0820544employees job satisfaction in banking sector of bangladesh: - a case study of “jamuna...

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EMPLOYEES JOB SATISFACTION IN BANKING SECTOR OF BANGLADESH: - A CASE

STUDY OF “JAMUNA BANK LIMITED”

By

Oishee Manee

ID: 0820544

An Internship Report Presented in Partial Fulfillment

Of the Requirements for the Degree

Bachelor of Business Administration

INDEPENDENT UNIVERSITY, BANGLADESH

April 29, 2012



EMPLOYEES JOB SATISFACTION IN BANKING SECTOR OF BANGLADESH: - A CASE

STUDY OF “JAMUNA BANK LIMITED”

By

Oishee Manee

ID: 0820544

Has been approved

April 29, 2012

____________________

Dr. A.N.M. Shibly Noman Khan

Assistant Professor

School of Business

Independent University, Bangladesh



TABLE OF CONTENTS

1.0 Introduction ......................................................................................................................1

1.1 Statement of the Problem ............................................................................................2

1.2 Purpose of the Study ...................................................................................................2

2.0 Literature Review............................................................................................................3

2.1Job Satisfaction …………………………………………………………………………. 3

2.1.1 Facet Satisfaction …………………………………………………………………..4

2.1.2 Overall Satisfaction…………………………………………………………………5

2.2 Selection ....................................................................................................................5

2.3 Training…..................................................................................................................6

2.4 Performance Based Compensation ...........................................................................7

2.5 Motivation .................................................................................................................8

3.0 Conceptual framework……………………………………………………………………..9

3.1 Research Questions ...................................................................................................10

3.2 Research Hypotheses..................................................................................................10

4.0 Research Methodology ..................................................................................................10

4.1 Research Design ........................................................................................................10



4.2Research Approach...............................................................................................11

4.3 Sampling Method ................................................................................................11

4.4 Survey Instrument………………………………………………………………11

4.5 Data Collection …...........................................................................................12

4.6 Data Analysis ....................................................................................................12

5.0 Result Analysis ...............................................................................................................13

5.1Reliability Coefficient &Descriptive Statistics............................................................13

5.2 Correlation Analysis…………………………………………………………………14

6.0 Recommendation……………………………………………………………………….15

7.0Conclusion……………………………………………………………………………….15

References.......................................................................................................................17

Appendixes ....................................................................................................................21

Appendix-A……………………………………………………………………………......21

Appendix-B…………………………………………………………………………………25



Acknowledgement

This is my humble attempt to present gratitude in preparing this report. This is the final

requirement of BBA program to get attached to an internship for three months to any

organization. Therefore, as a student of the department I go attached to Jamuna Bank Ltd to

complete my supervisor Dr. A.N.M. Shibly Noman Khan Department of Business

Administration, Independent University of Bangladesh. According to his valuable guidance,

constructive, supervision, instructions and advice and for motivating me to do this report.

At the same time, I am also grateful to the Human resource division, Head office, Jamuna Bank

Ltd for giving me opportunity to undergo the internship program. My placement of internship

program was at Mohakhali Branch. This report would not have been possible without the

dedication and contribution of a number of individuals. First, I would like to express my gratitude

to all employees of the Department of Credit of Jamuna Bank Ltd at this branch. They are

eagerness helps me in every step of the way and encouraged me to propel myself higher. To all

those so freely offered their advices and encouragements in this endeavor; I offer my most sincere

appreciations. They have been very helpful in showing me the work process and provided

relevant information for my report whenever I approached. They never hesitated or did not feel

disturbed when I asked questions. It was a great opportunity to do internship in such an

organization. The experiences I have gathered will be very beneficial for building my career.



Executive Summary

This study attempts to evaluate job satisfaction of “Jamuna Bank Ltd” employees. Banking sector

plays a pivotal role in the economic development of a country. Since one of the key factors of an

organization is its employees, the success or failure of the organization largely depends on their

satisfaction or dissatisfaction. Thus, the present study focuses on the relative importance of job

satisfaction factors and their impacts on the overall jab satisfaction of officers.

A total number of 35 employees from the bank were randomly selected as sample for the present

study. Job satisfaction had significant positive correlation with performance-based compensation

but significant negative correlation with selection and training. Job satisfaction had no significant

contribution to motivation.

Finally, some recommendations are make to improve the situation of employee’s job satisfaction.



1.0 Introduction

Bangladesh economy has been experiencing a rapid growth since the '90s. Urbanization and

lifestyle changes concurrent with the economic development created a demand for banking

products and services to support the new initiatives as well as to channelize consumer

investments in a profitable manner. A group of highly acclaimed businessmen of the country

grouped together to responded to this need and established Jamuna Bank Limited in the year 2001

and started its commercial operation on 3rd June, Jamuna Bank Limited (JBL) is a Banking

Company registered under the Companies Act 1994 with its Head Office at Chini Shilpa Bhaban,

3, Dilkusha C/A, Dhaka-1000. The “JAMUNA BANKA LIMITED” is one of the public limited

company in this country and has been operating for over 10 years. The Bank has made a

significant progress within a very short period of its existence and occupied an enviable position

among its competitors after achieving remarkable success in all areas of business operation. This

bank has 73 branches all over the Bangladesh. They have over 1,800 employees and they take

pride in being one of the preferred employers in Bangladesh. The Bank is being managed and

operated by a group of highly educated and professional team with diversified experience in

finance and banking. The Management of the bank constantly focuses on understanding and

anticipating customers' needs. The scenario of banking business is changing day by day, so the

bank's responsibility is to device strategy and new products to cope with the changing

environment. Jamuna Bank Ltd. has already achieved tremendous progress within only ten years.

The bank gives special emphasis on export, import, trade finance SME finance Retail credit and

finance to woman Entrepreneur. The bank has already ranked as one of top quality service

providers & known for its reputation. Bangladesh bank has awarded this Bank as the best primary

dealer bank. The bank undertakes all types of banking transaction to support the development of



trade and commerce in the country. JBLs service is also available for the entrepreneurs to set up

new ventures and BMRE of industrial units. Hence, in the current study, the researchers intend to

examine whether there are relationships HRM practices (Selection, Motivation, Training and

Performance based compensation) and Job Satisfaction in context of Jamuna Bank Ltd.

1.1 Statement of the Problem

The study ((Dyer & Reeves 1995; Huselid 1995; Becker & Gerhart 1996; Guest 1997; Cully

et al. 1999; Harel & Tzafrir 1999; Appelbaum et al. 2000; Kuldeep Singh 2004) found that

employees performance is related with organizational profit margin. From the literature review, it

was revealed that employees work related attitudes are related to organizations HRM practice.

Jan, Marwat, and Arif (2009) have conducted a study on the relationship between HR practices

(Selection, Motivation, Training and pay for performance). Another research conducted by

Petrescu, and Simmons (2008) found that several HRM practices raise employees overall job

satisfaction. In this research, my focus would be Job satisfaction. Job satisfaction is the reaction

of the workers against the role they play in their work (Vroom) (1967, 1999). The studies will

designee to investigate the level of achievement of employee’s job satisfaction of Jamuna Bank

Limited in Bangladesh.

1.2 Purpose of the Study

The purpose of this study is to present and test a model that identifies employees job

satisfaction enhance organizational goals in relationship with the practices of selection, Training,

Performance based compensation, and Motivation in Jamuna Bank Ltd. The profits of an

organization is very much vulnerable with performance of employees and if the

organizations.HRM practice is not appropriate employees also will not to going to perform up to



the mark. This research concentrated on specific attitudes like job satisfaction. The study will

further attempt to study and analyze whether practical and possible changes can be made in the

working environment of Jamuna Bank Ltd. to improve workplace satisfaction and thereby

improve productivity of work leading to long-term benefits to the national economy.

2.0 Literature Review

This study attempts to evaluate job satisfaction of bank officers in Bangladesh. It focuses on

the relative importance of job satisfaction factors and their impacts on the overall job satisfaction

of officers. It also investigates the impacts of bank type, work experience, age, and sex

differences on the attitudes toward job Satisfaction. The result shows that salary, efficiency in

work, fringe supervision, and co-worker relation are the most important factors contributing to

job satisfaction. Private bank officers have higher levels of job satisfaction than those from public

sectors as they enjoy better facilities and supportive work environment. Work experience is found

as the second most important factor affecting job satisfaction. Sex and age differences have

relatively lower level of impact on it. The overall job satisfaction of the bank officers is at the

positive level.

2.1 Job Satisfaction

Job satisfaction or employee satisfaction is one of the most used variables in organizational

behavior. It is an employee’s attitudinal response to his/her organization. The study of Job

Satisfaction was found to be an essential factor towards to develop the employees’ service ability

and still strongly affected the quality of service (Babakus, Yavas, Karatepe, Avci, 2003).

Kalleberg A.L. (1977) gave the meaning of working satisfaction as each employee’s integration

effective results towards working role. Each employee may be satisfied with some aspects of



work but at the same time, he may not be satisfied with other aspects of the job which may have a

total affect on job satisfaction. Locke, E. A. (1996) defined job satisfaction as a satisfactory

emotion level that results from the success of the appraisement working value. Mulige & Mueller,

(1998) found that working environments affect job satisfaction level. Snipes, Oswald &

Armenakis, (2004) explained that Intrinsic factors effect job satisfaction more than extrinsic

factors except in rewards or aspects gained. There are plethoras of definitions of job satisfaction,

some of which are contradictory in nature. Spector (1997) refers to job satisfaction in terms of

how people feel about their jobs and different aspects of their jobs. Ellickson and Logsdon (2002)

support this view by defining job satisfaction as the extent to which employees like their work.

Schermerhorn (1993) defines job satisfaction as an affective or emotional response towards

various aspects of an employee’s work. The author emphasis is that likely causes of job

satisfaction include status, supervision, co-worker relationships, job content, remuneration and

extrinsic rewards, promotion and physical conditions of the work environment, as well as

organizational structure. According to Cherrington (1994), research on job satisfaction has

identified two aspects to understanding the concept of job satisfaction, namely, the facet

satisfaction and overall satisfaction. These two concepts explained as follows:

2.1.1 Facet Satisfaction

Facet satisfaction refers to the tendency for an employee to be more or less satisfied with

various facets or aspects of the job (Johns, 1988). Cherrington (1994) refers to the various aspects

or facets of the job as the individual’s attitude about their pay, the work itself - whether it is

challenging, stimulating and attractive, and the supervisors - whether they possess the softer

managerial skills as well as being competent in their jobs.



2.1.2 Overall Satisfaction

Overall satisfaction focuses on the general internal state of satisfaction or dissatisfaction

within the individual. Positive experiences in terms of friendly colleagues, good remuneration,

compassionate supervisors and attractive jobs create a positive internal state. Negative

experiences emanating from low pay, less than stimulating jobs and criticism create a negative

internal state. Therefore, the feeling of overall satisfaction or dissatisfaction is a holistic feeling

that is dependent on the intensity and frequency of positive and negative experiences

(Cherrington, 1994).

2.2 Selection

Various theories of selection have been developed by psychologists and management scholars

Huselid (1995) pointed out earlier that by adopting best practices in selection, inflow of best

quality of skill set will be inducted adding value to skills inventory of the organization. He

stressed upon the alignment between selection as the skills of employees selected through a

rigorous and competitive process can be polished more by way of formal and informal training.

Selection practices can block knowledge sharing between groups or departments in firms

organized according the functional principle. Where assessment centers are functionally focused,

they can strengthen the sub-cultures of functions and make knowledge sharing between functions

very difficult (Currie and Kerrin, 2003). personalities, as well as the socialization of individuals

into the culture of the firm (Kristof, 1996; Judge and Cable, 1997).Gloet and Berrell (2003) point

out that in firms which adopt the codification strategy the development of technological solutions

are encouraged, particularly in electronic recruitment and psychometric testing. Internal

promotion is generally seen as a critical way to retain key members of the workforce (Pfeffer,



2005). Having recruited, developed and trained the “right sort of people”, it is unlikely that

managers want to see these workers.

2.3 Training

Training is an ideal way to learn a job. Management of individual skills is an important aspect

of doing business today, and employee development will likely grow in the future (Noe, 1999).

The benefits of employee development extend beyond the actual skills gained and their

contribution to an individual’s productivity (Benson, 2002). A table is constructed to present an

overview of the different historical definitions of the construct training.

According to Schuler and MacMillan (1984), Training has been identified as an example of

a human resource management practice that contributes to gains in competitive advantage.

Rainbird (1994) and Heyes and Stuart (1996) defined Training and employee development as a

means of engaging the commitment of employees to the enterprise and development of

organizational commitment is a process that evolves through stages over a period of time.

Sparrow (1998), Bartlett (2001) defined training can be viewed as a management practice that can

be controlled or managed to elicit a desired set of unwritten, reciprocal attitudes and behaviors,

including job involvement, motivation and organizational commitment. According to Palo &

Padhi (2003), a process of updating the knowledge, developing skills, bringing about attitudinal

and behavioral changes and improving the ability of the trainee to perform his/her tasks

efficiently and effectively.

Several factors are known to affect the effectiveness of training: behavior of individual

learner, the training program, the environment in which the trainee works and the support from

the trainee's immediate supervisor (Montesino, 2008).



2.4 Performance Based Compensation

There are a growing number of managers within the private sector who now reason that if

employee performance results in enhanced organizational performance, then employees should

share in the benefits received. In other words, they feel that workers should be appropriately and

equitably rewarded for their effort. Pay practice is one of human resources management practice

which normally refers to pay, wage, salary and benefit etc. The pay has an important role in

implementation strategies. First, a high level of pay and/or benefits relative to that of competitors

can ensure that the company attract and retains high-quality employee, but this might have a

negative impact on the company’s overall labor costs. Second, by tying pay to performance, the

company can elicit specific activities and level of performance from employee (Noe et al., 2006).

Thor (1994) and Okokie (1996) suggest that reward is an important influence on employees

because it creates satisfaction and eventually firms overall performance. However, Ehigie and

Akpan (2005) did not find a positive relationship between reward level and TQM

implementation. In spite of this, they found that when rewards are accompanied by a desirable

leadership style, the employees are inclined to practice TQM. The results of Gomez-Mejı´a and

Balkin (1992) show how group incentives may complement individual incentives rather that

substitute for them. Finally, Allen and Kilmann (2001) found a moderator effect of reward

practices between TQM and performance. Reward systems indicate what the organization values

and shapes individuals’ behavior. Studies on knowledge workers have found that they tend to

have a high need for autonomy, significant drives for achievement, stronger identity and

affiliation with a profession than a company, and a greater sense of self-direction. These

characteristics make them likely to resist the authoritarian imposition of views, rules and

structures (Despres and Hiltrop, 1995; Herzberg, 1997; Horowitz et al., 2003) .Accordingly,



mixtures of rewards is needed to motivate knowledge workers. These include: equitable salary

structures; profit-sharing or equity-based rewards; a variety of employee benefits; flexibility over

working time and location, as well as being given credit for significant pieces of work.

2.5 Motivation

Numerous organizations are competing to survive in this ever increasing challenging and

volatile market environment. Motivation and Performance of employees are powerful tools for

the long-term success of the organization. Performance measurement is a critical characteristic of

organization’s management since it reflects the progress and achievement of the organization.

The root of motivation to achieve the desired goal can vary from individual to individual. For

instance, one employee may be motivated in his work to earn higher commission, whereas

another employee may be more interested for its satisfaction or the surrounding environment

solely (Tietjen & Myers, 1998). The major factors of motivation are one’s needs, rewards, wealth,

determined goals, beliefs and dignity (Vroom, 1990). Moreover, failure, achievement or else

liability may motivate employees to carry out forceful devotion to their work. There are a number

of methods to motivate people such as rewards, punishments, actions to satisfy needs,

psychological processes, etc. Mullins (1996, p. 520) states that “motivation is a process which

may lead to job satisfaction.” Mullins (1996) concludes that the content theories of motivation are

specifically related to job satisfaction and assume a direct relationship between job satisfaction

and improved performance, while the process theories contemplate in more detail the relationship

between motivation, satisfaction and performance. According to Calder (2000), motivational

theories can be classified into two categories, namely, content theories and process theories.

According to Korman (1971) and Tharenou (1979) cited in Arnolds and Boshoff (2001),

individuals with high self perceived ability and self-image are more likely to be higher achievers



on task performance than those who have a low self-perceived ability, low success expectancy

and low self-image. Motivation explains what organizations can do to encourage people to apply

their efforts and abilities in ways that will further the achievement of the organization’s goals as

well as satisfying their own needs (Armstrong, 2001, p. 155). Cronje, Du Toit, Marais and

Motlatta (2003) further posit that content theories highlight the factors within people that guide

behavior, whereas process theories focus largely on why individuals opt for certain behavioral

choices to satisfy their desires and how they assess their satisfaction after they have attained their

objectives. Focusing on the research problem, this study will utilize (Armstrong, 2001, p. 155).

3.0 Development of Conceptual Framework

The developed conceptual framework for the proposed study is presented below:

Figure 1: Developed Conceptual Framework of Research Variables and their relationships.

3.1 Research Question

1. Is there a significant relationship between HRM Practices and employees Job Satisfaction

in context of Jamuna Bank Ltd.in Bangladesh?

3.2 Hypothesis

Selection

Performance based compensation

Motivation

Training

Job Satisfaction



1. There is a significant relationship between HRM Practices and employees Job Satisfaction

in context of Jamuna Bank Ltd.in Bangladesh.

4.0 Research Methodology

4.1 Research Design

The conceptual framework (Figure 1) illustrates the name of research variables and

relationship within them. The research questions and hypotheses clearly support this model. In

this study, the researchers are going to investigate the relationship between HRM practices and

employees job satisfaction of Jamuna Bank Ltd. When researchers investigates the effects of the

measuring variables and analyses the relationships among the variables, the design is known as

Co- relational (Graziano & Raulin, 1997; Zikmud, 2000). That is why a Co-relational research

design has been selected in order to find out the appropriate answers of the research questions and

to test the hypotheses. The model also suggests this type of design. Hence, HRM practices like;

selection, training, performance based compensation, and motivation are independent variables

and job satisfaction is considered as dependent variable. The research will use a correlation study

to establish the existence of relationships between the measured variables. In this research, the

researchers intend to identify whether any relationships exists between these measured variables

or not. A Co- relational study provides a measure of the degree between two or more variables.

Therefore, the present study will be characterized as a co-relational study.

4.2 Research Approach

To investigate research questions, the researchers will gather information from all the

employees of JBL who is currently appointed at Mohakhali branch of JBL at Dhaka. And use

questionnaire for collecting information.



4.3 Sampling Method

The study will be conducted at Mohakhali branch of Jamuna Bank in Dhaka .The research

will be conducted only to the employees of Mohakhali branch of Jamuna Bank. Therefore, the

question will be distributed via a convenience and it is a probability sampling method. The

sample size was 35 in this case.

4.4 Survey Instrument

The researcher required primary data to investigate the research problem. Because, it was

found that there was lack of secondary data (e.g. articles, journals, magazine, and records on

human resource management) in the case of JBL. To collect data from the primary sources, the

researcher used questionnaire and interview methods. In order to gain information from the bank

employees the researcher used the questionnaire method. The questionnaire was a useful method

to collect data from employees for the following reasons. First, survey about 35 employees of the

Mohakhali branch of JBL. Second, the existing study was about achievement motivation and

employees’ performance, and employees might felt unenthusiastic to confer these issues with an

interviewer. The survey questionnaire consists of three parts. The first part is about the

demographic characteristics of the respondents such as age, gender, educational background,

experience in existing organization and yearly income. The second part is in regard to HRM

practice. The question items of HRM practices used in this part are based on the study done by

Drockel (2003) and it contains 8 questions. All answers to the questions are Yes, No, I Don’t

Know. “Yes” responses were coded as 1; “No” responses were coded as 2. “I don’t know”

responses were coded as 3.The last part contains 10 job satisfactions. All are five point liker



scales ranges from 1 (Strongly Disagree) to 5 (Strongly Agree).The researchers will follow one to

one interview for the intension of collecting in depth information.

4.5 Data collection

The present research is a unique and new for Jamuna-Bank Ltd. As a result, secondary

sources of data were not available for the present study. Therefore, the study will require primary

data to investigate the research questions. To collect data from the primary sources, the study will

use questionnaire survey method.

4.6 Data analysis

The proposed study was a correlation study. As a result, after collecting the data the study

used co- relational matrix to identify whether relationships exists between the measured variables

or not. Beside this the researcher calculated the mean and standard deviation of the four

independent variables, to identify the variable have most influence on job satisfaction or not. For

this researcher used SPSS 12.0 because it is such a statistical data analysis tool that offers greater

flexibility in data analysis and visualization.



5.0 Result Analysis

5.1 Reliability coefficient and descriptive statistics

Table: 1

Reliability Coefficient and Descriptive Statistics of selection, performance based

compensation, motivation and training with job satisfaction.

Variable Number

of Items

M SD Alpha

Selection 2 1.30 .50293 .721

Performance

based

compensation

2 1.06 .20188 .639

Motivation 2 1.20 .47279 1.000

Training 2 1.30 .50293 .721

Job satisfaction 10 3.58 .86347 .912

Note: N=35

The means, standard deviations and coefficient alpha or Cronbach’s alpha of all the constructs

in the current study are displayed in Table: 1. Mean scores have been calculated by equally

weighting the mean scores of all the items. On the basis of three-point scale, the mean score for

selection is 1.30 (SD = 0.50293and alpha = 0.721). The mean score for performance based

compensation is 1.06 (SD = 0.20188 and alpha = 0.639). The mean score for motivation is 1.20

(SD = 0.47279 and alpha = 1.000). The mean score for training is 1.30 (SD = 0.50293 and alpha

= 0.721) and On the basis of five-point scale, the mean score for job satisfaction is 3.58 (SD =



0.86347and alpha = 0.912).Here standard deviation means how much the mean value deviates.

As much as the lower value of the SD is better for the accurate value of mean. Here alpha denotes

reliability of questionnaire. The higher value of alpha is higher to represent the reliability of the

questionnaire.

5.2 Correlation analysis

A correlation analysis was conducted on all variables to explore the relationship between

variables. Correlation is a vibrate measure of association or strength of the relationship between

two variables.

Table 2:

Correlation Matrix for Selection, Performance based compensation, Motivation, training and

Job satisfaction.

Note:* p< .05, **p<.01

Variables Selection Performance

based

compensation

Motivation Trainin

g

Job

satisfaction

Selection _

.188*

.853** 1.000** -.1000

Performance

based

compensation

_ .185*

.188 .217*

Motivation _

.853** .030

Training _ -.1000

Job

satisfaction

_



Here, the result of correlation analysis for all the measured variables is shown in Table 2. It

examines the correlations among selection, performance based compensation, motivation and

training with job satisfaction in the context of Jamuna Bank Ltd. As depicted in Table: 2, no

statistically significant correlation was found between selection and job satisfaction. The

correlation between selection and job satisfaction were found to be negative. A significant

correlation was found between performance based compensation and job satisfaction (r =.217,

p<.05).No significant correlations was found between motivation and job satisfaction. The

correlation between training and job satisfaction was also found to be negative. Here “r” denotes

how strong or weak relationship among the independent variable and dependent variable.

6.0 Recommendation

Therefore analyzing the study considered variables (selection, performance based compensation,

motivation, training and job satisfaction) in the context of Jamuna Bank Ltd. in Bangladesh the

researcher can recommend that:

In context of Jamuna Bank Ltd. HRM practices (selection, motivation, performance based

compensation and training) have influence on job satisfaction. Therefore, it will be required to

clearly design, establish and improve HR policies, which will help to develop employee job

satisfaction.



7.0 Conclusion

In view of the findings, the study proves the relationship between HRM practices (selection,

performance based compensation, motivation and training) independent variables and job

satisfaction (dependent variable). The study may conclude that in the context of Jamuna Bank

Ltd. the above relationship provides significant insight to improve the employee job satisfaction,

which may ensure continuous profit for the organization. The improvising of high standard

selection process and maintaining a significant level of performance based compensation will

make high employee satisfaction for job. Overall motivation and training in turn will boost

employee job satisfaction of Jamuna-Bank Ltd. Finally, this research will encourage further study

and also useful guidelines for these types of researches.



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APPENDIX-A

Research Questionnaire

Dear Sir/madam,

Please carefully read each statement and give me an honest opinion about the mentioned

questions. Circle the number, which is the closest match to your thinking. I guarantee that your

information will remain confidential and will only be used for as a source of my internship report.

Question items relating Demographic Information

Age (Please Tick your age Group)

a) 25-35 b) 36-45 c) 46-55 d) 56-65 e) Above 65

Gender (Please Tick applicable)

Male b) Female

Education (Please Tick your Education Group)

a)Matriculation b)Intermediate c) Graduation d)Masters e) Diploma with Metric /Inter f)Other

Total years of Experience with this Organization (Please Tick your Experience Group)

a)1-3 b)4-6 c)7-9 d)10 or above

Total Income (yearly in Bangladeshi TK)

Up to 50,000

51,000-100,000



101,000-150,000

151,000-200,000

More than 200,000

Question items concerning HR Practices

In this questionnaire, you are asked to describe HR Practices of your organization in which you

are working, as you perceive it:

1. Applicants undergo structured interviews (job-related

questions, same questions asked of all applicants) before

being hired.

Yes No I don’t

know

2. Employees in this job regularly (at least once a year)

receive a formal evaluation of their performance (ACR).

Yes No I don’t

know

3. Pay raises for employees in this job are based on job

performance.

Yes No I don’t

know

4. Employees in this job have a reasonable and fair complaint

process.

Yes No I don’t

know

5. Are covered by a bonus scheme based on the performance

of the establishment or organization as a whole?

Yes No I don’t

know



Question items relating Job Satisfaction

1 = Strongly Disagree 2= Disagree 3=Indifferent 4=Agree 5=Strongly Agree

SL

No.

Statements 1 2 3 4 5

1 My job is appreciated.

2 The working conditions are good and safe.

3 I feel stressed in my job.

4 I get support and teamwork from other departments in the Company.

6. Involve on-the-job training or not. Yes No I don’t

know

7. Do you have a clear vision of where you want to be in 10

years from now, five years from now, one year from now?

Yes No I don’t

know

8. Do you have passion for what you do, and are you

passionate about the goals that you would like to achieve?

Yes No I don’t

know



5 The organization views its employees as assets.

6 My views and participation are valued.

7 The compensation is satisfactorily reviewed from time to time.

8 The organization gives adequate paid leave.

9 I am satisfied with the gratuity policy adopted by the company.

10 Management is flexible and understands the importance of

balancing my work and personal life.



APPENDIX-B

SPSS Output

Descriptive of Studied Variables

Descriptive Statistics

N Minimum Maximum Mean Std. Deviation

selection 35 1.00 3.00 1.3000 .50293

per_com 35 1.00 2.00 1.0571 .20188

motivation 35 1.00 3.00 1.2000 .47279

training 35 1.00 3.00 1.3000 .50293

job_sat 35 1.60 5.00 3.5829 .86347Valid N(list wise)

35

Reliability of selection

Warnings

The space saver method is used. That is, the covariance matrix is not calculated or used in the analysis.

Case Processing Summary

N %

Cases Valid 35 100.0

Excluded(a) 0 .0

Total 35 100.0

a) List wise deletion based on all variables in the procedure.

Reliability Statistics

Cronbach'sAlpha N of Items

.721 2

Item-Total Statistics

Scale Mean ifItem Deleted

Scale Varianceif Item Deleted

CorrectedItem-TotalCorrelation

Cronbach'sAlpha if Item

Deleted

q1 1.40 .424 .593 .(a)

q2 1.20 .224 .593 .(a)

a) The value is negative due to a negative average covariance among items. This violates reliability model assumptions.

You may want to check item coding.



Scale Statistics

Mean Variance Std. Deviation N of Items

2.60 1.012 1.006 2

Reliability of performance based compensation

Warnings



N %


Excluded(a) 0 .0

Total 35 100.0




.639 2




Corrected

Item-TotalCorrelation

Cronbach's

Alpha if ItemDeleted

q3 1.06 .055 .470 .(a)

q4 1.06 .055 .470 .(a)

a The value is negative due to a negative average covariance among items. This violates reliability model assumptions. You

may want to check item codings.

Scale Statistics


2.11 .163 .404 2



Reliability of motivation

Warnings



a) List wise deletion based on all variables in the

procedure.



1.000 2




Corrected


Cronbach's


q5 1.20 .224 1.000 .(a)

q6 1.20 .224 1.000 .(a)

a. The value is negative due to a negative average covariance among items. This violates reliability model assumptions.

You may want to check item codings.

Scale Statistics


2.40 .894 .946 2

Reliability of training

Warnings



N %


Excluded(a) 0 .0

Total 35 100.0


N %


Excluded(a) 0 .0

Total 35 100.0




Cronbach's

Alpha N of Items.721 2




CorrectedItem-TotalCorrelation

Cronbach'sAlpha if Item

Deleted

q7 1.20 .224 .593 .(a)

q8 1.40 .424 .593 .(a)

a. The value is negative due to a negative average covariance among items. This violates reliability model assumptions.

You may want to check item codings.

Scale Statistics


2.60 1.012 1.006 2

Reliability of job satisfaction

Warnings



N %


Excluded(a) 0 .0

Total 35 100.0



Cronbach's

Alpha N of Items

.912 10




Scale Statistics


35.83 74.558 8.635 10

CorrelationsCorrelations

selection per_com motivation training job_sat

selection PearsonCorrelation

1 .188(*) .853(**) 1.000(**) -.100

Sig. (2-tailed) . .279 .000 . .569

N 35 35 35 35 35

per_com PearsonCorrelation

.188(*) 1 .185(*) .188 .217(*)

Sig. (2-tailed) .279 . .288 .279 .211

N 35 35 35 35 35

motivation PearsonCorrelation

.853(**) .185(*) 1 .853(**) .030

Sig. (2-tailed) .000 .288 . .000 .863

N 35 35 35 35 35

training PearsonCorrelation

1.000(**) .188 .853(**) 1 -.100

Sig. (2-tailed) . .279 .000 . .569

N 35 35 35 35 35

job_sat PearsonCorrelation

-.100 .217(*) .030 -.100 1

Sig. (2-tailed) .569 .211 .863 .569 .

N 35 35 35 35 35

** Correlation is significant at the 0.01 level (2-tailed)*Correlation is significant at the 0.05 level (2-tailed)



Corrected


Cronbach's


q9 32.20 59.518 .675 .903

q10 32.09 65.375 .500 .912

q11 32.06 63.997 .576 .908

q12 32.46 57.432 .812 .894

q13 32.23 56.064 .838 .892

q14 32.06 68.291 .305 .922

q15 32.03 60.029 .850 .894

q16 32.31 58.692 .850 .893

q17 32.46 56.961 .859 .891

q18 32.57 63.487 .519 .912

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