JOB SATISFACTION

INTRODUCTION
Job satisfaction is not the same as motivation. It is
more if an attitude, an internal state of the person
concerned. It could, for example, be associated
with a personal feeling of achievement. Job
satisfaction is an individual’s emotional reaction to
the job itself. It is his attitude towards his job.
Human resource is considered to be the most valuable
asset in any organisation. It is the sum-total of inherent
abilities, aptitudes of the employed persons who
comprise executives, supervisors and the rank and file
employees. The human resources should be utilised to
the maximum possible extent, in order to achieve
individual and organisational goals. It is thus the
employee’s performance which ultimately decides the
attainment of goals. Hence, the employee’s performance
is to a large extent influenced by motivation and job
satisfaction. Job satisfaction is all about how one feels
about (or towards) one’s job. An employee who
expresses satisfaction is said to have a positive attitude
towards the job, unlike a dissatisfied employee who has
a negative attitude towards the job. A person having
negative attitude shows a personality disposition which
is inclined to experience nervousness, tension, worry,
upset and distress, where as those with positive attitude
will feel happy with themselves, others, and with their
work. Job satisfaction reflects the extent to which people
find gratification or fulfillment in their work. Job
satisfaction shows that personal factors such as an
individual needs and aspirations determine his/her
attitude, along with group and organisational factors
such as relationships with co-workers and supervisors
and working conditions, work policies, and
compensation. A satisfied employee tends to be absent
less often, to make positive contributions, and to stay
with the organisation. The effect of job satisfaction goes
beyond organisational setting. Satisfied employees are
more likely to be satisfied citizens. These people will
hold a more positive attitude towards life in general and
make for a society of more psychologically healthy. Job
satisfaction has been considered as state of condition
where people are:
1) Induced to do work efficiently and effectively;
2) Convinced to remain in the enterprise;
3) Prepared to act efficiently during contingences;
4) prepared to welcome the changes without resistance;
5) Interested in promoting the image of the organisation;
and
6) More happy and satisfied with their job. The level of
job determines the job satisfaction.
This assessment of employees is very important to
management because they affect organisational
behaviour. Specific employee attitudes relating to job
satisfaction and also towards organisational commitment
are of major interest to the field of organisational
behaviour. Therefore, in simple words job satisfaction is
how people feel about their jobs and different aspects of
their jobs. It is the extent to which people like
(satisfaction) or dislike (dissatisfaction) their jobs. A
major part of man’s life is spent in work, which is a social
reality and social expectation. Even then, only economic
motive has never satisfied man. It is always of greater
interest to know why man works and at which level and
how he or she is satisfied with job.
Meaning and Definitions of Employee Job
Satisfaction
Employee satisfaction is a function of perceived
performance and expectations. It is a person’s feeling of
pleasure or disappointment resulting from comparing a
product’s outcome to his/her expectations. If the
performance falls short of expectations, the employee is
dissatisfied and if it matches the expectations, the
employee is satisfied. Job satisfaction can be measured
based on morale, opinion, attitude, work climate, and
quality of work life.
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.”
-Andrew J DuBrins
Job satisfaction is one part of life satisfaction.
The environment influences the job.Similarly,
since a job is important part of life, job satisfaction
influences one’s general life satisfaction. Manager
may need to monitor not only the job and
immediate work environment but also their employees
attitudes towards other part of life.

ABSTRACT
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 can achieve success and peace o
nly when the problem of satisfaction andd i s s a t i
sfaction of workers are felt understood and
s o l v e d , p r o b l e m o f e f f i c i e n c y absenteeism labo
ur 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.

a) 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 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.

b) 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
feelboreda n d f a t i g u e . J o b s w i t h t o o m u c h v a r i
e t y a n d s t i m u l a t i o n c a u s e w o r k e r s t o f e e l psy
chologically stressed and ‘burnout’.

c) 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.

d) 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 and
the overall work situation.

e) 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.

f) 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.

The Nature and Scope of Job Satisfaction:

Job satisfaction is often thought to be synonymous with
job attitudes, but is important to recognise that those
with different theoretical orientations may use the term
somewhat differently. Some measure job satisfaction in
terms of the gratification of strong needs in the work
place. Others see it as the degree of discrepancy
between what a person expects to receive from work
and what that person perceives is actually relieved. It
can also be defined as the extent to which work is seen
as providing those things that one considers conducive
to one’s welfare. In yet another view, job satisfaction is
considered a purely emotional response to job situation.
During the 1980s, however, it became apparent that,
although one’s job situation is important to that person’s
job satisfaction level, people who exhibit considerable
job satisfaction at one point of time are likely to be
happy with their job several years later, even if they
have changed occupation or employer or both. Others,
apparently remain dissatisfied across numerous work
situations12. It may be that some people continue to
seek out situations where they will be satisfied, while
others drawn towards situations where they will not. Or
people’s attitudes about facets of their environment
unrelated to their work situation may be manifested in
ways that affect job satisfaction. Closely linked to the
psychological approach to motivation is the job
satisfaction. The need and importance of fitting job to
individual is highlighted. The characteristics of job which
give the job satisfaction to the employees are the
dependent variables of job satisfaction; some of them
are listed by Locke and others. Important among them
are given below.
1) Challenging Job: Job must have scope for application
of skill, knowledge and initiative. Herzberg’s Satisfiers
and Characteristic Theory are relevant here.
2) Equitable Rewards: More than the rewards, equity
and fairness of reward is equally important. Equity
theory of motivation is relevant.
3) Supportive Working Conditions: Supportive working
conditions are equally important as the condition of work
itself improves job satisfaction. Persons are interested to
accept even a lower pay if the work place is near to their
home.
4) Supportive Colleagues/Supervisors: This is yet
another aspect which satisfy an employee. Herzberg’s
absence of dissatisfiers, Mc Clellands affiliation needs
theory and Social Information Processing Model, etc.
are relevant.
The Importance of Job Satisfaction:
When employees are allowed to operate freely, job
satisfaction can contribute substantially to the
organisational effectiveness. It can contribute to
productive output in the form of high quantity and quality
of products or services, as well as to organisational
maintenance as represented by low absenteeism and
turnover. Yet in a great many instances, aspects of the
individual, the organisation, or the environment constrain
the satisfaction-productivity relationship to the point
where its practical importance is minimal. Ultimately
stress may catch up with such a person and signs of
poor corporate citizenship may appear, but such denials
of natural satisfaction output patterns can maintain
themselves for long periods. Hence, job satisfaction is
often much more important to the individual than to the
employing organisation. Individuals can change jobs,
thereby obtaining more satisfying work. Organisation
can shift people from job to job within the firm, but their
capacity to move people from organisation to
organisation is very limited. The obvious exception is
when a firm provides outplacement assistance to its laid-
off workers.
Causes of Job Satisfaction:

Organisational Factors: There are six major

organisational factors which contribute to an employee’s
attitude towards his or her job: pay, opportunities for
promotion, the nature of work, policies of the
organisation and working conditions.
Wages: Wages play a significant role in influencing job
satisfaction. This is because of two reasons. First,
money is an important instrument in fulfilling one’s
needs. Secondly, employees often see pay as a
reflection of management’s concern for them.
Employees want a pay system which is simple, fair, and
in line with their expectations. When pay is seen as fair,
based on job demands, individual skill level, and
community pay standards, satisfaction is likely to result.
What needs emphasis is that it is not the absolute
amount paid that matters, rather it is one’s perception of
fairness.
 Promotions: Promotional opportunities affect job
satisfaction considerably. The desire for promotion is
generally strong among employees as it involves
change in job content, pay, responsibility,
independence, status and the like. An average
employee in a typical government organisation can hope
to get two or three promotions in his entire service,
though chances of promotion are better in the private
sector.
Nature of work: Most employees crave intellectual
challenges on jobs. They tend to prefer being given
opportunities to use their skills and abilities and being
offered a variety of tasks, freedom, and feedback on
how well they are doing. These characteristics make
jobs mentally challenging. Jobs that have too little
challenge create boredom. But too much challenge
creates frustration and a feeling of failure. Under
condition of moderate challenge, employees experience
pleasure and satisfaction.
Organisational policies and procedures:
Organisational policies include the basis for effecting
promotions (seniority versus merit), transfer of people,
foreign assignments, lay-off and retrenchment, appraisal
and reward systems, motivational methods, skill based
versus job based pay, and the like.
Working Conditions: Working conditions that are
compatible with an employee’s physical comfort
facilitates doing a good job which contributes in turn to
job satisfaction. Temperature, humidity, ventilation,
lighting and noise, hours of work, cleanliness of the work
place, and adequate tools and equipment are the
features which affect job satisfaction.
 Reward System: Individual can be motivated for good
performance by proper design of the rewards for good
performance, which itself depends on design of their
work environment and praise for their performance.
Punishment for poor performance can also reduce the
negative performance. Only thing, which is required, is
the analysis of work situation to determine what causes
workers to act the way they do and then initiate changes
required eliminating troublesome areas and obstructions
to performance. Specific goals are to set with workers
participation and assistance. Prompt and regular
feedback of results should be made available and
performance improvements should be rewarded with
recognition and prise.

Group Factors: Group factors wielding influence on job

satisfaction include group size and supervision.
Size: The size of the group, larger the size of the
group, lower the level of satisfaction. As size increases,
opportunities for participation and social interaction
decrease, so the ability of members to identify with the
group’s performance. More members mean dissension,
conflict, and groups and within groups. All these don not
augur well for satisfaction of members.
Supervision: Perceived quality of supervision is
another determinant of job satisfaction. Satisfaction
tends to be high when people believe that their
supervisors are more competent, have their best
interests in mind, and treat them with dignity and
respect. Communication is another aspect of
supervision. Satisfaction of members tends to be high
when they are able to communicate easily with their
supervisor.
Individual factors: Respect: When it’s lacking the
respect level varies widely throughout the organisation.
Rules and policies have a patronizing tone. Employees
are often told what to do—instead of being free to figure
things out for themselves. When it’s thriving Employees
show respect for one another regardless of rank and
title. When decision are made, there’s a thoughtful
assessment of how each option may affect people are
treated like adults. The golden rule is an implicit working
principle throughout the organisation.
Relevance: When it’s lacking people often find
themselves going through the motions of meetings,
protocol, and tradition. The organisation is infested with
valueless rules and policies. There’s a constant struggle
between employees and the organisational bureaucracy.
When it’s thriving the system allows employees to use
their time efficiently; they can spend it on any activities
that are relevant to the mission. Rules and red tape are
kept to absolute minimum.
Self Identity: when it’s lacking great importance is
placed on fitting in sameness rules. Requests for an
“away” space are routinely turned down, even when the
request is well justified. Differences are viewed as
something to “deal with” – as opposed to something to
value and “capitalize on”. When it’s thriving individuality
is encouraged.

Determinants of job satisfaction:

While analysing 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:

1. 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.

2. Level of education:
Lev el of educati on of an i ndivi dual is a factor whic h
determi nes the degree of j ob satisfaction. For
example, several studies have found negative correlation
between the
l ev el of educ ation, partic ul arl y higher l ev el of educat
i on, and j ob sati sfaction. 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.

3. 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
maket h e m m o r e s a t i s f i e d . H o w e v e r , w h e n t h e
s e a s s u m p t i o n s f a l l s h o r t o f r e a l i t y , j o b satisfa
ction 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.

4. Other factors:
Besides the above two factors, there are other i
ndividual factors which affect jobsatisfaction. 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.

Situational variables:
Situational variables related to job satisfaction lie in
organizational context – formal and
informal. Formal organization emerges out of th
e interaction of individuals in theorganization.
Some of the important factors which affect job
important factors which affect job satisfaction are
given below:
1.Working conditions:
Working conditions, particularly physical wo
r k e n v i r o n m e n t , l i k e c o n d i t i o n s o f 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.
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.

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 psychol
ogically 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
spill over effect which occurs in both directions between
job and life satisfaction.

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 th
e 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 satisf
action and productivity. Various researchstudies 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. 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.
Employee Turnover:
High employee turnover is considerable concern for
employers because it disrupts normal operations,
causes morale problems for those who stick on, and
increases the cost involved in selecting and training
replacements. The employer does whatever possible to
minimise turnover, making the employees feel satisfied
on their jobs. Unlike the relationship between
satisfaction and productivity, the connection between job
satisfaction to employee turnover is established beyond
doubt. It has been demonstrated that workers who have
relatively low levels of job satisfaction are the most likely
to quit their jobs and that organisational units with the
lowest average satisfaction levels tend to have the
highest turnover rates. However, the withdrawal
behaviour of employees is modified by certain factors.
Loyalty to the organisation is one such. Some
employees cannot imagine themselves working
elsewhere, however dissatisfied they are in their present
jobs. Availability of other places of employment also
influences turnover. If greener pastures are available, an
employee does not mind going in search of them,
notwithstanding the present level of job satisfaction he
or she enjoys.
Absenteeism:
Correlation of satisfaction to absenteeism is also proved.
Workers who are dissatisfied are more likely to take
“Mental Health” days, i.e., days off not due to illness or
personal business. Simply stated, absenteeism is high
when satisfaction is low. As in turnover, absenteeism is
subject to modification by certain factors. The degree to
which people feel that their jobs are important has a
moderating influence on their absence. Employees who
feel that their work is important tend to clock in regular
attendance. Besides, it is important to remember that
while high job satisfaction will not necessarily result in
low absenteeism, low satisfaction is likely to bring about
high absenteeism.
Satisfaction and Safety: Poor safety practices are a
negative consequence of low satisfaction level. When
people are discouraged about their jobs, company, and
supervisors, they are more liable to experience
accidents. An underlying reason for such accidents is
that discouragement may take one’s attention away from
the task at hand. In attention it leads directly to the
accidents. For example, many hand injuries from power
tools can be attributed to the operator not paying careful
attention.
Satisfaction and Job Stress: Job stress is the body’s
response to any job related factor that threatens to
disturb the person’s equilibrium. In the process of
experiencing stress is the employee’s inner state
change. Prolonged stress can cause the employee
serious ailments such as heart disease, ulcer, blurred
vision, lower back pain, dermatitis, and muscle aches.
Chronic job-dissatisfaction is a powerful source of job
stress. The employee may see no satisfactory short-
term solution to escaping this type of stress. An
employee trapping in a dissatisfying job may with draw
by such means as high absenteeism and tardiness; or
the employee may quit. Employees under prolonged
stress stemming from job-dissatisfaction often consume
too much alcohol, tobacco and drugs. These employees
are costly to the management in terms of time lost due
to frequent absences and increased payments towards
medical reimbursements.
 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 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 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.
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.
Employees:
SBI is one of the largest employers in the country with
209,567 employees as on 31 March 2017, out of which
there were 23% female employees and 3,179 (1.5%)
employees with disabilities. On the same date, SBI had
37,875 Scheduled Castes (18%), 17,069 Scheduled
Tribes (8.1%) and 39,709 Other Backward Classes
(18.9%) employees. The percentage of Officers,
Associates and Sub-staff was 38.6%, 44.3% and 16.9%
respectively on the same date. Around 13,000
employees have joined the Bank in FY 2016–17. Each
employee contributed a net profit
of ₹511,000 (US$7,400) during FY 2016–17.
OBJECTIVES OF 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.,)
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.
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.
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 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 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 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.
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.
The techniques used by the Researcher for analyzing
the 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,
In the year 1986 (M.Com project).
The techniques used by the Researcher for analyzing
the 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.
METHODOLOGY
Area 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: 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.
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
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.