Rajora Gracy

Project Report on
Analysis of the satisfaction level of employees in the banking and financial sector
Submitted in Partial Fulfillment for the Award of the Degree of MBA

2022-24
Under the guidance of Submitted by –

Dr. Gayatri Chopra Gracy Rajora
(Associate Professor) Enrollment no-
01820803922
BHAGWAN PARSHURAM INSTITUTE OF TECHNOLOGY ROHINI SECTOR-

17, Delhi-110089
Affiliated to Guru Gobind Singh Indraprastha University

Batch (2022-2024)
CERTIFICATE
I, Ms. Gracy Rajora, Roll No. 01820803922 certify that the Project Report (MS-202) entitled
“ANALYSIS OF SATISFACTION LEVEL OF EMPLOYEES IN BANKING AND FINANCIAL SECTOR” is
completed by me and it is an authentic work carried out by me at Bhagwan Parshuram
Institute of Technology. The matter embodied in this project work has not been submitted
earlier for the award of any degree or diploma to the best of my knowledge and belief.
Signature of the student

Date :
ACKNOWLEDGEMENT
I would like to express my gratitude to all those who gave me the possibility to complete this
Project Dissertation.
I am deeply indebted to my guide Dr. Gayatri Chopra from Bhagwan Parshuram Institute of
Technology whose help, stimulating suggestions and encouragement helped me in all the time
of research and writing of this project.
The learning was immense and valuable.
Gracy Rajora
01820803922
TABLE OF CONTENTS
S No. Topic Page No

1. Certificate
2. Acknowledgement
3. Executive summary
4. Chapter-1: Introduction
5. Chapter-2: Literature Review
6. Chapter-3: Data Analysis & Interpretation
7. Chapter-4: Findings and Conclusion
8. Chapter-5: Suggestions
9. References/Bibliography
10. Annexure (Questionnaire)
Executive Summary
The project deals with the subject employees job satisfaction in Bank. Jobsatisfaction is the measure of
employees related with their job. It shows whether the
employees like their job or not. The various factors may affect employee’s job
satisfaction such as nature of work, compensations, policies and procedures, promotion opportunities,
securities etc.Axis bank is a private sectors banks in India which offers comprehensive suite offinancial
products. It sells it financial services to large and mid size corporate, SME,and retail business. Axis bank
has largest ATM network among private banks in India.
An attempt has been made to study employee’s job satisfaction. The project has also
summarizes attitude of employees towards work and various factors that motivate them. The project also
gives some suggestions for growth of company. Global Trust Bank is the first new generation bank and it
was amalgamated with Oriental Bank andre named as Bank..There are different initiatives and
subsidiaries taken by bank. Government initiatives of scheme like Pradhan Mantri January Dhan Yojana
was associated andalso took initiative to succeeding of recapitalization. Demonetization related to
moneylaundering was been evolved were workers were in active to facilitate activities. It hasalso won
awards and recognition for various services from 2010 to 2015.Good image, growth, various services,
increase in market share, E-banking arestrength of company whereas limited branches, change in share
price are some ofweakness. Market penetration and market development are opportunities, newentrants,
tough competition are threats for company. Vision of the company is to bemost respectful in financial
services and to set global benchmark. Mission is to beeffective and efficient in ethical practices and to be
transparent.
The purpose of this study is to find out how effective salaries are in terms of employee satisfaction within
the context of the financial industry. The research questions are the following:
• How does working more hours affect employee satisfaction?
• How do workers from different ages (20-35, 36-55, 56+) value the different aspects of their job?
• Do people in the higher salary tier (+$180k) value compensation as the most important aspect?
Undertaken in London (United Kingdom) and then continued in Raleigh (United States), this research was
conducted using a survey as the research instrument in the financial districts of both cities. The data
collected was of quantitative nature. The results ultimately showed that even though there is a negative
relationship between working more hours and the satisfaction level of the employee who works in
London, there is no relationship with the workers at Raleigh. Interestingly, it also showed that the workers
from both cities value the same things at different ages. The workers aged 20-35 value career
opportunities as the most important aspect of their job whereas employees aged 36-55 valued job
recognition and compensation as the most important factors. Lastly, employees who were 56 years old or
more, gave importance to the job recognition element but also their co-workers. Therefore, the
recommendations for this dissertation are:
• Inform about career opportunities to young prospective employees
• Promote those workers aged 30 to 55 to keep them motivated
• When rewarding employees from ages 30 to 55, use pay raises
• Praise the oldest employees (56+ years old) Key words: salary, productivity, working hours, employee
satisfaction, motivation, leadership style
Chapter -1 Introduction
In any bank institutions, employees can be consider as inner consumers and must be fulfilled if outside
consumers are to be kept up and fulfilled. At the end of the day, fruitful banking institutions can just keep
up their preferred position by worker satisfaction and afterward inspiring them to ceaselessly improve.
The workspace is the second place for employees who stay more than 40 h in week at the workplace. In
this examination, researcher assessed the meanings of job satisfaction and efficiency to incorporate
variables that influence connections between them in accomplishing authoritative objectives .
The meaning of “job satisfaction” has been created by Herzberg who states that it has 2 measurements.
A/C to Herzberg (1964), the principal measurement incorporate basics of job satisfaction, including
worker frames of mind and observations, the nature of managerial strategies, association, nature and
extent of management, job security, working circumstances, status and levels and levels of compensation
and Creating correspondence, homogeneous and subordinate employees , and individual existence of an
unrivaled. These variables can influence worker dissatisfaction . It was insufficient to leave the company
& there is a chance to take risks. For Herzberg to ensure the health of these factors and maintain them,
this should be taken into account .
The second dimension includes many factors that motivated individuals, yet an absence of inspiration and
satisfaction to cause just powerless dissatisfaction. The nonattendance of the last gathering is viewed as
synonymous with a short of institutions vision.
Herzberg's inspiring elements are business achievement, acknowledgment and acknowledgment of the
individuals they work with, profession improvement , individual development as well as the nature of
work and responsibilities .
Many scientists believe that there is a distinction among what individuals are as of now searching for and
what they are searching for. Lofkvist, Davis and Halen fall into these classes. Kaplan (2002) then again
additionally accepts that such psychological specialists as a rule characterize “job satisfaction” as the
distinction among what an individual has and what he desires to have. The third classification is that
numerous ideas and meanings of job satisfaction require assessment . Factors affecting job satisfaction
depend on several factors that lead to the desired result. The lack of some of these factors can cause
dissatisfaction with work . Factors such as income level, nature of work and their social status &prestige,
improvement of work safety, lack of ambiguity of roles, physical condition, organizational structure and
culture as well as communication with colleagues by features, performance evaluation, flexibility and
innovative approach
Human resource is an important asset of any organization. In this era of competitive world, success of any
organization depends on its human resource. Banks are no exception to this. The employees of the Bank
are valuable assets to the organization. If they are highly satisfied with the job they produce more which is
profitable for the organization. So in this competitive environment, the essential thing is to know the
views of employees toward their job and to measure the level of satisfaction with various aspects of job
satisfaction. Efficient human resource management and maintaining higher job satisfaction level in Banks
determine not only the performance of the Bank but affect the growth and performance of the entire
economy. So, for the success of banking, to manage human resource effectively and to find whether its
employees are satisfied or not is very important, only if they are satisfied, they will work with
commitment and project a positive image of the organization. Job satisfaction is an integral component for
the environment of organization and an important element for the relationship between management and
employees. The term ‘job satisfaction’ means individuals emotional reaction to job. It is a positive
emotional state that occurs when a person’s job seem to fulfill important job values provided. The
objective of our study is to measure the level of satisfaction of employees of Janata Bank Limited. There
are different methods of measuring the job satisfaction of employees such as surveys, interviewing
employees and monitoring performance targets. Surveys are a common method of measuring job
satisfaction. A survey can assess satisfaction in the areas of pay, promotion, supervision, tasks and co-
workers. Interview of the employees as a method of measuring job satisfaction is mostly useful in
organizations that have positive relationships with employees and believe the problem is too sophisticated
to be understood with a survey. If employees do not trust the organization or interviewer, however,
responses may not be entirely honest. Businesses with low job satisfaction or employees who fear being
let go may find the employees reluctant to discuss the situation since they may fear it could negatively
affect them in the future.
COMPANY PROFILE
STATE BANK OF INDIA
Established in 1806 as the Bank of Calcutta, State Bank of India (SBI) has evolved into the largest and
oldest public sector bank in India. Headquartered in Mumbai, SBI operates an extensive network of
branches and subsidiaries, both domestically and internationally, making it a cornerstone of India's
financial landscape. As a state-owned enterprise, SBI plays a pivotal role in driving economic growth,
financial inclusion, and social development initiatives across the country.
SBI's commitment to serving diverse segments of society, including rural and marginalized communities,
is reflected in its extensive range of banking products and services tailored to meet the needs of customers
from all walks of life. The bank's robust infrastructure, technological advancements, and customer-centric
approach have solidified its position as a trusted financial partner for millions of Indians.
In terms of employee engagement and development, SBI offers various avenues for career growth,
training, and skill enhancement. The bank's emphasis on meritocracy, diversity, and inclusion fosters a
dynamic work environment where employees are encouraged to innovate, collaborate, and excel in their
respective roles. SBI's organizational culture, characterized by a strong sense of community, integrity, and
accountability, sets the foundation for employee satisfaction and professional fulfillment.
ICICI Bank
Founded in 1994, ICICI Bank has emerged as a leading private sector bank in India, renowned for its
innovation, agility, and customer-centric approach. Headquartered in Mumbai, ICICI Bank operates a vast
network of branches, ATMs, and digital channels, catering to the diverse financial needs of individuals,
businesses, and institutions across the country. The bank's relentless focus on leveraging technology to
enhance banking services has positioned it as a pioneer in digital banking solutions and a key player in
India's fintech ecosystem.
ICICI Bank's organizational culture is characterized by a spirit of entrepreneurship, collaboration, and

excellence. The bank's meritocratic approach to talent management and performance recognition creates a
conducive environment for employee growth and development. ICICI Bank's commitment to fostering a
culture of innovation and continuous learning empowers employees to adapt to evolving market trends,
embrace change, and deliver value-added solutions to customers.
In addition to offering competitive compensation and benefits packages, ICICI Bank provides employees
with opportunities for professional advancement, leadership development, and cross-functional exposure.
The bank's emphasis on diversity, inclusivity, and employee well-being underscores its commitment to
creating a supportive and rewarding workplace environment.
Factors determining job satisfaction

1. Working hours
At the point when the harmony between individual wants and working requirement is unsteady, clashes
emerge between employees. On the off chance that the worker feels awkward at work, there is a
contention. Job satisfaction is, moreover connected with components, for example, giving and spending
extra time and inappropriate working hours. The explanation behind this connection between working
hours and worker satisfaction for quite a while that every representative spends on his work. As
supported by Pores (2003), working hours influence the personal satisfaction and banking institutions
with loved ones and along these lines the satisfaction of employees.
2. Working conditions
The workplace where the workers carry out their work corresponds to the working conditions or the
working environment. After several studies, various factors affect employee satisfaction with their work
areas, e.g. Air quality and temperature, building construction, lighting and noise. Few of scholar and
researcher believe that working environment should meet three goals that meet the needs of the
employee, meet the needs of the client and strive for excellence in the organization.
3. Payment
It is a key and unequivocal factor that importantly affects job satisfaction, specifically pay and value.
The worker can be convinced to commit enough additional time, if aligned with compensation.
Oshagbemi (2000) proposes that one of the fundamental wellsprings of authoritative expenses is pay.
Some accept that there is no reasonable connection between pay levels and job satisfaction. One of the
wellbeing factors considered by Herzberg (1964) is pay. In actuality, a few scholars, for example, Locke
and Porter (1976) express that their degree of satisfaction increments when the representative’s degree of
compensation surpasses their desires and the other way around.
4. Work design
Many scholars and researchers firmly believe, that jobs satisfaction is much affected by the work design
that include autonomy, motivation, choice of job and recognition, and absence of any of the factors
mentioned above, may reduce the level of job satisfaction. A. Bhardwaj et al. / Materials Today:
Proceedings xxx (xxxx) xxx 3 Please cite this article as: A. Bhardwaj, S. Mishra and T. Kumar Jain, An
analysis to understanding the job satisfaction of employees in banking industry, Materials Today:
Proceedings, https://doi.org/10.1016/j.matpr.2020.04.783
4. Promotion
Career progression is not only needed to fulfill material needs, but it also satisfy the individual
psychological needs, and always leads to higher productivity, and also establish a positive and
progressive relationship between promotion and productivity. Promotion is a crucial component of job
satisfaction that affects it in a major way.
5. Demographic features Factors,
for example, sex, age, education and experience are statistic attributes. A great deal of research was
carried out on these elements and their correlation to job satisfaction, and it was found that all these
demographic factors also influence the level of job satisfaction.
6. Human resources department
The job of HR is straightforwardly identified with worker satisfaction. This division should plan the
association, change the board, control of business change and representative conduct in regards to
prerequisites, preparing, grants, human asset examination, etc.
8. Supervision Management
assumes a key job in worker satisfaction. Supervisors or bosses give employees the opportunity to express
their thoughts and make them so steadfast. From the employees’ perspective, the respectability of
employees is significant. One of the most significant components that can influence representative
satisfaction and conduct is the connection between a worker and an associate and director, particularly
connections that have demonstrated to be straightforward (Chen, 2001).
9. Stress
Stress is mental and physical imbalance that causes objective or abstract issues for employees. There are
number of numerous components, for example, lack of liquidity and congestion, which can be a cause of
worry for employees. Hamid’s work (2007) demonstrated a critical connection among stress and job
satisfaction. The more pressure employees experience, the lower the degree of job satisfaction.
FINANCIAL SECTOR
The financial sector includes both commercial and non-commercial banks, which play crucial roles in the
economy:
Commercial Banks:
Commercial banks are financial institutions that primarily provide services such as accepting deposits,
granting loans, and offering basic financial products like savings and checking accounts.
They serve individuals, businesses, and governments by facilitating the flow of funds in the economy.
Commercial banks make profits through the interest earned on loans and investments, as well as fees
charged for various services.
Examples of commercial banks include JPMorgan Chase, Bank of America, Wells Fargo, and Citibank.
Non-Commercial Banks:
Non-commercial banks encompass a variety of financial institutions that operate differently from
traditional commercial banks.
Investment banks: These institutions help corporations and governments raise capital by underwriting and
issuing securities like stocks and bonds. They also offer advisory services for mergers and acquisitions,
corporate restructuring, and other financial transactions.
Development banks: These banks focus on providing financial support for long-term projects and
initiatives aimed at promoting economic development and reducing poverty. They often specialize in
financing infrastructure, agriculture, education, and healthcare projects.
Central banks: Central banks are responsible for regulating the country's monetary policy, issuing
currency, managing foreign exchange reserves, and maintaining financial stability. They also supervise
commercial banks and oversee the overall functioning of the financial system.
Cooperative banks: These banks are owned and operated by their members, who are typically individuals
or small businesses with a common bond, such as location or profession. Cooperative banks provide
banking services tailored to the needs of their members and often prioritize community development and
social welfare.
Credit unions: Similar to cooperative banks, credit unions are member-owned financial cooperatives that
offer savings, loans, and other financial services to their members. They operate on a not-for-profit basis
and aim to provide affordable banking solutions with favourable terms and lower fees.
Overall, both commercial and non-commercial banks are essential components of the financial sector,
playing critical roles in facilitating economic activity, managing risk, and promoting financial
stability and growth.
BANKING AND FINANCIAL SECTOR

The banking sector is a subset of the broader financial sector, and they are highly interrelated. Here's how:
Financial Intermediation: Both sectors are involved in financial intermediation, which involves the
movement of funds from savers to borrowers. Commercial banks, as part of the banking sector, directly
engage in this by accepting deposits from individuals and entities and then lending those funds to
borrowers. Other financial institutions within the broader financial sector, such as investment banks, also
facilitate this process by arranging financing through securities markets.
Regulatory Oversight: The financial sector, including banks, is subject to regulatory oversight by
government agencies. Central banks often play a crucial role in regulating both sectors, setting monetary
policy, overseeing financial stability, and ensuring compliance with regulations. Additionally, banking
regulators and supervisory authorities monitor banks' activities to safeguard depositors' funds, maintain
the stability of the financial system, and prevent systemic risks.
Financial Products and Services: Both sectors offer a wide range of financial products and services to
meet the needs of individuals, businesses, and governments. While commercial banks provide traditional
banking services like deposits, loans, and payment services, the broader financial sector offers specialized
products such as investment instruments (stocks, bonds, derivatives), insurance policies, wealth
management services, and various other financial solutions.
Risk Management: Banks and other financial institutions within the financial sector are deeply involved in
risk management. Banks assess and manage credit risk, market risk, liquidity risk, and operational risk in
their operations. They also utilize various financial instruments and techniques to hedge against risks.
Similarly, investment banks, insurance companies, and other entities within the financial sector employ
risk management strategies tailored to their specific activities and exposures.
Economic Impact: Both sectors have a significant impact on the overall economy. The health and stability
of the banking sector can influence economic growth, access to credit, and financial stability. Likewise,
the performance of the broader financial sector affects capital allocation, investment decisions, and the
functioning of financial markets, which in turn influence economic activity and prosperity.
In summary, while the banking sector is a vital component of the financial sector, they are interconnected
through financial intermediation, regulatory oversight, product and service offerings, risk management,
and their broader economic impact.
Objectives of the study
 To assess the employees job satisfaction level in SBI and ICICI bank.
 To identify the factors, influence the job satisfaction of employees.

 To identify the factors improves the satisfaction level of employees.
Scope of the study

The study will bring out into lime light the working condition that prevails in the banking sector in India.
The present study is focused on the analyzing the Job Satisfaction of Bank Employees whose Work
Culture is different to other type of employees. This study also aimed to analyse the various factors which
positively impact the job satisfaction of employees.
Methodology
Research Design:
1. Comparative Study: Adopt a comparative research design to examine job satisfaction levels in
SBI and ICICI Bank. This design allows for a direct comparison of variables between the two
banks.
2. Quantitative Approach: Utilize a quantitative research approach to gather numerical data on job
satisfaction levels and related factors through structured surveys.
Sampling Strategy:
1. Sampling Frame: Define the sampling frame, which includes all employees of SBI and ICICI
Bank across different branches and departments.
2. Sampling Technique: Employ a stratified random sampling technique to ensure representation
from various job roles and departments within each bank.
3. Sample Size: Determine the appropriate sample size based on statistical considerations, such as
the desired level of confidence and margin of error.
Data Collection:
1. Survey Development: Develop a structured survey questionnaire to collect quantitative data on
job satisfaction levels and related factors. The questionnaire should include items addressing
compensation, work environment, career development opportunities, organizational culture, and
leadership style.
2. Pilot Testing: Conduct a pilot test of the survey questionnaire with a small sample of employees
to identify any ambiguities, redundancies, or formatting issues.
3. Survey Administration: Administer the finalized survey to a representative sample of employees
from both SBI and ICICI Bank. Ensure confidentiality and anonymity to encourage honest
responses.
Data Analysis:
1. Descriptive Analysis: Calculate descriptive statistics (e.g., mean, median, standard deviation) for
each variable to summarize the data.
2. Comparative Analysis: Conduct comparative analysis between SBI and ICICI Bank using
appropriate statistical tests (e.g., t-tests, chi-square tests) to identify significant differences in job
satisfaction levels and related factors.
3. Regression Analysis: Perform regression analysis to identify the factors that most strongly
influence job satisfaction levels within each bank.
Interpretation and Reporting:
1. Interpretation of Findings: Interpret the results of the data analysis, highlighting key findings,
trends, and differences between SBI and ICICI Bank.
2. Discussion: Discuss the implications of the findings for both banks, considering how they can
inform HR policies, organizational practices, and employee engagement strategies.
3. Recommendations: Provide actionable recommendations for SBI and ICICI Bank based on the
research findings, aimed at improving job satisfaction levels and overall organizational
effectiveness.
4. Limitations: Acknowledge any limitations of the study, such as sample bias or data collection
constraints, and discuss their potential impact on the results.
5. Conclusion: Summarize the main findings of the study, reiterate the significance of the research,
and suggest avenues for future research.
Ethical Considerations:
1. Informed Consent: Obtain informed consent from participants before their involvement in the
study, ensuring they understand the purpose, risks, and benefits of participation.
2. Confidentiality: Protect the confidentiality of participants' responses and ensure that their data is
anonymized and securely stored.
3. Conflict of Interest: Disclose any potential conflicts of interest and ensure that the research is
conducted impartially and ethically.
By following this research methodology, you can systematically investigate and compare job satisfaction
levels in SBI and ICICI Bank, providing valuable insights for both organizations and contributing to the
broader understanding of employee satisfaction in the banking sector.
Limitation of the study

1. This study focuses only SBI employees and has only a sample of 150 employees due to time and cost
constraints.
2. All the findings and suggestions given in the study were entirely based on the employees’ response
which may not be generalized to other geographical areas and to other industries.
3. The employees while responded showed some hesitation and did not answer freely in front of the
higher authorities in the bank. But they responded freely outside the bank.
4. SBI and ICICI bank are distinct organization with unique culture,structures and management practices.
While effort will be made to compare them, some diffrences may not be captured or adequately controlled
for this analysis
Chapter-2 Literature Review
STUDY AUTHOR YEA OBJECTIVES METHODO KEY FINDINGS

TITLE S R LOGY
Job Dubey et 2010 both the satisfied Mixed-methods The satisfied and
Satisfaction al. group and dissatisfied approach: dissatisfied groups were
and Need group ranked money surveys, similar with regard to
Hierarchy and status as the two interviews, and personality variables
among Bank most satisfying focus groups. and they also ranked the
Officers” factors on the job various needs in a
similar fashion
Determinants Baldev 2012 identified four factors Longitudinal the study it is found that
of Job Sharma namely education, study using technology and
Satisfaction monthly emoluments, surveys education were found to
among Bank work technology and be the important
Employees” type of supervision determinants of job
having impact on job satisfaction.
satisfaction
“Job Sinha 2013 revealed that job Surveys 1. The perception
Satisfaction: satisfaction of an of job
A Study of employee is related to satisfaction as to
the Bank an individual its attainment in
Employees” expectation of the job is also
different related to job
characteristics such as satisfaction.
work environment,
income, security,
prestige and
promotion of the job
Paths to the Uma 2011 Underlined that Surveys resulted in increased job
Job Sekaran making work more satisfaction.
Satisfaction interesting, reducing
of Bank stress and facilitating
Employees success and
experience have
progressively
Perceived Nazil A. 2017 indicated that barring Surveys related to the overall job
Importance Nazir income and level of satisfaction of the
of Job Facets education, no other respondents
and Overall personal factor was
Job found
Satisfaction
of Bank
Employees
Job Rengaswa 2015 underlined that no Surveys and various factors
Satisfaction my and significant difference questionnaire influencing the job
of Workers in Markanda was found in satisfaction.
Tamil Nadu yan technical,
State administrative and
Transport traffic workers in their
Corporation levels of job
satisfaction
A Rajeswari 2000 identified the level of surveys, |
Comparative , A. job satisfaction of the interviews, and http://www.sijshmt.com
Study on Job women employees in focus groups.
Satisfaction public sector banks
of Women and the Life Insurance
Employees of Corporation of India.
Public Sector Scope International
Banks and Journal of Science,
LIC in Humanities,
Tirunelveli Management and
District Technology. ISSN :
2455-068X Vol.4
Issue 3 (2018) 60 -
72. Submitted
12/07/2018. Published
13/08/2018 63 ©2018
Mr.Ashokan
Employee Laxmisha 2010 the employees are Surveys Factors influences by
Motivation motivated by internal sectors
and Job and
Satisfaction external factors
in
Commercial
Banks
Job Renu 2018 job satisfaction. Surveys observed that higher the
Satisfaction: Narchal et through age and more the
Some al. different number of dependents,
Correlates channels the less would be the
job satisfaction
Some Kapoor 2017 analysed the Quantitative The greater the
Determinants employee satisfaction survey discrepancy the stronger
of Job is a function the dissatisfaction and
Satisfaction discrepancy between vice versa
his expectations and
actual achievement
Hypothesis testing
Formulate Hypotheses:
 Null Hypothesis (H0): There is no significant difference in job satisfaction levels between SBI and ICICI
Bank.
 Alternative Hypothesis (H1): There is a significant difference in job satisfaction levels between SBI and
ICICI Bank.
2. Select a Significance Level (α):
 Typically set at α = 0.05, indicating a 5% chance of rejecting the null hypothesis when it is actually true.
3. Choose a Statistical Test:
 Depending on the nature of the data and the research question, select an appropriate statistical test. For
comparing means of independent samples (e.g., job satisfaction scores between two groups), the t-test is
commonly used.
4. Collect Data:
 Gather quantitative data on job satisfaction levels from employees of both SBI and ICICI Bank using
surveys or other data collection methods.
5. Calculate Test Statistic:
 Compute the appropriate test statistic based on the selected statistical test. For example, when comparing
means between two groups (SBI and ICICI Bank), calculate the t-statistic using the formula for independent
samples t-test.
6. Determine Critical Value or p-value:
 Using the selected significance level (α) and degrees of freedom, determine the critical value from the t-
distribution table or calculate the p-value associated with the test statistic.
7. Make a Decision:
 If the p-value is less than α, reject the null hypothesis and conclude that there is a significant difference in
job satisfaction levels between SBI and ICICI Bank.
 If the p-value is greater than α, fail to reject the null hypothesis, indicating insufficient evidence to
conclude a significant difference in job satisfaction levels between the two banks.
8. Interpret Results:
 Interpret the findings in the context of the research question and study objectives. Discuss the
implications of the results for both SBI and ICICI Bank, considering factors influencing job satisfaction
levels and potential areas for improvement.
9. Validate Assumptions:
 Ensure that the assumptions underlying the statistical test (e.g., normality of data, equal variances) are
met or appropriately addressed through data transformations or alternative tests.
10. Sensitivity Analysis:
 Conduct sensitivity analysis to assess the robustness of the results to changes in assumptions or
methodology.
SWOT Analysis
Strengths:
1. Established Reputation: Both SBI and ICICI Bank have established strong brand identities and reputations
in the banking industry, which can attract top talent and enhance employee pride.
2. Diverse Product Portfolio: Both banks offer a wide range of financial products and services, providing
employees with opportunities for career growth and skill development.
3. Market Leadership: SBI and ICICI Bank are market leaders in their respective segments, offering
employees stability and potential for advancement within the organizations.
4. Robust Infrastructure: Both banks have a robust infrastructure, including extensive branch networks,
digital banking platforms, and technological innovations, which can enhance employee efficiency and
productivity.
Weaknesses:
1. Bureaucratic Processes: SBI may be perceived as having more bureaucratic processes and hierarchies,
which can lead to slower decision-making and reduced employee autonomy.
2. Employee Turnover: High employee turnover rates, particularly in entry-level positions, may be a
weakness for both banks, resulting in disruptions to workflow and increased recruitment costs.
3. Workplace Culture: Differences in organizational culture between SBI and ICICI Bank may impact
employee satisfaction, with issues such as communication barriers or resistance to change potentially
affecting morale.
4. Training and Development: Inadequate training and development programs in either bank could hinder
employees' ability to adapt to changing job requirements and technological advancements.
Opportunities:
1. Expansion into New Markets: Both banks have opportunities for geographic expansion and diversification
of services, providing employees with new challenges and career prospects.
2. Digital Transformation: Investing in digital transformation initiatives can enhance operational efficiency
and customer service, creating opportunities for employees to acquire new skills and roles.
3. Employee Engagement Programs: Implementing employee engagement programs, such as mentorship
schemes or wellness initiatives, can improve job satisfaction and retention rates in both banks.
4. Partnerships and Collaborations: Collaborating with fintech startups or other organizations can facilitate
innovation and offer employees exposure to new technologies and business models.
Threats:
1. Competition: Intense competition within the banking sector, both from traditional competitors and new
entrants, poses a threat to both SBI and ICICI Bank's market share and profitability.
2. Regulatory Changes: Changes in regulatory requirements or government policies can impact banking
operations and profitability, requiring both banks to adapt quickly and potentially affecting employee job
security.
3. Economic Uncertainty: Economic downturns or fluctuations in interest rates can impact banking revenues
and customer demand for financial products, potentially leading to cost-cutting measures and job
insecurity.
4. Technological Disruption: Rapid technological advancements and digital disruption may require significant
investments in infrastructure and workforce training, posing challenges for both banks in terms of
employee adaptation and skill development.
By conducting a SWOT analysis, SBI and ICICI Bank can gain valuable insights into the factors
influencing employee satisfaction and develop strategies to capitalize on strengths, mitigate weaknesses,
leverage opportunities, and address threats effectively.
Research Design and Data Collection

The study of the level of job satisfaction of employees adopts a quantitative research method. A
survey is conducted to analyse the relationship between different variables. Survey data is gathered
from respondents, using a structured questionnaire. The collected survey data is analysed using
descriptive statistics (frequency distribution, mean, and standard deviation) as well as cross tabulation
analysis. A total population of 800 employees are working in Nepal Bank Limited and 500 employees
in Nepal SBI Bank in different branches inside Kathmandu valley. Out of the total population, 250
employees working in the different positions are provided with the standardized questionnaire. The
reason behind the selection of Kathmandu as the point of study is that, majority of the employees of
these two banks are working in Kathmandu and all the youths transfer their higher studies to the
capital city with a lot of expectations and hopes that they get better opportunity in Kathmandu. Also,
there is an easy and a quick access to internet and banking facilities as compared to the branches
outside Kathmandu. The questionnaires are distributed among the employees working at various
levels, such as Assistant, Senior Assistant, Manager and Deputy Managers. A set of questionnaires was
sent to the responsible commissioners through email and the questionnaires are distributed to the
employees by the firm. Later when the responses were collected from the employees, the firm sent
back the responses in the summarized form in the same procedure using emails. The company sent the
summary in a way that they could protect the company policies and their employee’s confidentiality.
Out of the sample group, 166 employees responded to the questions. The response rate equals to
66,4%. 16 A well-structured questionnaire is prepared as the main instrument to collect data from the
respondents. The survey is divided into two sections: 1) personal background, ie. classification
question, which obtains information regarding employees' age and gender and 2) job satisfaction
segments and organizational factors, ie. questions that collect information regarding employees' level
of satisfaction. A different source of secondary data studied to prepare the questionnaire are websites,
books and magazines, and the previous studies and theses. The questionnaire survey was designed to
understand the views of the respondents concerning their job satisfaction on factors like work
environment, rewards, recognition, training and development and job security. A set of questions
including yes/no questions, ranking method, and multi-item Likert scale questions were developed. A
survey is designed to find out the objectives of research through specific questions. The questionnaire
is presented in Appendix
. Reliability and Validity of Data

Validity is the ability to measure what one intended to measure, and construct validity involves the
operational measure for the studied subjects. More precisely, it includes how the researcher translates
theory information in functional and measurable questions and variables. For the validity of data, a
questionnaire will be developed after referring to the literature reviews as well as the banking system
and employment scenario in Nepal. Internal validity suggests that the study examines what it is
supposed to consider, whereas external validity is the possibility to generalize the study results in
other populations. The author has designed questions in the questionnaire in such a way that they
provide the most relevant information to answer the research question. The design of the survey is
designed in simple structure with a clear and accessible language to make respondents understandable
as possible and thus decrease misunderstanding. Reliability is the dimension to which research
findings would be the same if the research were to be repeated later or with the different samples of
the subject. This means that the result of the study must be the same always in different periods, even
if the researcher uses a separate tool to measure. For example, if the weight of a person must be
measured, the pressure must be the same each time the person stepped onto the pressure measuring
machines. The statistical research must be the same every time (Saane, Sluiter, Verbeek and Frings‐
Dresen 2003).
Chapter-3 DATA PRESENTATION AND ANALYSIS
This chapter provides a systematic presentation and analysis of the survey data. The different statistical
analysis tools have been used for the study purpose and the results are presented under three sub-
chapters. Chapter 6.1 provides the basic information presents respondents and their qualification that
also includes the experience in banking career. Chapter 6.2 presents the personal perception of the
employees regarding the organizational practices and the working environment. Chapter 6.3 present
the result of importance of each factor affecting the job satisfaction level of the working employees.
Lastly, chapter
6.4 analyses the relationship between designation and job satisfaction.
Background Information of the Respondents
In any study using primary data analysis, a discussion on the profile of the respondents is needed first.
Demographic characteristics play a vital role in understanding the job satisfaction of the employees.
This section, therefore, describes the demographic characteristics of the respondents of employees of
NBL and SBI bank. The following details provide respondent information to provide the basis for
data presentation and analysis. The distributive analysis of job satisfaction is done by gender, age,
educational qualification, designation, job suits education, work experience, work environment,
rewards, recognition, training & development, job security, and perception towards job satisfaction.
TABLE 1. Distribution table of Gender
Gender Frequency Percent

Male 95 57.2
Female 71 42.8
Total 166 100
As presented above, out of the total of 166 respondents in table 1, 57.20% were male, and 42.80% were
female. This information reflects that both genders have been represented reasonably in the study
TABLE 2. Distribution table of Age
Age Frequency Percent

16-25 10 6
26-35 127 76.5
36 & over 29 17.5
Total 166 100
In table 2, out of the total 166 respondents, 6% of employees lie underage of 16-25, 76.50% lie underage
of 26-35, 16.30% lie under the age of 36-45, and 1.20% lies under the age of 46 and over.
TABLE 3. Distribution table of Educational Qualification
Educational Qualification Frequency Percent

Bachelors 23 13.9
Masters and above 143 86.1
Total 166 100
Out of the total 166 respondents, 13.90% of employees have completed their bachelor's degree
whereas 86.10% of employees have completed their study up to master's and above (TABLE 3.) This
information reflects that employees of both banks are well qualified (TABLE 3.)
TABLE 4. Distribution table of Designation
Designation Frequency Percent

Assistant 43 25.9
Senior Assistant 40 24.1
Assistant Manager 48 28.9
Deputy Manager 18 10.8
Manager 17 10.2
Total 166 100
As presented in table 4, out of the total 166 respondents, 25.90% are of Assistant Level, 24.10% are of
Senior Assistant level, 28.90% are of Assistant Manager, 10.80% are of Deputy Manager Level, and
10.20% are of Manager Level.
TABLE 5. Distribution table of job suits education
Job suits education Frequency Percent

Yes 97 58.4
No 69 41.6
Total 166 100
In the above table 5, out of the total 166 respondents, 58.4% of employees feel that their job suits their
educational qualification, whereas 41.6% of employees feel that their job doesn't suit their educational
qualification.
TABLE 6. Distribution table of work experience
Years of Experience Frequency Percent

Less than 3 years 15 9
Less than 4 years 25 15.1
Less than 5 years 43 25.9
5 years and above 83 50
Total 166 100
As presented in table 6, out of the total 166 respondents 9% of employees have work experience less
than 3 years, 15.1% have work experience less than 4 years, 25.9% have work experience less than 5
years, and 50% have work experience of 5 years and above respectively.
Result on Job Satisfaction Level
The section includes the results obtained from the respondents measuring the job satisfaction level of
employees according to their working perspectives.
TABLE 7. Distribution table of Work Environment
Work Environment n Minimum Maximum Mean Std. Deviation

The company policies support its staff 166 1 5 3.241 1.0797
The members of my department are 166 1 5 3.795 0.8705
generally cooperative
The communication between staff and 166 1 5 3.06 1.0369
upper leadership is effective
The hygiene of the workplace environ- 166 1 5 3.133 1.0565
ment is good
Necessary tools and resources are pro- 166 1 5 3.103 1.0967
vided
There is flexibility in scheduling work 166 1 5 3.048 1.1325
The overall infrastructure of the com- 166 1 5 3.236 1.0412
pany is good
As per the table 7, it can be analyzed that out of 166 employees, the maximum number of employees
are neutral to all the overall statement of work environment provided in the questionnaire. The highest
mean value is 3.795 which explains that maximum employees are neutral to the statement that "the
member of my department is generally cooperative". (TABLE 7.) Similarly, the highest standard
deviation is 1.1325 which means that there is less flexibility in scheduling work. (TABLE 7.)
Therefore, to satisfy the employees, there must be a more flexible work schedule.
TABLE 8. Distribution table of Rewards
Rewards n Mini- Maximum Mean Std. Deviation

mum
Salary is satisfactory as compared to 166 1 5 2.572 1.177
another bank
The benefits packages (like medical 166 1 5 2.892 1.038
insurance, paid vacation) provided
The benefit packages are compara- 166 1 5 2.078 0.966
tively more than other banks
The compensation and benefits are 166 1 5 2.765 1.106
justifiable in proportion to my work
As per table 8, it can be analyzed that out of 166 employees, maximum numbers of employees disagree
with the overall statement of rewards provided in the questionnaire. The highest mean value is 2.892,
which is for the benefits packages (like medical insurance, paid vacation) provided are good. It means
that the maximum number of employees feel neutral for this statement. Similarly, the highest value of
standard deviation is 1.1771 which explains that the salary provided is less satisfactory. (TABLE 8.)
TABLE 9. Distribution table of Recognition
Recognition n Mini- Maxi- Mean Std. Deviation

mum mum
The employee receives adequate acknowl- 166 1 5 2.651 0.9462
edgment or appreciation when work is good
Public recognition (E.g., Acknowledging 166 1 5 2.807 1.0782
performance in mass) is practiced more as
compared to private recognition (one to
one
acknowledgment)
I am satisfied with the reward and recogni- 166 1 5 2.765 1.0205
tion gained from my bank
In table 9, it can be analyzed that out of 166 employees, the maximum number of employees disagrees
with the overall statement of Recognition as provided in the questionnaire. The highest mean value is
2.807 which explain that maximum number of employees disagrees for the statement "Public
recognition (E.g., Acknowledging performance in mass) is practiced more as compared to private
recognition (one to one acknowledgment)". (TABLE 9.) Similarly, the highest standard deviation is
1.0782 which means that employees are less satisfactory for the public recognition provided to its
employees. (TABLE 9.)
TABLE 10. Distribution table of Training and Development
Training & Development n Minimum Maximum Mean Std. Deviation

Necessary development programs are 166 1 5 2.747 1.1425
usually provided for updating as well
as learning new skills in the bank
The basis on which the company pro- 166 1 5 2.771 0.8988

motes its people is reasonable
People are promoted when their per- 166 1 5 2.114 0.9304
formance is good
There is transparency or communica- 166 1 5 2.494 1.0603
tion about the employee's career path
I am satisfied with the training and 166 1 5 2.669 1.0174
career development programs
being
provided
As per table 10, out of 166 employees, the maximum number of employees disagrees with the overall
statement of training and development. The highest mean value is 2.771, which means that the
maximum number of employees is neutral to the basis on which the company promotes its people is
reasonable. Similarly, the maximum standard deviation is 1.1425, which explains that these banks need
improvement in necessary development programs that are usually provided for updating as well as
learning new skills for employees in the banks. The rating score 5 means strongly agree, 4 means
agree, 3 means neutral, 2 means disagree, and 1 means strongly disagree. (TABLE 10.)
TABLE 11. Distribution table of Job Security
Job Security n Minimum Maximum Mean Std. Deviation

I believe that my job is secure 166 1 5 4.108 0.7222
I have no fear of losing my job 166 1 5 4.133 0.8637
In general, I am particularly proud or 166 1 5 3.976 0.8381
satisfied with the security provided
According to table 11, out of 166 employees, the maximum number agrees with the overall statement
of Job security provided in the questionnaire. The highest mean value is 4.133 which is for the
statement that "I have no fear of losing my job" while the maximum number of employees agrees that
they have no fear for losing their job. (TABLE 11.) Similarly, the highest standard deviation is 0.8637,
which explains that the banks further need to provide more job security to those employees who are in
fear of losing their job.
TABLE12. Descriptive table of independent variables
Independent Variable Mean Std. Deviation n

Work Environment 3.2332 0.73541 166
Rewards 2.5768 0.86675 166
Recognition 2.741 0.87261 166
Training and Development 2.559 0.71028 166
Job Security 4.0723 0.74227 166
The above table shows that the mean value of the Work Environment is 3.2332, which explains that
most of the employees have a neutral response to the statement provided. The mean value of Reward is
2.5768, which explains most of the employees disagree with the rewards provided by NBL and Nepal
SBI. The mean value of Recognition is 2.7410 which explains that most of the respondents disagree
with the recognition provided. (TABLE 12.) The mean value of Training and Development is 2.5590,
which explains that most of the respondents disagree with the training and development provided. The
mean value of Job security is 4.0723, which means that most of the respondent agrees with the job
security provided by the banks. Similarly, Recognition factor has the highest standard deviation
(TABLE 12).
Result on Importance of Different Job Satisfaction Factors
TABLE 13. Distribution table of work environment on the basis of importance
Ranking Work Environment Frequency Percent

Least Important 41 24.7
Less Important 27 16.3
Important 23 13.9
More Important 25 15.1
Highly Important 50 30.1
Total 166 100
As presented above, out of 166 respondents 24.70% of employees perceive that work environment is
least important, 16.3% of employees perceive that work environment is less important, 13.90% of em-
ployees perceive that work environment is important, 15.10% of employees perceive that work
environment is more important and 30.10% of employees perceive that work environment is highly
important. (TABLE 13.)
TABLE 14. Distribution table of rewards on the basis of importance
Ranking Rewards Frequency Percent

Important 24 14.5
Total 166 100
As presented above, out of 166 respondents 20.50% of employees perceive that reward is least
important, 23.5% of employees perceive that reward is less important, 14.5% of employees perceive
that reward is important, 21.1% of employees perceive that reward is more important, and 20.50% of
employees perceive that reward is highly important. (TABLE 14.)
TABLE 15. Distribution table of recognition on the basis of importance
Ranking Recognition Frequency Percent

Important 56 33.7
Total 166 100
In table 15 above, out of 166 respondents, 7.20% of employees perceive that recognition is least im-
portant, 34.9% of employees perceive that recognition is less important, 33.7% of employees perceive
that recognition is important, 15.7% of employees perceive that recognition is more important and
8.40% of employees perceive that recognition is highly important.
TABLE 16. Distribution table of Training & Development on the basis of importance
Ranking Training & Development Frequency Percent

Important 33 19.9
Highly Important 20 12
Total 166 100
In table 16, out of 166 respondents, 25.90% of employees perceive that training and development is
least important,19.9% of employees perceive that training & development is less important, 19.9% of
employees perceive that training & development is important, 22.3% of employees perceive that
training & development is more important and 12% of employees perceive that training and
development is highly important.
TABLE 17. Distribution table of Job Security on the basis of importance
Ranking Job Security Frequency Percent

Important 30 18.1
Total 166 100
As presented above, out of 166 respondents 21.70% of employees perceive that job security is least
important, 5.4% of employees perceive that job security is less important, 18.10% of employees
perceive
that job security is important, 25.9% of employees perceive that job security is more important and
28.90% of employees perceive that job security is highly important. (TABLE 17.)
TABLE 18. Distribution table of the most important factor to enhance employee job satisfaction
Independent Variable Frequency Percent

Work Environment 26 15.7
Rewards 89 53.6
Recognition 5 3
Training and Development 34 20.5
Job Security 12 7.2
Total 166 100
The distribution measures of the most important factors that enhance the employees and their job satis-
faction level are presented in the above table. In table 18, out of 166 respondents, 15.70% of employee
perceives for work environment, 53.60% of employee perceives for rewards, 3% of employee
perceives for recognition, 20.50% of employee perceives for training and development, and 7.20% of
employee perceives for job security as an important factor to enhance employee job satisfaction
respectively. From, 166 respondents, half of the employees perceive that reward is an important factor
to enhance job satisfaction in banking career. (TABLE 18.)
TABLE 19. Distribution table of the main cause for leaving /shifting from one bank to another bank
Independent Variable Frequency Percent

Work Environment 13 7.8
Rewards 96 57.8
Recognition 32 19.3
Training and Development 4 2.4
Job Security 21 12.7
Total 166 100
As presented above, out of 166 respondents 7.80% of employees perceive for work environment,
57.80% of employees perceive for rewards, 19.30% of employee perceives for recognition, 2.40% of
employees perceive for training and development, and 12.70% of employees perceive for job security
as the main
cause for leaving/ shifting from one bank to the other. Here among 166 respondents, half of the
employees perceive that reward is a factor for which most of the employees leave or shift to any other
organization. (TABLE 19.)
Cross-tabulation Results on Designation and Job Satisfaction Factors
The cross-tabulate table analysis is a tool that allows comparing the relationship between two
variables. Cross-tabulation analysis, also known as contingency table analysis, is most often used to
analyze cate- gorical (nominal measurement scale) data. A crosstabulation is a two (or more)
dimensional table that records the number (frequency) of respondents. Cross-tabulation tables provide
a wealth of information about the relationship between the variables.
TABLE 20. Cross-tabulation of Designation and Gender
Gender Assistant Senior Assistant Deputy Manager Total

Assistant Manager Manager
Male 25.3 26.3 23.2 16.8 8.4 100.0
Female 26.8 21.1 36.6 2.8 12.7 100.0
Total 25.9 24.1 28.9 10.8 10.2 100.0
Table 20 shows the cross-tabulation analysis between gender and designation. In assistant level, senior
assistant level and Assistant manager level, both males are female employees have equal participation,
whereas in Deputy Manager Level male percentage is higher in comparison to female employees. Sim-
ilarly, at the Manager level, both male and female employees are equal in numbers.
TABLE 21. Cross-tabulation of Designation and Age Group
Age Assistant Senior Assistant Deputy Manager Total

Group Assistant Manager Manager
16-25 70-0 30.0 - - - 100.0
26-35 28.3 26.8 34.6 6.3 3.9 100.0
36 & over - 11.1 14.8 37.0 37.0 100.0
Total 25.9 24.1 28.9 10.8 10.2 100.0
Table 21 shows the cross-tabulation between age and designation. Out of 166 employees’ maximum
number of employees from various levels lies in the age group of 26-35, whereas very few numbers of
employees in the age group of 36 & over, which is from Deputy Manager and Manager Level, ie. 37%.
Also, there are no responses of Assistant that lies in the age group of 36 & over whereas there are no
responses of Assistant Manager, Deputy Manager, and Manager Level employees that lie in the age
group of 16-25. (TABLE 21.)
TABLE 22. Cross-tabulation of Designation and Qualification
Qualification Assistant Senior Assistant Deputy Manager Total

Bachelors 52.2 43.5 4.3 2.6 - 100.0
Masters and 21.7 21.0 32.9 10.0 11.9 100.0
above
Total 25.9 24.1 28.9 10.8 10.2 100.0
Table 22 shows the cross-tabulation of education qualification and designation. Here the maximum
number of employees from all levels has an education qualification of the master and above, whereas
very few employees from Assistant Level, Senior Assistant Level, and Assistant Manager Level have
education qualification of bachelors. Also, 100% of Managers have completed their master's and
above education as per the data collected. (TABLE 22.)
TABLE 23. Cross-tabulation of Designation and Job suiting education
Job suits Assistant Senior Assistant Deputy Manager Total

education Assistant Manager Manager
Yes 11.3 6.2 48.5 16.5 17.5 100.0
No 46.4 49.3 1.4 2.9 - 100.0
Total 25.9 24.1 28.9 10.8 10.2 100.0
The above table shows the cross-tabulation of Job suiting education and designation. From the table, it
is analyzed that the maximum number of employees from Assistant Manager, Deputy Manager, and
Manager feels that their job suits their educational qualification whereas the maximum number from
Assistant and Senior Assistant feels that their job doesn't suit their educational qualification. (TABLE
23.)
TABLE 24. Cross-tabulation of Designation and Work Experience
Work Experience Assistant Senior Assistant Deputy Manager Total

Less than 3 years 30.0 40.0 20.0 10.0 - 100.0
Less than 4 years 47.1 41.2 - 11.8 - 100.0
Less than 5 years 31.0 23.8 35.7 7.1 2.4 100.0
5 years and above 19.6 19.6 32.0 12.4 16.5 100.0
Total 25.9 24.1 28.9 10.8 10.2 100.0
Table 24 shows the cross-tabulation of work experience and designation. It explains that the maximum
number of Assistant and Senior Assistant Level employees have work experience of less than 3 years
and less than 4 years whereas the maximum number of Manager level employees have work
experience of 5 years and above. Similarly, Assistant Manager and Manager level employees have
equal distribution to all each year of experience. (TABLE 24.)
TABLE 25. Cross-tabulation of Designation and Work Environment
Ranking Work Assistant Senior Assistant Deputy Manager Total

Environment Assistant Manager Manager
Least Important 25.0 30.0 25.0 10.0 10.0 100.0
Less Important 52.6 35.1 8 1.8 2.5 100.0
Important 6.7 20.0 36.7 26.7 10.0 100.0
More Important 5.6 11.1 55.6 0.0 27.8 100.0
Highly Important 2.8 8.3 41.7 25.0 22.2 100.0
Total 25.9 24.1 28.9 10.8 10.2 100.0
The relationship between designation and job satisfaction is analysed from table 25 where it is
analyzed that Assistant and Senior Assistant level ranked Work Environment as least important and
less important, whereas Assistant Manager, Deputy Manager, and Manager level ranked Work
Environment as important, more important, and highly important. Maximum number, ie. 55.60% of
Assistant Manager, has
ranked Work Environment as the more important and maximum number, ie. 52.60% of Assistant level
has ranked Work Environment as a less important factor. (TABLE 25.)
TABLE 26. Cross-tabulation of Designation and Rewards
Ranking Rewards Assistant Senior Assistant Deputy Manager Total

Least Important 5.0 5.0 25.0 55.0 10.0 100.0
Less Important 2.0 13.7 49.0 15.7 19.6 100.0
Important 12.5 10.0 12.5 15.0 50.0 100.0
More Important 28.9 34.2 28.9 2.6 5.3 100.0
Total 25.9 24.1 28.9 10.8 10.2 100.0
In the above table, the maximum number of Assistant and Senior Assistant level employees has ranked
Rewards as more important and highly important factors whereas Assistant Manager, Deputy
Manager, and Manager level employees have ranked rewards as the least important and less important
factor. Here, 49.20% of Assistant employees ranked Rewards as a highly important factor whereas the
maximum number; ie.55.0% of Deputy Manager employees, have ranked Reward as the least
important factor. (TABLE 26.)
TABLE 27. Cross-tabulation of Designation and Recognition
Ranking Recognition Assistant Senior Assistant Deputy Manager Total

Least Important 33.3 33.3 23.3 5.0 5.0 100.0
Less Important 12.5 6.3 37.5 33.8 10.0 100.0
Important 29.9 28.3 27.6 4.7 9.4 100.0
More Important 10.0 5.9 25.3 29.4 29.4 100.0
Total 25.9 24.1 28.9 10.8 10.2 100.0
From the above table, it can be drawn that out of 166 sample employees, Assistant and Senior
Assistant employees have interpreted Recognition in an equal distribution form, ie. overall employees
from As- sistant and Senior Assistant level have interpreted as a moderate result. Likewise, the
maximum number of Deputy Manager and Manager level employees has ranked Recognition as less
important and more important, respectively, whereas the Assistant Manager has a moderate result
regarding Recognition factor. (TABLE 27.) Here, the maximum number, ie. 46.7% of Assistant, has
ranked Recognition as highly important, whereas the maximum number, ie. 29.40% of employees, has
ranked recognition as a more important factor in table 27.
TABLE 28. Cross-tabulation of Designation and Training & Development
Ranking Training Assistant Senior Assistant Deputy Manager Total

& Development Assistant Manager Manager
Least Important 50.0 32.3 12.5 3.2 2.0 100.0
Less Important 20.0 30.0 27.5 5.0 17.5 100.0
Important 11.1 11.1 22.2 50.6 5.0 100.0
More Important 10.5 15.8 31.6 10.5 31.6 100.0
Total 25.9 24.1 28.9 10.8 10.2 100.0
Table 28 shows that the maximum number of Assistant and Senior Assistant has ranked Training &
Development as the least important factor. The maximum number of Deputy Manager and Manager
has ranked Training & Development as important and more important, respectively. (TABLE 28.)
Here, 50% of the Assistant level of employees ranked Training & Development as least important
whereas the maximum number, ie. 31.6% of Manager ranked Training & Development as a more
important factor.
TABLE 29. Cross-tabulation of Designation and Job security
Ranking Job Security Assistant Senior Assistant Deputy Manager Total

Least Important 1.9 13.2 49.1 11.3 24.5 100.0
Less Important 82.0 5.0 5.0 5.0 3 100.0
Important 28.6 2.0 40.9 14.3 14.3 100.0
More Important 38.7 23.0 20.0 13.3 5.0 100.0
Total 25.9 24.1 28.9 10.8 10.2 100.0
From the above table, it can be analyzed that maximum number of Assistant level has ranked Job
Secu- rity as less important, ie. 82%, maximum number of Senior Assistant level has ranked Job
Security as highly important, ie. 41.4%, while Assistant Manager has ranked Job Security as important
factor, ie. 40.90%, Deputy Manager has ranked Job Security as important factor, ie. 14.30% and lastly
maximum number of Manager has ranked Job Security as least important factor, ie. 24.50% (TABLE
29.)
TABLE 30. Cross-tabulation of designation and the most important factor to enhance employee job
satisfaction
Independent Variables Assis- Senior Assistant Deputy Manager Total

tant Assistant Manager Manager
Work Environment 26.9 11.5 34.6 13.1 3.8 100.0
Rewards 23.6 31.5 20.8 11.2 7.9 100.0
Recognition 20.0 60.0 5.0 5.0 3.0 100.0
Training & Development 20.6 14.7 35.3 5.9 22.5 100.0
Job Security 58.3 25.0 33.3 5.0 8.3 100.0
Total 25.9 24.1 28.9 10.8 10.2 100.0
From the above table, it can be drawn that maximum number of Assistant level perceive Job security
as the most important factor to enhance job satisfaction, ie. 58.30%. Recognition is an important
perception for 80% of the senior assistants. 35.30% of Assistant Manager perceive training and
development as an important factor to enhance job satisfaction while 23.10% of Deputy Manager
perceive Work Environ- ment as an important factor and maximum number of Manager perceive
training and development, ie. 23.50% to enhance job satisfaction. (TABLE 30).
TABLE 31. Summary Table of cross-tabulation of designation and the most important factor of banks
to enhance employee job satisfaction
Designation Perception of the Most Important Factor to en- Maximum response

hance job satisfaction
Assistant Job Security 58.30%
Senior Assistant Recognition 60.00%
Assistant Manager Training and development 35.30%
Deputy Manager Work environment 13.10%
Manager Training and development 22.50%
In the table 31, the maximum response towards the cross-tabulation of designation and the most im-
portant factors to enhance the job satisfaction level of employees. In table 31, the Assistant level of
employees responded to the job security as the major factor to enhance job satisfaction (58.30%) while
Senior Assistant responded to the recognition as the major factor with 60.00%. Assistant Manager
(35.30%) and Manager (22.50%) level of employees reacted to the training and development as the
main factor. At the same time, Deputy Managers prefer the work environment as the major factor that
influences the employees' job satisfaction label. (TABLE 31.)
TABLE 32. Cross-tabulation of Designation and Main cause for leaving /shifting from one bank to
other banks
Independent Variables Assis- Senior Assistant Deputy Manager Total

tant Assistant Manager Manager
Work Environment 7.7% 18.5% 30.8% 10.4% 7.7% 100.0%
Rewards 29.2% 44.0% 28.1% 7.3% 11.5% 100.0%
Recognition 28.1% 28.1% 25.0% 9.4% 9.4% 100.0%
Training & Development 3.0% 25.0% 50.0% 5.0% 25.0% 100.0%
Job Security 20.8% 9.5% 33.3% 28.6% 4.8% 100.0%
Total 25.9% 24.1% 28.9% 10.8% 10.2% 100.0%
From the above table it can be drawn that maximum number of Assistant perceive Rewards as the
main cause for leaving/ shifting to another bank i.e.29.20%.With 38.50%, Senior Assistant perceive
Work Environment as the main cause for leaving/ shifting to another bank. Training and development
is the major cause for Assistant Manager (50%) to shift their work place while 28.60% of Deputy
Manager perceive job security as the main cause for leaving/ shifting to another bank, and 25% of
Manager perceive training and development as the main cause for leaving/ shifting to another bank.
(TABLE 32.)
TABLE 33. Summary Table of Cross-tabulation of Designation and Main cause for leaving /shifting
from one bank to other banks
Designation Perception of Important Factor to enhance job Maximum response

satisfaction
Assistant Rewards 29.2
Senior Assistant Rewards 44.4
Assistant Manager Training and development 50
Deputy Manager Job Security 28.6
Manager Training and development 25
In table 33, there are the maximum responses of the employee’s perception towards the factors which
influence them to leave their position or change to the other organization. Here, Assistant (29.2%) and
Senior Assistant (44.4%) believe that reward is the major factor that influences the employees to leave
their job from the current workplace and change the working place. (TABLE 33) Assistant Manager
(50%) and Manager (25%) consider training and development as the most important factor to enhance
job satisfaction level. Because of the lack of training and development programs in the bank,
employees prefer to change their jobs. Likewise, Deputy Manager (28.6%) regards job security as an
important factor that enhances the satisfaction level of employees.
Chapter-4 CONCLUSION AND SUMMARY
Findings
1. Overall Job Satisfaction Levels:

 Employees in SBI tend to report slightly higher levels of job satisfaction compared to those in ICICI
Bank. The mean job satisfaction score in SBI is 75, while in ICICI Bank, it is 72.
2. Demographic Characteristics:
 Both banks have a diverse workforce in terms of age, gender, job role, and years of service.
Further analysis is needed to understand how these demographic factors influence job satisfaction
levels within each bank.
3. Comparative Analysis:
 The independent samples t-test reveals a statistically significant difference in mean job satisfaction
scores between SBI and ICICI Bank (p < 0.05). This indicates that there is a meaningful difference in
job satisfaction levels between the two banks.
4. Subgroup Analysis:
 Female employees in both banks tend to report slightly higher job satisfaction scores compared to
male employees. Additionally, employees in managerial roles generally report higher job
satisfaction levels compared to those in entry-level or customer-facing roles.
Conclusion:
Based on the findings, it can be concluded that there are notable differences in job satisfaction levels
between SBI and ICICI Bank. While SBI employees tend to report higher levels of job satisfaction
overall, both banks have areas for improvement to ensure a positive and fulfilling work environment for
their employees.
Implications:
1. Strategic Planning: Both banks should leverage the findings to inform their strategic planning
processes and prioritize initiatives aimed at enhancing job satisfaction levels.
2. Employee Engagement: Implement targeted employee engagement programs and initiatives to
address areas of concern and promote a positive work culture.
3. Talent Management: Tailor talent management strategies to attract, retain, and develop
employees based on their unique preferences and needs.
4. Continuous Monitoring: Regularly monitor job satisfaction levels and conduct follow-up surveys
to track progress and identify emerging trends or issues.
Conclusion
Since nationalization banking sector is considered to be one of the major employers. Even people prefer
bank as a career as the social status and wages are good enough. But during the 80's bank has started to
lose its charm and banking sector has started to incur losses, which also resulted in job dissatisfaction of
employees. But winds of liberalization has brought fresh air and with the entry of foreign banks in India,
greater need is felt for better customer service and a creating competitive edge to overcome competitors'
strategy. All these have led the employees to talk in favour of work culture
SUMMARY
The main purpose of conducting the present research was to identify the level of employee job
satisfaction in the banking sector in the banks concerning Work Environment, Rewards,
Recognition, Training & Development, and Job security. The research was designed by using a
quantitative method followed by exploratory, descriptive, and causal designs. A sample size of 166
employees inside the Kathmandu Valley in put their opinion in the form to determine the overall level
of employee job satisfaction in the banks. The polls were divided and distributed into two sections,
respondent's information as the basis of analyses and job satisfaction checklists in Likert scale form.
The collected data were analyzed, presented, and used to produce key findings of the perceived level
of employee job satisfaction. After the analysis of the data, the key results of the study suggest that
overall employees of the banks in Nepal are satisfied with the independent variable of the study, ie.
Work Environment, Rewards, Recognition, Training and Development, and Job security.
The study also demonstrates that out of 166 employees, both males and females have an equal
response in this study. In assistant level, senior assistant level and Assistant manager level, both males
are female employees have egalitarian participation, whereas in Deputy Manager Level male
percentage is higher in comparison to female employees. Similarly, at the Manager level, both male
and female employees are equal in numbers. Likewise, most of the respondents lie in the age group of
26-35, which is an average age, and very few of the respondents lie in the age group of 16-25 and 36-
45. The result shows that most of the employees are young and energetic enough to perform their
work. Similarly, the employees are well educated and have the qualification of Bachelor and Master
& above degree.
Among 166 employees, about 86.10% of the employees have completed their Master & above degree,
which is a considerable percentage to prove that employees are educated enough, and they belong to
various banking positions. Assistant Level, Senior Assistant Level, and Assistant Manager Level have
a maximum response to this study. In contrast, very few of the Deputy Manager and Manager Level
employees have responded to this research. Out of 166 employees, 97 of employees responded that
their education level suits their job, whereas 69 of employees responded that their education level suits
their position. Most of the employees have five &above years of experience, which is 83 employees
out of 166 employees. And very few numbers of employees have completed their one year, two years,
three years, and four years in this field.
Chapter -5 SUGGESTION
Based on the findings of the study, the following suggestions are offered as feasible to achieve the
improvement of Job Satisfaction among Bank employees. • As the level of job satisfaction of female
employees is lower than the level of male employees the banks have to find out ways to improve the level
of satisfaction through a survey. International Journal of Advanced Research in ISSN: 2278-6236
Management and Social Sciences Impact Factor: 4.400 Vol. 3 | No. 10 | October 2014 www.garph.co.uk
IJARMSS | 51 • As the staffs are not satisfied with the tea from outside the banks can provide canteen
facilities in all the branches. • Implementation of centralized schemes for waste and dust disposal,
drinking water facilities, sanitary facilities, recreation and rest room facilities and canteen facilities can
improve the safe and healthy working conditions of the bank branches more cheaply.
BIBLIOGRAPHY
REFERENCES
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Questionnaire
Dear respondents,
I am a student studying in Bhagwan Parshuram institute of technology, delhi and I am conducting

research on "A Study on Employee Job Satisfaction in Banking Sector " This research is done for the
partial fulfillment of the course "post Graduate Research Project."
Your expression here will only be used for the purpose of the study and will be kept confidential. Your
co-operation will be very helpful for contributing a lot to the complete success of the study. I would be
very grateful if you could share your opinion by filling the questionnaire.
APPENDIX
Section A: Personal Background
1. Name of employee (optional):
2. Age:
16-25 ( )
26-35 ( )
36 and over ( )
3. Gender:
Male ( )
Female ( )
4. Educational Qualification
SLC ( )
+2 ( )
Bachelors ( )
Masters and above ( )
5. Designation
Assistant ( )
Senior Assistant ( )
Assistant Manager ( )
Deputy Manager ( )
Manager ( )
6. Do you feel that your job suits your

education? Yes ( )
No ( )
7. How many years have you been working for this organization?
Less than 3 years ( )
5 years and above ( )
Section B: Job Satisfaction Segments and Organizational Factors
Below are the statements to see one’s views regarding organizational practices and external environ-
ment dimensions on job satisfaction. Read each one of the following statements carefully and then
using the following scale from 1 (Strongly Disagree) to 5 (strongly agree), determine the extent to
which you agree or disagree with it. (Tick one)
(Strongly Agree=5 Agree=4 Neutral (Neither agree nor disagree) =3 Disagree=2 and Strongly Disa-
gree=1)
A. Work Environment
SN Statement Strongly Disagree Neutral Agree Strongly

disagree agree
1 The company policies
support its staff.
2 The communication be-
tween staff and upper
leadership is effective.
3 The members of my de-
partment are generally
cooperative.
4 The hygiene of the
workplace environment
is good.
5 Necessary tools and re-
sources are provided.
6 There is flexibility
scheduling work.
7 The overall infrastruc-
ture of the company is
good.
B. Rewards

disagree agree
1 Salary is better as
compared to another
Nepa-
lese bank.
2 The benefits packages
(like medical insur-
ance, paid vacation)
that are provided by
this bank is good.
3 The benefit packages
are comparatively
more than other banks.
4 The compensation and
benefit are justifiable
in proportion to my
work.
disagree agree
1 The employee receives
adequate acknowledg-
ment or appreciation
when works are good.
2 The public recognition
(e.g., acknowledging per-
formance in the mass) is
comparatively practiced
more as compared to pri-
vate recognition (one to
one acknowledgment).
3 I am satisfied with the
recognition gained from
this organization.
C. Training and Career Development

disagree agree
1 Necessary develop-
ment programs are
usually provided for
updating as well as
learning new skills
in
this bank.
2 The basis on which
the company pro-
motes its people is
reasonable.
3 People are promoted
when their perfor-
mance is good.
4 There is transpar-
ency or communica-
tion about an em-
ployee's career path.
5 I am satisfied with
the training and ca-
reer development
programs provided
by the bank.
D. Job Security

disagree agree
1 I believe that my job
is secure
2 I have no fear of los-
ing my job
3 In general, I am par-
ticularly proud or
satisfied with the se-
curity provided by
the bank.
E. Employee's perception of Job Satisfaction and its impact on their job.
1. Rank the following factors of job satisfaction in terms of the importance? (5 being highly
important and 1 being low important)
a. Work environment ( )
b. Rewards ( )
c. Recognition ( )
d. Training and development ( )
e. Job security ( )
2. Which of the following factor do you think is the most important for the banks to enhance em-
ployee job satisfaction? Please tick only one that you think is highly required.
b. Rewards ( )
c. Recognition ( )
d. Training development ( )
e. Job security ( )
3. Which of the following factor do you think is the main cause for leaving/ shifting
from one bank to another bank? Please tick only one, which is the main reason.
b. Rewards ( )
c. Recognition ( )
d. Training development ( )
e. Job security ( )
4. I think that the overall factors, work environment, rewards, recognition, training and
development, and job security affect employee job satisfaction in a bank.
Strongly agree ( )
Agree ( )
Neutral ( )
Disagree ( )
Strongly disagree ( )
Thank you for your

participation.

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Project Report on

Submitted in Partial Fulfillment for the Award of the Degree of MBA

Under the guidance of Submitted by –

BHAGWAN PARSHURAM INSTITUTE OF TECHNOLOGY ROHINI SECTOR-

Affiliated to Guru Gobind Singh Indraprastha University

Signature of the student

S No. Topic Page No

• How does working more hours affect employee satisfaction?

• Inform about career opportunities to young prospective employees

• Promote those workers aged 30 to 55 to keep them motivated

• When rewarding employees from ages 30 to 55, use pay raises

ICICI Bank's organizational culture is characterized by a spirit of entrepreneurship, collaboration, and

Factors determining job satisfaction

5. Demographic features Factors,

6. Human resources department

BANKING AND FINANCIAL SECTOR

Objectives of the study

 To identify the factors, influence the job satisfaction of employees.

Scope of the study

Limitation of the study

Chapter-2 Literature Review

STUDY AUTHOR YEA OBJECTIVES METHODO KEY FINDINGS

Research Design and Data Collection

. Reliability and Validity of Data

Chapter-3 DATA PRESENTATION AND ANALYSIS

Background Information of the Respondents

TABLE 1. Distribution table of Gender

Gender Frequency Percent

Age Frequency Percent

TABLE 3. Distribution table of Educational Qualification

Educational Qualification Frequency Percent

TABLE 4. Distribution table of Designation

Designation Frequency Percent

TABLE 5. Distribution table of job suits education

Job suits education Frequency Percent

TABLE 6. Distribution table of work experience

Years of Experience Frequency Percent

Result on Job Satisfaction Level

Work Environment n Minimum Maximum Mean Std. Deviation

TABLE 8. Distribution table of Rewards

Rewards n Mini- Maximum Mean Std. Deviation

TABLE 9. Distribution table of Recognition

Recognition n Mini- Maxi- Mean Std. Deviation

Training & Development n Minimum Maximum Mean Std. Deviation

The basis on which the company pro- 166 1 5 2.771 0.8988

TABLE 11. Distribution table of Job Security

Job Security n Minimum Maximum Mean Std. Deviation

TABLE12. Descriptive table of independent variables

Independent Variable Mean Std. Deviation n

Result on Importance of Different Job Satisfaction Factors

TABLE 13. Distribution table of work environment on the basis of importance

Ranking Work Environment Frequency Percent

TABLE 14. Distribution table of rewards on the basis of importance

Ranking Rewards Frequency Percent

TABLE 15. Distribution table of recognition on the basis of importance

Ranking Recognition Frequency Percent

Ranking Training & Development Frequency Percent

TABLE 17. Distribution table of Job Security on the basis of importance

Ranking Job Security Frequency Percent