Job Satisfaction

Report on Job Satisfaction
Job Satisfaction among Canara Bank

Employees
Submitted in
partial fulfillment for the award of the degree of
Masters of Business Administration ,
Punjab Technical University, Jalandhar
(2008-10)
Submitted to: Submitted by:

RBIM Name - MONICASAINI
Roll no. 81002317025
Rayat & Bahra Institute of Management, Sahauran, Kharar.
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ACKNOWLEDGEMENT
I would like to convey my heartiest gratitude to several people, for their

support and guidance, which helped me to complete this project.
I wish to take this opportunity to thank Ms. Anshu Gauba (Faculty coodinator)
for permitting me to carry on this project.
It is with the deep sense of gratitude that I express my sincere

indebtedness to Mr. S.K VERMA , Senior Manager of Canara Bank Sec 44
Chandigarh for providing me an opportunity to work in the organization and
enabling me to utilize all the facilities for successful completion of project.
Last but not the least, my endless appreciation goes to my family who has stood
by my side and given me moral support whenever I was low and boosted my will
power.
Thank you!
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TABLE OF CONTENTS
Chapters Page Numbers
1. COMPANY PROFILE…………………….………….…….01
2. THEORETICAL PERSPECTIVE…………………..….... . 10
3. RESEARCH METHODOLOGY………………………….....31
4. DATA ANALYSIS & INTERPRETATION ……….………36
5. FINDINGS …………………….………….…. ………….59
6. SUGGESTIONS AND CONCLUSION……………………61
7). ANNEXURES……………………………………………….63
♦ BIBLIOGRAPHY……………………….…..
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CHAPTER - 1
COMPANY
PROFILE
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COMPANY PROFILE
A Brief Profile of the Canara Bank
Canara Bank is a major commercial bank. It was established in India in 1906, which makes it
among the older Indian banks. As of 2008, the bank had a network of 2641 branches, spread
across India and other countries. Its head office is located in Bangalore, India. The bank also has
international presence in several centers, including London, Hong Kong, Moscow, Shanghai,
Doha, and Dubai. In terms of business it is one of the largest nationalized commercial banks in
India, with a total business of about Rs.2 trillion.
History
In 1906 the late Sri. Ammembal Subba Rao Pai, a philanthropist, established the Canara Bank
Hindu Permanent Fund in Mangalore, India.[1] The bank changed its name to Canara Bank
Limited in 1910 when it incorporated.
In 1958, the Reserve Bank of India ordered Canara Bank to acquire G. Raghumathmul Bank,
in Hyderabad. This bank had been established in 1870, and had converted to a limited company
in 1925. At the time of the acquisition the bank had five branches.[2]
The Government of India nationalised Canara Bank, along with 13 other major commercial
banks of India, on 19 July 1969.
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In 1983, Canara Bank opened its first overseas office, a branch in London. In 1985, Canara Bank
acquired Lakshmi Commercial Bank in a rescue.
Founding Principles
• To remove superstition and ignorance.
• To spread education among all to sub-serve the first principle.
• To inculcate the habit of thrift and savings.
• To transform the financial institution not only as the financial heart of the community but
the social heart as well.
• To assist the needy.
• To work with sense of service and dedication.
• To develop a concern for fellow human being and sensitivity to the surroundings with a
view to make changes/remove hardships and sufferings.
Subsidiary Companies
• Canfin Homes Limited
• Canbank Factors Limited
• Canbank Venture Capital Fund Limited
• Canbank Computer Services Limited
• Gilt Securities Trading Limited
• Canara Robeco Asset Management Company Limited
• Canbank Financial Services Limited
• Canara HSBC Oriental Life Insurance Company Limited
Regional Rural Banks
• Shreyas Gramin Bank

• South Malabar Gramin Bank
• Pragathi Gramin Bank
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Development projects
Canara bank made a partnership with UNEP to initiate a successful solar loan programme. It was
a four-year $7.6 million effort, launched in April 2003 to help accelerate the market for financing
solar home systems in southern India.
Major IT initiative
Canara Bank had a major IT initiative to network all branches and move them to a single
software platform. Canara Bank chose Flexcube from i-flex solutions as the application. The
Bank entered into an agreement with IBM for rolling out flexcube to over 1000 branches as part
of Phase I. This phase has just been concluded, with Karaikudi Branch in Tamil Nadu being the
1000th branch to go live. Over 22 million customers are benefitting from this initiative. In March
2009 IT Examiner published reports of major problems with the flexcube implementation.
Loction of the bank: All over India and abroad.
Vision
To emerge as a ‘Best Practices Bank’ by pursuing global benchmarks in profitability, operational
efficiency, asset quality, risk management and expanding the global reach.
Mission
• To provide quality banking services .
• Augmenting low cost deposits.
• Thrust on retail lending.
• Toning up asset quality.
• Accent on cost control.
• Increasing customer satisfaction.
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• Maximizing stakeholders value.
Services offered by Bank

1).PERSONAL BANKING
Loans
• Home loans
• Education loans
• Loans against property
• Overdrafts.
2). CORPORATE BANKING:
• Accounts and deposits
• Cash management services
• Loans and advances.
• Syndication services.
• Merchant banking services.
3). NRI BANKING:
• Deposits products.
• Loans and advances.
• Remittance services
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• Consultancy services.
• Other services.
4). Priority credit:
• Schemes.
• SME business
• SME marketing
• Agri- marketing
• Agri – consultancy
• Rural development.
Organizational chart of the organisation
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Awards and achievements
Received during 2007-08
• First National Award, instituted by the Ministry of Micro, Small & Medium Enterprises, Govt.
of India for 'Excellence in Micro & Small Enterprises (MSE) Lending' for 2006-07.
• 'Golden Peacock Award for Corporate Social Responsibility' for the year 2007. Canara
Bank is the first PSB to receive the award since its institution in the year 1991.
• ‘Golden Peacock National Training Award-2007’, instituted by the Institute of Directors,

New Delhi, a pioneer in Quality Revolution.
• Conferred the Business Superbrands Status for 2008.
• 'The Organization of the Year Award- for PR Excellence', instituted by Public Relations
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Council of India.
• Excellence in the field of Khadi & Village Industries in South Zone for the year 2006-07,
Received during 2008-09.
• Conferred 'First Rank' in India's Best Banks awards under the category 'Strength and
Soundness' for 2006-07 by a survey conducted by Ernst & Young.
• Best Performing Bank under Rural Employment Generation Programme, (REGP) of

Khadi and Village Industries Commission (KVIC), in South Zone for the year 2007-08,
instituted by the Ministry of MSME, Government of India.
• Golden Peacock National Training Award 2008 for excellence in training.
• Global HR excellence in Training, an award conferred by the Asia Pacific HR Congress, the
largest rendezvous of HR Professionals, at its Employer Branding Talent Management Congress
held on 22nd and 23rd August 2008, Delhi.
• Best Corporate Social Responsibility Practice Award, instituted by BSE, NASSCOM and
Times Foundation.
• The Bank won two Silver Corporate Collateral Awards for Best Corporate Ad in the Print
Media and Best Corporate Film on Corporate Social Responsibility at the Public Relations
Council of India Awards 2009.
FUTURE PROSPECTS OF THE BANK
Canara HSBC Oriental Bank of Commerce Life Insurance Co. Ltd, a joint venture between Canara
Bank, Oriental Bank of Commerce and HSBC Insurance (Asia Pacific) Holdings Ltd, plans to double
its branches to 1,200 from 600 by the end of this fiscal.
New investment schemes launced by CANARA BANK in collaboration with HSBC and ORIENTAL
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BANK OF COMMERCE.
SAHAJ – It is a saral bima plan. The shareholding pattern of the joint venture is as follows:
Canara bank- 51%, HSBC insurance (asia pacific) holdings limited – 26% and Oriental bank of
commerce – 23%.
Aim of SAHAJ – To provide you with a transparent range of life insurance products.
Policy term: 15 years , Premium payment term: 7 years.
Annual premium – minimum RS. 6000 Maximum RS. 1,00,000
Sum assured: 5 times annualized premium equivalent.
Benefits under this plan:
• Insurance cover benfit
• Partial withdrawls
• Surrender.
• IMAGINE – Endless possibilities for your child.
Key features:
• Ensures your child the best possible education
• Take care of your child’s financial needs even in your absence.
• Inflation doesn’t effects this scheme.
• Saves tax.
Thus canara bank is one of the leading banks among government sector banks. It provides you
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with various services like loans of different kinds, different investment schemes, mutual funds, and
other some other types of financial services.
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CHAPTER- 2
THEORETICAL
FRAMEWORk
JOB SATISFACTION
Introduction
Human life has become very complex and completed in now-a-days. In modern society the needs
and requirements of the people are ever increasing and ever changing. When the people are ever
increasing and ever changing 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
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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..
Job satisfaction is important technique used to motivate the employees to work harder. It is often
said that “ A HAPPY EMPLOYEE IS A PRODUCTIVE EMPLOYEE”. A happy employee is
generally that employee who is satisfied with his job.
Job satisfaction is very important because most of the people spend a major portion of their life
at working place. Moreover, job satisfaction has its impact on the general life of the employees
also, because a satisfied employee is a contented and happy human being. A highly satisfied
worker has better physical and mental well being.
Definitions:
In simple words , job satisfaction can defined as extent of positive feelings or attitudes that
individuals have towards their jobs. When a person says that he has high job satisfaction , it
means that he really likes his job, feels good about it and value his job dignity.
ANDREW BRIN
“Job satisfaction is the amount of pleasure or contentment associated with a job. If you
like your job intensely, you will experience high job satisfaction.if you dislike your job intensely,
you will experience job dissatisfaction.
-P. Robbins
“Job satisfaction is a general attitude towards one’s job: the difference
between the amount of reward workers receive and the amount they believe
they should receive.”
Fieldman and Arnold
Job satisfaction will be defined as amount of overall positive affect that individuals have
towards their jobs.
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HISTORY
One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These
studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to
find the effects of various conditions (most notably illumination) on workers’ productivity.
These studies ultimately showed that novel changes in work conditions temporarily increase
productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from
the new conditions, but from the knowledge of being observed. This finding provided strong
evidence that people work for purposes other than pay, which paved the way for researchers to
investigate other factors in job satisfaction.
Scientific management (aka Taylorism) also had a significant impact on the study of job
satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of Scientific Management,
argued that there was a single best way to perform any given work task. This book contributed to
a change in industrial production philosophies, causing a shift from skilled labor and piecework
towards the more modern approach of assembly lines and hourly wages. The initial use of
scientific management by industries greatly increased productivity because workers were forced
to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving
researchers with new questions to answer regarding job satisfaction. It should also be noted that
the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylor’s
work.
Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the foundation for
job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life
– physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This
model served as a good basis from which early researchers could develop job satisfaction
theories.
Importance to Worker and Organization
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Frequently, work underlies self-esteem and identity while unemployment lowers self-worth and
produces anxiety. At the same time, monotonous jobs can erode a worker's initiative and
enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and
occupational success are major factors in personal satisfaction, self-respect, self-esteem, and self-
development. To the worker, job satisfaction brings a pleasurable emotional state that often leads
to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative,
and loyal.
For the organization, job satisfaction of its workers means a work force that is motivated and
committed to high quality performance. Increased productivity the quantity and quality of output
per hour worked seems to be a byproduct of improved quality of working life. It is important to
note that the literature on the relationship between job satisfaction and productivity is neither
conclusive nor consistent. However, studies dating back to Herzberg's (1957) have shown at least
low correlation between high morale and high productivity, and it does seem logical that more
satisfied workers will tend to add more value to an organization. Unhappy employees, who are
motivated by fear of job loss, will not give 100 percent of their effort for very long. Though fear
is a powerful motivator, it is also a temporary one, and as soon as the threat is lifted performance
will decline.
Tangible ways in which job satisfaction benefits the organization include reduction in complaints
and grievances, absenteeism, turnover, and termination; as well as improved punctuality and
worker morale. Job satisfaction is also linked to a more healthy work force and has been found to
be a good indicator of longevity. And although only little correlation has been found between job
satisfaction and productivity, Brown (1996) notes that some employers have found that
satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus
protecting the "bottom line." No wonder Andrew Carnegie is quoted as saying: "Take away my
people, but leave my factories, and soon grass will grow on the factory floors. Take away my
factories, but leave my people, and soon we will have a new and better factory"
Creating Job Satisfaction
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So, how is job satisfaction created? What are the elements of a job that create job satisfaction?
Organizations can help to create job satisfaction by putting systems in place that will ensure that
workers are challenged and then rewarded for being successful. Organizations that aspire to
creating a work environment that enhances job satisfaction need to incorporate the following:
• Flexible work arrangements, possibly including telecommuting

• Training and other professional growth opportunities
• Interesting work that offers variety and challenge and allows the worker opportunities to
"put his or her signature" on the finished product
• Opportunities to use one's talents and to be creative
• Opportunities to take responsibility and direct one's own work
• A stable, secure work environment that includes job security/continuity
• An environment in which workers are supported by an accessible supervisor who
provides timely feedback as well as congenial team members
• Flexible benefits, such as child-care and exercise facilities
• Up-to-date technology
• Competitive salary and opportunities for promotion .
FACTORS INFLUENING JOB SATISFACTION
SOURCES OF JOB
SATISFACTION
Organizational Work Work itself Personal

factors environment factors
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There are no. of factors that influence job satisfaction in an organization. A no. of research
studies have been conducted in order to establish some of the causes that result in job
satisfaction. These studies have revealed consistent correlation of certain variables with the job
satisfaction. These factors are given below:
Organizational factors:
1). Salaries and wages : Wages do play a significant role in determining of satisfaction.
Salaries and wages is instrumental in fulfilling so many needs. Money facilities the obtaining of
food,
shelter, and clothing and provides the means to enjoy valued leisure interest
outside of work. More over, salary can serve as symbol of achievement and a
source of recognition. Employees often see pay as a reflection of organization.
Fringe benefits have not been found to have strong influence on job satisfaction
as direct wages.
2). Promotion chances: Promotion chances considerably affect the job satisfaction because
of the following reasons:
Firstly, promotion indicates an employees’s worth to the organization which is highly moral
boosting. This is particularly true in case of high level jobs.
Secondly, employee takes promotion as the ultimate achievement in his career and when it is
realized , he feels extremely satisfied.
Thirdly, promotion involes positive changes e.g high salary, less supervision, increased status
etc which enhances job satisfaction.
3). Company policies: Organizational structure and policies also play an important role in
affection job satisfaction of employees. An autocratic and highly authoritative structure causes
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resentment amomg the employees as compared to a structure which is more open and democratic
in nature.
Work environment factors:
1). Supervision:
Two dimensions of supervisor style:
• Employee centered or consideration supervisors who establish a

supportive personal relationship with subordinates and take a personal
interest in them.
• The other dimension of supervisory style influence participation in
Decision making, employee who participates in decision that affect their
job, display a much higher level of satisfaction with supervisor an the
overall work situation .
2). Work group:

The nature of the work group or team will have effect on job satisfaction in the following ways:
• A friendly and cooperative group provides opportunities to the group members to interact
with each other.
• The work group group will be even a stronger sources of satisfaction when members have
similar attitudes and values.
• Smaller groups provide greater opportunity for building mutual trust and understanding
as compared to larger groups.
Thus, group size and quality of interpersonal relations within the group play a significant
role in workers satisfaction.
3).Working condition: The employees desire good working condition because they lead to
greater physical comfort. The working conditions are important to employees
because they can influence life outside of work. If people are require to work
long hours and / or overtime, they will have very little felt for their families,
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friends and recreation outside work. So the working conditions inside the organization should be
favorable.
Work itself
Along with pay, the content of the work itself plays a very major role in
determining how satisfied employees are with their jobs. By and large, workers
want jobs that are challenging; they do want to be doing mindless jobs day after
day. The two most important aspect of the work itself that influence job
satisfaction are variety and control over work methods and work place.
In general, job with a moderate amount of variety produce the most job
satisfaction. Jobs with too little variety cause workers to feel bored and fatigue.
Jobs with too much variety and stimulation cause workers to feel
psychologically stressed and ‘burnout’.
• Job scope: It provides the amount of responsibility , work pace and feed back. The
higher the level of these factors , higher the job scope and higher level of satisfaction.
• Variety: A moderate amount of variety is very effective. Excessive variety produces

confusion and stress and too little variety causes monotony and fatigue which are
dissatisfiers.
• Lack of autonomy and freedom: Lack of autonomy and freedom over work
methods and work pace can create helplessness and dissatisfaction.
Employees do not like strict supervision.
• Interesting work: A work which is very interesting and challenging and gives status ,
provides satisfaction to the employees.
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• Role ambiguity and Role conflict: Role ambiguity and role conflict also lead to
confusion and job job dissatisfaction because employees do not know exactly what their
task is and what is expected of them.
Personal factors:
• Age and seniority: With age, people become more mature and realistic and less
idealistic so that they are willing to accept available resources and rewards and be
satisfied about the situation. With the passage of time , people move into more
challenging and responsible positions. People who do not move up at all with time are
more likely to be dissatisfied with their jobs.
• Tenure: Employees with longer tenure are expected to be highly satisfied with their
jobs. Tenure assures job security , which is highly satisfactory to employees. They can
easily plan for their future without any fear of losing their jobs.
• Personality: Some of the personality traits which are directly related to job satisfaction
are self assurance, self esteem, maturity , challenge and responsibility. Higher the person
is on Maslows needs hierarchy , the higher is the job satisfaction. This type of satisfaction
comes from within the person and is a function of his personality.
THEORITICAL AAPROCHES TO JOB SATISFACTION
NEED EQUITY TWO SOCIAL NEED EQUITY

FULFILL THEORY FACTOR REFRENCE FULFILLM THEOR
MEN THEORY GROUP ENT
Y
THEORY THEORY THEORY
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Theoritical approaches to job satisfaction are as follows:
1) Need fulfillment theory: According to this theory , a person will be satisfied when
he gets what he wants from his job.
Job satisfaction will vary directly with the extent to which those needs of an individual ,
which can be satisfied are actually satisfied.
Thus, job satisfaction according to this theory , is a function of the degree to which the
employees needs are fulfilled in the giving situation.
2) Equity theory: According to this theory , every individual has a basic tendency to
compare his rewards to with those of a reference group. If he feels his rewards are
equitable with others doing the similar work in similar environment, he feels satisfied.
this theory thus belives that ‘a person job satisfaction depends upon his perceived equity
as determined by his output balance in comparison with input – output balance of others’.
This theory takes into account not only the needs of the employeer but also to the opinion
of the refrence group towards which the employee looks for guidance.
3) Two factor theory: This theory states that satisfaction and dissatisfaction are
independent of each other. One set of factors are known as hygiene factors act as
dissatisfiers. Their absence causes dissatisfaction like pay, humane working condiditons
etc. the other set of factors lead to satisfaction like promotion , recognition etc.
4) Social reference group theory: According to this theory an employee is satisfied

with his job when the job meets the interest , desires, and requirements of a
persons’reference groups. job satisfaction is a function of the degree to which the job
meets the approval of the group to which the individual looks for guidance in evaluating
the world and defining social reality.
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5) Discrepancy theory: Job satisfaction and dissatisfaction are functions of perceived

relationship between what one wants from ones job and what one perceives it is actually
offerings.
Satisfaction is thus the difference between what one actually received are less than the
expected rewards , it causes satisfaction.
6) Equity discrepancy theory: this is a combination of equity and discrepancy

theory. Under this theory , satisfaction is defined as the difference between the outcomes
that one perceives he actually received and outcomes that one feels he should receive in
comparision with others. A person perception of what he should receive is influenenced
by the inputs and outputs of others. If inputs are similar to those of referent groups but his
outcomes are less, he is likely to be satisfied.
7). Affect Theory:
Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job
satisfaction model. The main premise of this theory is that satisfaction is determined by a
discrepancy between what one wants in a job and what one has in a job. Further, the theory states
that how much one values a given facet of work (e.g. the degree of autonomy in a position)
moderates how satisfied/dissatisfied one becomes when expectations are/aren’t met. When a
person values a particular facet of a job, his satisfaction is more greatly impacted both positively
(when expectations are met) and negatively (when expectations are not met), compared to one
who doesn’t value that facet. To illustrate, if Employee A values autonomy in the workplace and
Employee B is indifferent about autonomy, then Employee A would be more satisfied in a
position that offers a high degree of autonomy and less satisfied in a position with little or no
autonomy compared to Employee B. This theory also states that too much of a particular facet
will produce stronger feelings of dissatisfaction the more a worker values that facet.
DETERMINANTS OF JOB SATISFACTION

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While analyzing the various determinants of job satisfaction, we have to keep in mind that: all
individuals do no derive the same degree of satisfaction though they perform the same job in the
same job environment and at the same time. Therefore, it appears that besides the nature of job
and job environment, there are individual variables which affect job satisfaction. Thus, all those
factors which provide a fit among individual variables, nature of job, and situational variables
determine the degree of job satisfaction. Let us see what these factors are:
Individual factors:
Individuals have certain expectations from their jobs. If their expectations are met from the jobs,
they feel satisfied. These expectations are based on an individual’s level of education, age and
other factors.
Level of education:
Level of education of an individual is a factor which determines the degree of job satisfaction.
For example, several studies have found negative correlation between the level of education,
particularly higher level of education, and job satisfaction. The possible reason for this
phenomenon may be that highly educated persons have very high expectations from their jobs
which remain unsatisfied. In their case, Peter’s principle which suggests that every individual
tries to reach his level of incompetence, applies more quickly.
Age:
Individuals experience different degree of job satisfaction at different stages of their life. Job
satisfaction is high at the initial stage, gets gradually reduced, starts rising upto certain stage, and
finally dips to a low degree. The possible reasons for this phenomenon are like this. When
individuals join an organization, they may have some unrealistic assumptions about what they
are going to drive from their work. These assumptions make them more satisfied. However,
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when these assumptions fall short of reality, job satisfaction goes down. It starts rising again as
the people start to assess the jobs in right perspective and correct their assumptions. At the
last, particularly at the fag end of the career, job satisfaction goes down because of fear of
retirement and future outcome.
Other factors:
Besides the above two factors, there are other individual factors which affect job satisfaction. If
an individual does not have favourable social and family life, he may not feel happy at the
workplace. Similarly, other personal problems associated with him may affect his level of job
satisfaction. Personal problems associated with him may affect his level of job satisfaction.
Nature of job:
Nature of job determines job satisfaction which is in the form of occupation level and job
content.
Occupation level: Higher level jobs provide more satisfaction as compared to lower levels.
This happens because high level jobs carry prestige and status in the society which itself
becomes source of satisfaction for the job holders. For example, professionals derive more
satisfaction as compared to salaried people factory workers are least satisfied.
Job content:
Job content refers to the intrinsic value of the job which depends on the requirement of skills for
performing it, and the degree of responsibility and growth it offers. A higher content of these
factors provides higher satisfaction. For example, a routine and repetitive lesser satisfaction; the
degree of satisfaction progressively increases in job rotation, job enlargement, and job
enrichment.
Situational variables:
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Situational variables related to job satisfaction lie in organizational context – formal and
informal. Formal organization emerges out of the interaction of individuals in the organization.
Some of the important factors which affect job important factors which affect job satisfaction are
given below:
1. Working conditions: Working conditions, particularly physical work environment, like
conditions of workplace and associated facilities for performing the job determine job
satisfaction. These work in two ways. First, these provide means job performance. Second,
provision of these conditions affects the individual’s perception about the organization. If
these factors are favourable, individuals experience higher level of job satisfaction.
2. Supervision: The type of supervision affects job satisfaction as in each type of supervision;
the degree of importance attached to individuals varies. In employee-oriented supervision, there
is more concern for people which is perceived favourably by them and provides them more
satisfaction. In job oriented supervision, there is more emphasis on the performance of the job
and people become secondary. This situation decreases job satisfaction.
3. Equitable rewards: The type of linkage that is provided between job performance and
rewards determines the degree of job satisfaction. If the reward is perceived to be based on the
job performance and equitable, it offers higher satisfaction. If the reward is perceived to be based
on considerations other than the job performance, it affects job satisfaction adversely.
4. Opportunity: It is true that individuals seek satisfaction in their jobs in the context of job
nature and work environment by they also attach importance to opportunities for promotion that
these job offer. If the present job offers opportunity of promotion is lacking, it reduces
satisfaction.
5. Work group: Individuals work in group either created formally of they develop on their
own to seek emotional satisfaction at the workplace. To the extent such groups are cohesive; the
degree of satisfaction is high. If the group is not cohesive, job satisfaction is low. In a cohesive
group, people derive satisfaction out of their interpersonal interaction and workplace becomes
satisfying leading to job satisfaction.
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Measuring job satisfaction

There are many methods for measuring job satisfaction. By far, the most common method for
collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert). Other
less common methods of for gauging job satisfaction include: Yes/No questions, True/False
questions, point systems, checklists, and forced choice answers. This data is typically collected
using an Enterprise Feedback Management (EFM) system.
The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a specific
questionnaire of job satisfaction that has been widely used. It measures one’s satisfaction in five
facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself.
The scale is simple, participants answer either yes, no, or can’t decide (indicated by ‘?’) in
response to whether given statements accurately describe one’s job.
The Job in General Index is an overall measurement of job satisfaction. It is an

improvement to the Job Descriptive Index because the JDI focuses too much on individual facets
and not enough on work satisfaction in general.
Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ),
the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job satisfaction in 20
facets and has a long form with 100 questions (five items from each facet) and a short form with
20 questions (one item from each facet). The JSS is a 36 item questionnaire that measures nine
facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used
widely, measured overall job satisfaction with just one item which participants respond to by
choosing a face.
JOB SATISFACTION AND EMOTIONS

Mood and emotions while working are the raw materials which cumulate to form the affective
element of job satisfaction. (Weiss and Cropanzano, 1996).. Moods tend to be longer lasting but
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often weaker states of uncertain origin, while emotions are often more intense, short-lived and
have a clear object or cause.
There is some evidence in the literature that state moods are related to overall job satisfaction.
[
Positive and negative emotions were also found to be significantly related to overall job
satisfaction.
Frequency of experiencing net positive emotion will be a better predictor of overall job
satisfaction than will intensity of positive emotion when it is experienced.
Emotion regulation and emotion labor are also related to job satisfaction. Emotion work (or
emotion management) refers to various efforts to manage emotional states and displays. Emotion
regulation includes all of the conscious and unconscious efforts to increase, maintain, or decrease
one or more components of an emotion. Although early studies of the consequences of emotional
labor emphasized its harmful effects on workers, studies of workers in a variety of occupations
suggest that the consequences of emotional labor are not uniformly negative.
It was found that suppression of unpleasant emotions decreases job satisfaction and the
amplification of pleasant emotions increases job satisfaction. The understanding of how emotion
regulation relates to job satisfaction concerns two models:
1. Emotional dissonance. Emotional dissonance is a state of discrepancy between public

displays of emotions and internal experiences of emotions, that often follows the process of
emotion regulation.Emotional dissonance is associated with high emotional exhaustion, low
organizational commitment, and low job satisfaction.
2. Social interaction model. Taking the social interaction perspective, workers’ emotion
regulation might beget responses from others during interpersonal encounters that
subsequently impact their own job satisfaction. For example: The accumulation of favorable
responses to displays of pleasant emotions might positively affect job satisfaction
Page | 29
performance of emotional labor that produces desired outcomes could increase job
satisfaction.
CONSEQUENCES OF JOB SATISFACTION
Reasearch has concluded that there is a relationship between job satisfaction and performance of
the employees. Thus, job satisfaction or job dissatisfaction is an important concern for
management. High job satisfaction may lead to improved productivity , decreased turnover ,
improved attendance , less job stress. Job dissatisfaction produces low morale among the
employees and more of stress. The following subtopics explain the outcomes of job satisfaction:
1). Job satisfaction and productivity : There are two views about the relationship
between job satisfaction and productivity:
1. A happy worker is a productive worker,
2. A happy worker is not necessarily a productive worker.
The first view establishes a direct cause-effect relationship between job satisfaction and
productivity; when job satisfaction increases, productivity increases; when satisfaction decreases,
productivity decreases. The basic logic behind this is that a happy worker will put more efforts
for job performance. However , this may not be true in all cases. For example, a worker having
low expectations from his jobs may feel satisfied but he may not put his efforts more vigorously
because of his low expectations from the job. Therefore, this viewdoes not explain fully the
complex relationship between job satisfaction and productivity.
The another view: That is a satisfied worker is not necessarily a productive worker explains
the relationship between job satisfaction and productivity. Various research studies also support
this view. This relationship may be explained in terms of the operation of two factors: effect of
job performance on satisfaction and organizational expectations from individuals for job
performance.
1. Job performance leads to job satisfaction and not the other way round.
Page | 30
The basic factor for this phenomenon is the rewards (a source of satisfaction) attached with
performance. There are two types of rewards intrinsic and extrinsic. The intrinsic reward stems
from the job itself which may be in the form of growth potential, challenging job, etc. The
satisfaction on such a type of reward may help to increase productivity. The extrinsic reward is
subject to control by management such as salary, bonus, etc. Any increase in these factors does
not help to increase productivity though these factors increase job satisfaction.
2. A happy worker does not necessarily contribute to higher productivity because he has to
operate under certain technological constraints and, therefore , he cannot go beyond certain
output. Further, this constraint affects the management’s expectations from the individual in the
form of lower output. Thus, the work situation is pegged to minimally acceptable
level of performance. However, it does not mean that the job satisfaction has no impact on
productivity. A satisfied worker may not necessarily lead to increased productivity but a
dissatisfied worker leads to lower productivity.
2).Job satisfaction and employee turnover: High employee turnover is a matter of

concern for the management as it disrupts the normal operations of the organization. Managerial
concern is mostly for the turnover which arises from job dissatisfaction.
The employees thus tries to keep the employees satisfied on their jobs to minimize the turnover.
Though , high job satisfaction in itself cannot keep the turnover low, but considerable job
dissatisfaction will definitely increase the employee turnover.
The employee turnover is affected by certain other factors also like if people are highly satisfied
with their jobs, they are willing to leave if there are better opportunities available anywhere else.
If no other opportunities are available , the employees will stay where they are irrespective of
dissatisfaction.
On the overall basis , we can say that there is an important role played by job satisfaction in
employee turnover.
3). Job satisfaction and absenteeism: Absenteeism refers to the frequency of absence of
job holder from the workplace either unexcused absence due to some avoidable reasons or long
Page | 31
absence due to some unavoidable reasons. It is the former type of absence which is a matter of
concern. This absence is due to lack of satisfaction from the job which produces a ‘lack of will to
work’ and alienate a worker form work as for as possible. Thus, job satisfaction is related to
absenteeism.
4). Job satisfaction and union activities: High level of job satisfaction reflects a highly
favourable organizational climate resulting in attracting and retaining better workers. Satisfied
employees are not interested in unions and they do not perceive them as necessary.
5). Job satisfaction and safety: When people are dissatisfied from their jobs, company
and supervisors, they are more prone to experience accidents.
A satisfied worker will always be careful and attentive towards his job and the chances of
accidents will be less.
Workers' Roles in Job Satisfaction
If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her
own satisfaction and well-being on the job. The following suggestions can help a worker find
personal job satisfaction:
• Seek opportunities to demonstrate skills and talents. This often leads to more challenging
work and greater responsibilities, with attendant increases in pay and other recognition.
• Develop excellent communication skills. Employers value and reward excellent reading,
listening, writing, and speaking skills.
• Know more. Acquire new job-related knowledge that helps you to perform tasks more
efficiently and effectively. This will relieve boredom and often gets one noticed.
• Demonstrate creativity and initiative. Qualities like these are valued by most
organizations and often result in recognition as well as in increased responsibilities and
rewards.
Page | 32
• Develop teamwork and people skills. A large part of job success is the ability to work
well with others to get the job done.
• Accept the diversity in people. Accept people with their differences and their
imperfections and learn how to give and receive criticism constructively.
• See the value in your work. Appreciating the significance of what one does can lead to
satisfaction with the work itself. This helps to give meaning to one's existence, thus
playing a vital role in job satisfaction.
• Learn to de-stress. Plan to avoid burnout by developing healthy stress-management
techniques.
Job Satisfaction and Customer Satisfaction
Satisfied workers provide better customer service if it linked to Customer Satisfaction factors:
• Satisfied employees increase customer satisfaction because:

• They are more friendly, upbeat, and responsive.
• They are less likely to turnover, which helps build long-term customer relationships.
• They are experienced.
• Dissatisfied customers increase employee job dissatisfaction.
Assuring Job Satisfaction
Assuring job satisfaction, over the longterm, requires careful planning and effort both by
management and by workers. Managers are encouraged to consider such theories as
Herzberg's(1957) and Maslow's (1943) Creating a good blend of factors that contribute to
Page | 33
a stimulating, challenging, supportive, and rewarding work environment is vital. Because

of the relative prominence of pay in the reward system, it is very important that salaries
be tied to job responsibilities and that pay increases be tied to performance rather than
seniority.
So, in essence, job satisfaction is a product of the events and conditions that people
experience on their jobs. Brief (1998) wrote: "If a person's work is interesting, his pay is
fair, his promotional opportunities are good, his supervisor is supportive, and his
coworkers are friendly, then a situational approach leads one to predict he is satisfied
with his job" Very simply put, if the pleasures associated with one's job outweigh the
pains, there is some level of job satisfaction
CHAPTER – 3
Page | 34
RESEARCH
METHODOLOGY
Meaning of Research
Research is defined as “a scientific & systematic search for pertinent information on a specific
topic”. Research is an art of scientific investigation. Research is a systemized effort to gain new
knowledge. It is a careful inquiry especially through search for new facts in any branch of
knowledge. The search for knowledge through objective and systematic method of finding
solution to a problem is a research.
Page | 35
Research Methodology
Research is a systematic method of finding solutions to problems. It is essentially an

investigation, a recording and an analysis of evidence for the purpose of gaining knowledge.
According to Clifford woody, “research comprises of defining and redefining problem,

formulating hypothesis or suggested solutions, collecting, organizing and evaluating data,
reaching conclusions, testing conclusions to determine whether they fit the formulated
hypothesis”
RESEARCH DESIGN
A research is the arrangement of the conditions for the collections and analysis of the data in a
manner that aims to combine relevance to the research purpose with economy in procedure. In
fact, the research is design is the conceptual structure within which research is conducted; it
constitutes the blue print of the collection, measurement and analysis of the data. As search the
design includes an outline of what the researcher will do from writing the hypothesis and its
operational implication to the final analysis of data.
The design is such studies must be rigid and not flexible and most focus attention on the
following :
TYPES OF RESEARCH
DESIGN
TYPES OF EXPERIMENTAL
RESEARCH RESEARCH DESIGN
DESCRIPTIVE
& Page | 36
DIAGNOSTIC
The present study is exploratory in nature, as it seeks to discover ideas and insight to bring out
new relationship. Research design is flexible enough to provide opportunity for considering
different aspects of problem under study. It helps in bringing into focus some inherent weakness
in enterprise regarding which in depth study can be conducted by management.
Objectives of the study:
This project work characterizes to evaluate job satisfaction level of employees working in
various branches of Canara bank. The objectives of the study are as follows:
A. To analyze bank’s working environment.

B. To study and analyse the satisfaction level of employees at Canara Bank.
C. To study various factors which influences job satisfaction of employees.
D. To study the relationship between personal factors of employees (income, designation,
education qualification etc.)
E. To identify and suggest measures for the improvement of the satisfaction level.
AREA OF STUDY
The study was conducted in two branches of Canara Bank in Chandigarh.
SAMPLE SIZE
There were 25 respondents working in 2 branches of Canara Bank.
SOURCES OF DATA
Data was collected from both primary and secondary source.
Page | 37
Primary data:
The primary data was conducted through structured questionnaire and some personal interview.
Secondary data:
Secondary data was collected from books, magazines, internet, newspapers.
SCOPE OF STUDY
The scope of the study is very vital. Not only the Human Resource department can use the facts
and figures of the study but also the personnel, finance and sales department can take benefits
from the findings of the study.
Scope for the sales department

The sales department can have fairly good idea about their employees,that they are satisfied or
not.
Scope for personnel department

Some customers have the complaints or facing problems regarding the job. So the personnel
department can use the information to make efforts to avoid such complaints.
LIMITATION OF STUDY
• Data collected was based on questionnaire and interview method only.
• Total number of employees in canara bank is more but sample size is limited to 50 only.
• The research was conducted in limited duration only.
• Survey can vary from city to city.
• Some respondants hesitated to give actual situation , they feared that management would
take action against them.
• The findings and conclusions can result in bias.
Page | 38
Statistical tools used for interpretation and analysis
PERCENTAGE ANALYSIS: It refers to special kind of ratio; percentages are used in

making comparison between two or more series of data, and used to describe the relation. Since
to percentage reduced everything to a common based and thereby allows meaningful
comparison to be made.
CHAPTER 4
DATA INTERPRETATION
Page | 39
AND ANALYSIS
1). Age of employees in bank:
Age BELOW 30 31-45 ABOVE 45

Respondents 07 13 05
Percentage 28% 52% 20%
Page | 40
Below 30 31-45 years Above 45 years

30
Source: Questionnaire to the Employees.
Analysis: The above Table shows the following.The analysis revealed that 28% of the
respondents are below the age of 30 years. 52% of the respondents are between the age group of
31 to 45 years and only 20% are above 45years.
2). Gender of employees
GENDER MALE FEMALE

RESPONDANT 14 11
PERCENTAGE 56% 44%
Page | 41
Analysis: The above Table shows the following.
The analysis revealed that 56% of the respondents working in bank are MALE and 44%
FEMALES are working.
3).Marital status of employees:
MARITAL STATUS SINGLE MARRIED

RESONDENTS 7 18
PERCENTAGE 28% 72%
Page | 42
The analysis revealed that 28% of the respondents working in bank are SINGLE and 72 % are
MARRIED.
4). Education qualification of employees
EDUCATION GRADUATE POST- GRADUATE

QUALIFICATION
RESPONDENTS 15 10
PERCENTAGE 60% 40%
Page | 43
Source:
Questionnaire to the
Employees.
Analysis: The
above Table shows
the following.
The analysis
revealed that 60% of
the employees are
GRADUATE in the
bank and only 40% are POST GRADUATES.
5). Different levels of jobs:
Different Accountant Cashier Clerk Customer Manager

level of job care executive
Respondents 6 5 10 2 2
Percentage 24% 20% 40% 8% 8%
Page | 44
The analysis revealed that 40% of CLERKS are working in bank.
Accountant are 24%, cashier are 20% , and customer care executive and manager are 8%.
6). Experience of employees at Canara bank
EXPERIENCE LESS THAN 5 6-10 YEARS ABOVE 10 YEARS

YEARS
RESPONDENTS 6 15 4
PERCENTAGE 24% 60% 16%
Page | 45
The above analysis reveals that mostly the employees are new to the organization and only 16%
of employees have more than 10years of experience in the organization.
7). Are you satisfied with the nature of job?
Nature of job 1).Excellent 2).Good 3). Average

respondents 7 10 8
percentage 28% 40% 32%
Page | 46
The above analysis states that 28% of employees are highly satisfied with the nature of job they
are doing .
8).Monthly salary of employees
Salary Rs. 10,000- 20,0000 Rs. 20,000- 30,000 Above 30,000

Respondents 8 12 5
Page | 47
The above analysis states 32%of the employees are getting salary between 10,000 to 20,000.
48%are getting salaries between 20,000 to 30,000 and only 20% are getting salaries above
30,000.
9). Are the employees of the bank are satisfied with the salary?
Salary satisfaction Agree Disagree

Respondents 18 7
Percentage 72% 28%
Page | 48
The above analysis states 72%of the employees are satisfied with their salaries because their
salaries are secured and they get other allowances along with their salaries.
But 28% of the employees are not satisfied with their present salaries because they think that
more they can get more salary if they work in private sector.
10). Are you satisfied with the performance appraisal technique?
Performance Agree Disagree Cant say
Page | 49
appraisal
Respondents 18 4 3
72% of employees are satisfied with the performance appraisal technique adopted by the bank.
16% don’t like this appraisal of performance done by the bank.
11). Are incentives given to you from time to time?
Incentives Yes No
Respondents 20 5
Page | 50
Percentage 80% 20%
The above analysis that 80% employees agree to the fact that incentives are given to them from
time to time . and 20% says that incentives are not given to them at time.
12).Are you satisfied with the promotional method adopted by the bank?
Promotional method Agree disagree Cant say

adopted
Page | 51
Respondents 15 05 05
The above analysis that 60% of employees are happy with promotions. 40% of employees have
not much to say about promotions.
13). Are training and developments programs conducted from time to time?
Conduction of Training and Yes No

development programs
Respondents 15 10
Page | 52
Percentage 40% 60%
The above analysis that 60% of employees are not satisfied from the training and development
programs conducted by bank . only 40% says that training programs are conducted from time to
time.
14). What was the employees relationship with management?
Relationship 1).Excellent 2). Good 3).average 4).Cant say

with
Page | 53
management
respondents 5 10 7 3
percentage 20% 40% 28% 12%
20% have excellent relationship with management and they are very much satisfied from job.
40% of them have good relationship.
28% have average relationship with management.
12% were silent about their relationship with management.
15). What was the relationship of the employees with their co- employees?
Relationship of 1).Excellent 2).Good 3).Average

employees with
co- employees
Page | 54
respondents 8 12 5
percentage 32% 48% 20%
The above analysis shows that 32% of the employees have excellent relationshiop with their co-
employees. 48% share good relationship and 20% have average type of relationship.
16). Do you find your job boring and repetitive?
Boring and repetitive job Yes No

Respondents 16 9
Percentage 64% 36%
Page | 55
Analysis: The above Table shows the following.The above analysis shows that 36% of the
employees working in the bank finds the job repetitive and boring but 64% both are satisfied
with the job.
17). Do you thinking about another job?
Thinking about another job yes no

respondents 23 2
percentage 92% 8%
Page | 56
The above analysis shows that 92% of employees doesn’t want to change their job because their
job is secured. But 8% of them are thinking of changing their job.
18). Do you sometimes feels that you are overworked?
Employees response towards Yes no

work
Respondents 13 12
Percentage 52% 48%
Page | 57
The above analysis states that 52% of the employees agrees to the fact that they are overloaded
with their work and 48% of the employees says that are not overloaded with work.
19). Are you paid with the performance linked salary?
Salary w.r.t to performance Yes No

Respondents 10 15
Percentage 40% 60%
Page | 58
The above analysis shows that 40% of employees are getting salaries according to their
performance and 60% of employees are not getting performance linked salaries..
20). Does bank provide you flexible working hours?
Flexibility in working hours yes no

respondents 19 6
percentage 72% 28%
Page | 59
The above analysis states that 72% of employees agrees to the fact that there is flexibility in the
working hours of bank and 28% don’t agree to it.
21). Do you feels agree with the fact that employees are recognized as individuals ?
Employees Agree Disagree Cant say

recognized as
individuals
Respondents 12 10 3
Page | 60
Source: Questionnaire to
the Employees.
Analysis: The above Table

shows the following.
The above analysis shows

that 48% of employees
agrees that they are recognized as individuals. 40% of employees individuality is missing in the
organization .
22). How do you view your job?
Challenging Responsible Motivation Secured

Respondents 2 5 3 15
Percentage 8% 20% 12% 60%
Page | 61
CHAPTER - 5
FINDINGS OF THE STUDY
Page | 62
FINDINGS
The findings of the study are follows:

• The Canara Bank Chandigarh has a well defined organization structure.
• There is a harmonious relationship is exist in the organization between employees
• and management..
• The employees are satisfied with the present incentive plan of the company.
A STUDY ON JOB SATISFACTION
• Most of the workers working in the bank are highly experienced..

• The study reveals that there is a good relationship exists among employees.
• All employees agreed that there job security to their present job.
• Majority of the employees are satisfied with their salaries.
• From the study it is clear that most of employees agrees to the fact that performance
appraisal activities and support from the co-workers in helpful to get motivated.
Page | 63
• The incentives and other benefits will influence the performance of the employees.
• Most of the employees agree with the method of promotions adopted by the bank.
• However some employees doesn’t have very good relationship with the management..
• There is lack of training and development programs conducted by the bank which has
become one of the major causes of job dissatisfaction.
• Some employees do complaint about the work given to them as it lacks flexibility.
• Some employees in the bank were not recognized as individuals.
But on the whole as the employees are govt. servant so they were mostly satisfied with the jobs
as their job provides them security.
CHAPTER - 6
SUGGESTIONS AND
CONCLUSION
Page | 64
SUGGESTIONS
1. Highly educated and experience people should be recruited.

2. Salary is the most important factor considered in job satisfaction. So employees should be
given good salary.
3. Employees performance should be appraised from time to time so that organization can
come to know about the efficiency of the organization.
4. According to their performance, they should be given incentives.
5. Work should be assigned according to the qualification of the employees.
6. Organization should try to adopt certain measures to enhance team spirit and co-
ordination among the employees.
7. Management of the bank should be friendly with the employees.
8. Training and development programmes should be conducted from time to time so that
employees does not get bored from their job.
Page | 65
CONCLUSIONS:
It was good learning session for me during my tenure with Canara Bank.. it is a well organized
bank. While doing the project,I learnt a lot about various banking operation.this study was
conducted on job satisfaction among canara bank employees. Job satisfaction is a very big
concept as it includes various factors associated with job satisfaction of employees. Satisfaction
varies from employee to employee. Employees are given equal salaries then also some
employees are satisfied with it and some are not.
So at end I would like to say , that organization should try to take every possible step to enhance
job satisfaction among employees because if employees are satisfied then customers associated
with it will also be satisfied.
ANNEXURE
• FINANCIAL STATEMENT OF THE ORGANISATION.

• QUESTIONAIRE
Page | 66
Financial statement of Canara Bank
PROFIT AND LOSS ACCOUNT
Mar' 09
Income
Operating income 3,306.70
Expenses
Material consumed -
Manufacturing expenses -
Personnel expenses 587.18
Selling expenses 6.00
Adminstrative expenses 224.48
Expenses capitalised -
Cost of sales 817.67
Operating profit 612.03
Other recurring income 108.26
Page | 67
Mar' 09
Adjusted PBDIT 720.30
Financial expenses 1,877.00
Depreciation 36.01
Other write offs -
Adjusted PBT 684.29
Tax charges -
Adjusted PAT -
Non recurring items 0.34
Other non cash adjustments -
Reported net profit 252.52
Earnigs before appropriation 252.52
Equity dividend 50.52
Preference dividend -
Dividend tax -
Retained earnings 202.00
BALANCE SHEET
Mar ' 09
Sources of funds
Owner's fund
Equity share capital 410.00
Share application money -
Preference share capital -
Reserves & surplus 9,629.61
Loan funds
Secured loans - ----
Unsecured loans 1,86,892.51
Total 1,96,932.1
Page | 68
Mar ' 09
Uses of funds
Fixed assets
Gross block 4,440.07
Less : revaluation reserve 2,168.16
Less : accumulated depreciation 1,510.61
Net block 761.30
Capital work-in-progress -
Investments 57,776.90
Net current assets

Current assets, loans & advances 4,060.26
Less : current liabilities & provisions 13,488.91
Total net current assets -9,428.66
Miscellaneous expenses not written -
Total 49,109.55
Notes:
Book value of unquoted investments - ---
Market value of quoted investments - ----
Contingent liabilities 1,62,327.1
Number of equity sharesoutstanding (Lacs) 4100.00
CASH FLOW
Mar '
09
Profit before tax -
Net cashflow-operating activity -990.03
Net cash used in investing activity -222.10
Page | 69
Mar '
09
Netcash used in fin. activity -6.13
Net inc/dec in cash and equivlnt -1,218.26
Cash and equivalnt begin of year 17,878.0
Cash and equivalnt end of year 16,659.7
QUESTIONAIRE
Name of the respondent (Optional):
Please indicate by a tick ( ) mark
1). To which age group do you belong?
A. Below 30 years
B. 31-45 years.
C. Above 45 years.
2). Gender
A. Male
B. Female.
Page | 70
3). Marital status
A. Single
B. Married.
4). Education qualification of employees:
A. Graduate
B. Post – graduate.
5). Different levels of jobs:
A. Accountant
B. Cashier
C. Clerk
D. Customer care executive.
E. Manager.
6).Experience of employees at bank:
A. Less than 5 years.
B. 6-10 years.
C. Above 30 years.
7). Nature of job:
Page | 71
A. Excellent
B. Good
C. Average.
8). Monthly salary of employees
A. Rs 10,000-20,000
B. Rs 20,000-30,000
C. Above Rs 30,000
9). Salary satisfaction:
A. Agree
B. Disagree.
10). Are you satisfied with the techniques of performance appraisal adopted by the bank:
A. Agree
B. Disagree
C. Cant say.
11). Are incentives given to you from time to time?
A. Yes
B. No.
12). Are you satisfied with the promotional oppourunities?
A. Agree
Page | 72
B. Disagree
C. Cant say.
13). Are training and development programs conducted from time to time?
A. Yes
B. No.
14).Relationship with management:
A. Excellent
B. Good
C. Average
D. Cant say.
15). Relationship with coworkers:
A. Excellent
B. Good
C. Average
D. Cant say.
16). Do you find your job repitive and boring:
A. Yes
B. No.
17). Are you thinking about another job?
A. Yes
B. No.
Page | 73
18). Do you feel that you are overworked?
A. Yes
B. No.
19). Are you paid performance linked salary?
A. Yes
B. No.
20). Does the bank provide you with flexible working hours?
A. Yes
B. No.
21). Do you feel that employees are recognized as individuals?
A. Agree
B. Disagree
C. Cant say
22). How do you view your job?
A. Challenging
B. Responsible
C. Motivating
D. Secured.
Page | 74
BIBLIOGRAPHY
1. Human resource management Rosy josy
2. Organizational behavior Stephen P Robbins
3. Human resource management L.M Prasad
WEBSITES
www.canarabank.com
www. en.wikipedia.org/wiki/Job_satisfaction
Page | 75

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Report on Job Satisfaction

Job Satisfaction among Canara Bank

Submitted to: Submitted by:

I would like to convey my heartiest gratitude to several people, for their

It is with the deep sense of gratitude that I express my sincere

Chapters Page Numbers

4. DATA ANALYSIS & INTERPRETATION ……….………36

5. FINDINGS …………………….………….…. ………….59

6. SUGGESTIONS AND CONCLUSION……………………61

A Brief Profile of the Canara Bank

Regional Rural Banks

• Shreyas Gramin Bank

Loction of the bank: All over India and abroad.

• Augmenting low cost deposits.

• Thrust on retail lending.

• Toning up asset quality.

• Accent on cost control.

• Increasing customer satisfaction.

• Maximizing stakeholders value.

Services offered by Bank

• Loans against property

2). CORPORATE BANKING:

• Accounts and deposits

• Cash management services

• Loans and advances.

• Merchant banking services.

3). NRI BANKING:

• Loans and advances.

4). Priority credit:

Organizational chart of the organisation

Awards and achievements

Received during 2007-08

• ‘Golden Peacock National Training Award-2007’, instituted by the Institute of Directors,

• Conferred the Business Superbrands Status for 2008.

• Best Performing Bank under Rural Employment Generation Programme, (REGP) of

• Golden Peacock National Training Award 2008 for excellence in training.

FUTURE PROSPECTS OF THE BANK

Policy term: 15 years , Premium payment term: 7 years.

Annual premium – minimum RS. 6000 Maximum RS. 1,00,000

Sum assured: 5 times annualized premium equivalent.

Benefits under this plan:

• Insurance cover benfit

• IMAGINE – Endless possibilities for your child.

• Ensures your child the best possible education

• Take care of your child’s financial needs even in your absence.

• Inflation doesn’t effects this scheme.

Fieldman and Arnold

Importance to Worker and Organization

Creating Job Satisfaction

• Flexible work arrangements, possibly including telecommuting

FACTORS INFLUENING JOB SATISFACTION

Organizational Work Work itself Personal

Work environment factors:

• Employee centered or consideration supervisors who establish a

2). Work group:

• Variety: A moderate amount of variety is very effective. Excessive variety produces

THEORITICAL AAPROCHES TO JOB SATISFACTION

NEED EQUITY TWO SOCIAL NEED EQUITY

Theoritical approaches to job satisfaction are as follows:

4) Social reference group theory: According to this theory an employee is satisfied

5) Discrepancy theory: Job satisfaction and dissatisfaction are functions of perceived

6) Equity discrepancy theory: this is a combination of equity and discrepancy

7). Affect Theory: