CHAPTER ONE

Introduction
Job performance is a commonly used, yet poorly defined concept in industrial and organizational psychology, the branch of psychology that deals with the workplace. It's also part of Human Resources Management. It most commonly refers to whether a person performs their job well. Interpersonal problem means the problem that related to the interpersonal behavior. In virtually any working relationship, problems will arise and cause tension among individuals. Sometimes problems develop because one or more team members are not meeting the performance expectations of the rest of the team. At other times, problems arise as a result of different interaction styles or opposing philosophies or ideas. Regardless of the source of the conflict, the team needs to have a strategy for addressing and trying to resolve the issue. We have to find out the relationship between interpersonal problems and job performance.

Origin of the report:

As a BBA student it is important to know about Effects of interpersonal problems on job performance in Mercantile Bank. This report is an important for an organization, specially for management. Our course instructor Ms.Tasnuva Rahman, Faculty of Business Administration of Eastern University, She orally authorized us the task of writing the report as an ingredient of Principles of Management (MGT-201).

Objectives of Report:
Broad Objective: To find out the effect of interpersonal problems of employees at work on job performance. Specific Objectives: 1. To investigate the relationship between interpersonal problems and job performance. 2. To explore how the interpersonal problems affect job performance. 3. To examine problem areas of relationship in workplace.

Methodology:
(i)Primary data:
Interview with the Manager of the Mercantile Bank. Interview with senior executives of different departments.

(ii)Secondary Data:
Brochure of Mercantile Bank Ltd. World Wide Web.

Limitation:
Every study desires to reach a criticize free goal. We face some problems like lack of experience, lack of money and lack of co-operation of executives of the bank in sort of sense. 3

Literature review
A qualitative and quantitative review of the relationship between job satisfaction and job performance is provided. The qualitative review is organized around 7 models that characterize past research on the relationship between job satisfaction and job performance. Although some models have received more support than have others, research has not provided conclusive confirmation or discontinuation of any model, partly because of a lack of assimilation and integration in the literature. Research devoted to testing these models waned following 2 metaanalyses of the job satisfactionjob performance relationship. Because of limitations in these prior analyses and the misinterpretation of their findings, a new meta-analysis was conducted on 312 samples with a combined N of 54,417. The mean true correlation between overall job satisfaction and job performance was estimated to be .30. In light of these results and the qualitative review, an agenda for future research on the satisfactionperformance relationship is provided. (PsycINFO Database Record (c) 2010 APA, all rights reserved

CHAPTER TWO

Project Part:
(i) Organizational Part:
History Mercantile Bank Limited emerged as a new commercial bank to provide efficient banking services and to contribute socio-economic development of the country. The Bank commenced its operation on June 2, 1999. The Bank provides a broad range of financial services to its customers and corporate clients. The Board of Directors consists of eminent personalities from the realm of commerce and industries of the country. Vision, Mission & Objectives Vision would make finest corporate citizen. Mission Will become most caring, focused for equitable growth based on diversified deployment of resources, and nevertheless would remain healthy and gainfully profitable Bank. Objectives Strategic objectives * to achieve positive Economic Value Added (EVA) each year. * to be market leader in product innovation. * to be one of the top three Financial Institutions in Bangladesh in terms of cost efficiency. * to be one of the top five Financial Institutions in Bangladesh in terms of market share in all significant market segments we serve. Financial objectives * to achieve 20% return on shareholders' equity or more, on average.

(ii) Study Part & Findings:

15 to above 40 yr
20 to 25yr 20.0%

25 to 30yr 80.0%

15 to above 40 Cumulativ e Percent 20.0 100.0

Valid

Frequenc y 20 to 25yr 4 25 to 30yr 16 Total 20

Percent 20.0 80.0 100.0

Valid Percent 20.0 80.0 100.0

Here we find that 80% of respondents employees age is 25 to 30yr and 20% of respondents employees age is 20 to 25yr in Mercantile Bank.

Male, Female
Female 25.0%

Male 75.0%

Male , Fem ale Cumulativ e Percent 75.0 100.0

Valid

Male Female Total

Frequenc y 15 5 20

Percent 75.0 25.0 100.0

Valid Percent 75.0 25.0 100.0

Here we find that 75% of respondents employees are Male and 25% of respondents are Female in Mercantile Bank.

Student, Private Service

Student 5.0%

Private Service 95.0%

Student, Private Service Cumulative Percent 5.0 100.0

Valid

Student Private Service Total

Frequency 1 19 20

Percent 5.0 95.0 100.0

Valid Percent 5.0 95.0 100.0

Here we find that 95% of respondents employees are Private Service holder and 5% of respondents Students in Mercantile Bank.

5000 to above 26000+ Tk.

below 5,000 10.0%

15,000-25,000 25.0%

26,000+ 65.0%

5000 to above 26000+ Tk . Cumulativ e Percent 10.0 35.0 100.0

Valid

below 5,000 15,000-25,000 26,000+ Total

Frequenc y 2 5 13 20

Percent 10.0 25.0 65.0 100.0

Valid Percent 10.0 25.0 65.0 100.0

Here we find that 65% of respondents employ salaries in 26000+, 25% of respondents employ salary in 15000 to 25000 and 10% of respondents employ salary in below 5000. So most of respondents are 26000+ salaries in Mercantile Bank.

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I am satisfied of my job
Neutral 20.0%

Satisfy 45.0%

Strongly Satisfy 35.0%

I am s atisfie d of m y job Cumulativ e Percent 45.0 80.0 100.0

Valid

Frequenc y Satis fy 9 Strongly Satis fy 7 Neutral 4 Total 20

Percent 45.0 35.0 20.0 100.0

Valid Percent 45.0 35.0 20.0 100.0

Here we find that 45% of respondents are satisfied of his job, 35% of respondents are strongly satisfied of his job and 20% of respondents are neutral on his job. So most of respondents are satisfy in his job.

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I am satisfied of my office environment

Neutral 5.0%

Satisfy Strongly Satisfy 45.0% 50.0%

I am s atisfie d of m y office environm e nt Cumulativ e Percent 50.0 95.0 100.0

Valid

Frequenc y Satis fy 10 Strongly Satis fy 9 Neutral 1 Total 20

Percent 50.0 45.0 5.0 100.0

Valid Percent 50.0 45.0 5.0 100.0

Here we find that 50% of respondents be satisfied of his office environment in satisfy, 45% of respondents be satisfied of his office environment in strongly satisfy and 5% of respondents be satisfied of his office environment in Neutral.

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I am satisfied AC facilities in bank

Neutral 20.0%

Satisfy 55.0% Strongly Satisfy 25.0%

I am s atisfie d AC facilities in bank Cumulativ e Percent 55.0 80.0 100.0

Valid

Frequenc y Satis fy 11 Strongly Satis fy 5 Neutral 4 Total 20

Percent 55.0 25.0 20.0 100.0

Valid Percent 55.0 25.0 20.0 100.0

Here we find that 55% of respondents be satisfied AC facilities in bank in satisfy, 25% of respondents be satisfied AC facilities in bank in strongly satisfy and 20% of respondents be satisfied AC facilities in bank in Neutral.

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I am satisfied generators system in the bank

Neutral 5.0% Strongly Satisfy 5.0%

Satisfy 90.0%

I am s atisfie d ge ner ator s s ys tem in the bank Cumulativ e Percent 90.0 95.0 100.0

Valid

Frequenc y Satis fy 18 Strongly Satis fy 1 Neutral 1 Total 20

Percent 90.0 5.0 5.0 100.0

Valid Percent 90.0 5.0 5.0 100.0

Here we find that 90% of respondents are satisfied generators systems in the bank in satisfy, 5% of respondents are satisfied generators systems in the bank in strongly satisfy and 5% of respondents are satisfied generators system in the bank in Neutral.

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I am satisfied the lift system in my bank

Strongly Diss atisfy 5.0% Satisfy 20.0%

Strongly Satisfy 15.0% Neutral 60.0%

I am s atisfied the lift s ys te m in m y bank Cumulativ e Percent 20.0 35.0 95.0 100.0

Valid

Satis fy Strongly Neutral Strongly Total

Frequenc y 4 Satisf y 3 12 Diss atis f y 1 20

Percent 20.0 15.0 60.0 5.0 100.0

Valid Percent 20.0 15.0 60.0 5.0 100.0

Here we find that 60% of respondents really satisfied the lift system in his bank in Neutral, 20% of respondents really satisfied the lift system in his bank a satisfy, 15% of respondents really satisfied the lift system in his bank strongly satisfy and 5% of respondents really satisfied the lift system in his bank in strongly dissatisfy.

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I am satisfied my group member behaviors.

Dissatisfy 5.0% Neutral 15.0% Satisfy 35.0%

Strongly Satisfy 45.0%

I am satisfied my group member behaviors. Cumulative Percent 35.0 80.0 95.0 100.0

Valid

Satisfy Strongly Satisfy Neutral Dissatisfy Total

Frequency 7 9 3 1 20

Percent 35.0 45.0 15.0 5.0 100.0

Valid Percent 35.0 45.0 15.0 5.0 100.0

Here we find that 45% of respondents really satisfied my group member behaviors in Strongly Satisfy, 35% of respondents really satisfied my group member behaviors in Satisfy, 15% of respondents really satisfied my group member behaviors in Neutral and 5% of respondents really satisfied my group member behaviors in Dissatisfy.

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The top level managers are friendly.

Strongly Diss atisfy 5.0% Dissatisfy 15.0% Satisfy 25.0%

Strongly Satisfy 15.0% Neutral 40.0%

The top le ve l m anagers are fr ie ndly. Cumulativ e Percent 25.0 40.0 80.0 95.0 100.0

V alid

Frequenc y Satis fy 5 Strongly Satisf y 3 Neutral 8 Diss atis f y 3 Strongly Diss atis f y 1 Total 20

Percent 25.0 15.0 40.0 15.0 5.0 100.0

V alid Percent 25.0 15.0 40.0 15.0 5.0 100.0

Here we find that 40% of respondents the top level managers are friendly in Neutral, 25% of respondents the top level managers are friendly in Satisfy, 15% of respondents the top level managers are friendly in Strongly Satisfy, 15% of respondents the top level managers are friendly in Dissatisfy and 5% of respondents the top level managers are friendly in Strongly Dissatisfy.

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The resources are available.

Dissatisfy 5.0% Neutral 30.0%

Satisfy 20.0%

Strongly Satisfy 45.0%

The res ources are available . Cumulativ e Percent 20.0 65.0 95.0 100.0

Valid

Frequenc y Satis fy 4 Strongly Satis fy 9 Neutral 6 Diss atis f y 1 Total 20

Percent 20.0 45.0 30.0 5.0 100.0

Valid Percent 20.0 45.0 30.0 5.0 100.0

Here we find that 45% of respondents really resources are available in Strongly Satisfy, 30% of respondents really resources are available in Neutral, 20% of respondents really resources are available in Satisfy and 5% of respondents really resources are available in Dissatisfy.

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Internet service are fast.

Strongly Diss atisfy 5.0% Neutral 10.0%

Satisfy 45.0%

Strongly Satisfy 40.0%

Inte rnet se rvice ar e fas t. Cumulativ e Percent 45.0 85.0 95.0 100.0

Valid

Satis fy Strongly Neutral Strongly Total

Frequenc y 9 Satisf y 8 2 Diss atis f y 1 20

Percent 45.0 40.0 10.0 5.0 100.0

Valid Percent 45.0 40.0 10.0 5.0 100.0

Here we find that 45% of respondents internet services are fast in Satisfy, 40% of respondents internet services are fast in Strongly Satisfy, 10% of respondents internet services are fast in Neutral and 5% of respondents internet services are fast in Strongly Dissatisfy.

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Pleasant & attractive decor.

Strongly Diss atisfy 5.0% Dissatisfy 5.0% Neutral 25.0%

Satisfy 35.0%

Strongly Satisfy 30.0%

Ple as ant & attractive de cor. Cumulativ e Percent 35.0 65.0 90.0 95.0 100.0

V alid

Frequenc y Satis fy 7 Strongly Satisf y 6 Neutral 5 Diss atis f y 1 Strongly Diss atis f y 1 Total 20

Percent 35.0 30.0 25.0 5.0 5.0 100.0

V alid Percent 35.0 30.0 25.0 5.0 5.0 100.0

Here we find that 35% of respondents pleasant & attractive decor in Satisfy, 30% of respondents pleasant & attractive decor in Strongly Satisfy, 25% of respondents pleasant & attractive decor in Neutral, 5% of respondents pleasant & attractive decor in Dissatisfy and 5% of respondents pleasant & attractive decor in Strongly Dissatisfy.

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Clean & well cared facilities.

Strongly Diss atisfy 5.0%

Neutral 35.0%

Satisfy 45.0%

Strongly Satisfy 15.0%

Clean & w ell care d facilities . Cumulativ e Percent 45.0 60.0 95.0 100.0

Valid

Satis fy Strongly Neutral Strongly Total

Frequenc y 9 Satisf y 3 7 Diss atis f y 1 20

Percent 45.0 15.0 35.0 5.0 100.0

Valid Percent 45.0 15.0 35.0 5.0 100.0

Here we find that 45% of respondents clean & well cared facilities in Satisfy, 35% of respondents clean & well cared facilities in Neutral, 15% of respondents clean & well cared facilities in Strongly Satisfy and 5% of respondents clean & well cared facilities in Strongly Dissatisfy.

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I am satisfied in resources of the bank.

Strongly Diss atisfy 10.0%

Neutral 20.0% Satisfy 55.0%

Strongly Satisfy 15.0%

I am s atisfied in re sources of the bank . Cumulativ e Percent 55.0 70.0 90.0 100.0

Valid

Satis fy Strongly Neutral Strongly Total

Frequenc y 11 Satisf y 3 4 Diss atis f y 2 20

Percent 55.0 15.0 20.0 10.0 100.0

Valid Percent 55.0 15.0 20.0 10.0 100.0

Here we find that 55% of respondents satisfied in resources of the bank in Satisfy, 20% of respondents satisfied in resources of the bank in Neutral, 15% of respondents satisfied in resources of the bank in Strongly Satisfy and 10% of respondents satisfied in resources of the bank in Strongly Dissatisfy.

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Professional and attractive appearnce.

Neutral 15.0%

Strongly Satisfy 25.0% Satisfy 60.0%

Profe s sional and attractive appe ar nce. Cumulativ e Percent 60.0 85.0 100.0

Valid

Frequenc y Satis fy 12 Strongly Satis fy 5 Neutral 3 Total 20

Percent 60.0 25.0 15.0 100.0

Valid Percent 60.0 25.0 15.0 100.0

Here we find that 60% of respondents are professional and attractive appearance in satisfy, 25% of respondents are professional and attractive appearance in strongly satisfy and 15% of respondents are professional and attractive appearance in Neutral.

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Fast and efficient service

Strongly Diss atisfy 5.0% Dissatisfy 5.0% Neutral 20.0%

Satisfy 30.0%

Strongly Satisfy 40.0%

Fast and e fficient s e rvice Cumulativ e Percent 30.0 70.0 90.0 95.0 100.0

V alid

Frequenc y Satis fy 6 Strongly Satisf y 8 Neutral 4 Diss atis f y 1 Strongly Diss atis f y 1 Total 20

Percent 30.0 40.0 20.0 5.0 5.0 100.0

V alid Percent 30.0 40.0 20.0 5.0 5.0 100.0

Here we find that 40% of respondents fast and efficient service in Strongly Satisfy, 30% of respondents fast and efficient service in Satisfy, 20% of respondents fast and efficient service in Neutral, 5% of respondents fast and efficient service in Dissatisfy and 5% of respondents fast and efficient service in Strongly Dissatisfy.

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I am satisfied about working relationships.

Neutral 5.0% Strongly Satisfy 35.0%

Satisfy 60.0%

I am s atisfie d about w orking re lationships . Cumulativ e Percent 60.0 95.0 100.0

Valid

Satis fy Strongly Satis fy Neutral Total

Frequenc y 12 7 1 20

Percent 60.0 35.0 5.0 100.0

Valid Percent 60.0 35.0 5.0 100.0

Here we find that 60% of respondents are satisfied about working relationships in satisfy, 35% of respondents are satisfied about working relationships in strongly satisfy and 5% of respondents are satisfied about working relationships in Neutral.

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CHAPTER THREE

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Recommendation:
1. They should keep in mind that, they should not show affection to other people. 2. They should be more supportive toward other people. 3. They should not Argue with other people too much. 4. They should join in groups extremely.

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Conclusion:
We can find that there are effects of Interpersonal problems on job performance. We can see that most of respondents needs improvement or meets expectations. So if we want to improve our job performance we have to solve our interpersonal problems.

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References:
1.www.google.com 2. http://www.class.uidaho.edu/klocke/publications 3. www.mercantile.co.za/ 4. en.wikipedia.org/wiki/Job_performance 5. www.washington.edu/admin/hr/roles/ee/jobperformance/index.html

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