Fullfinalpart2ok PDF

Chapter-1 Introduction
1.1 Origin of the report

The report has been prepared as a fulfillment of the partial requirement of the internship
program
as authorized by BBA, Southeast University. The primary goal of the internship
prospectus is to
provide on the job coverage to the student and an opportunity for translation of
theoretical
conceptions in real life situation. Students are placed in enterprises, organizations,
research
institutions as well as development projects. The program covers an overall period of
approximate 12 weeks of organizational attachment, with report finalization work.
1.2 Problem statement

The topic the researcher conducted the dissertation on is how employee job satisfaction
is
according to the employees who are involved the appraisal. Whether an appraisal
system is
effective or not may have either a positive or negative effect on the employees and the
organization.
From the training the employees improves their effectiveness which enables them
working in
different branches in different banking jobs. The training programs organized by MBL
are also
tend to increase employee satisfaction, so that the employees can serve the
organization well and
serve the customers with zero complain. job satisfaction plays an important role in
employee
who develops motivation, potential, commitment and loyalty towards organization
1.3 Objectives of the research

The objectives of the orientation are:
a. To study various desk works of the Uttara Branch of Mercantile Bank Limited.
b. To analyze overall performance of the branch as well as Mercantile Bank
limited.
Broad Objective
The primary objectives of the report are to orient the real life nature of the bank and to
measure the job satisfaction of the employee of the MBL, Uttara branch, Dhaka.
The study has been carried out with the following secondary objectives:
To measure the level of job satisfaction of employees with respect to the company.
To understand the components that prompt job satisfaction of the employee of
MBL.
To know the reasons behind the job dissatisfaction of the employees from the
findings.
To judge the level of job satisfaction of employees on various parameters:
Working Conditions
Rewards and other benefits
Relationship with employees of company
Job Security
1.4 Scope of the research

Mercantile bank limited is one of the new generation banks in Bangladesh. The scope of
the
study is limited to the Uttara Branch only. Since, working at branch, get the opportunity
to gain
knowledge of the components that helps to retain job satisfaction of employees. The
decisions
and analyses are done based on the opinion of respondents and practices applied at
only this
branch
1.5 Limitations of the study

I had to face different problems while preparing this internship research. At the same
time I tried
to make an adjustment with those problems.
Those problems are as follows;
3
It was very difficult to collect the information from various personnel for the job
constrain.
Bank policy was not disclosing some data and information for various reasons.
The department people always remain busy due to lack of supporting employees so
they
could not dedicate their full efforts
The annual report is the main secondary source of the information but this information
was not enough to complete the report and it was not identified clear idea about this
bank.
Because of the limitation of information some assumption was made. So there may be
some personal mistake in this research.
The times 3 months are not sufficient to know all activities of the branch to prepare the
report.
4
Chapter 2 LITERATURE
REVIEW
5
2.1 Definition of Job Satisfaction

Job satisfaction is the level of contentment a person feels regarding his or her job. This
feeling is
mainly based on an individual's perception of satisfaction. Job satisfaction can be
influenced by a
person's ability to complete required tasks, the level of communication in an
organization, and
the way management treats employees.
Job satisfaction falls into two levels: affective job satisfaction and cognitive job
satisfaction.
Affective job satisfaction is a person's emotional feeling about the job as a whole.
Cognitive job
satisfaction is how satisfied employees feel concerning some aspect of their job, such
as pay,
hours, or benefits.
2.2 Theories of Job Satisfaction:

Job satisfaction theories have a strong overlap with theories explaining human
motivation. The
most common and prominent theories in this area include: Maslows needs hierarchy theory;
Herzbergs motivator-hygiene theory; the Job Characteristics Model and the
dispositional
approach. These theories are described and discussed below.
Hierarchy of needs:
Although commonly known in the human motivation literature, Maslows needs hierarchy
theory
was one of the first theories to examine the important contributors to job satisfaction.
The theory
suggests that human needs form a five-level hierarchy (Figure 1) consisting of:
physiological
needs, safety, belongingness/love, esteem, and self-actualization. Maslows hierarchy
of needs
postulates that there are essential needs that need to be met first (such as,
physiological needs
and safety), before more complex needs can be met (such as, belonging and esteem).
6
Maslows needs hierarchy was developed to explain human motivation in general. However, its
main tenants are applicable to the work setting, and have been used to explain job
satisfaction.
Within an organization, financial compensation and healthcare are some of the benefits
which
help an employee meet their basic physiological needs. Safety needs can manifest itself
through
employees feeling physically safe in their work environment, as well as job security and/
or
having suitable company structures and policies. When this is satisfied, the employees
can focus
on feeling as though they belong to the workplace. This can come in the form of positive
relationships with colleagues and supervisors in the workplace, and whether or not they
feel they
are a part of their team/ organization. Once satisfied, the employee will seek to feel as
though
they are valued and appreciated by their colleagues and their organization. The final
step is
where the employee seeks to self-actualize; where they need to grow and develop in
order to
become everything they are capable of becoming. Although it could be seen as
separate, the
progressions from one step to the next all contribute to the process of self-actualization.
Therefore, organizations looking to improve employee job satisfaction should attempt to
meet
the basic needs of employees before progressing to address higher-order needs.
However, more
recently this approach is becoming less popular as it fails to consider the cognitive
process of the
7
employee and, in general, lacks empirical supporting evidence. In addition, others have
found
fault with the final stage of self-actualization. The lack of a clear definition and
conceptual
understanding of self-actualization, paired with a difficulty of measuring it, makes it
difficult to
measure what the final goal is or when it has been achieved.
Motivator-Hygiene Theory
Herzbergs motivator-hygiene theory suggests that job satisfaction and dissatisfaction
are not
two opposite ends of the same continuum, but instead are two separate and, at times,
even
unrelated concepts. Motivating factors like pay and benefits, recognition and achievement need
to be met in order for an employee to be satisfied with work. On the other hand, hygiene
factors
(such as, working conditions, company policies and structure, job security, interaction
with
colleagues and quality of management) are associated with job dissatisfaction.
Figure 2: Motivator-Hygiene Theory
Figure 2: Graphical Representation of Herzbergs Description of Satisfiers and Dissatisfies
Because both the hygiene and motivational factors are viewed as independent, it is
possible that
employees are neither satisfied nor dissatisfied. This theory postulates that when
hygiene factors
are low the employee is dissatisfied, but when these factors are high it means the
employee is not
dissatisfied (or neutral), but not necessarily satisfied. Whether or not an employee is
satisfied is
dependent on the motivator factors. Moreover, it is thought that when motivators are
met the
employee is thought to be satisfied. This separation may aid in accounting for the
complexity of
an employees feelings, as they might feel both satisfied and dissatisfied at the same time; or
neither satisfied nor dissatisfied.
Whilst the Motivator-Hygiene theory was crucial in first distinguishing job satisfaction
from
dissatisfaction, the theory itself has received little empirical support. Herzbergs original study
has been criticized for having been conducted with a weak methodology. As a result,
subsequent
attempts to test this theory have obtained mixed results with some researchers
supporting it and
others not.
Job Characteristics Model
The Job Characteristics Model (JCM) explains that job satisfaction occurs when the
work
environment encourages intrinsically motivating characteristics. Five key job
characteristics:
skill variety, task identity, task significance, autonomy and feedback, influence three
psychological states. Subsequently, the three psychosocial states then lead to a number
of
potential outcomes, including: job satisfaction. Therefore from an organizations point of view, it
is thought that by improving the five core job dimensions this will subsequently lead to a
better
work environment and increased job satisfaction.
Unlike the Maslow or Herzbergs theories, the JCM has received more empirical support.
However, it has also drawn criticism as many studies utilizing this model investigate the
direct
impact core job dimensions have on personal and work outcomes, completely
disregarding the
9
critical psychological states. Despite this, the JCM and its impact on job satisfaction has
been the
subject of three reviews which further lend support to the model. Further to this, Benson
and
colleagues meta-analysis of 13 studies specifically focused on the role of critical
psychological
states, and found these psychological states to play a crucial practical and theoretical
role within
the JCM.
Dispositional approach
This dispositional approach suggests that job satisfaction is closely related to
personality. It
postulates that an individual has a strong predisposition towards a certain level of
satisfaction,
and that these remain fairly constant and stable across time. The evidence for this
approach can
be divided into indirect studies and direct studies. Judge and colleagues have reviewed
these
areas in greater detail.
The indirect evidence comes from studies that do not explicitly measure personality.
Data from
the National Longitudinal Studies in the United States found that measures of job
satisfaction
tend to remain fairly stable over 2, 3 and 5 year periods. This even includes significant
employment changes, such as: changes in employer or occupation. Interestingly, a twin
based
study examined 34 twins whom had been raised independently of one another. This
study found
genetic factors accounted for 30% of job satisfaction levels when assessed in later life.
The indirect studies, however, are vulnerable to a number of important criticisms,
namely that
other unaccounted factors might be contributing to job satisfaction levels this highlights
the
respective importance of studies directly assessing the role of personality. Most
prominently,
there is research evidence that self-esteem, self-efficacy, emotional stability and locus
of control
comprise a broad personality construct, which contribute to how an individual sees
themselves.
A review of 169 correlations between each of four affective constructs (i.e., self-esteem,
selfefficacy, emotional stability and locus of control) and job satisfaction, found that as selfreported
levels of self-esteem, self-efficacy, emotion stability and locus of control increased so
did job
satisfaction. Similarly, investigations into the link between the five factor model of
personality
and job satisfaction revealed neuroticism, conscientiousness and extraversion to have a
moderate
relationships with job satisfaction.
10
Summary of theories
Despite its past popularity, it is unfortunate that there is little empirical support for the
hierarchy
of needs and motivator-hygiene approaches .On the other hand, the dispositional
approach and
JCM continues to grow in empirical support. However, it is difficult to deny that the
motivating
factors influence the surrounding environment and has an impact on how satisfied
employees are
in their work, and that personality or the JCM do not fully explain job 10 Satisfaction.
Consequently, Turnham and colleagues integrated Herzbergs motivator-hygiene approach
alongside personality to better understand the combined impact on job satisfaction.
Findings
revealed that demographic variables and scores on the five commonly used personality
traits
(including, openness, conscientiousness, extraversion, agreeableness, and neuroticism)
together
accounted for a significant portion of job satisfaction.
2.3 Factors Affecting Job Satisfaction

An employee's overall satisfaction with his job is the result of a combination of factors
and
financial compensation is only one of them. Management's role in enhancing
employees' job
satisfaction is to make sure the work environment is positive, morale is high and
employees have
the resources they need to accomplish the tasks they have been assigned.
Working Conditions
Because employees spend so much time in their work environment each week, it's
important for
companies to try to optimize working conditions. Such things as providing spacious
work areas
rather than cramped ones, adequate lighting and comfortable work stations contribute to
favorable work conditions. Providing productivity tools such as upgraded information
technology to help employees accomplish tasks more efficiently contributes to job

satisfaction as
well.
Opportunity for Advancement
Employees are more satisfied with their current job if they see a path available to move
up the
ranks in the company and be given more responsibility and along with it higher
compensation.
Many companies encourage employees to acquire more advanced skills that will lead to
the
chance of promotion. Companies often pay the cost of tuition for employees taking
university
11
courses, for example. During an employee's annual performance review, a supervisor

should map
out a path showing her what she needs to accomplish and what new skills she needs to
develop in
order to be on a track to advancement within the organization.
Workload and Stress Level
Dealing with a workload that is far too heavy and deadlines that are impossible to reach
can
cause job satisfaction to erode for even the most dedicated employee. Falling short of
deadlines
results in conflict between employees and supervisors and raises the stress level of the
workplace. Many times, this environment is caused by ineffective management and
poor
planning. The office operates in a crisis mode because supervisors don't allow enough
time for
employees to perform their assigned tasks effectively or because staff levels are
inadequate.
Respect from Co-Workers
Employees seek to be treated with respect by those they work with. A hostile work
environment
with rude or unpleasant coworkers -- is one that usually has lower job satisfaction. In an
August
2011 survey published by FoxBusiness.com, 50 percent of those responding said they
had
personally experienced a great amount of workplace incivility. Fifty percent also believe
morale
is poor where they work. Managers need to step in and mediate conflicts before they
escalate
into more serious problems requiring disciplinary action. Employees may need to be
reminded
what behaviors are considered inappropriate when interacting with coworkers.
Relationship with Supervisors
Effective managers know their employees need recognition and praise for their efforts
and
accomplishments. Employees also need to know their supervisor's door is always open
for them
to discuss any concerns they have that are affecting their ability to do their jobs
effectively and
impeding their satisfaction at the office.
Financial Rewards
Job satisfaction is impacted by an employee's views about the fairness of the company
wage
scale as well as the current compensation she may be receiving. Companies need to
have a
mechanism in place to evaluate employee performance and provide salary increases to
top
12
performers. Opportunities to earn special incentives, such as bonuses, extra paid time
off or
vacations, also bring excite me.
Some Important Factors
Typically, five factors can be used to measure and influence job satisfaction:
1. Pay or total compensation
2. The work itself (i.e., job specifics such as projects, responsibilities)
3. Promotion opportunities (i.e., expanded responsibilities, more prestigious title)
4. Relationship with supervisor
5. Interaction and work relationship with coworkers
2.4 Management and Communication

In addition to these five factors, one of the most important aspects of an individual's
work in a
modern organization concerns communication demands that the employee encounters
on the job.
Demands can be characterized as a communication load: "the rate and complexity of
communication inputs an individual must process in a particular time frame." If an
individual
receives too many messages simultaneously, does not receive enough input on the job,
or is
unsuccessful in processing these inputs, the individual is more likely to become
dissatisfied,
aggravated, and unhappy with work, leading to a low level of job satisfaction.
Superiorsubordinate communication or the relationship between supervisors and their
direct
report is another important influence on job satisfaction in the workplace. The way in
which
subordinates perceive a supervisor's behavior can positively or negatively influence job
satisfaction. Communication behavior such as facial expression, eye contact, vocal
expression,
and body movement is crucial to the superior subordinate relationship.
13
Chapter 3 Overview of the

Organization
14
3.1 Historical background of Mercantile Bank limited

Mercantile Bank Limited is a scheduled private commercial bank established on May20,
1999
under the Bank Company Act, 1991 and incorporated as a Public Limited Company
under
Company Act, 1994. The Bank started commercial banking operations from June 02,
1999. During
this short span of time, the Bank has been successful to position itself as a progressive
sand
dynamic financial institution in the country.
The Bank had been widely welcome by the business community, from small
entrepreneurs for
forward-looking business outlook business outlook and innovative financing solutions.
Thus,
within this very short period it has been able to create an image for itself and has
earned
significant reputation in the countrys banking sector as a bank with vision. The company
Philosophy -Efficiency is our strength has been exactly the essence of success of this Bank.
Mercantile Bank Limited has been licensed by the Government of Bangladesh as a
scheduled
Bank in the private sector in the process of the policy of liberalization of banking and
financial
services or Bangladesh. In view of the above, the Bank has, within a period of eight
years of its
operation, achieved a remarkable success and has always met up capital adequacy
requirement
set by Bangladesh Bank.
There are twenty-seven sponsors involved in creating Mercantile Bank Limited; the
sponsors of
the Bank have a long heritage of trade, commerce and industry. They are highly
regarded for
their entrepreneurial competence. The sponsors happen to be member of different
professional
groups among whom are also renowned banking professionals having vast range of
banking
knowledge. There are also members who are associated with other financial institution
like
companies, leasing companys etc.
The board of directors consists of 21 members elected from the sponsor of the bank.
And the
board of directors is the apex body of e bank. All route matters beyond delegated
owners of
management are decided upon by or routed through the executive committee, subject
to
ratification by the board of directors.
15
3.2 Objectives of the Mercantile Bank Limited

Objectives:
Strategic objective
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 a return on shareholders.
Equity of 20% or more on average.
3.3 Mission, vision and core values of mercantile

bank limited
Mission of MBL:
Will become most caring, focused for equitable growth based on diversified deployment of
resources, and nevertheless would remain healthy and gainfully profitable Bank.
Vision of MBL:
Would make finest corporate citizen MBL dreams to become the Bank of Choice of the
general public that includes both the consumer and the corporate clients. It has created
a cadre of
young professionals in banking profession which has helped boosting productivity in the
bank.
16
Core values:
For the customers:
Providing with caring services by being innovative in the development of new
banking products and services.
For the shareholders:
Maximizing wealth of the bank.
For the employees:
Respecting worth and dignity of individual employees devoting their energies of the
progress of the bank.
For the community:
Strengthening the corporate values and taking environment and social risks and
reward
into account.
3.4 At a glance of Mercantile bank limited

Name Mercantile Bank Limited
Date of incorporation 20
th
May, 1999 Date of inauguration of

operation 2nd June, 1999
Registered Office
61, Dilkusha Commercial Area Dhaka 1000, Bangladesh Tel-02-9559333, 01711535960 Fax: 880-2-09561213 Telex: 642480 MBLMB BI
Logo
Mercantile Bank Limited efficiency Is our strength Name of the Chairman of the Board
A.K.M. Shahidul Haque
Name of the managing Director A.K.M. Shahidul Haque
Number of branches 65
Services provided Deposit Scheme, credit facility and
17
foreign exchange services

Diversification of Product And
Services
Corporate banking, Retail Banking
Paid up capital 4072.206(Million)
Profit after tax & provision 1425.338(Million )
Publicly Traded Company Shared quoted daily in DSE & CSE
Credit Card Member of Master Card
Banking operation system Both conventional and foreign exchange
system
Technology used Member of SWIFT, online banking,
UNIX based computer system
Market value per share 415.61
Earnings per share 41.04
E-mail mbl@bol-online.com
Website www.mblbd.com
SWIFT MBLBBDDH
Table: At a Glance of M B L
3.5 The corporate structure

Board of directors
Board of Directors, the apex body of the Bank, formulates policy guidelines, provides
strategic
planning and supervises business and performance of management while the Board
remains
accountable to the company and its shareholders. The Board is assisted by the
Executive
Committee and Audit Committee Board of Directors Executive

Committee
M.S. Ahsan, Chairman Mohd. Selim, chairman
MD. Anwarul Haque, Vice chairman MD. Anwarul Haque, Vice chairman
18
A.K.M. Shaheed Reza, Director A.K.M. Shaheed Reza, Director

Mohd. Selim, Director Al-haj Akram hossain, Director
Dr. Mahmood Osamn Imam, independent
Director
Morshed Alam, M.P, Director
Md. Shahabuddin Alam, Director Md. Abdul Hannan, Director
Md. Abdul Hannan, Director A.S.M. Feroz Alam, Director
Morshed Alam, M.P, Director
DR. Md. Rahmat ullah, Director
M. Amanullah, Director
Alhaj Mosharred hossain, Director
3.6 Network of the Branches

Mercantile Bank has 65 existing branches and some other proposed branch all over
Bangladesh
to provide better services to their valuable customer. The objective of MBL is not only to
earn
profit but also keep the social commitment and to ensure its co-operation to the persons
of all
levels, to the businessmen, industrialists-specially who are engaged in establishing
large scale
industries by consortium and the agro-based export oriented medium and small scale
industries
by self-inspiration. MBL as the largest private bank is committed to continue its
endeavor by
rapidly increasing the investment of honorable shareholders into asset.
19
Chittagong Division
No Branch In Barisal
Dhaka Division
Rajshahi Division
EXISTING BRANCHES
Sylhet Division
Khulna Division
Figure: Network of the Branches

20
Figure: Map of the MBL Branches

21
3.7 The organizational structure

The organization structure and corporate of Mercantile Bank Limited (MBL) strongly
reflect its
determination to establish, uphold and gain a stronger footing as an organization which
is
customer-oriented and transparent in its management.
Board of Directors The Board of Directors consists of 21 member elected from the
sponsors of the Bank.
The Board of Directors is the apex body of the bank.
Board Committees The Board of Directors who also decides on the composition of each
committee determines the
responsibilities of each committee.
Executive Committees All routine matter beyond delegated powers of management are
decided upon by or routed
through the Executive Committee, subject to ratification by the Board of Directors.
Policy Committee All mater relating to the principles, policies, rules, and regulation,
ethics etc. for operation and
management of the bank are recommended by the Committee to the Board of Directors.
3.8 Strengths of Mercantile Bank Limited:

Well- capitalized Bank with potential to increase capital base.
Homogenous Board of Directors.
Computerized customer services.
Customers faith as a stable and dependable Bank
22
Deputy Managing Director

Senior Vice President
Board Of Directors
3.9 Management Hierarchy of MBL

The board of directors consists of eminent personalities from commerce and industry of
the
country. Mr. Md. Abdul Jalil, the Founder Chairman of this Bank, is the member of
parliament
of the National Assembly and a businessperson, besides being an eminent personality
of the
country. Highly qualified and efficient professionals manage this bank. Board of
Directors who
also decides the composition of each committee determines the responsibilities of each
committee. All routine matters beyond delegated powers of management are d decided
by or
routed through the executive committee, subject to rectification by the board of
directors.
Management Hierarchy of MBL

Executive Vice President
Asstt. Vice President
Managing director -HRD
Principal Officer
Senior Asstt. Vice President
Vice President
F.A.V.P
C H AI R M AN
Deputy Managing Director
Abbreviations GSD General Service Division CAD Central Account
Division ASI Audit and Inspect CB Central bank D&M Developing & Marketing ID
International Division R&P Research and Planning
Chief Advisor
23
Figure: Management Hierarchy of MBL
3.10 Division of MBL

MBL, being one of the best financial intermediaries in the country, blended in operation
in
conventional banking, Merchant banking and Retail banking. The blending has been
done with
the objective of diversifying the operations for catering to the needs of the customers of
the
different sterna of the society from one viewpoint and for having sustainable growth in
profitability and business with the least possible risk. The banks operations were diversified into
the following areas of activities as a dynamic financial intermediary.
Conventional Banking operation
Lease finance operation
Merchant banking
Retail banking
In order to carry out the above operations of Mercantile Bank Ltd has set up the
following
divisions, departments and units in its head office. For the operations by the abovementioned
divisions, the bank has established the following divisions to provide support and
internal
services.
Human resource division General service division
Information Technology division Marketing division
Senior Executive Officer
Executive Officer
Asst. Officer
24
Public relation division Share/customer care division

Financial administration division Branches control division
Table: Division of MBL
3.11 Product and Services

MBL has launched a number of financial products and services since its inception.
These
products and services are categorized in five sectors i.e. Retail Banking, Corporate
Banking,
SME Banking, Foreign Trade Business & E-banking
2.5.1. Retail Banking Service
a) Deposits
Current Deposit Account
Saving Deposit Account
Fixed Deposit Account
Double Benefit Deposit Scheme
Mashik Sanchay Prakalpa
Family maintenance Deposit
Quarterly Benefit Deposit Scheme
1.5 times Benefit Deposit Scheme
Advance Benefit Deposit Scheme
Special Savings Scheme
School Banking
Educational Planning Deposit
Scheme
Super Benefit Deposit Scheme
b) Loan
Consumer credit scheme
Doctor credit scheme
Rural planning scheme
Lease Financing
Any purpose loan
Educational loan
Car loan
Home loan
House furnishing loan
Cottage loan
Polli loan
c) Cards
Dual card
Debit Card
Prepaid Card
Supplementary Card
Visa Card
25
3.12 Corporate Banking Service

Short term finance
Long term finance
Real estate finance
Import finance
Work order finance
Export finance
Structured finance
Loan syndication
3.13 E-banking Service

Online banking
Mobile banking
SMS banking
SWIFT
Locker Facility
3.14 Departments of Mercantile Bank Limited

In branch level, MBL has three departments. This are1. General Banking
2. Credit Department
3.15 Foreign Exchange Department

Major Functions of General Banking
Account opening
Issuance of Demand Draft/Telegraphic Transfer/Pay Order/Fixed Deposit Revenue
Interbank Transaction, Inter Branch Credit
26
3.16 Major Functions of Credit Department

Credit Proposals and Credit Processing
Documentation and Loan Disbursement
27
Chapter-4 Research and

methodology
28
4.1 Research Design

The purpose of this study is to employees job satisfaction of Mercantile Bank Limited,
Uttara
branch. To perform the study data, sources were identified. At first I selected the topic
than make
questionnaire and did a survey on employ of MBL Uttara branch.
4.2 Methodology of the Research

In the preparation of this report, data has been collected from both primary and
secondary
sources. In-depth interviews of some of the employees of the HR Division and branchs
employee of MBL have been conducted to gather necessary information. Also, the
employees
job satisfaction of Mercantile Bank Limited has been consulted in preparing this
report.
Moreover, text books, the internet, the annual report of MBL etc. have been used to
collect
information.
4.3 Population and Sampling Techniques

Number of respondents: 20 employees working at Mercantile Bank Limited, Uttara
branch, 15 of
them are Male and 05 are female.
Questionnaires were used to survey employee feedback on the Mercantile Bank
Limited, Uttara
branch.
4.4 The research Instrument

The researcher designs a self-administered questionnaire for the data gathering
process to get
qualitative and quantitative data. The primary aim of the questionnaire is to determine
the
strategy. This research will use a mixture of closed questions and more open comments
in the
questionnaire. A closed question is one that has pre-coded answers. The simplest is the
dichotomous question to which the respondent must answer yes or no. Through closed
questions, the researcher will be able to limit responses that are within the scope of this
study
Thus, the set of questionnaire was structured using the Liker format with a five-point
response
scale. A Liker Scale is a rating scale that requires the subject to indicate his or her
degree of
29
agreement or disagreement to a statement. In this type of questionnaire, the

respondents were
given five response choices. These options served as the quantification of the
participants'
agreement or disagreement on each question item. Below are the designated
quantifications used
in the questionnaire?
1 strongly Disagree
2 Disagree
3 Neither Disagree Nor Agree
4 Agree
5 strongly Agree
4.5 Data Collection

For achieving the objectives of this study, data were gathered form both primary and
secondary
sources
Primary sources:
Direct conversation with the respective officers of the Departments.
Face to face conversation with the employees.
Employees opinion collected through Questions.
Observation of the HR activities.
Questionnaire consisted of 20 questions, included statements those responses were
asked on
5 point liker type scale. Respondent had to just encircle the appropriate choice. Where
1=
Strongly Disagree, 2= Disagree, 3= Neutral, 4= Agree, 5= Strongly Agree
Secondary Sources:
Various records of the bank.
Different Types of brochures.
Website of Mercantile-Bank-Limited
30
Different newsletters of Mercantile-Bank-Limited
4.6 Data Analysis

The ability to analyze data is a powerful skill that helps you make better decisions.
Microsoft
Excel is one of the top tools for data analysis and the built-in pivot tables are arguably
the most
popular analytic tool I have used for data analysis by MS word and MS Excel. This
software
helps me to find out the right data and result.
31
Chapter 5 Results and

findings
32
Results of data analysis

Question:
1. Your work is according to your qualification and skills?
Table: 1
Response Number of Respondent Percentage
Strongly Disagree 0 0% Disagree 2 8% Neither Disagree Nor Agree
Figure 1
From the table above and graph charts above point out those 20 respondent
representing 48% of
the management and staff said that they feel neutral about of the work, they have no
objection.
40% agreed, 4% strongly agree and 8% did not agree. Most of the employee thinks that
appraisal
process is not bad or not good. Its medium performance.
12 48%
Agree 5 40% Strongly Agree 1 4% Total sample 20 100%
Your work is according to your qualification and skills
0%
storngly Disagree
4%
8%
Disagree 40%
48%
Neither Disagree Nor Agree Agree
storngly Agree
33
2. The performance appraisal method is visible and standard?
Table: 2
Figure 2
representing 32% of
objection.
56% agreed, 8% strongly agree and 4% did not agree, no one has strongly disagreed.
Most of the
employee thinks that appraisal process is not bad or not good. Most of the person is
agreed about
the performance.
8 32%
Agree 10 56% Strongly Agree 1 8% Total 20 100%
Help is available from the organization when I have a problem
storngly Disagree 4%
32%
Disagree
56%
Neither Disagree Nor Agree Agree 8%
0%
34
3. The organization really cares about my well-being?
Table: 2
Figure 3
representing 20% of
objection.
48% agreed, 20% strongly agree and 12% did not agree, no one has strongly
disagreed. Most of
the employee thinks that appraisal process is not bad or not good. Most of the person is
agreed
about the performance.
5 20%
The organization really cares about my well-being?
storngly Disagree
20%
0% 12%
Disagree
20%
Neither Disagree Nor Agree
48%
Agree
storngly Agree
35
4. The organization cares about my opinions?
Table: 4
Figure 4
representing 4% of
objection.
Most of
agreed
1 4%
The organization cares about my opinions?
storngly Disagree
20%
0%
4%
0%
Disagree
Neither Disagree Nor Agree 76%
Agree
storngly Agree
36
5. Employees are satisfied with the top Management?
Table: 5
Figure 5
representing 32% of
objection.
Most of
agreed
5 32%
Employees are satisfied with the top Management
storngly Disagree
20%
0% 8%
Disagree
32%
Neither Disagree Nor
40%
Agree Agree
37
6. Employees in the organization have necessary authority to perform their duties

effectively
Table: 6
Figure 6
representing 20% of
objection.
Most of
agreed
2 20%
Employees in the organization have necessary authority to perform their duties
effectively
storngly Disagree
12%
0%
20%
Disagree
0%
Neither Disagree Nor Agree Agree 68%
storngly Agree
38
7. Physical working condition in the Company is satisfactory?
Table: 7
Figure 7
representing 32% of
objection.
Most of
agreed
5 32%
Physical working condition in the Company is satisfactory
storngly Disagree
16%
0%
0%
32%
Disagree
Agree
39
8.
Top management involves employees in the management decisions
Table: 8
Figure 8
representing 24% of
objection.
Most of
agreed
4 24%
Top management involves employees in the management decisions
storngly Disagree 0% 4% 24%
24%
Disagree
48%
Agree
Agree
storngly Agree
40
9. Provides satisfactory Salary according to the Work
Table: 9
Figure 9
representing 24% of
objection.
Most of
agreed
3 24%
Provides satisfactory Salary according to the Work
storngly Disagree
Disagree
Agree
storngly Agree
24%
0% 0% 24%
52%
41
10. You have a clear understanding about the organization goal
Table: 10
Figure 10
representing 28% of
objection.
Most of
agreed
3 28%
You have a clear understanding about the organization goal
storngly Disagree
20%
0%
0% 28%
Disagree
52%
Agree
Agree
storngly Agree
42
11. how comfortable do you feel giving upwards feedback to your supervisor
Table: 11
Figure 11
representing 12% of
objection.
Most of
agreed
2 12%
how comfortable do you feel giving upwards feedback to your supervisor
storngly Disagree
Disagree
Agree
storngly Agree
28%
0% 0%
12%
60%
43
12. Are you satisfied about the job environment
Table: 12
Figure 12
representing 28% of
objection.
Most of
strongly
agreed about the performance.
3 28%
Are you satisfied about the job environment
storngly Disagree
0%
40%
0%
28%
Disagree
32%
Agree
Agree
storngly Agree
44
13. Do you feel like coworkers give each other respect here?
Table: 13
Figure 13
representing 20% of the management and staff said that they feel neutral about of the
work, they have no objection. 56% agreed, 24% strongly agree and 0% did not agree,
no one has strongly disagreed. Most of the employee thinks that appraisal process is
not bad or not good. Most of the person is strongly agreed about the performance.
5 20%
Do you feel like coworkers give each other respect here
storngly Disagree
24%
0% 0%
20%
Disagree
Agree
storngly Agree
45
14. Is Employee are competitiveness to each other
Table: 14
Figure 14
13 52%
Is Employee are competitiveness to each other
storngly Disagree
12%
0%
0%
Disagree
36%
52%
Agree
storngly Agree
46
15. Company has good career prospect for its employees
Table: 15
Figure 15
2 8%
Company has good career prospect for its employees
storngly Disagree
16%
0% 0% 8%
Disagree
76%
Agree
Agree
storngly Agree
47
16. Overall Satisfaction with your Job?
Table: 16
Figure 16
representing 12% of
objection.
Most of
strongly
3 12%
44%
Overall Satisfaction with your Job

storngly Disagree
0% 12%
Disagree
44%
Agree
storngly Agree
48
17. Are the job is secured for this organization?
Table: 17
Figure 17
representing 20% of
objection.
Most of
strongly
3 20%
Are the job is secured for this organization
storngly Disagree
24%
0% 0%
20%
Disagree
56%
Agree
49
18. Do you have a clear understanding of your career or promotion path?
Table: 18
Figure 18
representing 32% of
objection.
Most of
strongly
4 32%
Do you have a clear understanding of your career or promotion path
storngly Disagree
16%
0% 0%
32%
Disagree
Neither Disagree Nor 52%
Agree
Agree
storngly Agree
50
19. You feel challenged by the work?
Table: 19
Figure 19
representing 16% of
objection.
Most of
strongly
4 16%
32%
You feel challenged by the work

storngly Disagree
0% 0%
16%
Disagree
Agree
Agree
storngly Agree
51
20. Employees in Company share experience to help each other?
Table: 20
Figure 20
11 40%
Employees in Company share experience to help each other
storngly Disagree
24%
0% 0%
40%
Disagree
Agree
Agree
storngly Agree
52
Findings
After my own work experiences as well as discussion with honorable officers I have
found in my
study that there are several important problems that need to focus on for employe job
satisfaction
of MBL.The findings of my study are Employees are overburdened by work.
Number of employee is not sufficient for the branch.
Compensation is not equitable for the skilled people.
Modern HR practice is yet to apply.
Modification and clarification of different areas like monetary incentives, standard of
evaluation and a clear appraising procedure is required.
Management allows extra leave for the employees.
Employees seem to be satisfied with the company with minor negativity.
Employees seem to be honored for working in this company.
Employees are found self-respected and confident of their respective works.
Salary, bonus, incentives are found very regular and in time.
Employees are found appreciating of the work environment
53
Chapter 6 SWOT analysis

54
6.1 SWOT analysis

Strengths:
Mercantile Bank Limited has nationwide image of providing quality service. It provides
excellent and prompt services with higher degree of secrecy to corporate and mass
level
of customers even internationally.
It has an excellent management team and disciplined workforce.
MBL abides by a set of core values that reflects high commitment to customer:
1. Responsive to customers needs.
2. Flexible in approach
3. Professional in manner
4. Strive for service excellence.
A group of qualified experienced, dedicated and well-trained personnel employing the
best effort to accomplish the organizational objective.
Strong network throughout the country and correspondent relationship with almost all
international and local banks operating in Bangladesh created a good accessibility and
relationship with people.
It also has advanced their technology with modernized Terminus Software
MBL has devoted much more in CSR activities
They have adopted Green Banking an ecofriendly move by placing solar panel
Weakness:
Most to the employees are not properly trained.
The appropriate employees are not in the appropriate position.
Online Banking quality and service is poor than the other private bank.
ATM booths are not available like DBBL, Prime Bank etc.
55
Opportunities:
Bonus is given for more than one time in a year this is another reason of the employees
satisfaction.
Promotion system of MBL is perfectly structured for the employees inspiration.
Generally promotion has been every three years after.
Incentives are given to the employees from profit.
Threats:
Some foreign and private banks are becoming so advanced that can be a threat to
mercantile Bank Ltd. At present in retail banking Standard Chartered Bank and in
business banking American Express Bank, Hong Kong Shanghai Banking Corporation
are going well.
Bangladesh bank provides some rules and regulations for all banking institutions.
Whether
the rules and regulations suit the organization or not, it must obey these that sometimes
impose barriers on daily normal operation.
Also some private banks like Dutch Bangla Bank, Prime Bank, Bank Asia, etc. had
introduced Sharia based banking which is a new concept that attracts almost every level
people towards them.
56
Chapter 7 Recommendations and

conclusions
57
7.1 Recommendations
As I have gone through all the departments under Human Resources Management. I
have come
up with some points, which can improve the efficiency as well as quality of the work.
Though
the bank was found as a productive concern, the study reveals that the bank could do
much more
if it was handled more efficiently. Also sonic problems of the Bank were given above.
However,
some steps may be taken to improve the efficiency and to increase the performance of
the Bank
in future which are given belowMBL Overall they are satisfied their job sector .but I find out some problems and I think
HR
Manager should take care of the following issues:
HR division show Employers assure their employees that they have rights to take their
decisions related their work areas independently and can choose their own method of
working.
The scope of promotion should be increased otherwise turnover rate will be increased.
They should also arrange award ceremonies to find out the most talented, honest,
sincere
person in the institution and appreciate him or her for his outstanding performances.
Since they dont pay proper compensation they should facilitate benefits so that fewer
compensation is a least bother to employees.
Supervisor should provide a clear feedback to all.
Job description should be redesigned so that the employees get the opportunity to
apply
their talents and expertise
ID controlled directly by the management team.
Compensation package should be increase. To inspire employees.
Training & Development activities should be increased.
58
7.2 Conclusions
As an organization the MBL is much more structured compared to any other listed bank
operation in Bangladesh. Mercantile Bank Limited is a customer oriented financial
institution. It
remains dedicated to meet up with the ever growing expectations of the customer.
In MBL, Board of directors formulates banks policies, management functions on approved
policies In addition, board of directors take care the interest of shareholders & all other
stakeholders, management remains compliant with the policies, regulations, laws given
by board
of directors, Bangladesh bank, other regulators However, MBL gives importance on their
customers, employees and shareholders. They want to achieve strong corporate growth
through
financial inclusion. They try providing solutions at a minimum cost based on a high level
of
satisfaction of all segments of our customers, thus also contributing to the prosperity of
our
employees and shareholders.
MBL is trying to develop innovative and technologically advanced products and services
that
satisfy their customer needs.
Job satisfaction is always important in the present day business world. It cuts very good
figure in
our everyday communication because job satisfaction can help the organization
motivate the
working team but to determine the level of job satisfaction is dependent on a wide range
of
variables. These variables are not same at all organizations and institutions. Even
patterns of
organizations and policies determine the job satisfaction of the staffs. Unlike
organizations in the
developed world, in Bangladesh the study of job satisfaction has not attracted the
potential
employers, notwithstanding, significant number of companies have realized the fact that
the
growth and timely assurance of the investment, to a large extent, depends on how the
employer
has succeeded in ensuring the job satisfaction of the employees.
Finally if the MBL control their expense by HRM and take proper steps to overcome
their little
limitations, they will become a first rows bank of Bangladesh.
59
Chapter 8 References and Appendix

60
References
Reference Book:
Jham, V. & Khan, K. M, (2008).,
Employee and Customer Satisfaction in the Indian Banking Sector: A study, IIMB
Management Review, vol. 20, no.1, pp. 84-93, March 2008
Walker, A., Smither, J. and Waldman, D.,
A longitudinal examination of concomitant changes in team leadership and employee
satisfaction, Personnel Psychology, Vol. 61 No. 3, pp. 547-77, 2008
Bennett, R. and Rundle-Thiele, S.,
Job satisfaction should not be the only goal, Journal of Services Marketing, Vol. 18
No. 7, pp.
514-23, 2004
Staw, B. M.; Cohen-Charash, Y. (2005).
"The dispositional approach to job satisfaction: More than a mirage, but not yet an
oasis:
Comment". Journal of Organizational Behavior. 26 (1): 5978. doi:10.1002/job.29
Websites:
www.mblbd.com
www.bangladesh-bank.org
www.jobsatisfaction.com
http://www.humanresources.hrvinet.com/graphic-rating-scales
Other References:
Annual Statement of MBL
Monthly Reports of MBL
Statement of Affairs
Different Types of Forms of MBL
61
Appendix
Job satisfaction: A study on Mercantile Bank in Bangladesh.
Personal Information Name:
Organization:
Designation:
Age: Below 25 25-35 35-40 40-45 More than 45
Gender: Male Female
Marital status: Single Married
How long have you been working for this organization:
Less than 3 years 3 7 Years More than 10 years
Educational level attained: HSC Honors BSC Masters
Instructions: Please read the following statements and indicate the extent of your
agreement
with the statements on a five point Liker-scale, Please mark your answer.
1 = Strongly Disagree (SD), 2 = Disagree (D), 3 = neither Disagree nor Agree (N), 4
= Agree
(A) 5 = Strongly Agree (SA)
No. Items Scale
12345
1. Your work is according to your qualification and skills
2. Help is available from the organization when I have a problem
3. The organization really cares about my well-being
62
4. The organization cares about my opinions

5. Employees are satisfied with the top Management
6.
Employees in the organization have necessary authority to
perform their duties effectively
7.
Physical working condition in the Company is satisfactory
8.
Top management involves employees in the management
decisions
9. Provides satisfactory Salary according to the Work
10. You have a clear understanding about the organization goal
11. how comfortable do you feel giving upwards feedback to your
supervisor 12. Are you satisfied about the job environment
13. Do you feel like coworkers give each other respect here
14. Is Employee are competitiveness to each other
15. Company has good career prospect for its employees
16. Overall Satisfaction with your Job
17. Are the job is secured for this organization
18. Do you have a clear understanding of your career or promotion
path 19. You feel challenged by the work
20. Employees in Company share experience to help each other
63

Fullfinalpart2ok PDF

Hochgeladen von

Dokumentinformationen

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Fullfinalpart2ok PDF

Hochgeladen von

Copyright:

Verfügbare Formate

Chapter-1 Introduction

1.1 Origin of the report

1.2 Problem statement

1.3 Objectives of the research

1.4 Scope of the research

1.5 Limitations of the study

2.1 Definition of Job Satisfaction

2.2 Theories of Job Satisfaction:

2.3 Factors Affecting Job Satisfaction

technology to help employees accomplish tasks more efficiently contributes to job

courses, for example. During an employee's annual performance review, a supervisor

2.4 Management and Communication

Chapter 3 Overview of the

3.1 Historical background of Mercantile Bank limited

3.2 Objectives of the Mercantile Bank Limited

3.3 Mission, vision and core values of mercantile

3.4 At a glance of Mercantile bank limited

May, 1999 Date of inauguration of

foreign exchange services

3.5 The corporate structure

Committee and Audit Committee Board of Directors Executive

A.K.M. Shaheed Reza, Director A.K.M. Shaheed Reza, Director

3.6 Network of the Branches

Figure: Network of the Branches

Figure: Map of the MBL Branches

3.7 The organizational structure

3.8 Strengths of Mercantile Bank Limited:

Deputy Managing Director

3.9 Management Hierarchy of MBL

Management Hierarchy of MBL

Figure: Management Hierarchy of MBL

3.10 Division of MBL

Public relation division Share/customer care division

3.11 Product and Services

3.12 Corporate Banking Service

3.13 E-banking Service

3.14 Departments of Mercantile Bank Limited

3.15 Foreign Exchange Department

3.16 Major Functions of Credit Department

Chapter-4 Research and

4.1 Research Design

4.2 Methodology of the Research

4.3 Population and Sampling Techniques

4.4 The research Instrument

agreement or disagreement to a statement. In this type of questionnaire, the

4.5 Data Collection

Different newsletters of Mercantile-Bank-Limited

4.6 Data Analysis

Chapter 5 Results and

Results of data analysis

2. The performance appraisal method is visible and standard?

3. The organization really cares about my well-being?

4. The organization cares about my opinions?

5. Employees are satisfied with the top Management?

6. Employees in the organization have necessary authority to perform their duties

7. Physical working condition in the Company is satisfactory?

9. Provides satisfactory Salary according to the Work

10. You have a clear understanding about the organization goal

12. Are you satisfied about the job environment

14. Is Employee are competitiveness to each other

15. Company has good career prospect for its employees

16. Overall Satisfaction with your Job?

Overall Satisfaction with your Job