, they feel satisfied. These expectations are based on an

individual’s level of education, age and other factors.

Level of education: Level of education of an individual is a factor which

determines the degree of job satisfaction. For example, several studies have

found negative correlation between the level of education, particularly higher

level of education, and job satisfaction. The possible reason for this

phenomenon may be that highly educated persons have very high expectations

from their jobs which remain unsatisfied. In their case, Peter’s principle which

suggests that every individual tries to reach his level of incompetence, applies

more quickly.

25


Age: Individuals experience different degree of job satisfaction at different

stages of their life. Job satisfaction is high at the initial stage, gets gradually

reduced, starts rising upto certain stage, and finally dips to a low degree.

The possible reasons for this phenomenon are like this.

When individuals join an organization, they may have some unrealistic

assumptions about what they are going to drive from their work. These

assumptions make them more satisfied. However, when these assumptions fall

short of reality, job satisfaction goes down. It starts rising again as the people

start to assess the jobs in right perspective and correct their assumptions. At the

last, particularly at the fag end of the career, job satisfaction goes down because

of fear of retirement and future outcome.

Other factors: Besides the above two factors, there are other individual factors

which affect job satisfaction. If an individual does not have favourable social

and family life, he may not feel happy at the workplace. Similarly, other

personal problems associated with him may affect his level of job satisfaction.

Personal problems associated with him may affect his level of job satisfaction.

Nature of job:

Nature of job determines job satisfaction which is in the form of

occupation level and job content.

Occupation level: Higher level jobs provide more satisfaction as compared to

lower levels. This happens because high level jobs carry prestige and status in

the society which itself becomes source of satisfaction for the job holders. For

example, professionals derive more satisfaction as compared to salaried people:

factory workers are least satisfied.

Job content: Job content refers to the intrinsic value of the job which depends

on the requirement of skills for performing it, and the degree of responsibility

26


and growth it offers. A higher content of these factors provides higher

satisfaction. For example, a routine and repetitive lesser satisfaction; the degree

of satisfaction progressively increases in job rotation, job enlargement, and job

enrichment.

27


Situational variables:

Situational variables related to job satisfaction lie in organizational

context – formal and informal. Formal organization emerges out of the

interaction of individuals in the organization. Some of the important factors

which affect job important factors which affect job satisfaction are given below:

1. Working conditions: Working conditions, particularly physical work

environment, like conditions of workplace and associated facilities for

performing the job determine job satisfaction. These work in two ways.

First, these provide means job performance. Second, provision of these

conditions affects the individual’s perception about the organization. If

these factors are favourable, individuals experience higher level of job

satisfaction.

2. Supervision: The type of supervision affects job satisfaction as in each

type of supervision; the degree of importance attached to individuals

varies. In employee-oriented supervision, there is more concern for

people which is perceived favourably by them and provides them more

satisfaction. In job oriented supervision, there is more emphasis on the

performance of the job and people become secondary. This situation

decreases job satisfaction.

3. Equitable rewards: The type of linkage that is provided between job

performance and rewards determines the degree of job satisfaction. If the

reward is perceived to be based on the job performance and equitable, it

offers higher satisfaction. If the reward is perceived to be based on

considerations other than the job performance, it affects job satisfaction

adversely.

28


4. Opportunity: It is true that individuals seek satisfaction in their jobs in the

context of job nature and work environment by they also attach

importance to opportunities for promotion that these job offer. If the

present job offers opportunity of promotion is lacking, it reduces

satisfaction.

5. Work group: Individuals work in group either created formally of they

develop on their own to seek emotional satisfaction at the workplace. To

the extent such groups are cohesive; the degree of satisfaction is high. If

the group is not cohesive, job satisfaction is low. In a cohesive group,

people derive satisfaction out of their interpersonal interaction and

workplace becomes satisfying leading to job satisfaction.

Effect of Job Satisfaction

Job satisfaction has a variety of effects. These effects may be seen in the

context of an individual’s physical and mental health, productivity, absenteeism,

and turnover.

Physical and Mental Health:

The degree of job satisfaction affects an individual’s physical and mental

health. Since job satisfaction is a type of mental feeling, its favourableness or

unfavourablesness affects the individual psychologically which ultimately

affects his physical health. For example, Lawler has pointed out that drug abuse,

alcoholism and mental and physical health result from psychologically harmful

jobs. Further, since a job is an important part of life, job satisfaction influences

general life satisfaction. The result is that there is spillover effect which occurs

in both directions between job and life satisfaction.29


Productivity:

There are two views about the relationship between job satisfaction and

productivity:

1. A happy worker is a productive worker,

2. A happy worker is not necessarily a productive worker.

The first view establishes a direct cause-effect relationship between job

satisfaction and productivity; when job satisfaction increases, productivity

increases; when satisfaction decreases, productivity decreases. The basic logic

behind this is that a happy worker will put more efforts for job performance.

However, this may not be true in all cases. For example, a worker having low

expectations from his jobs may feel satisfied but he may not put his efforts more

vigorously because of his low expectations from the job. Therefore, this view

does not explain fully the complex relationship between job satisfaction and

productivity.

The another view: That is a satisfied worker is not necessarily a productive

worker explains the relationship between job satisfaction and productivity.

Various research studies also support this view. This relationship may be

explained in terms of the operation of two factors: effect of job performance on

satisfaction and organizational expectations from individuals for job

performance.

1. Job performance leads to job satisfaction and not the other way round.

The basic factor for this phenomenon is the rewards (a source of

satisfaction) attached with performance. There are two types of rewards-

intrinsic and extrinsic. The intrinsic reward stems from the job itself

which may be in the form of growth potential, challenging job, etc. The 30


satisfaction on such a type of reward may help to increase productivity.

The extrinsic reward is subject to control by management such as salary,

bonus, etc. Any increase in these factors does not hep to increase

productivity though these factors increase job satisfaction.

2. A happy worker does not necessarily contribute to higher productivity

because he has to operate under certain technological constraints and,

therefore, he cannot go beyond certain output. Further, this constraint

affects the management’s expectations from the individual in the form of

lower output. Thus, the work situation is pegged to minimally acceptable

level of performance.

However, it does not mean that the job satisfaction has no impact o

productivity. A satisfied worker may not necessarily lead to increased

productivity but a dissatisfied worker leads to lower productivity.

Absenteeism:

Absenteeism refers to the frequency of absence of job holder from the

workplace either unexcused absence due to some avoidable reasons or long

absence due to some unavoidable reasons. It is the former type of absence

which is a matter of concern. This absence is due to lack of satisfaction from the

job which produces a ‘lack of will to work’ and alienate a worker form work as

for as possible. Thus, job satisfaction is related to absenteeism.

Employee turnover:

Turnover of employees is the rate at which employees leave the

organization within a given period of time. When an individual feels

dissatisfaction in the organization, he tries to overcome this through the various

ways of defense mechanism. If he is not able to do so, he opts to leave the

organization. Thus, in general case, employee turnover is related to job

31


satisfaction. However, job satisfaction is not the only cause of employee

turnover, the other cause being better opportunity elsewhere.

For example, in the present context, the rate of turnover of computer

software professionals is very high in India. However, these professionals leave

their organizations not simply because they are not satisfied but because of the

opportunities offered from other sources particularly from foreign companies

located abroad.

Improving job satisfaction:

Job satisfaction plays significant role in the organization. Therefore,

manager should take concrete steps to improve the level of job satisfaction.

1. Re-designing the job.

2. Improving the quality of work life.

3. Linking rewards with performance.

4. Improving overall organizational climate.

32


PROFILE OF SBI

The origin of the State Bank of India goes back to the first

decade of the nineteenth century with the establishment of the Bank

of Calcutta in Calcutta on 2nd June 1806. Three years later the bank

received its charter and it was re-designed as the Bank of Bengal (2nd

January 1809). A unique institution, it was the first joint-stock bank of

British India sponsored by the Government of Bengal. The Bank of

Bombay (15th April 1840) and the Bank of Madras (1st July 1843)

followed the Bank of Bengal. These three banks remained at the apex

of modern banking in India till their amalgamation as the Imperial

Bank of India on 27th January 1921.

ESTABLISHMENT

The establishment of the Bank of Bengal marked the advent of

limited liability, joint-stock banking in India. So was the associated

innovation in banking, viz. the decision to allow the Bank of Bengal

to issue notes, which would be accepted for payment of public

revenues within a restricted geographical area. This right of note issue

was very valuable not only for the Bank of Bengal but also its two

siblings, the Banks of Bombay and Madras. The three banks were

governed by royal charters, which were revised from time to time.

Each charter provided for a share capital, for-fifth of which

were privately subscribed and the rest owned by the provincial

government. The members of the board of directors, which managed

33


the affairs of each bank, were mostly proprietary directors

representing the large European managing agency houses in India;

The rest where government nominees invariably civil servants. One of

whom was elected as the president of the board.

MAJOR CHANGE IN THE CONDITIONS

A major change in the conditions of operation of the Banks of

Bengal, Bombay and Madras occurred after 1860. With the passing of

the Paper Currency Act of 1861, the right of note issue of the

presidency banks was abolished and the Government of India

assumed from 1 March 1862 the sole power of issuing paper currency

within British India. The task of management and circulation of the

new currency notes was conferred on the presidency banks and the

Government undertook the transfer the Treasury balances to the banks

at places where the banks would open branches. None of the three

banks had till than any braches (except the sole attempt ad that too a

short-lived one by the Bank of Bengal at Mirsapore in 1839) although

the charters had given them such authority. But as soon as the three

presidency band were assured of the free use of government.

IMPERIAL BANK

The Imperial Bank during the three and a half decades of its

existence recorded an impressive growth in terms of offices, reserves,

deposits, investments and advances, the increases in some cases

34


amounting to more than six-fold. The financial status and security

inherited form its forerunners no doubt provided a form and durable

platform. But the lofty traditions of banking which the Imperial Bank

consistently maintained and the high standard of integrity it observed

in its operations inspired confidence in its depositors that no other

bank in India could perhaps then equal. All these enabled the Imperial

Band acquire a pre-eminent position in the Indian banking industry

and also secure a vital place in the country’s economic life.

When India attained freedom, the Imperial Bank had a capital

base (including reserves) of Rs.11.85 crores, deposits and advances of

Rs.275.14 crores and Rs.72.94 crores respectively and a new work of

172 branches and more than 200 sub offices extending all over the

country. The State Bank of India was thus born within a new sense of

social purpose aided by the 480 offices comprising branches, sub

offices and three Local Head Offices inherited form the Imperial

Bank.

The concept of banking as mere repositories of the

community’s savings and lenders to creditworthy parties was soon to

give way to the concept of purposeful banking sub-serving the

growing and diversified financial needs of planned economic

development. The State Bank of India was destined to act banking

system into the exciting field of national development.

35


WELFARE MEASURE

SBI provides educational facilities to its employee’s children.

SBI provides loan to its employees at a low rate of interest.

SBI provides health insurance to its employees.

36


OBJECTIVES OF STUDY

The following are the objectives of the present study.

To determine the level of satisfaction of the respondents

regarding their job.

To study and understand the job satisfaction among the

employees of State Bank of India.

To study the various factors which influencing job satisfaction.

To study the relationship between the personal factors of the

employee (Income, Designation, Educational qualification,

Gender, etc.,)

37


LIMITATIONS OF THE STUDY

Data collected is based on questionnaire.

The research exercise was conducted within a limited duration.

So a detailed study could not be made.

The number of employees in State Bank of India is more, so

sample size is limited by 100.

The information collected by the observation method is very

limited.

The result would be varying according to the individuals as well

as time.

Some respondents hesitated to give the actual situation; they

feared that management would take any action against them

The findings and conclusions are based on knowledge and

experience of the respondents sometime may subject to bias

38


S.NO BRANCH NAME BRANCH CODE BRANCH ADDRESS

7. Red Fields Branch 6577

1114-C, Trichy Road,Coimbatore – 641 045.Ph: (0422) 2315019, 2316425Email: sbi.06577@ sbi.co.in

8. Saibaba Colony Branch 4792

151, N.S.R. Road,Coimbatore – 641 011.Ph: (0422) 2449323, 2442060.Email: sbi.04792@ sbi.co.in

9. Singanallur Branch 3302

886-A,Trichy Road,Coimbatore – 641 005.Ph: (0422) 2572457, 2573052.Email: sbi.03302@ sbi.co.in

10. SSI Branch, Kurichi 3595

Kurichi CIDCO Complex,Coimbatore – 641 021.Ph:(0422) 2673279, 2670806.Email: sbi.03595@ sbi.co.in

11. Tamil Nadu Agriculture University Branch 2274

Tamil Nadu Agriculture University Campus,Coimbatore – 641 003.Ph: (0422) 2452973Email: sbi.02274@ sbi.co.in

12. Narasimhanaickenpalayam Branch 8155

1/1, Mettupalayam Road,Coimbatore – 641 031.Ph: (0422) 2460016Email: sbi.08155@ sbi.co.in

39



1. Coimbatore Main Branch 0827

Kurinji Complex,Railway Station,Coimbatore – 641 018.Ph: (0422) 2300041Email: sbi.00827@ sbi.co.in

2. Peelamedu Branch 7231

Sarvajana Hr. Sec. School,Coimbatore – 641 004.Ph: (0422) 2595942 2577727Email: sbi.07231@ sbi.co.in

3. Ganapathy Branch 3690

285, sathy Road,Coimbatore – 641 006.Ph:(0422) 2529446Email: sbi.03690@ sbi.co.in

4. Race course Branch 7940

16-c, Thirugnanasambanthar Complex,Coimbatore – 641 018.Ph: (0422) 2218231Email: sbi.07940@ sbi.co.in

5. R.S.Puram Branch 3061

Municipal Building,R.S. Puram, Coimbatore – 641 002.Ph:(0422) 2548009Email: sbi.03061@ sbi.co.in

6. Chetti Palayam Branch 2208

Chetti Palayam, Pothanur Road,Coimbatore – 641 201.Ph: (0422) 2655245Email: sbi.02208@ sbi.co.in

40



13. Coimbatore City Branch 990

381&382, Oppanakara Street,Coimbatore – 641 001.Ph: (0422) 2394397Email: sbi.00990@ sbi.co.in

14. Coimbatore Nagar Branch 8608

118, Karuppanna Gounder Street,Coimbatore – 641 001.Ph: (0422) 2394901Email: sbi.08608@ sbi.co.in

15. Commercial Branch 7536

Tiruchi Road,Coimbatore – 641 018.Ph: (0422) 2302961Email: [email protected]

16. Treasury Branch 7639

Kurinji Complex,Railway Station,Coimbatore – 641 018.Ph: (0422) 2303561Email: sbi.07639@ sbi.co.in

17. C.T.O Complex Branch 5790

Dr.Balasundaram Road,Coimbatore – 641 018.Ph: (0422) 221332Email: sbi.05790@ sbi.co.in

41

mailto:[email protected]


CHAPTER II

REVIEW OF LITERATURE

Job satisfaction represents the constellations of person’s attitude

towards or about the job. In general, job satisfaction is the attitude

towards the job as a whole. Job satisfaction is a function of

satisfaction with different aspects of job, i.e. supervision, pay, works

itself, co-workers, promotion, etc., and of the particular weighting or

importance one attaches to these respective components.

The study of job satisfaction is a relatively recent phenomenon.

It can perhaps be said to have begun in earnest with the famous

Hawthorne studies conducted by Elton Mayo at the western

Electronic Company in 1920s during the course of investigations.

However they become convinced that factors of a social nature were

affecting satisfaction with the job and productivity. Since the

Hawthorne studies there has been an enormous output of work on the

nature, causes and correlates of job satisfaction.

The traditional model of job satisfaction is that it consists of the

total body of feelings that an individual has about his job. This total

body of feelings involves, in effect, weighting up the sum total of

influences of the job, the nature of job itself, the pay, the promotion.

The promotion prospects, the nature of supervision and so on. Where

the sum total of influences gives rise to feelings of satisfactions the

individual is job satisfied.

42


Where in total they give rise to feelings of job dissatisfaction the

individual is job dissatisfied. Improving any one of these influences

will lead in the direction of job satisfaction, making less satisfactory

any one of the influences will lead in the direction of the job

dissatisfaction. However, what makes a job satisfying does not

depends only on the nature of the job, but on the job expectations that

individuals have of what their job should provide. Expectancy theory

points to the importance of the individual’s expectations of his job in

determining job satisfaction. For individuals who have expectations

that their job should give them opportunities for pay, challenge, a

failure of the job to meet this expectation will lead to dissatisfaction

compared to a situation where no such expectation is involved.

What expect expectation of individuals will have of a job may

vary. For a large number of reasons, some deriving form social others

from individual causes. These proposing an expectancy theory usually

regarded over all job satisfaction as a function of satisfaction with

various elements of the job. Another theory that has dominated the

study of the nature of job satisfaction is Herzberg’s famous “Two

factory Theory’s of job satisfaction. In this he claims that the factors

which cause job satisfaction are separate and distinct from the factors

which job dissatisfaction.

The factors causing job satisfaction, which level factors such as

there relating to satisfaction with the job itself. The factors which 43


cause job dissatisfaction called hygiene factors are more concerned

with conditions of work such as pay and supervision. At no time does

Herzberg argue a job satisfactory, except may be for a short run.

Philip apple while has listed five major components of job

satisfaction as,

1. Attitude towards work group.

2. General workings conditions.

3. Attitude towards company.

4. Monetary benefits and

5. Attitude towards supervision

Other components that should be added to these five are the

individual’s state of mind about the work itself and about life in

general. The individual’s health, age, level of aspiration, social status

and political and social activities can all contribute to job satisfaction.

A person attitude toward the job may be positive or negative.

Job satisfaction is not synonymous with organizational morale,

which is the possession of felling of being accepted by and belonging

to a group of employees through adherence to common goals and

confidence in desirability of these goals. Morale is the byproduct of a

group, while job satisfaction is more of an individual stage of mind.

How ever the two concepts are interrelated in that job

satisfaction can contribute to morale and morale can contribute to job

satisfaction. For many years managers generally have believed that a

44


satisfied worker is necessarily a good worker. In other works if

management could keep all the employees “HAPPY”, good

performance would automatically follow. Charles Greene has

suggested that many managers subscribe to this be life because it

represent “the path of least residence”. Greene’s thesis is that if a

performance problem exists, increasing an employee’s happiness is

for more pleasant than discussing with the worker his or her failure to

meet standards. Although happiness eventually results from

satisfaction, this feeling goes much deeper and is far less tenuous than

happiness.

Recent research evidence generally rejects the more popular

view that satisfaction causes performance. The evidence does,

however, provide moderate support for the view that job effort causes

satisfaction. The evidence also strongly indicates that rewards

constitute a more direct cause of satisfaction that performance does

and that rewards based on current effort causes subsequent

performance. Research also indicates that a high level of job

satisfaction does have a positive impact is reducing turnover,

absenteeism, tardiness accidents, grievances and strikes. In addition,

recruitment efforts by current employees generally are more

successful if these employees are well satisfied.

Satisfied employees are preferred simply because they affect the

work environment positively. Thus even through a well satisfied

employee is not necessarily an outstanding performer; there are

45


numerous reasons for taking steps to encourage employee satisfaction.

A high level of satisfaction leads to organizational commitment while

a low level or dissatisfaction results in behaviours detrimental to the

organization.

It must be remembered that satisfaction and motivation are not

synonymous. Motivation is a drive to perform, whereas satisfaction

reflects situation. The factors that determine whether an individual is

adequately satisfied with the job differ form those that determine

whether he or she is motivated. The level of satisfaction is largely

determined by the comforts offered by the environment and situation.

Motivation on the other hand, is largely determined by the value of

rewards and their contingency on performance. Motivation results is

added effort that is turn leads to increased performance if the

individual has the ability and result of high satisfaction is increased

commitment to the organized which may or may not result is better

performance. The increased commitment normally will lessen the

number of personnel related problems, Such as strikes, excessive

absenteeism, tardiness and turnover.

46


A study on job satisfaction among workers in chemical unit (M/

S. Shri Veeco Chems Corporation, Cbe) Done by Mr.

C.M. RAVIKUMAR (MBA project) in the year 1985.

The techniques used by the Researcher for analyzing the

data was personal interview. The Researcher interviewed

sixty workers on the basis of sex, age, educational

qualification, experience, monthly income, marital status

and family income.

The tools adopted by the Researcher was percentage

method of tabulation to find job satisfaction.

A study on job satisfaction among bank officers in State Bank of

India, Jabalpur none by Mr. S. NAREND in his MBA project, in the

year 1990.


data was through questionnaire method. The Researcher

interviewed forty respondents on the basis of sex, age,

educational qualification, experience, monthly income,

marital status and family income.

The tools adopted by the Researcher was average scoring

and two-way table method to find out job satisfaction.

A study on job satisfaction of Tea Plantation Workers with

special reference to Sheikalmudi Estate, Valparai Taluk, done by

Mr.K.Madhu,47


In the year 1986 (M.Com project).


data were through questionnaire and personal interview

method. The Researcher interviewed Sixty respondents on

the basis of sex, age, educational qualification, experience,

monthly income, marital status and family income.

The tools adopted by the researcher was average scoring

and two-way table method. The hypothesis was tested

through chi-squire test and correlation to find out job

satisfaction.

The researcher had made previous study on job satisfaction in various

area.

48


CHAPTER III

METHODOLOGYArea of study:

This study was conducted in Coimbatore city.

Sample size:

The researcher has proposed to interview 100 respondents who are working in 7 branches of State Bank of India, Coimbatore and they were selected as the sample for the study.

Sources of data:

The study is based on both primary and secondary data.

Primary data:

The primary data were collected through structured questionnaire.

Secondary data:

The required secondary was collected from books, magazines and web-sites.

Sampling techniques:

The methodology followed for collecting data, selection of sample, and analysis of data is as follows:

Data collection technique:

The questionnaire has been designed and supplied to the respondents for collecting primary data from customers.

Tools for analysis:49


The following statistical tools are used in the study for the purpose of analysis.

Percentage analysis:

It refers to a special kind of ratio; percentages are used to comparison between two or more series of data and also to describe the relation. Since the percentage reduced everything to a common base and there by allow meaningful comparison to be made.

Chi – square test:

Chi – square test is applied to test the goodness of fit to verify the distribution of observed data with assumed theoretical distribution. Therefore it is a measure to study the divergence of actual and expected frequencies; Karl Pearson’s has developed a method to test the difference between the theoretical (hypothesis) and the observed value.

Chi – square test (X2) = (O – E)2 / E

Degrees Of Freedom = V = (R – 1) (C -1)

Were,

‘O’ = Observed Frequency

‘E’ = Expected Frequency

‘R’ = Number of Rows

‘C’ = Number of Columns.

50


CHAPTER – IV

ANALYSIS AND INTERPRETATION

This chapter is allocated for analysis and interpretation of data. Preparing percentage analysis, two-way table and chi-squire test does the analysis of job satisfaction, which are directly extracted from the questionnaire. The variations in the extent of the consumer satisfaction can be measured with the variables such as job secured, promotional opportunity, relationship with management, and satisfaction factors of the respondents.

The following are the tools used to carry out the analysis, are:

PERCENTAGE ANALYSIS:

It refers to special kind of ratio; percentages are used in making comparison between two or more series of data, and used to describe the relation. Since to percentage reduced everything to a common based and thereby allows meaningful comparison to be made.

TWO-WAY ANALYSIS:

The score secured by the respondents who falls between the score as up to 50 indicates less satisfaction of the respondents, from 51 – 70 are got average satisfaction and 71 – 90 respondents are highly satisfied.

CHI-SQUARE TEST:

Chi-square test is applied to test the goodness of fit, to verify the distribution of observed data with assumed theoretical distribution. Therefore it is a measure to study the divergence of actual and

51


expected frequencies, Karl Pearson’s has developed a method to test the difference between the theoretical (hypothesis) & the observed value.

Chi – square test (X2) = (O – E)2 / E

Degrees Of Freedom = V = (R – 1) (C -1)

Were,

‘O’ = Observed Frequency

‘E’ = Expected Frequency

‘R’ = Number of Rows

‘C’ = Number of Columns

NOTE: For all the chi-square test the table value has taken @ 5% level of significance.

52


CALCULATION OF SATISFACTORY SCORES

The Respondents were asked to state their level of Satisfaction relating to twenty factors. Based on their responses the Satisfaction score obtained by each respondent was found out. Points or scores were allocated based on the response. For each of the factor three levels of satisfaction were assigned namely high, medium and low. For high satisfaction three points were given, for Medium two and for low satisfaction one point was given. The total scores secured by each respondent were thus arrived at. All the hundred respondents were classified based on their level of satisfaction. Those who have obtained up to 30 points were classified under low satisfaction category, Respondents with 30 – 45 points were classified under medium satisfaction category and those with more than 45 points were classified under high satisfaction category.

NUMBER OF RESPONDENTS AND LEVEL OF SATISFACTION

LEVEL OF SATISFACTION NO. OF RESPONDENTS

HIGH SATISFACTION 23

MEDIUM SATISFACTION 54

LOW SATISFACTION 23

TOTAL 100

53


Table No – 4.1

TABLE SHOWING OPINION OF RESPONDENTS TOWARDS AGE

AGE RESPONDENTS PERCENTAGE (%)

BELOW 30 39 39

31 TO 45 43 43

ABOVE 45 18 18

TOTAL 100 100

Interpretation:

The above table indicates that

39% of the respondents belongs to the age group of less than 30

years.

43% of the respondents belongs to the age group of 31- 45 years.

18% of the respondents belongs to the age group of above 45

years.

54


Table No – 4.2

TABLE SHOWING OPINION OF RESPONDENTS TOWARDS MARITAL STATUS

MARTIAL STATUS RESPONDENTS PERCENTAGE (%)

MARRIED 76 76

SINGLE 24 24

TOTAL 100 100

Interpretation:


76% respondents are married, and

24% of the respondents are unmarried.

55


Table No – 4.3

TABLE SHOWING OPINION OF RESPONDENTS TOWARDS GENDER

GENDER RESPONDENTS PERCENTAGE (%)

MALE 62 62

FEMALE 38 38

TOTAL 100 100

Interpretation:


62% respondents are male, and

38% of the respondents are female.

56


Table No – 4.4

TABLE SHOWING OPINION OF RESPONDENTS OF DIFFERENT LEVELS OF JOB

LEVEL OF JOB RESPONDENTS PERCENTAGE (%)ACCOUNTANT 26 26CASHIER 21 21CLERK 35 35CONSUMER CARE EXECUTIVE 6 6

MANAGER 12 12TOTAL 100 100

Interpretation:


26% of respondents are accountants,

21% of respondents are cashiers,

35% of respondents are clerks,

6% of respondents are consumer care executives, and

12% of respondents are managers.

57


58


Table No – 4.5

TABLE SHOWING OPINION OF RESPONDENTS TOWARDS EXPERIENCE

EXPERIENCE RESPONDENTS PERCENTAGE (%)

LESS THAN 5 59 59

6 TO 10 36 36

ABOVE 10 5 5

TOTAL 100 100

Interpretation:


59% of the respondents belongs to the group of less than 5 years experience.

36% of the respondents belongs to the group of 6 - 10 years experience.

5% of the respondents belongs to the group of above 10 years experience.

59


Table No – 4.6

TABLE SHOWING OPINION OF RESPONDENTS TOWARDS MONTHLY SALARY

MONTHLY SALARY RESPONDENTS PERCENTAGE (%)

BELOW Rs.10,000 24 24

Rs.10,001 TO Rs.20,000 54 54

Rs.20,001 TO Rs.30,000 16 16

ABOVE Rs.30,000 6 6

TOTAL 100 100

Interpretation:


24% of the respondents belongs to the group of Below Rs.10,000.

54% of the respondents belongs to the group of Rs.10,001 to Rs.20,000.

16% of the respondents belongs to the group of Rs.20,001 to Rs.30,000.

6% of the respondents belongs to the age group of above Rs.30,000.

60


Table No – 4.7

TABLE SHOWING OPINION OF RESPONDENTS TOWARDS EDUCATIONAL QUALIFICATION

EDUCATIONAL QUALIFICATION RESPONDENTS PERCENTAGE (%)

GRADUATE 37 37

POST-GRADUATE 63 63

TOTAL 100 100

Interpretation:


37% of the respondents are Graduates, and

63% of the respondents are Post Graduates.

61


Table No – 4.8

TABLE SHOWING OPINION OF RESPONDENTS TOWARDS FAMILY SIZE

FAMILY SIZE RESPONDENTS PERCENTAGE (%)

UP TO 2 5 5

3 TO 5 65 65

ABOVE 5 30 30

TOTAL 100 100

INTERPRETATION:

The above table reveals that

5% of the respondents belongs to the group of upto 2 members in the family.

65% of the respondents belongs to the group of 3 – 5 members in the family.

30% of the respondents belongs to the group of above 5 members in the family.

62


Table No – 4.9

TABLE SHOWING RESPONDENT’S OPINION ABOUT SALARY

Man work to earn every employee is te organisation will expect a

corret pay to be paid for the job done by him. The reasonable pay for each

job which is performed in theorganisation. This scale of pay may help for

the job satisfaction to a certain extent.

SALARY AND NUMBER OF RESPONDENTS

SALARY SATISFACTION RESPONDENTS PERCENTAGE (%)

AGREE 61 61

DIS-AGREE 36 36

STRONGLY AGREE 3 3

TOTAL 100 100

INTERPRETATION:


61% of the respondents are agreed with his salary satisfaction.

36% of the respondents are disagreed with his salary satisfaction.

3% of the respondents are strongly agreed with his salary satisfaction.

63


64


Table No – 4.10

TABLE SHOWING RESPONDENT’S OPINION ABOUT PROMOTIONAL OPPORTUNITIES

PROMOTIONAL OPPORTUNITY SATISFACTION

RESPONDENTS PERCENTAGE (%)

AGREE 60 60

DIS-AGREE 23 23

STRONGLY AGREE 6 6

STRONGLY DIS-AGREE 3 3

UNDECIDED 8 8

TOTAL 100 100

INTERPRETATION:


60% of the respondents are agree with their promotional opportunities.

23% of the respondents are disagree with their promotional opportunities.

6% of the respondents are strongly agree with their promotional opportunities.

3% of the respondents are strongly dis-agree with their promotional opportunities.

8% of the respondents are undecided with their promotional opportunities.

65


66


Table No – 4.11

TABLE SHOWING RESPONDENT’S OPINION ABOUT WORKING CONDITION

OPINION RESPONDENTS PERCENTAGE (%)

GOOD 67 67

FAIR 22 22

EXCELLENT 9 9

UNDECIDED 2 2

TOTAL 100 100

INTERPRETATION:


67% of the respondents are satisfied with the working conditions.

22% of the respondents are not satisfied with the working condition.

67


68


Table No – 4.12

TABLE SHOWING RESPONDENT’S OPINION ABOUT NATURE OF JOB


GOOD 63 63

FAIR 25 25

EXCELLENT 2 2

POOR 9 9

UNDECIDED 1 1

TOTAL 100 100

INTERPRETATION:


63% of the respondents feel that the nature of job is good.

25% of the respondents feel that it is fair.

69


70


Table No – 4.13

TABLE SHOWING RESPONDENT’S OPINION ABOUT TRAINING OPPORTUNITIES


GOOD 63 63

FAIR 26 26

EXCELLENT 6 6

POOR 2 2

UNDECIDED 3 3

TOTAL100 100

INTERPRETATION:


63% of the respondents are satisfied with their training opportunities.

26% of the respondents are not satisfied with their training opportunities.

71


72


Table No – 4.14

TABLE SHOWING RESPONDENT’S OPINION ABOUT RELATIONSHIP WITH MANAGEMENT


GOOD 70 70

FAIR 13 13

EXCELLENT 11 11

POOR 3 3

UNDECIDED 3 3

TOTAL 100 100

INTERPRETATION:


70% of the respondents are agreed that they have cordial relationship with management.

13% of the respondents are disagreed that their relationship with management is cordial.

11% of the respondents are strongly felt that his with his their relationship with management is cordial.

73


74


Table No – 4.15

TABLE SHOWING RESPONDENT’S OPINION ABOUT RELATIONSHIP WITH CO-WORKERS


GOOD 67 67

FAIR 13 13

EXCELLENT 17 17

POOR 3 3

TOTAL 100 100

INTERPRETATION:


67% of the respondents are agree with their relationship with coworkers is satisfaction.

13% of the respondents are not satisfied with their relationship with coworkers.

17% of the respondents are very much satisfied with their relationship with coworkers is satisfied.

75


76


Table No – 4.16

TABLE SHOWING RESPONDENT’S OPINION ABOUT SATISFACTION WITH OTHER FACILITIES


GOOD 71 71

FAIR 16 16

EXCELLENT 11 11

POOR 2 2

TOTAL 100 100

INTERPRETATION:


71% of the respondents are satisfied with other facilities provided by bank.

16% of the respondents are not satisfied with other facilities provid by bank.

11% of the respondents have excellent opinion about with other facilities.

77


78


TWO WAY TABLE - 1

Relationship Between Age And Level Of Satisfaction

AGELEVEL OF SATISFACTION

TOTALHIGHLY SATISFIED

MEDIUM SATISFACTION

LOW SATISFACTION

BELOW 30 8(21%) 23(59%) 8(20%) 39

31 – 45 12(28%) 18(42%) 13(30%) 43

ABOVE 45 3(17%) 13(72%) 2(11%) 18

TOTAL 23 54 23 100

INFERENCE:

From the above table, it reveals that the percentage of highly

satisfied employees is more among the age group of 31 – 45 ; the low

satisfied employees is more among the age group above 45 years.

And medium satisfied employees are below 30 years. Hence, it is

clear that 31 – 45 years group employees are more satisfied.

79


TWO WAY TABLE – 2

Relationship Between Marital Status And Level Of Satisfaction

MARITAL STATUS

LEVEL OF SATISFACTIONTOTALHIGHLY

SATISFIEDMEDIUM

SATISFACTIONLOW

SATISFACTION

MARRIED 17(22%) 42(55%) 17(23%) 76

UNMARRIED 6(25%) 12(50%) 6(25%) 24

TOTAL 23 54 23 100

INFERENCE:

The above table reveals that the percentage of highly satisfied

employees are more among the Unmarried persons than the Married

persons. Hence it is clear that the unmarried persons are highly

satisfied.

80


TWO WAY TABLE – 3

Relationship Between Gender And Level Of Satisfaction

GENDERLEVEL OF SATISFACTION

TOTALHIGHLY

SATISFIEDMEDIUM

SATISFACTIONLOW

SATISFACTION

MALE20(32%) 30(48%) 12(20%) 62

FEMALE3(8%) 24(63%) 11(19%) 38

TOTAL23 54 23 100

INFERENCE:

The above table reveals that the percentage of highly satisfied

employees are more among the male respondents than the female

respondents. Hence, it is clear that the male respondents are more

satisfied.

81


TWO WAY TABLE – 4

Relationship Between Experience And Level Of Satisfaction

EXPERIENCELEVEL OF SATISFACTION


MEDIUM SATISFACTION

LOW SATISFACTION

LESS THAN 5 YEARS 14(24%) 29(49%) 16(27%) 59

6 TO 10 YEARS 6(17%) 23(64%) 7(19%) 36

ABOVE 10 YEAS 3(60%) 2(40%) 0 5

TOTAL 23 54 23 100

INFERENCE:

Form the above table the percentage of highly satisfied

employees is more among the above 10 years experience. And 6 – 10

years experienced employees are high percentage in medium

satisfaction. Hence, it is clear that the above 10 years employees are

more satisfied.

82


TWO WAY TABLE – 5

Relationship Between Salary And Level Of Satisfaction

SALARY LEVEL OF SATISFACTION


MEDIUM SATISFACTION

LOW SATISFACTION

BELOW Rs.10,000 3(12%) 16(67%) 5(21%) 24

Rs.10,001 TO Rs.20,000 14(26%) 32(59%) 8(15%) 54

Rs.20,001 TO Rs.30,000 3(19%) 3(19%) 10(62%) 16

ABOVE Rs.30,000 3(50%) 3(50%) 0 6

TOTAL 23 54 23 100

INFERENCE:

From the table the percentage of highly satisfied employees are

more among the above Rs.30,000/- income group, and the medium

satisfaction is obtained by the employees below Rs.10,000/- in

income. Hence, high salary group employees are more satisfied.

83


TWO WAY TABLE – 6

Relationship Between Education Level And Level Of Satisfaction

EDUCATIONLEVEL OF SATISFACTION


MEDIUM SATISFACTION

LOW SATISFACTION

GRADUATE 6(16%) 28(76%) 3(8%) 37POST-GRADUATE 17(27%) 26(41%) 20(32%) 63

TOTAL 23 54 23 100

INFERENCE:

The above table reveals that the highly satisfied employees are

more among the post-graduate employees than the graduate

employees.

84


TWO WAY TABLE – 7

Relationship Between Nature of Job And Level Of Satisfaction

NATURE OF JOB

LEVEL OF SATISFACTIONTOTALHIGHLY

SATISFIEDMEDIUM

SATISFACTIONLOW

SATISFACTIONACCOUNTANT 5(19%) 14(54%) 7(27%) 26CASHER 9(43%) 7(33%) 5(24%) 21CLERK 0 24(69%) 11(31%) 35CONSUMER CARE EXECUTIVE

0 6(100%) 0 6

MANAGER 9(75%) 3(25%) 0 12TOTAL 23 54 23 100

INFERENCE:

The above table reveals that the managers are highly satisfied

and the consumer care executives are come under medium

satisfaction.

85


TWO WAY TABLE – 8

Relationship Between Family Size And Level Of Satisfaction

FAMILY SIZELEVEL OF SATISFACTION


MEDIUM SATISFACTION

LOW SATISFACTION

UP TO 2 1(20%) 2(40%) 2(40%) 5

3 TO 5 15(23%) 40(62%) 10(15%) 65

ABOVE 5 7(24%) 12(40%) 11(36%) 30

TOTAL 23 54 23 100

INFERENCE:

From the above table, it reveals the percentage of highly

satisfied employees is more among the above 5 members family size.

And the medium satisfaction in 3 – 5 members family size.

86


CHI – SQUARE TEST IS CONDUCTED TO EXTEND THE RELATIONSHIP BETWEEN THE AGE AND LEVEL OF SATISFACTION:

HO: There is no significant relationship between age and level of satisfaction.

H1: There is significant relationship between age and level of satisfaction.

O E O-E (O-E)2 (O-E)2/E8 8.97 -0.97 0.94 0.1012 9.89 2.11 4.45 0.453 4.14 -1.14 1.30 0.3123 21.06 1.94 3.76 0.1818 23.22 -5.22 27.25 1.1713 9.72 3.28 10.76 1.118 8.97 -0.97 0.94 0.1013 9.89 3.11 9.67 0.982 4.14 -2.14 4.58 1.11

TOTAL 5.52

Calculated value = 5.52

Table value = 9.49

INFERENCE:

Since the calculated value is less than the table value. The Null

hypothesis is accepted. Hence, there is no significant relationship

between age and level of satisfaction.

87


CHI – SQUARE TEST IS CONDUCTED TO EXTEND THE RELATIONSHIP BETWEEN THE GENDER AND LEVEL OF SATISFACTION:

HO: There is no significant relationship between gender and level of satisfaction.

H1: There is significant relationship between gender and level of satisfaction.

O E O-E (O-E)2 (O-E)2/E

20 14.26 5.74 32.95 2.31

3 8.74 -5.74 32.95 3.77

30 33.48 -3.48 12.11 0.36

24 20.52 3.48 12.11 0.59

12 14.26 -2.26 5.11 0.36

11 8.74 2.26 5.11 0.58

TOTAL 7.97

Calculate value: 7.97

Table value: 3.84

INFERENCE:

Since the calculated value is more than the table value. So the Null hypothesis is not accepted. Hence, there is significant relationship between gender and level of satisfaction.

88


CHI – SQUARE TEST IS CONDUCTED TO EXTEND THE RELATIONSHIP BETWEEN THE MONTHLY INCOME AND LEVEL OF SATISFACTION:

HO: There is no significant relationship between monthly income and level of satisfaction.

H1: There is significant relationship between monthly income and level of satisfaction.

O E O-E (O-E)2 (O-E)2/E3 5.52 -2.52 6.35 1.1514 12.42 1.58 2.50 0.203 3.68 -0.68 0.46 0.133 1.38 1.62 2.62 1.9016 12.96 3.04 9.24 0.7132 29.16 2.84 8.07 0.283 8.64 -5.64 31.81 3.683 3.24 -0.24 0.06 0.025 5.52 -0.52 0.27 0.058 12.42 -4.42 19.54 1.5710 3.68 6.32 39.94 10.850 1.38 -1.38 1.90 1.38

TOTAL 20.54

Calculated value: 20.54

Table value: 15.51

INFERENCE:

Since the calculated value is more than the table value. So the Null hypothesis is not accepted. Hence, there is significant relationship between monthly income and level of satisfaction.

89


CHI – SQUARE TEST IS CONDUCTED TO EXTEND THE RELATIONSHIP BETWEEN THE EXPERIENCE AND LEVEL OF SATISFACTION:

HO: There is no significant relationship between experience and level of satisfaction.

H1: There is significant relationship between experience and level of satisfaction.

O E O-E (O-E)2 (O-E)2/E14 13.57 0.43 0.18 0.016 8.28 -2.28 5.20 0.633 1.15 1.85 3.42 2.9829 31.86 -2.86 8.18 0.2623 19.44 3.56 12.67 0.652 2.70 -0.70 0.49 0.1816 13.57 2.43 5.90 0.447 8.28 -1.28 1.64 0.200 1.15 -1.15 1.32 1.15

TOTAL 6.49

Calculated value: 6.49

Table value: 9.49

INFERENCE:

Since the calculated value is less than the table value. So the Null hypothesis is accepted. Hence, there is no significant relationship between experience and level of satisfaction.

90


CHI – SQUARE TEST IS CONDUCTED TO EXTEND THE RELATIONSHIP BETWEEN THE MARITAL STATUS AND LEVEL OF SATISFACTION:

HO: There is no significant relationship between marital status and level of satisfaction.

H1: There is significant relationship between marital status and level of satisfaction.

O E O-E (O-E)2 (O-E)2/E

17 17.48 -0.48 0.23 0.016 5.52 0.48 0.23 0.0442 41.04 0.96 0.92 0.0212 12.96 -0.96 0.92 0.0717 17.48 -0.48 0.23 0.016 5.52 0.48 0.23 0.04

TOTAL 0.20


Table value: 3.84

INFERENCE:

Since the calculated value is less than the table value. So the Null hypothesis is accepted. Hence, there is no significant relationship between marital status and level of satisfaction.

91


CHI – SQUARE TEST IS CONDUCTED TO EXTEND THE RELATIONSHIP BETWEEN THE NATURE OF JOB AND LEVEL OF SATISFACTION:

HO: There is no significant relationship between nature of job and level of satisfaction.

H1: There is significant relationship between nature of job and level of satisfaction.

O E O-E (O-E)2 (O-E)2/E5 5.98 -0.98 0.96 0.169 4.83 4.17 17.39 3.600 8.05 -8.05 64.80 8.050 1.38 -1.38 1.90 1.389 2.76 6.24 38.94 14.1114 14.04 -0.04 0.00 0.007 11.34 -4.34 18.84 1.6624 18.90 5.10 26.01 1.386 3.24 2.76 7.62 2.353 6.48 -3.48 12.11 1.877 5.98 1.02 1.04 0.175 4.83 0.17 0.03 0.0111 8.05 2.95 8.70 1.080 1.38 -1.38 1.90 1.380 2.76 -2.76 7.62 2.76

TOTAL 35.82Calculate value: 35.82

Table value: 15.51

INFERENCE:

Since the calculated value is more than the table value. So the Null hypothesis is not accepted. Hence, there is significant relationship between nature of job and level of satisfaction.

92


CHI – SQUARE TEST IS CONDUCTED TO EXTEND THE RELATIONSHIP BETWEEN THE FAMILY SIZE AND LEVEL OF SATISFACTION:

HO: There is no significant relationship between family size and level of satisfaction.

H1: There is significant relationship between family size and level of satisfaction.

O E O-E (O-E)2 (O-E)2/E1 1.15 -0.15 0.02 0.0215 14.95 0.05 0.00 0.007 6.90 0.10 0.01 0.002 2.70 -0.70 0.49 0.1840 35.10 4.90 24.01 0.6812 16.20 -4.20 17.64 1.092 1.15 0.85 0.72 0.6310 14.95 -4.95 24.50 1.6411 6.90 4.10 16.81 2.44

TOTAL 6.68


Table value: 9.49

INFERENCE:

Since the calculated value is less than the table value. So the Null hypothesis is accepted. Hence, there is no significant relationship between family size and level of satisfaction.

93


CHI – SQUARE TEST IS CONDUCTED TO EXTEND THE RELATIONSHIP BETWEEN THE EDUCATIONAL QUALIFICATION AND LEVEL OF SATISFACTION:

HO: There is no significant relationship between educational qualification and level of satisfaction.

H1: There is significant relationship between educational qualification and level of satisfaction.

O E O-E (O-E)2 (O-E)2/E

6 8.51 -2.51 6.30 0.74

17 14.49 2.51 6.30 0.43

28 19.98 8.02 64.32 3.22

26 34.02 -8.02 64.32 1.89

3 8.51 -5.51 30.36 3.57

20 14.49 5.51 30.36 2.10

TOTAL 11.95


Table value: 3.84

INFERENCE:

Since the calculated value is more than the table value. So the Null hypothesis is not accepted. Hence, there is significant relationship between educational qualification and level of satisfaction.

94


CORRELATION TEST CONDUCTED TO EXTENT THE RELATIONSHIP BETWEEN THE AGE AND SATISFACTION LEVEL

Score Age 15 - 30 30 - 45 45 - 60 f u fu fu2 fuv

15 – 30 8 23 8 39 -1 -39 39 0

30 – 45 12 18 13 43 0 0 0 0

45 - 60 3 13 2 18 1 18 18 -1

f 23 54 23 100 0 -21 57 -1

v -1 0 1 0

fv -23 0 23 0

fv2 23 0 23 46

Formula:

Result:

r = -100 = -0.020334918.475

INFERENCE:

The correlation shows the negative result, so the correlation between the age and satisfaction level is have a negative correlation.

95


CORRELATION TEST CONDUCTED TO EXTENT THE RELATIONSHIP BETWEEN THE FAMILY SIZE AND SATISFACTION LEVEL

ScoreFamily size 15 - 30 30 - 45 45 - 60 f u fu fu2 fuv

0 – 2 2 2 1 5 -1 -5 5 1

2 – 4 10 40 15 65 0 0 0 0

4 - 6 11 12 7 30 1 30 30 -4

f 23 54 23 100 0 25 35 -3

v -1 0 1 0

fv -23 0 23 0

fv2 23 0 23 46

Formula:

Result:

r = -300 = -0.082493636.619

INFERENCE:

The correlation shows the negative result, so the correlation between the family size and satisfaction level is have a negative correlation.

96


5.1 Summary of Findings:

The following are the findings of the study:

PERCENTAGE ANALYSIS

43% of the respondents are in the age group of 31-45 years.

62% of the respondents are male.

76% of the respondents are married.

35% of the respondents are clerk.

59% of the respondents are less than 5 years experience.

54% of the respondents monthly income as Rs. 10,001-Rs. 20,000.

Most of the respondents are Post-Graduate.

65% of the respondents are 3-5 members in family.

39% of the respondents are not satisfied and the remaining is satisfied with their salary.

Most of the respondents are agree with their promotional opportunities.

67% of the respondents are satisfying their working conditions.

63% of the respondents are satisfied with their job.

Most of the respondents agree with their training opportunities.

97


There exists a cordial relationship between employees and management.

67% of the respondents are very much satisfied with their relationship with the co-workers.

Most of the respondents satisfied other facilities.

98


TWO-WAY TABLE

Highly satisfied employees are more among the age group

of 31-45.

Highly satisfied employees are more among the unmarried

persons than the married persons.

Highly satisfied employees are more among the male

respondents than the female respondents.

Highly satisfied employees are above Rs.30,000/- income

group.

Highly satisfied employees are more among the post-

graduate than the Graduate employees.

Highly satisfied employees are above 10 years experience.

The managers are highly satisfied than the other

employees.

99


CHI- SQUARE ANALYSIS

The analysis of the survey revealed that there is no

significant relationship between Age and level of

satisfaction.

The analysis of the survey revealed that there is significant

relationship between Gender and level of satisfaction.


relationship between Monthly income and level of

satisfaction.


significant relationship between Experience and level of

satisfaction.


significant relationship between marital status and level of

satisfaction.


relationship between Nature of job and level of

satisfaction.

100



relationship between Educational Qualification and level

of satisfaction.

101


CONCLUSION

From the study, the researcher has come to know that most of the

respondents have job satisfaction; the management has taken the best

efforts to maintain cordial relationship with the employees. Due to the

working conditions prevailing in this bank, job satisfaction of each

respondent seems to be the maximum.

From the study, the researcher has come to know that most of the

employees were satisfied with the welfare measures provided by

bank. The employees of SBI get more benefits compare to other

banks. The main problem of shortage of man power is less in the SBI

compare to other banks.

102


BIBLIOGRAPHYBOOKS:

ORGANIZATIONAL BEHAVIOR - STEPHEN P ROBBINS

HUMAN RESOURCE MANAGEMENT - L.M. PRASAD

STATISTICAL METHODS - S.P. GUPTA

Web-Site :

www.sbi.com

103

http://www.sbi.com/


A STUDY ON JOB SATISFACTION AMONG THE EMPLOYEES OF STATE BANK OF INDIA IN COIMBATORE CITY

1. PERSONAL BACK ROUND

1. Name of the employee :

2. Age :

3. Gender : Male Female

4. Educational Qualification :

5. Martial status : Married Single

6. Family size :

7. Nature of job :

8. Monthly salary :

Below 10,000 10,001 to 20,000 20,001 to 30,000 above 30,000.

9. How many years you are

working in the organization? :

10. Working hours of bank :

2. JOB SATISFACTION SEGMENTS

Kindly put tick ( ) mark in only answer from various alternatives given below.

104


1. Your salary is satisfied. Agree Disagree Undecided Strongly agree Strongly disagree

2. Opinion about your job.

Excellent Good Fair Poor Undecided

3. You have the capability to achieve the targets in time.

Agree Disagree Undecided Strongly agree Strongly disagree

4. Opinion about the existing relationship between the workers and management.

Excellent Good Fair Poor Undecided

5. You feel over burden in your job. Agree Disagree Undecided Strongly agree Strongly disagree

6. You have enough time to spend with your family.


7. You feel that your working hours are convenient. Agree Disagree Undecided Strongly agree Strongly disagree

8. Advertisement for bank is satisfactory. Agree Disagree Undecided Strongly agree Strongly disagree

9. Your personal problems affect the job. Agree Disagree Undecided Strongly agree Strongly disagree

10. Your relationship with co-workers. Excellent Good Fair Poor Undecided

11. Your complaints are settled quickly by the bank.


12. Promotional basis are satisfactory. Agree Disagree Undecided Strongly agree Strongly disagree

105


13. Opinion about other facilities in your bank. Excellent Good Fair Poor Undecided

14. What you feel about the working environment? Excellent Good Fair Poor Undecided

15. What you feel about training opportunity? Excellent Good Fair Poor Undecided

16. What is your opinion about welfare factors? Excellent Good Fair Poor Undecided

106

Job satisfaction sbi

Education

Transcript of Job satisfaction sbi