scb- syed tareq muhammad tanim

8/14/2019 SCB- Syed Tareq Muhammad Tanim

1/32

1.0 Introduction

Banking is now an essential part of our economic system. Modern trade and commercewould almost be impossible without the availability of suitable banking services. First of

all, banking promotes savings. All manner of people, from the ordinary laborers and

workers to the rich land owners and businessmen, can keep their money safely in banks

and saving centers.

Secondly, banking promotes investments. Banks easily invest the money they get in

industry, agriculture and trade. They either invest it directly or advance loans to other

investors. Thirdly, it is most through banks that foreign trade is carried on. Whether we

export or import, it is through banks that money is transferred from one country to

another. For example, bills of exchange and letters of credit are the regular ways banks

use to transfer money.

But most important thing is the people whose are working in the bank. They are the

main theme of institutions. It is true that, the heart of the SCB is their talented people.

Thats why I am going to prepare this report on the Job satisfaction of the employee ofSCB.

1.1 Scope of the study

The first part of this report, Introduction part, discusses the objectives, methodology,

purpose and limitations of the reportthe second part of this report, is a brief idea about

SCB. The third part is the literature review. The experience gathered part, brieflydiscusses the activities during my internship program in last three months is in the

fourth part of the report. I didnt complete my internship program in the head office. So

the scope of the study is limited to its branch office.

Page 1


2/32

1.3 Objective of the study

The main objective of this study is; To study the employees job satisfaction in Standard Chartered Bank.

The Specific objectives are:

To study the evaluation process of the employee satisfaction in SCB.

To identify the variables that affect job satisfaction in SCB

To identify the job satisfaction factor among the employees of SCB.

1.4 conceptual frameworks

From the diagram we can see that our Dependent Variable is Job Satisfaction and the

Independent Variables are: Age, Marital Status, Experience, Salary, Education Level and

Nature of job. During my survey I go through a questionnaire and I found these

Independent Variables from my questionnaire.

Page 2

Independent variables

Age

Experience

Education LevelSalaryNature of JobMarital status


3/32

1.5 Methodology

1.5.1 Problem statementThe research problem identified of this study is the job satisfaction among SCB bankers.

Benefit is not just including the salary that an individual is getting from his / her job;

rather benefit includes career benefits (learning from job) and the short term and long

term fringe benefits. Banking industry has grown in Bangladesh and a lot of humans are

associated with this industry. The study would not have been meaningful if the focus

was only on a single bank employee. The analysis implied the level of job satisfaction

including the variables and the factors of job satisfaction of employees in the Bank.

1.5.2 Research design

This is a descriptive and field research .and from the view point of objectives it is an

applied research. This report cant be express numerically. so it is an qualitative

Page 3

Job satisfaction

(Dependent variable)


4/32

research and this research report measures the performance of the employees .and also

evaluate employee performance and feedback from the manager so from view point of

nature it is related to evaluation.

1.5.3 Nature of data

The nature of the data of this research is both primary & secondary data.

1.5.4 Primary Source of Information

SURVEY:

Questionnaire has been designed to find out the employees are satisfied with their

services or not.

OBSERVATION:

Observation is the way of collection relevant information about the SCB employees in

Chittagong. I observed the daily activities of the staffs and working with in progress.

INTERVIEW:

Face to face interviews and meetings were also held with the employees to getinformation regarding their job satisfaction.

1.5.5 Secondary Sources of Data

The secondary data has been found from different books of Human Resource, bank

reports, internet and materials of the SCB. These have been reviewed to increase the

knowledge regarding topic.

1.5.6 Sample design:

To determine the data to be collected.

To determine the population to be sampled.

To determine the size of the sample.

Page 4


5/32

1.5.7 Sample size

A sample of 50 bank employees was selected randomly. It should be mentioned here

that a total number of 100 structured questionnaires were delivered. Only 30

respondents gave instant feed back.

1.5.8 Sampling & data collection

Sampling used in this research is convenience sampling. The target audience was

bankers working in SCB. The diversity of the study is that it involves bankers of all age

groups and career levels. Questionnaires were circulated among the bankers and their

responses were collected. A total of one hundred questionnaires were distributed. The

major problems faced during the data collection procedure were mostly peoples

unwillingness to fill and not taking this as a serious research.

1.5.9 Data Analysis Procedures

Data analysis in a quantitative research is essential as the interpretation and coding of

responses can be very critical. The questions and responses were coded and analysis

followed by the interpretation of the results. Statistical methods were applied on the

data to get the results which were analyzed. In the first instance the reliability of the tool

used was measured to find out whether the instrument used is reliable or not. Mean

comparisons were used to determine job satisfaction among various commercial

bankers or not. Their satisfaction with promotional opportunities, supervision, co-

workers, and rewards was also compared. Linear regression analysis was employed toexamine the relationship between different banks with pay, overall job satisfaction,

promotion, supervision, work, and co-workers etc.

1.6 Percentage analysis:

Page 5


6/32

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.

1.7 Limitation

Some of the limitations of this report are mentioned below:

First of all, there was limited access to the related literature review due to

restricted access to journal as a result there is limited resources to deal with.

The bank hasnt adequate amount of ready made information. As a result I had to

find out the information from many files and documents, manuals etc. This job

was difficult and time consuming.

2.0 Standard chartered bank

Page 6


7/32

Standard chartered bank has A network of over 600 offices in 48 countries and

A staff of about 25,000 people managing assets of around 47 billion pounds.

Standard Chartered Bank's international businesses in Personal Banking,Corporate Banking and Standard Chartered Markets are its special strengths.

Standard Chartered Bank also maintains correspondent relationship with over

600 banks in 157 countries around the world.

Standard Chartered Bank started its business in Bangladesh in 1948, opening

its first branch in the port city of Chittagong. The bank increasingly invested in

people, technology and premises as its business grew in relation to the

country's thriving economy. Standard Charterers services in Bangladesh,

ranges from Personal & Corporate Banking to Institutional Banking, Treasury

and Custodial services. Continuous upgrading of technology and control

systems has enabled the bank of offer new services, which include unique ATMs

and Phone banking.

Standard Charterers services in Bangladesh, ranges from Personal & Corporate

Banking to Institutional Banking, Treasury and Custodial services.

2.1 History of standard chartered bank

Standard Chartered was formed in 1969 through a merger of two banks: The

Standard Bank of British South Africa, founded in 1863, and the Chartered Bank of

India, Australia and China, founded in 1853. Both companies were keen to capitalize

on the huge expansion of trade and to earn the handsome profits to be made from

financing the movement of goods between Europe, Asia and Africa. From the early1990s, Standard Chartered has focused on developing its strong franchises in Asia,

Africa and the Middle East. It has concentrated on consumer, corporate and

institutional banking and on the provision of treasury services - areas in which the

Group had particular strength and expertise.

Page 7


8/32

Since 2000 the Bank has achieved several milestones with a number of strategic

alliances and acquisitions, which have extended the customer and geographic reach

and broadened the product range that Standard Chartered offers.

2.2 Mission

To make a presence in Bangladesh to exploit the future opportunities.

2.3 Vision

The best of the best thats what we are determined to become! Our aim is to be the

worlds leading, emerging market bank. We will concentrate on what we do best.

2.4 principals

From the early 1990s, Standard Chartered has focused on developing its strong

franchises in Asia, Africa and the Middle East. It has concentrated on consumer,

corporate and institutional banking and on the provision of treasury services - areas

in which the Group had particular strength and expertise.

Since 2000 the Bank has achieved several milestones with a number of strategic

alliances and acquisitions, which have extended the customer and geographic reach

and broadened the product range that Standard Chartered offers.

2.5 Approach TOEARDS the employee

Page 8


9/32

Participation

Focusing on attractive, growing markets where we can leverage our relationships

and expertise

Competitive positioning

Combining global capability, deep local knowledge and creativity to outperform

our competitors

Management Discipline

Continuously improving the way we work, balancing the pursuit of growth with

firm control of costs and risks.

2.6 function

Corporate Banking Group

The objective of this department is to maintain a thorough knowledge of the clients'

business and to develop positive relations with them. This is maintained through

interactions to offer timely advice in an increasingly competitive business

environment

Trade Finance

The trade finance of standard Chartered bank takes care of the commercial activity

related issues, particularly those related to import and export finance services.

Consumer Banking

Superior retail banking services comprising of a wide range of deposit and loan

products are offered by Standard Chartered Bank to its individual customers.

3.0 Literature review

Page 9


10/32

Job satisfaction is simply defined as the affective orientation that an employee has

towards his or her work (Price, 2001). In other words, it is an affective reaction to a job

that results from the comparison of perceived outcomes with those that are desired

(Kam, 1998). Shortly, job satisfaction describes the feelings, attitudes or preferences of

individuals regarding work (Chen, 2008). Furthermore, it is the degree to which

employees enjoy their jobs (McCloskey and McCain, 1987).On the other hand, Arvey and

Dewhirst (1976), took 271 scientists as a study sample, and found that the degree of job-

satisfaction of the workers with high achievement motivation exceeded that of workers

with low achievement motivation. Also autonomy is an important concern for

employees job satisfaction.

Additionally, administrative styles, professional status and pay are known as importantfactors influencing job satisfaction. For example, Carr and Kazanowsky (1994)

successfully showed that inadequate salary was very legated to employees

dissatisfaction. And recent studies showed that a participative (democratic)

management style was mostly preferred by todays managers to increase their

employees job satisfaction (Dogan and bicioglu, 2004; Knoop, 1991).

Hinshaw and Atwood (1984) identify variables that influence employee job satisfaction

as: (1) demographic variables: education, experience, and position in the hierarchy; (2)

Job characteristics: autonomy, tasks repetitiveness, and salaries; and (3) organizational

environment factors: degree of professionalization, type of unit.

The research made by Chu and his friends (2003) demonstrates that satisfaction is

positively related to involvement, positive affectivity, autonomy, distributive justice,

procedural justice, promotional chances, supervisor support, co-worker support, but it

is negatively related to negative affectivity, role ambiguity, work-load, resource

inadequacy and reutilization.

A review of the literature in this context reveals that a number of researcher have

emphasized the importance of factors affecting job satisfaction. Job satisfaction involves

several different spheres such as satisfaction with pay, promotion opportunities, fringe

benefits, job security and the importance/challenge of the job. (Nguyen, Taylor, &

Page 10


11/32

Bradley, 2003). Job satisfaction can lead to cost reduction by reducing absences, task

errors, and turnover. Since work is an important aspect of peoples lives and most

people spend a large part of their working lives at work, understanding the factors

involved in job satisfaction is crucial to improving employees performance and

productivity The private banks specifically created a cut throat competition by launching

new and new products and services regularly to gain more market share. The

employment patterns in the banking sector changed abruptly and it became a high

volatile market. The salary bands and compensation and rewards patterns changed and

focus became on performance and targets rather than experience and loyalty. Hence,

pay and job satisfaction became a key factor for the banking professionals which needed

attention so as to achieve the long term goals of the bank (Islam & Saha). Studies have

tested the hypothesis that income is an important determinant of job satisfaction.(Nguyen, Taylor, & Bradley, 2003). Factors such as pay, the work itself, supervision,

relationships with co-workers and opportunities for promotions have been found to

contribute to job satisfaction. (Opkara, 2002).

Frederick Hertzbergs motivation-hygiene theory proposes that intrinsic factors are

related to job satisfaction and motivation, whereas extrinsic factors are associated with

job dissatisfaction. This theory is not much used by researchers because of its simplicityas the environment have changed a lot yet many organizations uses their job design Pay

and Job Satisfaction: 7 techniques based on this theory. The higher the education level

the lower is the job satisfaction. (Nguyen, Taylor, & Bradley, 2003).

4.0 Evaluation process of employee satisfaction in SCB

Page 11


12/32

Several often-heard reasons for not doing employee evaluations need to be dismissed.

Examples of such faulty reasoning include: employees know they are satisfied, some

employees dont want to know how they will satisfy. Employee reviews interfere with

personal relations. They make people unhappy and jealous of each other. Some things

are better not said. They take too much time. Supervisors dont want to do it.. None

makes the case for ignoring an important management tool. Most employees in bank

receive less feedback than they want and feel powerless to get more. Managers have the

feedback responsibility.

4.1 Objectives of Employee satisfaction Reviews in SCB

1. Help employees to improve their performance.

2. Help employees with their career planning.

3. Take advantage of employee insights for improving the business

4. Identify training and retraining needs.

5. Encourage and motivate employees.

6. Promote teamwork and employee cohesiveness.

7. Provide information for compensation decisions.

8. Increase supervisor satisfaction with their human resource

4.2Individual satisfaction evaluation

SCB Employee satisfaction review typically is person-by-person. I saw SCB Keying on

the individual can detract from teamwork and cooperation among employees. Here,

Employees easily see the dilemma created by promoting teamwork while reviewing and

rewarding individual effort.

Teamwork is the backbone of SCB business. SCB review individuals satisfaction with

emphasis on contribution to team success because job satisfaction of team members

decreases peer pressure.

Page 12


13/32

4.3 formal reviews

Formal satisfaction reviews occur on a regular schedule like; twice per year. They

usually include filling out a form or providing some other type of written report

to employees. Employees usually have a chance to comment or respond to theevaluators assessment. They often include discussion of needed changes in

performance. Helping the employee think through career interests and

opportunities can be incorporated into supervisor/employee discussions.

Informal satisfaction reviews occur on an as needed basis. They reflect a

commitment to continuous and open communication with employees. The

supervisor and employee confront problems as they occur. Praise is given as it is

earned. Questions are asked as they arise. Both supervisors and employees work

to create an open environment that emphasizes mutual support. Little or no

paper trail is generated.

Page 13


14/32

4.4 frequency of the review

When starting a formal satisfaction review process, employers often promise reviews

more often than is feasible like, every three months. Sticking to the announced schedule

is much more important than how often the review is done. Some employees like; the

best performers may eagerly look forward to their satisfaction reviews. I saw that,

Postponing the reviews is an worse practice and it may be disheartening to the

employees most valued in the business.

4.5 The person conducts the Evaluation

Employees immediate supervisors are doing the employee satisfaction reviews.

Employees will not take seriously evaluations from people who are not well acquainted

with what actually happens day-to-day in the work place. Supervisors can seek

supplementary information from coworkers, other supervisors, and customers and in

some cases people supervised by the person being reviewed.

4.6 Process to Be Used

Evaluation of the employee satisfaction process in SCB starts with the job not the

employee. Ideally, each job has tasks, duties and responsibilities, satisfaction with

supervision and leadership, team relation and relation with the co-worker. It includes

satisfaction with salary & fringes benefit, Accommodations or transportation facilities.

Whatever the process, the supervisor and employee of SCB have two-way

communication that leads to understanding and agreement. The agreement covers what

has been accomplished since the last job satisfaction review, the corrective action if any

that is needed and the employees longer run aspirations and plans.

Page 14


15/32

They did it through a form. The form instructs the employee to rate their

satisfaction each of the areas and provide supportive details or comments.

Critical incidents (specific examples of excellence or mediocrity with date and

setting) can add insight about what the supervisor expects. The critical incidents

can lead to training needs or adjustments in how the employee is doing the job.

The form also incorporating the graphic rating scale helps most in employee

satisfaction reviews when incorporated into open and honest two-way

communication between the supervisor and employee. A supervisor may choose

to omit the employee comment and signature section if the section decreases

trust. The section, however, can provide the employee an opportunity to makeclear whatever concerns, commitments and plans that came out of the review

Page 15


16/32

5.0 Job variables that affecting the level of satisfaction in

SCB

Human life has become very complex now-a-days. In modern society the needs and

requirements of the people are ever increasing and ever changing. Among these ever

increasing and ever changing people and 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.

I try to find out different job variables in SCB and try to analyze the

relationship with the level of satisfaction

Age

Marital Status

Experience

Salary

Education Level

Nature of Job

Page 16


17/32

5.1 Age

AGE LEVEL OF SATISFACTION TOTAL

Extremel

y satisfied

Somewhat

satisfied

Not

satisfie

d

BELOW 30 8(36%) 8(36%) 6(28%) 22

31 45 12(52%) 8(36%) 3(12%) 23

ABOVE 45 2(40%) 3(60%) 5

TOTAL 22 19 9 50

Table 1: age variable with satisfaction

Inference:

From the above table, it reveals that the percentage of highly satisfied employees is more

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

group above 45 years. And medium satisfied employees are below 30 years. Hence, it isclear that 31 45 years group employees are more satisfied.

Graph 1: satisfaction with age

Page 17


18/32

5.2 Marital Status:

Marital Status LEVEL OF SATISFACTION TOTAL

Extremel

y satisfied

Somewhat

satisfied

Not

satisfie

d

MARRIED 8(36%) 8(36%) 6(28%) 22

UNMARRIED 12(42%) 13(46%) 3(12%) 28

TOTAL 20 21 9 50

Table 2: marital status with satisfaction

Inference:

The above table reveals that the percentages of highly satisfied employees are more

among the Unmarried persons than the Married persons. Hence it is clear that the

unmarried persons are highly satisfied with their job.

Graph 2: satisfaction with marital status

Page 18


19/32

5.3 experience

Experience LEVEL OF SATISFACTION TOTAL

Extremelysatisfied

Somewhatsatisfied

Notsatisfied

LESS THAN 5YEARS

11(55%) 6(30%) 3(15%) 20

6 TO 10YEARS

6(24%) 12(48%) 7(28%) 25

ABOVE 10YEAS

3(60%) 2(40%) - 5

TOTAL 20 20 10 50

Table 3: experience with satisfaction

Inference:

Form the above table the percentage of highly satisfied employees is more among the

above 10 years experience. And 6 10 years experienced employees are high percentage

in medium satisfaction and less than 5 years experience employees are not that satisfied

comparing with them. Hence, it is clear that the above 10 years employees are moresatisfied.

55%

24%

60%

satisfaction

less than 5

6 to 10

above 10

Graph 3: experience & satisfaction

5.4 Salary

Page 19


20/32

Salary LEVEL OF SATISFACTION TOTAL

Extremel

y satisfied

Somewhat

satisfied

Not

satisfied

Rs.10,001 TORs.20,000

5(23%) 6(30%) 10(47%) 21

Rs.20,001 TORs.30,000

4(19%) 14(60%) 5(21%) 23

ABOVERs.30,000

3(50%) 3(50%) - 6

TOTAL 50

Table 4: salary with satisfaction

Inference:

From the table the percentage of highly satisfied employees are more among the above

Rs.30, 000/- income group, and the medium satisfaction is obtained by the employees

earns Rs.20, 001 TO Rs.30, 000 in income. Hence, high salary group employees are

more satisfied.

Graph 3: salary & satisfaction

5.5 Education

Page 20


21/32

Education LEVEL OF SATISFACTION TOTAL

Extremel

y satisfied

Somewhat

satisfied

Not

satisfie

d

GRADUATE 6(25%) 18(75%) 24

POSTGRADUATE 17(65%) 5(20%) 4(15%) 26

TOTAL 23 23 4

Table 5: education with satisfaction

Inference:

The above table reveals that the highly satisfied employees are more among the post-

graduate employees than the graduate employees.

Graph 5: education with satisfaction

5.6 Nature of job

Page 21


22/32

Nature Of Job LEVEL OF SATISFACTION TOTAL

Extremel

y satisfied

Somewhat

satisfied

Not

satisfie

d

ACCOUNTANT 3(44%) 2(28%) 2(28%) 7

CASHER 4(40%) 2(20%) 4(40%) 10

LOAN & OTHER 5(22%) 7(30%) 11(48%) 23

CONSUMERCAREEXECUTIVE

6(100%) 6

MANAGER 2(50%) 2(50%) 4

TOTAL 50

Table 6: nature of job with satisfaction

Inference:

The above table reveals that the managers are highly satisfied and the consumer care

executives are come under medium satisfaction.

Graph 5: nature of job with satisfaction

6.0 job satisfaction factors in SCB

Findings:

Page 22


23/32

Job satisfaction is a very important tool for providing better service in an organization

like Bank. Job satisfaction is directly interacts with the flow of the work And give a high

level performance.

To analyze the second objective of this report that means analyzing the factors for jobsatisfaction has been done. To complete this objective, five important proportions were

used.

6.1 pay:

Salary means payments on work and within a fixed timeline. Employees expectation of the

salary has also increased because SCB has established itself as one of the best international

commercial bank. Employees have certain promise for their department and SCB choose

talented people to work with. So it is important to observe the satisfaction towards the salary.

Satisfying

with

current

salary.

Percentag

e

Increase

More than

now

Percentage

Extremely

satisfied

14 28 20 40

Somewhat

satisfied

28 56 22 44

Not

satisfied

8 16 8 16

50 100 50 100

Table 7: pay as satisfaction factor.

GRAPHICAL PRESENTATION:

Page 23


24/32

Fig-7: Graphical representation in terms of pay

6.2 Use of skills & abilities:

Banking service is the service which can directly influence the banker to use his skills and

abilities.. I saw that, working environment of SCB s influence employees willingness to help and

their promptness in serving.

utilize skills

and talents

Percentage learn new

skills

Percentage.

Extremely

satisfied

22 44 27 54

Somewhat

satisfied

22 44 20 40

Not satisfied 6 12 3 6

50 100 50 100

Table 8:use of skill & abilities as satisfaction factor.


Page 24


25/32

Fig-8: Graphical representation in terms of use of ability and skills

6.3 Work relation:

The work relation is highly dependent on employees ability to communicate with their co-worker. Employees of SCB consistently try to behave friendly and respect with co worker.

Relationship

with co

worker

Percentage

Relationship

with

supervisor

Percentage

Extremely

satisfied

28 56 30 60

Somewhatsatisfied

15 30 12 24

Not

satisfied

7 14 8 16

50 100 50 100

Table 9: work relation as satisfaction factor.


Page 25


26/32

Fig 9:Graphical representation in terms of work relation

6.4 work activities:

This is implies that employees will be given new job and be flexible in delivering the work. SCBgives individual to clarify his thought in performing job.

Variety of job

responsibilities Percentage

independence

associated

with your

work rolesPercentage

Extremelysatisfied

28 56 21 42

Somewhat

satisfied

14 28 7 14


50 100 50 100

Table 10: work activities as satisfaction factor.

GRAPHICAL REPRESENTATION:

Page 26


27/32

Fig. 10: Graphical representation in terms of work activity

6.5 general working conditions:

Every organization should be well arranged and neat and clean. By these a employee can get theenvironment more efficiently. And it also increases the rank of the institution. SCB is also well

equipped and very punctual about timing.

Hours

worked each

week Percentage

Location of

work Percentage

Extremely

satisfied

15 30 26 52

Somewhat

satisfied

14 28 7 14


50 100 50 100

Table 11: working condition as satisfaction factor.


Page 27


28/32

Fig. 11: Graphical representation in terms of general working condition

6.6 ANALYSIS:

From the survey in terms of pay that was done by questionnaire, by simple tabulation it is clearthat, out of 50 employees 14 employees are satisfied with the current payments and do the work

according to their promises and performed service right the first time. And the rest of them

some what agree or not agree. But 20 will be strongly satisfied if the organization increases the

payment. It is clear that employees are not totally satisfied with the payment.

From the second criteria it is cleared that the SCB is highly responsiveness to using the skills

and ability to employees because 44% employees believe that they can give prompt service by

provide their skills and 54% employees are seeking new learn.

Then from the in case of work relation, it can be seen that 56% employees are satisfied with their

co worker and 60% strongly satisfied with their supervisor. According to them the supervisor are

knowledgeable.

56% customers extremely satisfied with the variety of responsibility and 44% people mentioned

that in this environment, they cant work independently.

And in terms of general working condition, 42% employees are not satisfied with the current

time line and they thought that it is too much. 52% people are satisfied with the location of theoffice because this is in a commercial area where 34% people still dissatisfied because their

home is far away from the office.

Page 28


29/32

7.0 Recommendation

For the satisfaction of employees some initiative like, your pay, your career progress in

the organization, your opportunity to make a difference or to contribute to the overallsuccess of the organization, your organizations system for recognizing and rewarding

outstanding performance, are very important elements. In every criterion, I saw some

dissatisfaction. So, SCB management should take initiatives to make their employees

satisfied with-

Increasing the salary considering the existing market,

Ensuring training program and other opportunities for every employee to

contribute to the overall success of the organization with a meaningful job tasks.

The existing system for recognizing and rewarding for outstanding performance

should be more efficient.

Adding new and value added employee welfare programs.

From the result of survey it was found that in SCBL, job involvement and career

satisfaction are significantly related with the job satisfaction. Therefore, these issues

should be taken more care of. So to ensure satisfaction among the employees with their

banking career, SCB management should better understand the related issues in careersatisfaction. They have to understand the employees overall career goals, whether career

satisfaction only means satisfaction with the employees position, compensation they

receive, advancement in the career or else.

Beside the described issues, there are other factors that are related to job satisfaction.

Thus, the SCB management should take those under consideration. For example, the

level of job stress, sense of competence among the employees, image of the organization

also has an impact on job satisfaction.

Page 29


30/32

8.0 Conclusion

Job satisfaction is a heavily researched area of inquiry. This paper has focused

specifically on aspect of job satisfaction. The aim was to estimate the extent to which a

SCB banker's job satisfaction is determined by comparisons with other banks as well as

by other variables mentioned above. Most of the Bangladeshi banks do not see employee

participation as a driver of better employee performance; the study highlights that these

variables are among the contributing variables towards Job satisfaction. Changes in

organizational variables, such as pay scales, employee input in policy development, and

work environment could be made in an effort to increase organizational commitment

which in turn will lead to employee commitment and satisfaction. According to the

results the job satisfaction of bank officers is significantly dependent upon pay,promotion opportunities, rewards, relation with boss and coworkers. The main findings

of this paper are as follows. It is evident that the dependent variable satisfaction with

pay has the expected positive effect on job satisfaction. There is some evidence that

workers who are dissatisfied with their bosses are more sensitive to their pay in deciding

on whether they are satisfied with their job.

Page 30


31/32

9.0 Appendix

10.0 References

Page 31


32/32

1. Web site: www.standardchartered.com

2. KAM, L.F. (1998), Job satisfaction and autonomy of Hong Kong registered

nurses, Journal of Advanced Nursing, 27: 355-363. -www.die.gov.tr.

3. CHEN, L.H. (2008), Job satisfaction among information system (IS) personnel,Computers in Human Behavior, 24: 105-118.- www.die.gov.tr.

4. ARVEY, R. and DEWHIRST, H.D. (1976), Relationships between goal clarity,

participation in goal-setting, and personality characteristics on job-satisfaction in

a scientific organization, Journal of Applied Psychology, 61 (1): 103-105.-

www.die.gov.tr

5. CARR, K.K. and KAZANOWSKI, M.K. (1994), Factors affecting job satisfaction

of nurses who work in long-term care, Journal of Advanced Nursing, 19: 878-

883. www.die.gov.tr

6. CHU, C.I, HSU, H.M., PRICE, J.L. and LEE, J.Y. (2003), Job satisfaction of

hospital nurses: an empirical test of a causal model in Taiwan, International

Nursing Review, 50: 176-182.- /mpra.ub.uni-muenchen.de

7. HINSHAW, A. and ATWOOD, J. (1984), Nursing staff turnover, stress and

satisfaction: models, measures, and management, Annual Review of Nursing

Research, 1: 133-155.- /mpra.ub.uni-muenchen.de

8. Nguyen, A. N., Taylor, J., & Bradley, S. (2003). Relative pay and job

satisfaction: some new evidence. http://mpra.ub.uni-muenchen.de

9. Opkara, J. O. (2002). THE IMPACT OF SALARY DIFFERENTIAL ON MANAGERIAL

JOB SATISFACTION: A STUDY OF THE GENDER GAP AND ITS IMPLICATIONS

FORMANAGEMENT EDUCATION AND PRACTICE IN A DEVELOPING ECONOMY.

10. Annual report of standard chartered bank
http://www.standardchartered.com/http://mpra.ub.uni-muenchen.de/http://www.standardchartered.com/http://mpra.ub.uni-muenchen.de/

scb- syed tareq muhammad tanim

Documents