Chapter I

Introduction
1.1 Employee Satisfaction
Job satisfaction or employee satisfaction has been defined in many different ways. Some believe
it is simply how content an individual is with his or her job, in other words, whether or not they
like the job or individual aspects or facets of jobs, such as nature of work or supervision. Others
believe it is not as simplistic as this definition suggests and instead that multidimensional
psychological responses to one's job are involved. Researchers have also noted that job
satisfaction measures vary in the extent to which they measure feelings about the job (affective
job satisfaction) or cognitions about the job (cognitive job satisfaction). Employee satisfaction is
closely related to productivity which is then related to firm profitability. Employee satisfaction
has a positive persuade on organizational performance. Beside this, firm profitability has a
reasonable non-recursive effect on employee satisfaction. Employee satisfaction plays a
considerable role in enhancing the firm profitability and improving operational performance of
organizations and quality of goods and services. There is no doubt in it that employee
satisfaction is critical to attain quality and profitability in organization. Employee satisfaction
impacts quality at industry, to achieve quality and profitability at organization, employee
satisfaction is fundamental and without it, organization cannot think of being successful. An
imperative relationship exists between employee and organization. This employee organization
relationship plays an important role in success of any organization. There is a need of
developments in it. Managers are believed to develop a role relationship in which actions and
decisions should promote the interest of organization. Employee involvement and contributions
in organization is outcome of the interest. The quality of employee organization relationship
requires fulfillment of needs, quality of interaction, adaptability and identification. Employee
empowerment is also an effective way of satisfying them. When employees are given employee
empowerment, then it leads to job satisfaction. Employee satisfaction is in fact job satisfaction.
Job satisfaction is an important job organization factor. Both of them are significantly related.
Therefore, it is necessary to maintain job satisfaction so that employees can be motivated.

1.2 Employee Satisfaction Determinants

Employee satisfaction, also referred to as company or staff morale, is an employees overall
attitude in regards to his or her place of employment. In order to promote a happier work
environment and a high retention rate, managers must carefully consider the determinants of job
satisfaction to adjust work environments and planning accordingly. In a 2012 Society for Human
Resource Management survey, it was revealed that employees deem the following factors of the
most importance in determining job satisfaction:
Opportunities to Use Skills and Abilities: Employees like to feel that their talents are being
appreciated, and working endlessly or performing the same tasks can start to wear on their
emotional state. It is important for leaders within organizations to recognize existing talent and
engage the employee in making the most of his or her abilities.
Job Security: As of January 2013, the unemployment rate was 7.9 percent, only a short drop
from the 8.3 percent it was in January of 2012. Since the recession, employees realize the
uncertainty of the job market and how easy it is to fall into the unemployment pool. For this
reason, job security is the second most critical factor in determining job satisfaction.
Compensation/Pay: A nice compensation package can be a wonderful draw when recruiting and
hiring, but once an employee has signed on with an organization, they need to feel as though
their efforts are being appreciated. Raises and bonuses are powerful incentives for employees to
push harder towards success, and rewarding them monetarily shows that their hard work has not
gone unnoticed. A healthy compensation plan with room for bonuses and raises when appropriate
can boost an employees job satisfaction and raise the retention rate of an organization.
Communication between Employees and Senior Management: Working in an environment
where communication is impossible leads to dissatisfaction and often times results in resentment
on the part of the employee. Open lines of communication between management and employees
instill a trust and equality that boosts company morale. Regular staff meetings and open-door
policies reiterate the importance of each employee and promotes the notion that everyones
opinion should be heard.
Relationship with Immediate Supervisor: The fifth highest reported contribution to an
employees job satisfaction is the quality of the relationship with an immediate supervisor.

Stressful work conditions and long hours can be manageable if work relationships are friendly
and everyone feels respected. Personalities are not always going to mesh harmoniously, but
while at work it is critical to keep interactions between employees and supervisors pleasant and
respectful. Regular one-on-one meetings and completely open lines of communication can be
most effective in establishing a respect between employees and their immediate supervisors.
In order to run an organization most efficiently, employees must feel a sense of satisfaction
within their jobs. Managers should strive to recognize each employee for the talents and
contributions they are able to bring to the job and reward them accordingly. Effective
communication and job security play an imperative part in employees knowing they are
respected and appreciated, which leads to an overall more successful business.

1.3 Objectives of the study:

To know the relationship between salary and job satisfaction.

To know the relationship between various variable and employee satisfaction.

To know the loyalty of the employee of citizen bank.

To know the relationship between gender and job satisfaction.

1.4 Methodology
Data collection is the process of gathering and measuring information on variables of interest, in
an established systematic fashion that enables one to answer stated research questions, test
hypotheses, and evaluate outcomes. Data Collection is an important aspect of any type of
research study. Inaccurate data collection can impact the results of a study and ultimately lead to
invalid results. Data collection methods for impact evaluation vary along a continuum.
The method used in this survey research for data analysis is the primary source of data. The
questionnaire comprising of closed-ended questions was used to collect the data required. There
were 23 respondents belonging to different age group and gender for the survey research.

1.5 Data management and analysis

The data collected from the survey was entered and analyzed by simple descriptive analysis
using Statistical Package for Social Scientists (SPSS) and Excel software. The result obtained
were entered in the excel sheet. This software was chosen as it is user friendly and it can also be
used to analyze multiple response questions. Cross section and time series analysis and cross
tabulation; (i.e. relate two sets of variables) .Various statistical measures can be used for
qualitative and quantitative data.

1.6 Limitations of the study

This report had been prepared under various limitations. So, while analyzing the data as well as
concluding the report, many constraints are seen. The limitations observed were:

The sample drawn for this research is representative of the population i.e. only
respondents were considered which might not be sufficient to make decisions related to

research objective
The information provided by the respondents may not be correct since most of them were
in a hurry and had lack of information.

Chapter II
Introduction to organization
2.1 Introduction to Citizen international Bank
Citizens Bank International Limited is a Nepalese bank headquartered in Kathmandu, Nepal.
Massive changes and developments have taken place during the past two decades in the financial
sector. Amidst all these changes, Liberalization, Privatization and Globalization in this sector
have given birth to one of the largest commercial bank, Citizens Bank International Ltd. for
economic growth and development of New Nepal. The Bank is located at Sharada Sadan,
Kamaladi, Kathmandu, the heart of financial sector of the country. Massive changes and
developments have taken place during the past two decades in the financial sector. Amidst all
these changes, for economic growth and development of New Nepal, Liberalization,
Privatization and Globalization in this sector has given birth to the largest commercial bank,
Citizens Bank International Ltd. The Bank is located at Sharada Sadan, Kamaladi, Kathmandu,
the heart of financial sector of the country. It is promoted by eminent personalities/business and
industrial houses and reputed individual having high social standing. It is managed by a team of
experienced bankers and professionals.

2.2 Vision
To be the leading bank known for its service excellence in the region.

2.3 Mission
To be a trustworthy partner for the progress of individuals and institutions by designing,
producing and delivering the best financial solutions.

2.4 Corporate Values

The Bank will constantly strive to inculcate in its services five corporate values as follows:
Customer Focus
We are committed to meet the financial needs of our customers and exceed their expectations
through innovative solutions.

Service Excellence
We promise to deliver customer centered products and services par excellence.
Human Resource
We employ bright, honest, helpful and pleasant people. We nurture and empower them to achieve
their full potential.
Corporate Governance
We believe in being accountable, conducting business ethically and maintaining transparency.
Social Responsibility
We are committed to take social initiatives for the development of the nation.

Chapter III
Data Analysis
Data analysis and interpretation:

Table:1 Distribution by Gender

Gender

Frequency

Percent

Male

16

69.6

Female

30.4

Total

23

100.0

From the above table, we can find that out of the 23 employee who filled the questionnaire on
employee satisfaction survey, 16 were male and rest 7 were female representing 69.6% of male
and 30.4% as females.
Table: 2 Distribution by position

Position

Frequency

Percent

Non manager

19

82.6

Manager

17.4

Total

23

100.0

In the above table, the number of managers is 4 while that of non manager is 19. Despite the
questionnaire was distributed to larger no. of managerial position, only 4 participated in the
survey. This shows that managers are more reluctant to provide information regarding their
satisfaction on the job compared to non managers.

Table: 3 Cross tabulation between & Chi-square

Duration of working in this bank * Satisfied working in this bank Crosstabulation
Satisfied working in this
bank
Yes

No

Total

100.0%

.0%

100.0%

Count

77.8%

22.2%

100.0%

Count

11

%
Count

54.5%
15

45.5%
7

100.0%
22

68.2%

31.8%

100.0%

Below 1 years Count

1 - 3 years
Duration of working in
this bank

3 and above

Total

The above table represents the number of satisfied and unsatisfied customer with respect to the
duration of work experience in this bank. Out of the 22 employee who responded regarding the
satisfaction with working in the surveyed bank, about 15 replied that they were somewhat
satisfied with the bank and the remaining 7 said they are completely unsatisfied in the bank. Of
the satisfied employee, 2 out of 2, below one years of experience, claim that they were satisfied
with the bank. In the category of employee working 1 to 3 years in the bank 7 employee were
satisfied out of the 9 employee who fall under this category. And the employee with the
experiences of above 3 years, 6 representing the 54.5% were somewhat satisfied working in this
bank.

Chi-square
Pearsons Chi-square: 2.258
P value = 0.323
Alpha () = 0.05

Discussions:
From the above table and p value we can see that there is significant relationship between
duration of working in the bank and the satisfaction level of the employee. From the table, we
can see that the customer percentage of satisfaction has fall with the rise in the duration of work
in the bank. This establishes a negative relationship between duration of work in the bank and the
satisfaction level. When people work in the same bank for the long duration, they are less
satisfied compared to when they had joined the bank.

Position * Satisfied working in this bank Crosstabulation

Satisfied working in this bank
Position

Non manager
Manager

Total

Yes

No

Total

Count

11

18

% within Position

61.1%

38.9%

100.0%

Count

% within Position
Count

100.0%
15

.0%
7

100.0%
22

% within Position

68.2%

31.8%

100.0%

The above table shows the customer satisfaction with the position of the bank. Of the total of 18
non managers surveyed, 11 are satisfied while 7 are unsatisfied. Of these non managers, 61.1%
are satisfied workings in the bank while 38.9% are unsatisfied working with the bank. On the
other hand, of the 4 managers surveyed 4 managers representing 100 percent are satisfied.
Pearsons Chi-square value = 2.281
P value = 0.13
Discussions:
On the basis of the p value and alpha value, we have a sufficient evidence to conclude that exist a
significant relationship between employee satisfaction and the job position. On the basis of
above table we can see that the percentage of managers satisfied is higher than that of non
managers. There may be various reason behind higher satisfaction among the managers
compared to the non managers. The higher incentives and benefits, provision of managerial

development to the top level executives, decision making power, and proper channel of
communication with top executives may be the reason for the higher satisfaction among the
managers.
Independent Sample t-test
Position and monthly salary

Independent Samples Test

Levene's Test for Equality of
Variances

F
Equal variances assumed .314
Monthly Pay Equal
assumed

variances

not

t-test for Equality of Means

Sig.

Df

Sig. (2-tailed)

.581

-3.293

21

.003

-3.973

5.500

.009

The above table checks for the significance differences between the monthly pay and the position
of the employee. It checks whether there is a significant differences in the pay of employee as
per the positions or not. In the above table the p value (0.581) is greater than the alpha value
(0.05). This shows that there is significant differences in employee pay as per the employee
positions.
Discussions
On the basis of the result of analysis between employee monthly pay and the position of the
employee, we can see that the employees with higher position are paid more salary compared to
the lower level. There exist old based pay system rather than modern pay system to base the
monthly pay on the performance basis rather than on the basis of the position of the employee.
Even though the management has claimed the performance based pay system is used to
remunerate the employee, the survey result shows that the employee pay is based on the position

of the employee. However the bank has used rewards system so as to praise and motivate the
employee with the optimal performances.
Gender and monthly pay
Independent Samples
Levene's Test for Equality of
Variances

F
Monthly Pay Equal variances assumed 1.789
Equal

variances

t-test for Equality of Means

Sig.

Df

Sig. (2-tailed)

.195

-.130

21

.898

-.113

8.776

.912

not

assumed

The above table represents the t test to check the significance differences in the monthly pay
and the gender. In the above table p value is greater than that of the alpha value at 5% level of
significance. So, we have sufficient evidence to conclude that there is a significant difference
between the pay of male and female employee of the bank.
Discussions:
On the basis of above table we can see that there is difference in the pay of male and female.
Especially the pay scale of female is less compared to male. There are various reasons for such
differences. Some of them are:

The managerial level is hold by the male population. So the pay of the male would be
higher than that of females.

Most of the female employees employed are in the entry level especially in the front desk
activities which are the lowest level job with lower pay scales.

Monthly pay and satisfaction

Independent Samples Test

Levene's

Test

for

Equality of Variances

t-test for Equality of Means

Sig.

Monthly Equal
Pay

variances

assumed

Sig.

df

tailed)

1.427

.246

1.909

20

.071

(2-

Equal variances not

2.116 15.360 .051

assumed
The above table tries to explain if there is significant difference in the monthly pay and employee
satisfaction. It provides a sufficient evidence to conclude the differences in monthly pay and
employee satisfaction. It also provides the insights if there is the differences. On the basis of the
p value(0.246) which is greater than the alpha (0.05), it is evident there is the significant
differences in the monthly pay and satisfaction.
Discussions:
On the basis of above table, the employees receiving higher remuneration are more satisfied than
the one receiving lower salary. This means that the satisfaction is dependent on the salary they
receive. It can be proved through the cross tab presented earlier. Of the entire employee,
managers are more satisfied. The main reason behind this is that the managerial staff has higher
salary compared to that of non managerial staff.
Rating of services experienced in bank
Descriptive table
Service experienced

Minimum

Maximum

Mean

Std. Deviation

flexible work time

23

2.61

1.406

coordination among employee 23

3.96

1.224

career

3.55

1.371

opportunity

development 23

better working environment

23

3.43

1.343

employee morale

22

3.05

1.253

better salary

23

4.26

1.054

The above table shows the employee satisfaction level with the different elements of job
satisfaction. It is measured from 1 to 5 scale where 1 represent strongly unsatisfied and five
represent the strongly satisfied with different elements of employee job satisfaction. The scale 3
is the neutral point. Any score below 3 shows the unsatisfied with that particular element while
the score above 3 represents the satisfaction level with that very element. From the above table
we can see that employees are satisfied with the pay scale, constructive feedback from top
executives and communication channel. However, the stress management by the organization
and the opportunity for the growth is not to the mark to satisfy the customer. Employees are
neutral regarding the supportive environment to balance the personal and professional lifes.
Discussion:
In terms of the level of satisfaction, the employees seem to be somehow satisfied working in the
bank. They had represented their satisfaction in three elements while the dissatisfaction is
represented in two elements and indifference in only one aspect of employee satisfaction. Also
the table shows that the management of citizen bank is cooperative and they give more feedback
to their subordinates for the job performances. This positive and constructive feedback also
represents the highest level of customer satisfaction. To check the validity of responses we try to
average the satisfaction in other six aspects and compare it with the mean satisfaction of
employee as shown in the above table. The mean of all six aspect of customer satisfaction is 3.09
while the average of satisfaction as represented by the employee is 3.13 which is approximately
the same. So this measure gives us the insight that the statement we took to measure employee
satisfaction is valid and proved in mathematical expressions as well.

Correlation Matrix

Receive
useful

supporting

and

environme proper

construct Rewards nt
Paid
Satisfied
with
job
Satisfied with the job

the the work i from

do
647**(.0
01)

Paid fairly for the work i

do

seniors
.
298(.167)

.
1

useful

constructive

and

feedback

of

communicatio

the work and n between top

performa personal

and low level proper

nces

life

mgmt

stress

managemet

489*(.01 538**(.00 .618**(.002) .566**(.005)

8)

8)

596**(.0 495*(.01 .248(.253) .522*(.011)

03)

Receive

are based balance

fairly for feedback on

.
1

ive

to channel

.577**(.004)

6)

.
340(.113)

.000(1)

.501*(.015)

.536**(.008)

from seniors
Reward are based on the

.147(.504) .545**(.007) .595**(.003)

performances
supporting environment

.319(.137)

.372(.080)

.695**(.000)

to balance work and

personal life
proper
channel

of

communication between
top and low level mgmt
proper stress managemet

Receive
useful

supporting

and

environme proper

construct Rewards nt
Paid
Satisfied
with
job
Satisfied with the job

the the work i from

do
647**(.0
01)

Paid fairly for the work i

do

seniors
.
298(.167)

.
1

useful

constructive

and

feedback

of

communicatio

the work and n between top

performa personal

and low level proper

nces

life

mgmt

stress

managemet

489*(.01 538**(.00 .618**(.002) .566**(.005)

8)

8)

596**(.0 495*(.01 .248(.253) .522*(.011)

03)

Receive

are based balance

fairly for feedback on

.
1

ive

to channel

.577**(.004)

6)

.
340(.113)

.000(1)

.501*(.015)

.536**(.008)

from seniors
Reward are based on the

.147(.504) .545**(.007) .595**(.003)

performances
supporting environment

.319(.137)

.372(.080)

.695**(.000)

to balance work and

personal life
proper
channel

of

communication between
top and low level mgmt
proper stress managemet

The above table represents the correlation between different variables used for the measurement
of customer satisfaction. We try to check whether there exists the relationship between each
other. For the purpose of this we only represent the relation with the customer satisfaction and
the other variables for the measurement of employee satisfaction. We will discuss the relation in
the following points:

There is a significant relationship between the fair salary and employee satisfaction working
in the bank. This explains that if the employee perceives that they are receiving the fair salary
from the bank; they are satisfied working in the bank. So the bank should try to meet the
expectation of employee regarding the fair salary they consider doing a particular work.

There is no relationship between customer satisfaction and employee receiving constructive

feedback from top level management. This means that feedback from top level management
does not affect the customer satisfaction. Though we considered that employee satisfaction to
be dependent on the constructive feedback from top level management, this survey shows
that there exist no relationship between customer satisfaction and feedback from top level.

There is considerable relationship between employee satisfaction and the rewards based on
performances. This shows that if the rewards are based on the performances, customer
perceive high level of satisfaction and if the rewards are based on nepotism and personal
relation basis, employee exhibit high level of dissatisfaction.

The employee satisfaction is the function of environment that balances personal and
professional life. If the job balances the relationship between professional life, employee are
satisfied working in the job else not.

The employee satisfaction is dependent on the communication channel between top and
lower level of management. If there is proper communication channel between these two
levels, employees are satisfied working in the present job but if there is not well defined
channel, employee show up their dissatisfaction.

The employee satisfaction is also following the stress management in organization. If stress
is managed properly, employees are satisfied.

Chapter IV
Conclusion and Findings
Employee satisfaction plays a considerable role in enhancing the firm profitability and improving
operational performance of organizations and quality of goods and services. There is no doubt in
it that employee satisfaction is critical to attain quality and profitability in organization.
Employee satisfaction impacts quality at industry, to achieve quality and profitability at
organization, employee satisfaction is fundamental and without it, organization cannot think of
being successful. Employee satisfaction is very important to increase the productivity of the
organization. This study attempts to find the satisfaction level of the employee of the citizen
bank. Questionnaire was distributed among the employee of the bank to know their perception
and satisfaction level. Various were identified form our research.

Major Findings:
During the course of the survey and after the detail analysis of data so obtained from the survey,
we have found out the following relating to the employee satisfaction of Citizen International
Bank Limited:
There are more male employees working in this bank compared to the females. Also of
female employee most of them are working in non managerial position especially in front
desks like cash deposits and withdrawal, customer services or help desks.
The top executive are usually not interested to fill the questionnaire they are requested to
regarding employee satisfaction compared to that of non managerial staff.
There exists a negative relationship between duration of work in the bank and employee
satisfaction. The more the employee work in a particular bank, the more dissatisfied
he/she is.
Top executives are more satisfied compared to the lower level managers.
The employee pay is based on the gender and the position he/she holds in any
organizations.
The employee satisfaction is based on the employee monthly pay.
Employees are more satisfied with the monthly salary offered by the bank and
coordination among the employee. However they are unsatisfied with the flexible work
time in this bank.
Employees of this bank they are receiving constructive feedback and fair salary from the
bank but they believe that the stress management and employee morale is low working in
this bank.
Except for the constructive feedback, all other variables have a positive relationship with
employee satisfaction working in this bank.