survey of surveys

7/30/2019 Survey of surveys

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Survey of Job Satisfaction among Employees of State Bank of India,

Coimbatore.

Groups Members: K Arun, Saranya, Kantimati, Ashik Ivar, G Vikram,

Final Year B Com,

Dr G R Damodaran College Of Management

Neelambur, Coimbatore 641 041.


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CHAPTER - I

INTRODUCTION ABOUT THE STUDY

JOB SATISFACTION

Definitions:

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

accident rates.

-Robert L. Kahn

Job satisfaction is a general attitude towards ones job: the difference

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

-P. Robbins

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

feeling) that individuals have toward their jobs.

Feldman

-Hugh J. Arnold and Daniel C.

Job satisfaction is the amount of pleasure or contentment associated with a job. If

you like your job intensely, you will experience high job satisfaction. If you dislike

your job intensely, you will experience job dissatisfaction.

By

Andrew J DuBrins,


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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 industrialworkers us very important for the industry to function successfully. Apart from

managerial and technical aspects, employers can be considered as backbone of

any industrial development. To utilize their contribution they should be provided

with good working conditions to boost their job satisfaction.

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

satisfaction and dissatisfaction of workers are felt understood and solved,

problem of efficiency absenteeism labour turnover require a social skill of

understanding human problems and dealing with them scientific investigation

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

a) Pay.

b) The work itself.

c) Promotion

d) The work group.

e) Working condition. f)

Supervision.

Determinants of job satisfaction:

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

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

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

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

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

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

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

these factors are.


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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

individuals level of education, age and other factors.

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

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

found negative correlation between the level of education, particularly higher level

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

phenomenon may be that highly educated persons have very high expectations

from their jobs which remain unsatisfied. In their case, Peters principle which

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

more quickly.

Age: Individuals experience different degree of job satisfaction at different

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

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

The possible reasons for this phenomenon are like this.

When individuals join an organization, they may have some unrealistic

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

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

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

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

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

fear of retirement and future outcome.

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

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

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

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

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

Nature of job:

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

occupation level and job content.

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

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

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

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


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factory workers are least satisfied.

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

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

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

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

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

enrichment.

Situational variables:

Situational variables related to job satisfaction lie in organizational

context formal and informal. Formal organization emerges out of the

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

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

1. Working conditions: Working conditions, particularly physical work

environment, like conditions of workplace and associated facilities for

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

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

conditions affects the individuals 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


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present job offers opportunity of promotion is lacking, it reduces

satisfaction.

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

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

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

not cohesive, job satisfaction is low. In a cohesive group, people derive

satisfaction out of their interpersonal interaction and workplace becomes

satisfying leading to job satisfaction.

Effect of Job Satisfaction

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

context of an individuals physical and mental health, productivity, absenteeism, and

turnover.

Physical and Mental Health:

The degree of job satisfaction affects an individuals physical and mental

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

unfavourablesness affects the individual psychologically which ultimately

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

alcoholism and mental and physical health result from psychologically harmful jobs.

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

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

directions between job and life satisfaction.

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


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

not explain fully the complex relationship between job satisfaction and productivity.

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

worker explains the relationship between job satisfaction and productivity.

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

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

satisfaction and organizational expectations from individuals for job

performance.

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

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

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

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

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

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

reward is subject to control by management such as salary, bonus, etc.

Any increase in these factors does not hep to increase productivity

though these factors increase job satisfaction.

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

because he has to operate under certain technological constraints and,therefore, he cannot go beyond certain output. Further, this constraint

affects the managements expectations from the individual in the form of

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

of performance.

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

productivity. A satisfied worker may not necessarily lead to increased

productivity but a dissatisfied worker leads to lower productivity.

Absenteeism:

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

workplace either unexcused absence due to some avoidable reasons or long

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

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

which produces a lack of will to work and alienate a worker form work as for as

possible. Thus, job satisfaction is related to absenteeism.

Employee turnover:


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urnover of employees is the rate at which employees leave the

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

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

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

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

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

turnover, the other cause being better opportunity elsewhere.

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

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

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

opportunities offered from other sources particularly from foreign companies

located abroad.

Improving job satisfaction:

Job satisfaction plays significant role in the organization. Therefore,

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

1. Re-designing the job.

2. Improving the quality of work life.

3. Linking rewards with performance.

4. Improving overall organizational climate.


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PRO FILE O F 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 27

th

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

bank, weremostly 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


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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 countrys 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

communitys 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.


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WELFARE MEASURE

SBI provides educational facilities to its employees children.

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

SBI provides health insurance to its employees.

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


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CHAPTER III 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.

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.


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ANALYSIS AND INTERPRETATION

This chapter is allocated for analysis and interpretation of data.

Preparing percentage analysis, two-way table does the analysis of job

satisfaction, which are directly extracted from the questionnaire. Thevariations 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.

CA LCU LAT ION OF SAT ISFACT ORY SC ORE S

The Respondents were asked to state their level of Satisfaction relating to

twenty factors. Based on their responses the Satisfaction score obtained by each

respondent was found out. Points or scores were allocated based on the

response. For each of the factor three levels of satisfaction were assigned

namely high, medium and low. For high satisfaction three points were given, for

Medium two and for low satisfaction one point was given. The total scores

secured by each respondent were thus arrived at. All the hundred respondents

were classified based on their level of satisfaction. Those who have obtained up to

30 points were classified under low satisfaction category, Respondents with

30 45 points were classified under medium satisfaction category and those with

more than 45 points were classified under high satisfaction category.


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NUMBER OF RESPONDENTS AND LEVEL OF SATISFACTION

LEVEL OF SATISFACTION NO. OF RESPONDENTS

HIGH SATISFACTION 23

MEDIUM SATISFACTION 54

LOW SATISFACTION 23

TOTAL 100

AGE RESPONDENTS PERCENTAGE (%)

BELOW 30 39 39

31 TO 45 43 43

ABOVE 45 18 18

TOTAL 100 100


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MARITAL STATUS

MARTIAL STATUS RESPONDENTS PERCENTAGE (%)

MARRIED 76 76

SINGLE 24 24

TOTAL 100 100

Table No 4.3

TABLE SHOWING OPINION OF RESPONDENTS TOWARDS GENDER

GENDER RESPONDENTS PERCENTAGE (%)

MALE 62 62

FEMALE 38 38

TOTAL 100 100

Table No 4.4

TABLE SHOWING OPINION OF RESPONDENTS OF DIFFERENT

LEVELS OF JOB

LEVEL OF JOB RESPONDENTS PERCENTAGE

(%) ACCOUNTANT 26 26

CASHIER 21 21

CLERK 35 35

CONSUMER CARE

EXECUTIVE

6 6

MANAGER 12 12

TOTAL 100 100

TABLE SHOWING OPINION OF RESPONDENTS TOWARDS EXPERIENCE


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EXPERIENCE RESPONDENTS PERCENTAGE (%)

LESS THAN 5 59 59

6 TO 10 36 36

ABOVE 10 5 5

TOTAL 100 100

TABLE SHOWING OPINION OF RESPONDENTS TOWARDS MONTHLY

SALARY

MONTHLY SALARY RESPONDENTS PERCENTAGE (%)

BELOW Rs.10,000 24 24

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

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

ABOVE Rs.30,000 6 6

TOTAL 100 100

TABLE SHOWING OPINION OF RESPONDENTS TOWARDS

EDUCATIONAL QUALIFICATION

EDUCATIONAL QUALIFICATION RESPONDENTS PERCENTAGE

(%) GRADUATE 37 37

POST-GRADUATE 6363

TOTAL 100 100


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Table No 4.8

TABLE SHOWING OPINION OF RESPONDENTS TOWARDS FAMILY SIZE

FAMILY SIZE RESPONDENTS PERCENTAGE (%) UP

TO 2 5 5

3 TO 5 65 65

ABOVE 5 30 30

TOTAL 100 100

Table No 4.9

TABLE SHOWING RESPONDENTS OPINION ABOUT SALARY

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

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

performed in theorganisation. This scale of pay may help for the job satisfaction to

a certain extent.

SALARY AND NUMBER OF RESPONDENTS

SALARY SATISFACTION RESPONDENTSPERCENTAGE

(%)

AGREE 61 61

DIS-AGREE 36 36

STRONGLY AGREE 3 3

TOTAL 100 100

.


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Table No 4.10

TABLE SHOWING RESPONDENTS OPINION ABOUT

PROMOTIONAL OPPORTUNITIES

PROMOTIONALOPPORTUNITYSATISFACTION RESPONDENTS

PERCENTAGE(%)


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AGREE 60 60

DIS-AGREE 23 23

STRONGLY AGREE 6 6

STRONGLY DIS-AGREE 3 3

UNDECIDED 8 8

TOTAL 100 100

Table No 4.11


WORKING CONDITION

OPINION RESPONDENTSPERCENTAGE

(%)

GOOD 67 67

FAIR 22 22

EXCELLENT 9 9

UNDECIDED 2 2

TOTAL 100 100

Table No 4.12

TABLE SHOWING RESPONDENTS OPINION ABOUT NATURE OF JOB


(%)

GOOD 63 63

FAIR 25 25

EXCELLENT 2 2

POOR 9 9

UNDECIDED 1 1

TOTAL 100 100


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TRAINING OPPORTUNITIES


(%)

GOOD 63 63

FAIR 26 26

EXCELLENT 6 6

POOR 2 2

UNDECIDED 3 3

TOTAL100 100


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Table No 4.14


RELATIONSHIP WITH MANAGEMENT

OPINION RESPONDENTS PERCENTAGE (%)GOOD 70 70

FAIR 13 13

EXCELLENT 11 11

POOR 3 3

UNDECIDED 3 3

TOTAL 100 100

Table No 4.15


RELATIONSHIP WITH CO-WORKERS


(%)

GOOD 67 67

FAIR 13 13

EXCELLENT 17 17

POOR 3 3

TOTAL 100 100


SATISFACTION WITH OTHER FACILITIES


(%)GOOD 71 71

FAIR 16 16

EXCELLENT 11 11

POOR 2 2

TOTAL 100 100


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TWO WAY TABLE - 1

Relationship Between Age And Level Of Satisfaction

AGE

LEVEL OF SATISFACTION

TOTAL

HIGHLYSATISFIED

MEDIUMSATISFACTION

LOWSATISFACTION

BELOW 308(21%) 23(59%) 8(20%) 39

31 4512(28%) 18(42%) 13(30%) 43

ABOVE 453(17%) 13(72%) 2(11%) 18

TOTAL23 54 23 100

WAY TABLE 2

Relationship Between Marital Status And Level Of Satisfaction

MARITALSTATUS HIGHLY


MEDIUM LOWTOTAL

SATISFIED SATISFACTION SATISFACTION


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MARRIED17(22%) 42(55%) 17(23%) 76

UNMARRIED6(25%) 12(50%) 6(25%) 24

TOTAL23 54 23 100

TWO WAY TABLE 3

Relationship Between Gender And Level Of Satisfaction

GENDER


TOTALHIGHLY

SATISFIEDMEDIUM

SATISFACTIONLOW

SATISFACTION

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

FEMALE

3(8%) 24(63%) 11(19%) 38

TOTAL23 54 23 100


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TWO WAY TABLE 4

Relationship Between Experience And Level Of Satisfaction

EXPERIENCEHIGHLY


MEDIUM LOWTOTAL

LESS THAN 5



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YEARS14(24%) 29(49%) 16(27%) 59

6 TO 10

YEARS6(17%) 23(64%) 7(19%) 36

ABOVE 10

YEAS3(60%) 2(40%) 0 5

TOTAL23 54 23 100

TWO WAY TABLE 5

Relationship Between Salary And Level Of Satisfaction

SALARYHIGHLY


MEDIUMLOW

TOTAL

BELOW



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Rs.10,0003(12%) 16(67%) 5(21%) 24

Rs.10,001 TO

Rs.20,00014(26%) 32(59%) 8(15%) 54

Rs.20,001 TO

Rs.30,0003(19%) 3(19%) 10(62%) 16

ABOVE

Rs.30,000

3(50%) 3(50%) 0 6

TOTAL 23 54 23 100

Relationship Between Education Level And Level Of Satisfaction

EDUCATIONHIGHLY


MEDIUM LOW TOTAL



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GRADUATE 6(16%) 28(76%) 3(8%) 37

POST-

GRADUATE17(27%) 26(41%) 20(32%) 63

TOTAL 23 54 23 100

Relationship Between Nature of Job And Level Of Satisfaction

NATURE OFJOB


TOTALHIGHLY

SATISFIED

MEDIUM

SATISFACTION

LOW

SATISFACTION

ACCOUNTANT 5(19%) 14(54%) 7(27%) 26

CASHER 9(43%) 7(33%) 5(24%) 21

CLERK 0 24(69%) 11(31%) 35

CONSUMER

CARE

EXECUTIVE

0 6(100%) 0 6

MANAGER 9(75%) 3(25%) 0 12

TOTAL 23 54 23 100


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TWO WAY TABLE 8

Relationship Between Family Size And Level Of Satisfaction

FAMILY SIZEHIGHLY


MEDIUM LOWTOTAL



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

5

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

65

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

30

TOTAL 23 54 23100


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Summary of Findings:

The following are the findings of the study:

PERCENTAGE ANALYSIS

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

years.

62% of the respondents are male.

76% of the respondents are married.

35% of the respondents are clerk.

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

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

20,000.

Most of the respondents are Post-Graduate.

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

39% of the respondents are not satisfied and the remaining

is satisfied with their salary.

Most of the respondents are agree with their promotional

opportunities.

67% of the respondents are satisfying their working

conditions.

63% of the respondents are satisfied with their job.

Most of the respondents agree with their training

opportunities.

There exists a cordial relationship between employees and

management.

67% of the respondents are very much satisfied with their

relationship with the co-workers.

Most of the respondents satisfied other facilities


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Interpretation:

Highly satisfied employees are more among the age group

of 31-45.

Highly satisfied employees are more among the unmarried

persons than the married persons.

Highly satisfied employees are more among the male

respondents than the female respondents.

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

group.

Highly satisfied employees are more among the post-graduate than the Graduate

employees.

Highly satisfied employees are above 10 years experience.

The managers are highly satisfied than the other

employees.

CONCLUSION:

From the study, we have come to know that most of the respondents have job

satisfaction; the management has taken the best efforts to maintain cordial relationship

with the employees. Due to the working conditions prevailing in this bank, job

satisfaction of each respondent seems to be the maximum.

From the study, we have come know that most of the employees were satisfied with

the welfare measures provided by bank. The employees of SBI get more benefits

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

compare to other banks.

survey of surveys

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