1.

0 Introduction

Banking is now an essential part of our economic system. Modern trade and commerce
would almost be impossible without the availability of suitable banking services. First of
all, banking promotes savings. All manner of people, from the ordinary laborers and
workers to the rich land owners and businessmen, can keep their money safely in banks
and saving centers.

Secondly, banking promotes investments. Banks easily invest the money they get in
industry, agriculture and trade. They either invest it directly or advance loans to other
investors. Thirdly, it is most through banks that foreign trade is carried on. Whether we
export or import, it is through banks that money is transferred from one country to
another. For example, bills of exchange and letters of credit are the regular ways banks
use to transfer money.

But most important thing is the people whose are working in the bank. They are the
main theme of institutions. It is true that, the heart of the SCB is their talented people.
That’s why I am going to prepare this report on the Job satisfaction of the employee of
SCB.

1.1 Scope of the study

The first part of this report, Introduction part, discusses the objectives, methodology,
purpose and limitations of the report the second part of this report, is a brief idea about
SCB. The third part is the literature review. The experience gathered part, briefly
discusses the activities during my internship program in last three months is in the
fourth part of the report. I didn’t complete my internship program in the head office. So
the scope of the study is limited to its branch office.

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1.3 Objective of the study

The main objective of this study is;

• To study the employees job satisfaction in Standard Chartered Bank.

The Specific objectives are:

• To study the evaluation process of the employee satisfaction in SCB.
• To identify the variables that affect job satisfaction in SCB
• To identify the job satisfaction factor among the employees of SCB.

1.4 conceptual frameworks

From the diagram we can see that our Dependent Variable is Job Satisfaction and the
Independent Variables are: Age, Marital Status, Experience, Salary, Education Level and
Nature of job. During my survey I go through a questionnaire and I found these
Independent Variables from my questionnaire.

Independent variables

Age

Experience
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Education
Marital
Nature
Salary
status
ofLevel
Job
 Job satisfaction

(Dependent variable)

1.5 Methodology

1.5.1 Problem statement

The research problem identified of this study is the job satisfaction among SCB bankers.
Benefit is not just including the salary that an individual is getting from his / her job;
rather benefit includes career benefits (learning from job) and the short term and long
term fringe benefits. Banking industry has grown in Bangladesh and a lot of humans are
associated with this industry. The study would not have been meaningful if the focus
was only on a single bank employee. The analysis implied the level of job satisfaction
including the variables and the factors of job satisfaction of employees in the Bank.

1.5.2 Research design

This is a descriptive and field research .and from the view point of objectives it is an
applied research. This report can’t be express numerically. so it is an qualitative

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research and this research report measures the performance of the employees .and also
evaluate employee performance and feedback from the manager so from view point of
nature it is related to evaluation.

1.5.3 Nature of data

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

1.5.4 Primary Source of Information

 SURVEY:

Questionnaire has been designed to find out the employees are satisfied with their
services or not.

 OBSERVATION:

Observation is the way of collection relevant information about the SCB employees in
Chittagong. I observed the daily activities of the staffs and working with in progress.

 INTERVIEW:

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

1.5.5 Secondary Sources of Data

The secondary data has been found from different books of Human Resource, bank
reports, internet and materials of the SCB. These have been reviewed to increase the
knowledge regarding topic.

1.5.6 Sample design:

• To determine the data to be collected.

• To determine the population to be sampled.
• To determine the size of the sample.

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1.5.7 Sample size
A sample of 50 bank employees was selected randomly. It should be mentioned here
that a total number of 100 structured questionnaires were delivered. Only 30
respondents gave instant feed back.

1.5.8 Sampling & data collection

Sampling used in this research is convenience sampling. The target audience was
bankers working in SCB. The diversity of the study is that it involves bankers of all age
groups and career levels. Questionnaires were circulated among the bankers and their
responses were collected. A total of one hundred questionnaires were distributed. The
major problems faced during the data collection procedure were mostly peoples’
unwillingness to fill and not taking this as a serious research.

1.5.9 Data Analysis Procedures

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

responses can be very critical. The questions and responses were coded and analysis
followed by the interpretation of the results. Statistical methods were applied on the
data to get the results which were analyzed. In the first instance the reliability of the tool
used was measured to find out whether the instrument used is reliable or not. Mean
comparisons were used to determine job satisfaction among various commercial
bankers or not. Their satisfaction with promotional opportunities, supervision, co-
workers, and rewards was also compared. Linear regression analysis was employed to
examine the relationship between different banks with pay, overall job satisfaction,
promotion, supervision, work, and co-workers etc.

1.6 Percentage analysis:

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It refers to a special kind of ratio; percentages are used to comparison between two or
more series of data and also to describe the relation. Since the percentage reduced
everything to a common base and there by allow meaningful comparison to be made.

1.7 Limitation

Some of the limitations of this report are mentioned below:

• First of all, there was limited access to the related literature review due to
restricted access to journal as a result there is limited resources to deal with.
• The bank hasn’t adequate amount of ready made information. As a result I had to
find out the information from many files and documents, manuals etc. This job
was difficult and time consuming.

2.0 Standard chartered bank

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 Standard chartered bank has A network of over 600 offices in 48 countries and
A staff of about 25,000 people managing assets of around 47 billion pounds.
Standard Chartered Bank's international businesses in Personal Banking,
Corporate Banking and Standard Chartered Markets are its special strengths.
Standard Chartered Bank also maintains correspondent relationship with over
600 banks in 157 countries around the world.

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

its first branch in the port city of Chittagong. The bank increasingly invested in
people, technology and premises as its business grew in relation to the
country's thriving economy. Standard Charterer’s services in Bangladesh,
ranges from Personal & Corporate Banking to Institutional Banking, Treasury
and Custodial services. Continuous upgrading of technology and control
systems has enabled the bank of offer new services, which include unique ATMs
and Phone banking.

Standard Charterer’s services in Bangladesh, ranges from Personal & Corporate

Banking to Institutional Banking, Treasury and Custodial services.

2.1 History of standard chartered bank

Standard Chartered was formed in 1969 through a merger of two banks: The
Standard Bank of British South Africa, founded in 1863, and the Chartered Bank of
India, Australia and China, founded in 1853. Both companies were keen to capitalize
on the huge expansion of trade and to earn the handsome profits to be made from
financing the movement of goods between Europe, Asia and Africa. From the early
1990s, Standard Chartered has focused on developing its strong franchises in Asia,
Africa and the Middle East. It has concentrated on consumer, corporate and
institutional banking and on the provision of treasury services - areas in which the
Group had particular strength and expertise.

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 Since 2000 the Bank has achieved several milestones with a number of strategic
alliances and acquisitions, which have extended the customer and geographic reach
and broadened the product range that Standard Chartered offers.

2.2 Mission

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

2.3 Vision

The best of the best –that’s what we are determined to become! Our aim is to be the
world’s leading, emerging market bank. We will concentrate on what we do best.

2.4 principals
From the early 1990s, Standard Chartered has focused on developing its strong
franchises in Asia, Africa and the Middle East. It has concentrated on consumer,
corporate and institutional banking and on the provision of treasury services - areas
in which the Group had particular strength and expertise.

Since 2000 the Bank has achieved several milestones with a number of strategic
alliances and acquisitions, which have extended the customer and geographic reach
and broadened the product range that Standard Chartered offers.

2.5 Approach TOEARDS the employee

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 • Participation

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

and expertise

• Competitive positioning

Combining global capability, deep local knowledge and creativity to outperform

our competitors

• Management Discipline

Continuously improving the way we work, balancing the pursuit of growth with
firm control of costs and risks.

2.6 function
• Corporate Banking Group

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

business and to develop positive relations with them. This is maintained through
interactions to offer timely advice in an increasingly competitive business
environment

• Trade Finance

The trade finance of standard Chartered bank takes care of the commercial activity
related issues, particularly those related to import and export finance services.

Consumer Banking
Superior retail banking services comprising of a wide range of deposit and loan
products are offered by Standard Chartered Bank to its individual customers.

3.0 Literature review

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Job satisfaction is simply defined as the affective orientation that an employee has
towards his or her work (Price, 2001). In other words, it is an affective reaction to a job
that results from the comparison of perceived outcomes with those that are desired
(Kam, 1998). Shortly, job satisfaction describes the feelings, attitudes or preferences of
individuals regarding work (Chen, 2008). Furthermore, it is the degree to which
employees enjoy their jobs (McCloskey and McCain, 1987).On the other hand, Arvey and
Dewhirst (1976), took 271 scientists as a study sample, and found that the degree of job-
satisfaction of the workers with high achievement motivation exceeded that of workers
with low achievement motivation. Also autonomy is an important concern for
employees’ job satisfaction.

Additionally, administrative styles, professional status and pay are known as important
factors influencing job satisfaction. For example, Carr and Kazanowsky (1994)
successfully showed that inadequate salary was very legated to employees’
dissatisfaction. And recent studies showed that a participative (democratic)
management style was mostly preferred by today’s managers to increase their
employees’ job satisfaction (Dogan and İbicioglu, 2004; Knoop, 1991).

Hinshaw and Atwood (1984) identify variables that influence employee job satisfaction
as: (1) demographic variables: education, experience, and position in the hierarchy; (2)
Job characteristics: autonomy, tasks repetitiveness, and salaries; and (3) organizational
environment factors: degree of professionalization, type of unit.
The research made by Chu and his friends (2003) demonstrates that satisfaction is
positively related to involvement, positive affectivity, autonomy, distributive justice,
procedural justice, promotional chances, supervisor support, co-worker support, but it
is negatively related to negative affectivity, role ambiguity, work-load, resource
inadequacy and reutilization.

A review of the literature in this context reveals that a number of researcher have
emphasized the importance of factors affecting job satisfaction. Job satisfaction involves
several different spheres such as satisfaction with pay, promotion opportunities, fringe
benefits, job security and the importance/challenge of the job. (Nguyen, Taylor, &
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Bradley, 2003). Job satisfaction can lead to cost reduction by reducing absences, task
errors, and turnover. Since work is an important aspect of people’s lives and most
people spend a large part of their working lives at work, understanding the factors
involved in job satisfaction is crucial to improving employees’ performance and
productivity The private banks specifically created a cut throat competition by launching
new and new products and services regularly to gain more market share. The
employment patterns in the banking sector changed abruptly and it became a high
volatile market. The salary bands and compensation and rewards patterns changed and
focus became on performance and targets rather than experience and loyalty. Hence,
pay and job satisfaction became a key factor for the banking professionals which needed
attention so as to achieve the long term goals of the bank (Islam & Saha). Studies have
tested the hypothesis that income is an important determinant of job satisfaction.
(Nguyen, Taylor, & Bradley, 2003). Factors such as pay, the work itself, supervision,
relationships with co-workers and opportunities for promotions have been found to
contribute to job satisfaction. (Opkara, 2002).

Frederick Hertzberg’s motivation-hygiene theory proposes that intrinsic factors are

related to job satisfaction and motivation, whereas extrinsic factors are associated with
job dissatisfaction. This theory is not much used by researchers because of its simplicity
as the environment have changed a lot yet many organizations uses their job design Pay
and Job Satisfaction: 7 techniques based on this theory. The higher the education level
the lower is the job satisfaction. (Nguyen, Taylor, & Bradley, 2003).

4.0 Evaluation process of employee satisfaction in SCB

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Several often-heard reasons for not doing employee evaluations need to be dismissed.
Examples of such faulty reasoning include: employees know they are satisfied, some
employees don’t want to know how they will satisfy. Employee reviews interfere with
personal relations. They make people unhappy and jealous of each other. Some things
are better not said. They take too much time. Supervisors don’t want to do it.. None
makes the case for ignoring an important management tool. Most employees in bank
receive less feedback than they want and feel powerless to get more. Managers have the
feedback responsibility.

4.1 Objectives of Employee satisfaction Reviews in SCB

1. Help employees to improve their performance.

2. Help employees with their career planning.
3. Take advantage of employee insights for improving the business
4. Identify training and retraining needs.
5. Encourage and motivate employees.
6. Promote teamwork and employee cohesiveness.
7. Provide information for compensation decisions.
8. Increase supervisor satisfaction with their human resource

4.2 Individual satisfaction evaluation

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

the individual can detract from teamwork and cooperation among employees. Here,
Employees easily see the dilemma created by promoting teamwork while reviewing and
rewarding individual effort.

Teamwork is the backbone of SCB business. SCB review individual’s satisfaction with
emphasis on contribution to team success because job satisfaction of team members
decreases peer pressure.

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4.3 formal reviews

 Formal satisfaction reviews occur on a regular schedule like; twice per year. They
usually include filling out a form or providing some other type of written report
to employees. Employees usually have a chance to comment or respond to the
evaluator’s assessment. They often include discussion of needed changes in
performance. Helping the employee think through career interests and
opportunities can be incorporated into supervisor/employee discussions.

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

commitment to continuous and open communication with employees. The
supervisor and employee confront problems as they occur. Praise is given as it is
earned. Questions are asked as they arise. Both supervisors and employees work
to create an open environment that emphasizes mutual support. Little or no
paper trail is generated.

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4.4 frequency of the review

When starting a formal satisfaction review process, employers often promise reviews
more often than is feasible like, every three months. Sticking to the announced schedule
is much more important than how often the review is done. Some employees like; the
best performers may eagerly look forward to their satisfaction reviews. I saw that,
Postponing the reviews is an worse practice and it may be disheartening to the
employees most valued in the business.

4.5 The person conducts the Evaluation

Employees’ immediate supervisors are doing the employee satisfaction reviews.

Employees will not take seriously evaluations from people who are not well acquainted
with what actually happens day-to-day in the work place. Supervisors can seek
supplementary information from coworkers, other supervisors, and customers and in
some cases people supervised by the person being reviewed.

4.6 Process to Be Used

Evaluation of the employee satisfaction process in SCB starts with the job not the
employee. Ideally, each job has tasks, duties and responsibilities, satisfaction with
supervision and leadership, team relation and relation with the co-worker. It includes
satisfaction with salary & fringes benefit, Accommodations or transportation facilities.

Whatever the process, the supervisor and employee of SCB have two-way
communication that leads to understanding and agreement. The agreement covers what
has been accomplished since the last job satisfaction review, the corrective action if any
that is needed and the employee’s longer run aspirations and plans.

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 They did it through a form. The form instructs the employee to rate their
satisfaction each of the areas and provide supportive details or comments.
Critical incidents (specific examples of excellence or mediocrity with date and
setting) can add insight about what the supervisor expects. The critical incidents
can lead to training needs or adjustments in how the employee is doing the job.

 The form also incorporating the graphic rating scale helps most in employee
satisfaction reviews when incorporated into open and honest two-way
communication between the supervisor and employee. A supervisor may choose
to omit the employee comment and signature section if the section decreases
trust. The section, however, can provide the employee an opportunity to make
clear whatever concerns, commitments and plans that came out of the review

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5.0 Job variables that affecting the level of satisfaction in
SCB

Human life has become very complex now-a-days. In modern society the needs and
requirements of the people are ever increasing and ever changing. Among these ever
increasing and ever changing people and when the peoples needs are not fulfilled they
become dissatisfied. Dissatisfied people are likely to contribute very little for any
purpose. Job satisfaction of industrial workers us very important for the industry to
function successfully. Apart from managerial and technical aspects, employers can be
considered as backbone of any industrial development. To utilize their contribution they
should be provided with good working conditions to boost their job satisfaction.

I try to find out different job variables in SCB and try to analyze the
relationship with the level of satisfaction

• Age

• Marital Status

• Experience

• Salary

• Education Level

• Nature of Job

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5.1 Age

AGE LEVEL OF SATISFACTION TOTAL

Extremel Somewhat Not
y satisfied satisfied satisfie
d
BELOW 30 8(36%) 8(36%) 6(28%) 22

31 – 45 12(52%) 8(36%) 3(12%) 23

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

TOTAL 22 19 9 50
Table 1: age variable with satisfaction

• Inference:

From the above table, it reveals that the percentage of highly satisfied employees is more
among the age group of 31 – 45 ; the low satisfied employees is more among the age
group above 45 years. And medium satisfied employees are below 30 years. Hence, it is
clear that 31 – 45 years group employees are more satisfied.

Graph 1: satisfaction with age

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5.2 Marital Status:

Marital Status LEVEL OF SATISFACTION TOTAL

Extremel Somewhat Not
y satisfied satisfied satisfie
d
MARRIED 8(36%) 8(36%) 6(28%) 22

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

TOTAL 20 21 9 50
Table 2: marital status with satisfaction

• Inference:

The above table reveals that the percentages of highly satisfied employees are more
among the Unmarried persons than the Married persons. Hence it is clear that the

unmarried persons are highly satisfied with their job.

Graph 2: satisfaction with marital status

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5.3 experience

Experience LEVEL OF SATISFACTION TOTAL

Extremely Somewhat Not

satisfied satisfied satisfied

LESS THAN 5 11(55%) 6(30%) 3(15%) 20

YEARS

6 TO 10 6(24%) 12(48%) 7(28%) 25

YEARS

ABOVE 10 3(60%) 2(40%) - 5

YEAS

TOTAL 20 20 10 50
Table 3: experience with satisfaction

• Inference:

Form the above table the percentage of highly satisfied employees is more among the
above 10 years experience. And 6 – 10 years experienced employees are high percentage
in medium satisfaction and less than 5 years experience employees are not that satisfied
comparing with them. Hence, it is clear that the above 10 years employees are more
satisfied.

satisfaction
60% 55%
lessthan 5
6 to 10
above 10

24%

Graph 3: experience & satisfaction

5.4 Salary

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Salary LEVEL OF SATISFACTION TOTAL
Extremel Somewhat Not
y satisfied satisfied satisfie
d
Rs.10,001 TO 5(23%) 6(30%) 10(47%) 21
Rs.20,000

Rs.20,001 TO 4(19%) 14(60%) 5(21%) 23

Rs.30,000

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

Rs.30,000

TOTAL 50
Table 4: salary with satisfaction

• Inference:

From the table the percentage of highly satisfied employees are more among the above
Rs.30, 000/- income group, and the medium satisfaction is obtained by the employees
earns Rs.20, 001 TO Rs.30, 000 in income. Hence, high salary group employees are
more satisfied.

Graph 3: salary & satisfaction

5.5 Education

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Education LEVEL OF SATISFACTION TOTAL
Extremel Somewhat Not
y satisfied satisfied satisfie
d
GRADUATE 6(25%) 18(75%) 24

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

TOTAL 23 23 4
Table 5: education with satisfaction

• Inference:

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

Graph 5: education with satisfaction

5.6 Nature of job

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Nature Of Job LEVEL OF SATISFACTION TOTAL
Extremel Somewhat Not
y satisfied satisfied satisfie
d
ACCOUNTANT 3(44%) 2(28%) 2(28%) 7

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

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

CONSUMER 6(100%) 6
CARE
EXECUTIVE

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

TOTAL 50
Table 6: nature of job with satisfaction

• Inference:

The above table reveals that the managers are highly satisfied and the consumer care
executives are come under medium satisfaction.

Graph 5: nature of job with satisfaction

6.0 job satisfaction factors in SCB

• Findings:

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Job satisfaction is a very important tool for providing better service in an organization
like Bank. Job satisfaction is directly interacts with the flow of the work And give a high
level performance.

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

6.1 pay:

Salary means payments on work and within a fixed timeline. Employee’s expectation of the
salary has also increased because SCB has established itself as one of the best international
commercial bank. Employees have certain promise for their department and SCB choose
talented people to work with. So it is important to observe the satisfaction towards the salary.

Satisfying Percentag Increase Percentage

with e M ore than
current now
salary.
Extremely 14 28 20 40
satisfied

Somewhat 28 56 22 44
satisfied

Not 8 16 8 16
satisfied

50 100 50 100

Table 7: pay as satisfaction factor.

GRAPHICAL PRESENTATION:

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 Fig-7: Graphical representation in terms of pay

6.2 Use of skills & abilities:

Banking service is the service which can directly influence the banker to use his skills and
abilities.. I saw that, working environment of SCB s influence employees willingness to help and
their promptness in serving.

utilize skills Percentage learn new Percentage.

and talents skills

Extremely 22 44 27 54
satisfied

Somewhat 22 44 20 40
satisfied

Not satisfied 6 12 3 6

50 100 50 100

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

GRAPHICAL PRESENTATION:

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

6.3 Work relation:

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

Relationship Relationship
with co Percentage with Percentage
worker supervisor
Extremely 28 56 30 60
satisfied

Somewhat 15 30 12 24
satisfied

Not 7 14 8 16
satisfied

50 100 50 100

Table 9: work relation as satisfaction factor.

GRAPHICAL PRESENTATION:

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 Fig 9:Graphical representation in terms of work relation

6.4 work activities:

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

independence
Variety of job associated
responsibilities Percentage with your Percentage
work roles

Extremely 28 56 21 42
satisfied

Somewhat 14 28 7 14
satisfied

Not satisfied 8 16 22 44

50 100 50 100

Table 10: work activities as satisfaction factor.

GRAPHICAL REPRESENTATION:

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 Fig. 10: Graphical representation in terms of work activity

6.5 general working conditions:

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

Hours
Location of
worked each
Percentage work Percentage
week

Extremely 15 30 26 52
satisfied

Somewhat 14 28 7 14
satisfied

Not satisfied 21 42 17 34

50 100 50 100

Table 11: working condition as satisfaction factor.

GRAPHICAL PRESENTATION:

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

6.6 ANALYSIS:

From the survey in terms of pay that was done by questionnaire, by simple tabulation it is clear
that, out of 50 employees 14 employees are satisfied with the current payments and do the work
according to their promises and performed service right the first time. And the rest of them
some what agree or not agree. But 20 will be strongly satisfied if the organization increases the
payment. It is clear that employees are not totally satisfied with the payment.

From the second criteria it is cleared that the SCB is highly responsiveness to using the skills
and ability to employees because 44% employees believe that they can give prompt service by
provide their skills and 54% employees are seeking new learn.

Then from the in case of work relation, it can be seen that 56% employees are satisfied with their
co worker and 60% strongly satisfied with their supervisor. According to them the supervisor are
knowledgeable.

56% customers extremely satisfied with the variety of responsibility and 44% people mentioned
that in this environment, they can’t work independently.

And in terms of general working condition, 42% employees are not satisfied with the current
time line and they thought that it is too much. 52% people are satisfied with the location of the
office because this is in a commercial area where 34% people still dissatisfied because their
home is far away from the office.

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7.0 Recommendation

For the satisfaction of employees some initiative like, your pay, your career progress in
the organization, your opportunity to “make a difference” or to contribute to the overall
success of the organization, your organization’s system for recognizing and rewarding
outstanding performance, are very important elements. In every criterion, I saw some
dissatisfaction. So, SCB management should take initiatives to make their employees
satisfied with-
 Increasing the salary considering the existing market,
 Ensuring training program and other opportunities for every employee to
contribute to the overall success of the organization with a meaningful job tasks.
 The existing system for recognizing and rewarding for outstanding performance
should be more efficient.
 Adding new and value added employee welfare programs.

From the result of survey it was found that in SCBL, job involvement and career
satisfaction are significantly related with the job satisfaction. Therefore, these issues
should be taken more care of. So to ensure satisfaction among the employees with their
banking career, SCB management should better understand the related issues in career
satisfaction. They have to understand the employees overall career goals, whether career
satisfaction only means satisfaction with the employees position, compensation they
receive, advancement in the career or else.

Beside the described issues, there are other factors that are related to job satisfaction.
Thus, the SCB management should take those under consideration. For example, the
level of job stress, sense of competence among the employees, image of the organization
also has an impact on job satisfaction.

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8.0 Conclusion

Job satisfaction is a heavily researched area of inquiry. This paper has focused
specifically on aspect of job satisfaction. The aim was to estimate the extent to which a
SCB banker's job satisfaction is determined by comparisons with other banks as well as
by other variables mentioned above. Most of the Bangladeshi banks do not see employee
participation as a driver of better employee performance; the study highlights that these
variables are among the contributing variables towards Job satisfaction. Changes in
organizational variables, such as pay scales, employee input in policy development, and
work environment could be made in an effort to increase organizational commitment
which in turn will lead to employee commitment and satisfaction. According to the
results the job satisfaction of bank officers is significantly dependent upon pay,
promotion opportunities, rewards, relation with boss and coworkers. The main findings
of this paper are as follows. It is evident that the dependent variable satisfaction with
pay has the expected positive effect on job satisfaction. There is some evidence that
workers who are dissatisfied with their bosses are more sensitive to their pay in deciding
on whether they are satisfied with their job.

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 9.0 Appendix

10.0 References

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4. ARVEY, R. and DEWHIRST, H.D. (1976), “Relationships between goal clarity,
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a scientific organization”, Journal of Applied Psychology, 61 (1): 103-105.-
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5. CARR, K.K. and KAZANOWSKI, M.K. (1994), “Factors affecting job satisfaction
of nurses who work in long-term care”, Journal of Advanced Nursing, 19: 878-
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6. CHU, C.I, HSU, H.M., PRICE, J.L. and LEE, J.Y. (2003), “Job satisfaction of
hospital nurses: an empirical test of a causal model in Taiwan”, International
Nursing Review, 50: 176-182.- /mpra.ub.uni-muenchen.de
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satisfaction: models, measures, and management”, Annual Review of Nursing
Research, 1: 133-155.- /mpra.ub.uni-muenchen.de
8. Nguyen, A. N., Taylor, J., & Bradley, S. (2003). Relative pay and job
satisfaction: some new evidence. http://mpra.ub.uni-muenchen.de
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