Bank Asia - Main

Impact of Reward & Recognition, Trust & Culture, Teamwork and Training on The Level of employee's Job Satisfaction
Impact of Reward & Recognition, Trust & Culture, Teamwork

and Training on The Level of Job Satisfaction of The Employee’s
In Context of Bank Asia Limited
Prepared by:
SALMAN AHMED
ID: 0830281
An Internship Report Presented As The Partial Fulfillment

Of The Requirements For The Degree
Bachelor Of Business Administration (BBA)
INDEPENDENT UNIVERSITY, BANGLADESH

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Impact of Reward & Recognition, Trust & Culture, Teamwork

and Training on The Level of Job Satisfaction of The Employee’s
In Context of Bank Asia Limited
Prepared by:
SALMAN AHMED
ID: 0830281
Has been Approved: May, 2013
Dr. Nadim Jahangir

Associate Professor
School Of Business
Independent University, Bangladesh
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LETTER OF TRANSMITTAL
13 May, 2013
To,
Mr. Parvez Ahmed Sharif
Lecturer
School of Business,
Independent University, Bangladesh.
Sub: Submission of Internship Report.
Dear Sir,
It is my great pleasure to submit you my report on “Impact of Reward & Recognition, Trust &
Culture, Teamwork and Training on The Level of Job Satisfaction of The Employee’s In Context
of Bank Asia Limited (Maghbazar Branch)”. I have tried my best to complete this report properly
following the guidelines provided by concerned organization. I will be obliged to answer any
query that may arise during the evaluation of this report. So, I am eagerly requesting and hope
that you would be kind enough to accept my report and oblige thereby.
Thanking You.
Yours faithfully,
SALMAN AHMED
ID: 0830281
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ACKNOWLEDGEMENT
First, I would like to express my gratitude to Almighty Allah, whose invisible guidance helped me
to complete this report. Although, time was very limited for getting the sufficient knowledge
about banking system, but the short experience that I gathered as an Internee, in Bank Asia Ltd.
is an asset for all the time to come in my life. I take the opportunity to express my deep sense of
gratitude to my supervisor Mr. Parvez Ahmed Sharif, Lecturer, Independent University,
Bangladesh for his invaluable suggestions and guidance during the study period that has greatly
inspired me in preparing this report successfully.
I am very much grateful to the authority of Bank Asia Ltd. to assign me as an Internee in this
reputed bank and have the opportunity to learn theoretical as well as practical knowledge
related to overall banking system and complete such an ambitious study for my internship
program as well as for preparation of this report. Successful completion of any study generally
requires support from various related parties. To prepare this report, I have received adequate
support from those people who are very much generous to me.
I have received much valuable co-operation and assistance from the officers of Bank Asia Ltd.
Especially from Officer - Sadia Sultana and Sakib Ahmed, who assisted me the most and in this
process make me expert in doing various banking functions. Senior Officer - Mr. Delowar Hossain
who helped me the most to prepare this report by providing necessary information and kind
advice whenever I needed. I am very much thankful to all of them indeed.
At last, I shall remain ever grateful to some of my friends and my family who extended their
helping hands to me during my study work.
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EXECUTIVE SUMMARY
Bank is a financial institution that collects society’s surplus cash and provides a part of that as
loan with a view to earning profit. So we can simply say that Bank is financial organization that
deals with money. According to section – 5 of the Bank Company Act -1991, a company
transacting the business of banking is called a banking company. Throughout the last few years
Bangladesh has been experiencing a rapid and significant change in the Banking sector. This
change all over the world has significantly affected the banking industry of our country, the
result of which is the change in this sector in our country.
Job satisfaction, an index of the affective responses of employees to the work setting, has been a
variable of interest to administrators and researchers alike, for a long time. The vast majority of
banks in Bangladesh are experiencing a serious shortage of the knowledge of the qualified
employees’ satisfaction towards their job, which in turn is causing significant impact to operation
of banks and the ability of the country as a whole to compete in a global economy.
This research aims at providing an overall description of employees’ job. Employee satisfaction
surveys provide the information needed to improve levels of productivity, job satisfaction, and
loyalty. There is a direct link between employee satisfaction and financial results. Next part I
described shortly about the service of Bank Asia. In the third part of report I explain my job
experience of Bank Asia. Finally I gave a brief discussion about the job satisfaction.
The details behind the employee satisfaction reveal a stark reality. From, the survey; it was found
that a higher percentage of the employees of Bank Asia banker moderately satisfied with their
job. Although the employees are not fully satisfied but Bank Asia is trying to achieve their 100%
satisfaction. Finally hope that Bank Asia will be able to achieve its goal & would become a finest
corporate citizen in the banking industry.
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TABLE OF CONTENT
Letter of Transmittal
Acknowledgement
Executive Summary
CHAPTER: I
1.0 Introduction.................................................................................................... 1
1.1 Background of Bank Asia ............................................................................ 1
1.2 Vision of Bank Asia................................................................................. 2
1.3 Mission of Bank Asia............................................................................... 2
2.0 Customer Service and Remittance................................................................ 3
2.1 Meeting Customer Inquiry...................................................................... 3
2.2 Opening New Accounts............................................................................ 4
2.3 Savings Account.................................................................................... 4
2.4 Current Account....................................................................................... 4
2.5 Fixed Deposit Receipt (FDR) account ......................................................... 5
2.6 Short term deposit.................................................................................... 6
2.7 Issuing pay-order, demand-draft, TT........................................................... 6
2.8 Issuing New Cheque book........................................................................... 7
2.9 Issuing deposit slip........................................................................................ 7
2.10 Providing Account Statement..................................................................... 7
2.11 Providing Bank Solvency Certificate.......................................................... 8
2.12 Clearing................................................................................................. 8
2.13 Procedure............................................................................................... 8
2.14 Cash............................................................................................................. 9
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CHAPTER: II
3.0 My Job in Bank Asia Ltd. as an Intern........................................................... 10

3.1 Challenges I have faced at the time of Internship........................................ 10
CHAPTER: III
4.0 Statement of the Problem................................................................................. 11

5.0 Purpose of Study.......................................................................................... 11
6.0 Review of Literature....................................................................................... 13
6.1 Job Satisfaction......................................................................................... 13
6.2 Rewards and Recognition......................................................................... 13
6.2.1 Relationship between Rewards & Recognition and Job Satisfaction..... 14
6.3 Organizational Trust and culture.................................................................. 15
6.3.1 Relationship between Organizational Trust & Culture and Job Satisfaction.. 17
6.4 Teamwork..................................................................................................... 18
6.4.1 Relationship between Teamwork and Job Satisfaction........................ 19
6.5 Education and training............................................................................ 20
6.5.1 Relationship between Education and training and Job Satisfaction...... 20
7.0 Conceptual Framework..................................................................................... 21
8.0 Hypothesis..................................................................................................... 21
9.0 Research Questions........................................................................................ 22
10.0 Research Methodology.................................................................................. 22
10.1 Research Design..................................................................................... 22
10.2 Research Approach..................................................................................... 23
10.3 Sampling Method..................................................................................... 23
10.4 Data Collection..................................................................................... 24
11.0 Limitations of the Study............................................................................... 25
12.0 Questionnaire Analysis & Interpretation....................................................... 26
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13.0 Findings............................................................................................................. 28
14.0 Recommendation....................................................................................... 29
15.0 Conclusion.................................................................................................. 30
16.0 References................................................................................................ 31
Appendix............................................................................................................ 33
TABLE OF FIGURE
Figure 1: Developed Conceptual Framework of Research Variables & their relationships 21
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CHAPTER: 1
1.0 Introduction
Considerable literature was found that has evolved to examine the relationship between
elements like teamwork, reward and recognition, customer focus, organizational trust, high level
of communication, management commitment at all levels, employee involvement,
empowerment and organizational culture, and employees’ job satisfaction in various countries
as well as banking sectors (for example, Guimaraes, 1996, 1997; Gardner and Carlopio, 1996;
Noorliza and Zainal, 2000), there is no existing literature that recognizes the study of above
mentioned elements within context of the International Finance Investment and Commerce
(Bank Asia) Bank Ltd.
It differs from other banks in terms of their organizational structures, responses to the
environment, managerial styles and the ways in which they compete against other firms. Job
satisfaction is important because of well-established association with a range of organizational
outcomes . In order to bridge the gap and provide organizations with practical assistance in
dealing with this issue, this research will extend the previous study of Ooi, Bakar, Arumugam,
Vellapan, and Loke (2007).
1.1 Background of Bank Asia
Bank Asia Limited is a scheduled Bank under private sector established under the ambit of bank
Company Act, 1991 and incorporated as a Public Limited Company under Companies Act, 1994
on September 28, 1999. The Bank started commercial banking operations effective from
November 27, 1999. During this short span of time the Bank had been successful to position
itself as a progressive and dynamic financial institution in the country. The Bank had been widely
acclaimed by the business community, from small entrepreneur to large traders and industrial
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conglomerates, including the top rated corporate borrowers for forward-looking business
outlook and innovative financing solutions. Thus within this very short period of time it has been
able to create an image for itself and has earned significant reputation in the country’s banking
sector. Presently it has twenty two branches in operation.
Bank Asia Limited is one of the few banks permitted by the Bangladesh bank in the late 90s, the
other banks permitted earlier are Mercantile Bank Limited, Standard Bank Limited, One Bank
Limited, EXIM Bank Limited, Premier Bank Limited, Mutual Trust Bank Limited, First Security
Bank Limited, The Trust Bank Limited, Jamuna Bank Limited, BRAC Bank Limited, and Shahjalal
Islami Bank Limited. These banks are known as the third generation banks and are fortunate to
remain immune from the bad loan culture. However, the performance of these banks are not
the same, the Bank Asia Limited remained as one of the top performers among them.
The Company Philosophy – “For A Better Tomorrow” has been preciously the essence of the
legend of bank’s success.
1.2 Vision of Bank Asia
Bank Asia's vision is to have a poverty free Bangladesh in course of a generation in the new
millennium, reflecting the national dream. Our vision is to build a society where human dignity
and human rights received the highest consideration along with reduction of poverty.
1.3 Mission of Bank Asia
 To assist in bringing high quality service to the customers and to participate in the growth
and expansion of the national economy.
 To set high standards of integrity and bring total satisfaction to the clients, shareholders
and employees.
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 To become the most sought after bank in the country, rendering technology driven
innovative services by the dedicated team of professionals.
2.0 Customer Service and Remittance
One of the building blocks of competitive advantage of an organization is its customer

responsiveness. To achieve superior customer responsiveness an organization must be able to do
a better job than competitors of identifying and satisfying the needs of its customers. Customers
will then place more value on its products, creating a differentiation-based competitive
advantage. In this respect, the department of customer service is very important as a way of
creating greater customer responsiveness.
Customer service is the department in which the first interaction between the customer and the
bank takes place. Since the first impression is the long lasting impression, the quality,
customization and response time of this department is very important. Different types of
activities are conducted here. The main activities are:
 Meeting customer inquiry

 Opening new accounts
 Issuing pay-order, demand-draft, TT etc.
 Others
2.1 Meeting Customer Inquiry:
This is primary task of customer service department. Customers may come to this department
and make inquiries about any bank related matters. These persons can be either existing
customers or potential customers. They can make different types of inquires such as inquires
about their account balances, changes in interest rates, bank’s new services-offerings and so on.
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2.2 Opening New Accounts:
The relationship between the bank and its customer starts with opening an account. There are
different types of accounts considering different customer types and requirements.
 Savings account
 Current account
 Short Term Deposit (STD) account
 Fixed Deposit Receipt (FDR) account
2.3 Savings Account:
Savings deposit accounts are suitable for savers who want to save for meeting the future social,
economic, educational and religious needs. These deposit accounts are for people who do not
want to withdraw frequently or who do not want to keep money for fixed and long period. It is a
midway between current deposits and fixed deposits.
So savings accounts are intended for individual savers and not suitable for business concerns
that require frequent withdrawals.
Savings accounts are interest bearing deposit accounts. The drawings are restricted in respect of
both the amount of withdrawal and the frequency thereof during a week. But no restriction is
imposed in case of deposit of money.
Interest rate: 8%
2.4 Current Account:
A current account is running and active account which may be operated upon any number of
times during a working day. The depositor can freely deposit/withdraw money as many times as
he feels necessary in a working day. Account can be drawn upon by cheque, without any prior
notice and without obtaining permission. The current deposits functionally are deposits having
highest amount of liquidity. The bank, therefore, do not pay any interest on current deposits. On
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the other hand, bank imposes service charge for such types of accounts. From this point of view,
current accounts yield negative return to account holders.
The current deposit holders enjoy certain privileges compared to a savings deposit account
holder. These facilities are as follows:
 Overdraft facilities are given to current deposit account holders only.

 The loans and advances are normally sanctioned by the banks through current accounts.
These are not given in cash but are credited to the current accounts.
A current account may be opened by an individual, firm, company, club or an association after
duly meeting all the formalities.
2.5 Fixed Deposit Receipt (FDR) account:
There are people who have surplus funds which will not be required by them in near future.
Such people want to keep funds in a bank for a specific and long period to earn more interest.
The duration of these accounts varies. For different duration interest paid is also different. As the
duration increases, rate of interest also increases. Fixed Deposits are kept with the bank for a
fixed amount of time and the depositor gets a certain amount of interest from it. After the
period is over, the depositor can encash (cover) the deposit and take the whole amount or may
again open another FDR.
Fixed deposits are important sources of funds to the bank. These add to the stability and growth
of the bank’s deposit structure.
Interest rate:
For 2 months period: 12.00%

For 1 year period & above: 12.50%
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2.6 Short term deposit:
There are people and organizations that want both liquidity and return on their deposits. They
want to keep funds in a bank so that it can be withdrawn without any restriction.
But they want to earn some interest meanwhile. For them neither current account is suitable,
nor savings and fixed deposit.
The rates of interest on such types of deposits are lower because the bank holds the fund for a
short period only.
Interest rate: 6.50%
2.7 Issuing pay-order, demand-draft, TT etc.:
The Customer Service & Remittance Desk Issues Pay Orders (PO) , Demand Drafts (DD) &
Telegraphic Transfers (TT) to remit fund within the country.
DD: Demand Drafts are used to send money within and outside of the clearing house area. That
means somebody can send money within Dhaka city as well as outside of Dhaka city with DDs. A
DD is drawn on another Bank of Branch & the payment is also made by it. Somebody willing to
issue a DD fills up the DD application form and deposits money in the cash desk with the cash
deposit slip (In case of cash payment, equivalent to the DD amount and service charge). For
account holders, debit vouchers are used to debit the account.
PO: A PO is also used to remit fund like a DD. The main difference is that unlike DD the issuing
bank branch itself pays the amount of a Pay Order. At the same time, PO is used to send money
within the clearing area only. The basic process of issuing a PO is same like issuing a DD.
TT: In a TT, the sender can remit the fund almost instantly. As the payment is made instantly, it
does not require presenting the instrument at the time of payment. The receipt process in case
of issuing a TT is almost same as issuing a DD or PO. In issuing a TT, for security purpose, Test Key
numbers are used. In test key, many information regarding the TT (Date, recipient, sender,
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branch etc.) are coded and sent to the other bank branch that is making the payment. That
branch decodes the Number and ensures that it has received
Others:
Beside these above mentioned tasks, the customer service department provide some other
important services to the customers. These services are discussed billow:
2.8 Issuing New Cheque book:
When all the pages of a cheque book are finished, the customer needs a new book. The
Customer Service & Remittance Desk provides new book to the customer. Upon receiving the
new book requisition slip duly signed by the customer, a new book is issued. The number of
pages of the new book may be different depending on the type of account and the customer
request. Before delivery, all the pages of the new book are signed by the authorized signatory of
the bank.
2.9 Issuing deposit slip:
A deposit slip is needed to deposit money in an account. The customer service department
provides deposit slip to the customer.
2.10 Providing Account Statement:
Time to time, Account holders may need to know the status of their accounts as well as the
transactions through those accounts. In such case, an account holder asks at the customer
service desk to provide him/her an account statement. The personnel at the desk print the
account statement from the Stelar with the account number.
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2.11 Providing Bank Solvency Certificate:
A client who is doing transactions satisfactorily with the bank may need Bank Solvency
Certificate for various purposes and asks for it at the customer service desk. The certificate is
given stating that the person has been doing transaction at a satisfactory level and has a good
deposit. At the same time, a statement of the account is also attached with the certificate.
2.12 Clearing
Clearing house is an arrangement for the banks to mutually settle their claims over each other
arising out of deposit transfer from one bank to another by their respective customers in the
clearing house, all scheduled banks have their accounts. They mutually settle their claims by
simply ‘debit and credit’ without physically transferring those funds. This is a convenient system
in the sense that it does not involve traveling and cash handling by customers. Branches of other
banks where cheques and drafts are not to be visited by the customers. Simply by depositing
those into the accounts, the customers get those collected by their banks.
2.13 Procedure:
1. An account holder of Bank Asia Ltd. Come with a cheque of another bank. He fills a deposit
slip with the cheque’s amount and places them to the teller section.
2. The cash officer verifies the cheque and deposit slip and put clearing seal of them and send
them to the clearing section.
3. The clearing officer enters the name and figures of the cheque into “Nikash” ( a software
provided by the Bangladesh Bank) and copy it into a floppy disk. A printout of list of the cheques
is made. Then the list along with the cheques is placed to the sub manager for signing. Then the
floppy is entered into another computer and the data are loaded into the “Software” and a list of
these cheques is created. Then the cheques are sent to the clearing house.
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4. In the next morning, the list generated by “Stelar” with deposit slips and debit voucher is
verified by the sub manager. Debit voucher is created on the Principal branch General A/C. In the
afternoon, the representatives of the bank come from the clearing house with honored and
dishonored cheques. Then the accounts are actually credited by “Stelar”.
2.14 Cash
Any service providing organization has two parts: front-end and back-end. Front-end part deals
directly with the customers and the back-end part creates the base on which the front-end tasks
are performed, For the effective operation of the organization, both the front-end and back-end
parts have to be operated effectively. Therefore, both the part s are important. The cash or teller
section is a front-end part which deals with the customers of the bank directly. Since, the quality
of service is very important for a service providing organization, cash section of the bank should
provide high quality service to the customers.
Different types of tasks are conducted in the cash section, such as:
 Cash withdrawal
 Cash deposit
 Cheque deposit
 Transfer of funds from one account to another
 Receiving GrameenPhone, Banglalink, Rankstel bills
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CHAPTER: 2
3.0 My Job in Bank Asia Ltd. as an Intern
I started my internship from 15th February 2013 at Bank Asia Ltd. Maghbazar branch. In this
branch there was no HR division and that is why they refers me to know general banking and my
concentrated area was customer service. My first job was to learn how to open an account.
Basically most of the times my duty was at customer service desk to interact with the clients and
understand his/her interest to open an account (i.e. current account, savings account, short term
deposit and FDR) and also to response to general queries. Then I used to guide them to the
relevant person who could fulfill their needs.
My some work responsibilities are given below:
 Provide general information to open a bank account

 Check and voucher entry
 Photocopy
 Deliver credit card and ATM card
 Charge document
3.1 Challenges I have faced at the time of Internship
For being an Intern bank would not allow me to access in its internal database. So it was difficult
for me to learn general banking procedure. However I did it through my personal relationship
skill. I convinced them that actually I want to learn and it will not be harmful for their business.
Then they trusted me and showed me how to do those works.
In my internship I gathered lots of memorable experiences. Corporate life is totally different from
student life. Here every single minute counts to learn about general banking system.
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CHAPTER: 3
4.0 Statement of the Problem
Despite having a large contribution to the contribution to the country’s Bank Asia is experiencing
employee unrest since last year and the problem is yet to solve properly .Due to employee
unrest some customer’s shifted their account to the other bank. To solve this problem we need
to know what factors may have relation with employee’s job satisfaction in context of Bank Asia
in Bangladesh. The previous study we found that teamwork, organizational trust, organizational
culture and customer focus are positively associated with employee’s job satisfaction in context
of outsourced semiconductor assembly.
In recent years we have seen many reports regarding lack of job satisfaction among employees
in Bangladesh. To address this issue we need to know what factors may have relation with
employees’ job satisfaction in context of banking sector in Bangladesh, particularly in context of
Bank Asia Ltd.
5.0 Purpose of Study
The purpose of the study is to take up the issue of reward and recognition, organizational trust,
organizational culture, teamwork and job satisfaction in the workplace, with particular reference
to bank in Bangladesh.
The study will conduct to make an analysis of the level of employee’s job satisfaction of Bank
Asia Ltd. The objective of my internship research is to identify the variables that affect the level
of an individual satisfaction with their job, as well as to analyze. On the other hand, the second
objective of this study is also to analyze e the differences between the factors that have an
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impact on satisfaction as perceived by men & women. The objective of this research is to find
whether the employees are satisfied with their job in Bank Asia and what are the factors that
make them satisfied and factors make them dissatisfied.
The study will conduct to make an analysis of the level of employee’s job satisfaction of Bank
Asia Ltd. The objective of internship research is to identify the variables that affect the level of
an individual satisfaction with their job, as well as to analyze. On the other hand, the second
objective of this study is also to analyze e the differences between the factors that have an
impact on satisfaction as perceived by men & women. The objective of this research is to find
whether the employees are satisfied with their job in Bank Asia and what are the factors that
make them satisfied and factors make them dissatisfied.
Employee responses are taken into consideration to determine whether employees in Bank Asia
are happy with their working conditions or not. In particular, the study will focus on the diverse
personal goals which employees hope to satisfy in the workplace, determine whether variables
like reward and recognition, organizational trust, organizational culture, teamwork will influence
their levels of satisfaction and involvement, locate measures to find out employees with higher
or lower levels of involvement as also the need for an employee to be satisfied and motivated to
perform well and focus on job characteristics that bring out the best in employees. The research
will further attempt to study and analyze whether practical and possible changes can be made in
the working environment of Bank Asia Ltd. to improve workplace satisfaction and thereby
improve productivity of work leading to long-term benefits to the national economy.
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6.0 Review of Literature
6.1 Job Satisfaction
Locke’s (1969,19760) said that facet job satisfaction is a function is a function of three basic
determinants: 1) fact amount, 2) wanted amount and 3) fact importance, Lawler (1973) also
explained job satisfaction in terms of the difference between what people thought they should
receive and what they perceived that they actually did receive. Job satisfaction is the ‘result
from the perception that one’s needs” Locke’s (1976) Schneider (1985) defined job satisfaction
as ‘the psychological disposition people toward their work-and a collection of numerous
attitudes or feelings”. Individual perception of the differences between what was expected as a
fair return and what was actually experienced determine the job satisfaction. Job satisfaction, its
causal factors and its effects upon organization are all part of the various factors. Job satisfaction
for an individual can be influenced by a number of factors that include first the job itself, the
salary, the promotion policy of the company, the attitudes of the co-workers, the physical and
mental stress levels involved, the working conditions, the interest and challenge levels. These
various factors are just indicative of the many factors that contribute or take away from job
satisfaction. Moreover, satisfaction creates confidence, loyalty and ultimately improved quality in
the output of the employed. Consequently, this inferior performance will lead to customer
dissatisfaction, firm switching and negative word-of-mouth communication on the part of the
customers about the employee and the firm, For purpose of the study the researchers will use
the definition of Locke (1976).
6.2 Rewards and Recognition
Employees are looking for something different in benefits packages. They want to be engaged. In
short they want to love their job. The rewards of employees loving their jobs flow directly
towards the company. Reward and recognition can be defined as benefits, such as increased
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salary, bonuses and promotion resulting from the annual review of performance, which is
conferred for public acknowledgement of superior performance with respect to goals. Rewards
can be implemented in several forms such as financial rewards and recognition awards. Awards
and recognition programs profit sharing programs, increasing pay, benefits and incentives, and
suggestion programs are some of the systems that can be used to rewards employees for good
environmental practices. Rewards can be a reinforcement to continuously motivate and increase
commitment from employees environmentally responsible. Work rewards refer to the intrinsic
and extrinsic benefits that workers receive from their jobs. An effective reward and
organizational values and the commitment to employee involvement. This study that reward and
recognition is a simple process for the management which offer an understandable and
noticeable announcement on the way to employees that makes more productive, diligent to
their job. Reward noted as a dynamic and motivating target that may develop over time,
influenced by management toward employees.
6.2.1 Relationship between Rewards and Recognition and Job Satisfaction
The relationship between job satisfaction and the work value and job rewards associated with
six dimensions of work-intrinsic, convenience, financial, relations with co-workers, career
opportunities and resource adequacy. Reward and recognition are not significantly associated
with employee’s job satisfaction. However reward and recognition have provided longer term
infrastructural benefits necessary for the continued improvement overtime, but with an indirect
association towards employees job satisfaction. In contrast there was a weak relationship
between reward and recognition and employee job satisfaction. Reward and recognition was
found to have insignificant and rewards required motivating effects on people at work. Further
aspects of emphasis on rewards such as fairness, opportunities for professional growth, high pay,
and praise for good performance does not appear to influence employee’s job satisfaction in this
study. The present results are in contrast with the findings from previous study conducted by
O’Driscoll and Randall, in which he found that the rewards offered by an organization have a
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positive effect on employee’s satisfaction towards their job and the organization for which they
work.
This study illustrate there was a weak relationship between employees job satisfaction with
reward and recognition but they have positive relation. Reward and recognition was established
to have insignificant contributions towards employee’s job satisfaction.
6.3 Organizational Trust and culture
Organizational trust is viewed as positive expectations individuals have about the intent and
behavior of multiple organizational members based on organizational roles, relationships,
experience and independencies. Lehmann’s work emphasizes that organizational trust is in
respect to the systemic aspects of the organization, captured by such things as acceptance of
organizational goals and values and a strong desire to associate with the organization. In building
a model of trust for both individuals and organizations defines trust as “one party’s willingness
to be vulnerable to another party based on the belief that the latter party is (a) competent,(b)
open (c) concerned and (d) reliable. Organization trusts their employee’s capabilities and
abilities to have control over their work, to run or to make changes to the organization.
Organizational trust is largely subjective, the measurable dimensions of the concept rest upon
the choice associate motivated by positively perceived characteristics of the organization.
As a result, organizational trust is defined as simply being able to count truthfulness from
another person. It indicates that moral knowing, feeling and action has a direct relationship with
trust. Organizational trust involves some level of dependency on the other organizational
members who are reliable, competent open and concerned so that the outcomes of one party
are influenced by the actions of another.
Organizational culture is defined as the general pattern of mindsets, beliefs and values those
members of the organization share in common and which shape the behaviors, practices and
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other artifacts of the organization which are easily observable. According to Sathe and Schein
(1985), Culture therefore is an explanatory variable that distinguishes one organization from
another. Culture involves beliefs and behavior exists at a various levels and manifests itself in a
wide range of features of organizational life. Single-handedly, organizational culture refers to a
set of shared values, belief, assumptions and practices that shape and quite member’s attitude
and behavior in the organization.
In trying to understand better the concept of corporate culture several typologies had been
developed. One of the most recent typologies was developed by Goffe and Jones (1998).Goffee
and Joones(1998) categorized organizational culture in to four main types based on two
dimensions sociability and solidarity. Sociability can be defined as friendliness in relationships
between people in an organization. It is valued for its own sake and independent of its impact on
the performance of the organization. On the other hand solidarity is the ability of people to
pursue shared goals efficiently and effectively for the larger good of the organization without
much regard for the impact on individuals and the relationships between them. In this type of
culture, work roles are defined and understood, everyone is working for the overall good and
everyone held to the same high standards.
By appraising precise lectures we can find organizational culture is a group pattern of beliefs and
values that is commonly practices within the organization. It can be defined as:
'Sociability in relationships between people in an organization or the ability of people to follow

shared goals proficiently for the larger good of the organization. Therefore workforce must have
the same vision and share the common announcement.'
Page | 24
6.3.1 Relationship between Organizational Trust and Culture and Job Satisfaction
Organizational trust is positively related to job satisfaction (Perry & Mankin, 2007). In addition,
organizational trust was also found to have a positive contribution towards employees’ job
satisfaction. This suggests that employees require support and trust, from executives and
management teams. It is important that management practice empowerment and trust their
employees’ capabilities to have control over their working lives. The results are consistent with
previous research, which found that employees with high reciprocal trust had better opinions of
their managers, and experienced higher satisfaction, involvement, well-being and commitment
(Flaherty & Pappas, 2000; Norlina & Zainal, 2000; Gilbert &Tang, 1998; Cook &Wall, 1980). Trust
has been linked to overall employee job satisfaction and perceived organizational effectiveness
(Morley, Shockley-Zalabak, & Cesaria, 1997). Employees also can benefit from awareness of the
importance of organizational trust. Increased job satisfaction, the ability to innovate, and the
ability to identify with a successful organizational all are related to perceptions of trust (Zalabak,
Ellis, & Winorrad, 2000). Gilbert and Tang suggested that individuals who are satisfied with their
work are more likely to trust management and the organization. Other researchers, however,
have reported a positive relationship between work satisfaction and organizational trust and
commitment. The reasoning underlying a possible relationship between work satisfaction and
managerial and organizational trust is equivocal (Perry & Mankin, 2007).
Therefore, it is found that employees require support and trust, from executives and
management teams and if they find it then employees will be satisfied in their job. Higher level
of organizational trust means higher level of employee job satisfaction.
Robbins, S.P (1996) contends whenever the individual demand is congruent with culture. It will
result in the highest job satisfaction. For example, the individuals with high autonomy and high
achievement motives will result in higher satisfaction under the organizational trust with loose
supervision and emphasis of achievement rewarding.
Page | 25
Within the research, Huang and Wu (2000) indicate the organizational culture of public business
agencies will cause significant effect on organization commitment and job satisfaction. Among
the culture dimensions of result orientation, professional features, severe control and
management and practical affairs, the said trust dimensions show significantly positive effect on
aggressive commitment and job satisfaction of employee. The closed systems will cause negative
effect on every dimension within aggressive commitment and job satisfaction of employee.
McKinnon et al.(2003) finds organizational culture values of respect for people, innovations,
stability and aggressiveness had uniformly strong association with affective commitment, job
satisfactions and information sharing.
By reviewing previously mentioned scientific lectures, we can find most scholars confirmation of
the significant relationship between organizational culture and job satisfaction. It means
organizational culture can actually affects the extent of job satisfactions. Thus if employees show
higher identify extent to organizational cultures
6.4 Teamwork
Teamwork is typically involved groups of independent employees who work cooperatively to

achieve group outcomes. The concept of team and teamwork is increasingly becoming an
important key to productivity and employees job involvement in the contemporary workplace.
Similarly McCrery and Bloom state that the use of work teams has been increasing. This is
because teams are important to organizational effectiveness. Johson and Johson state that
positive effects occur because of personal and face to face team work. Noorliza and Zainal
explained team work as the principle, which refers to the extent to which the organization s
practices to increase employees control in their work and allow them to work together. The
practice allows employees at all levels to be more involved in the job and to work together
company wide. Getting a team to achieve maximum performance requires selecting the right
people with relevant knowledge, skill, abilities and other characteristic for a particular team task.
Studies Shaw that when goal, task resource and role independence are clearly understood and
Page | 26
when group members see their own contribution more vital to the team success than individuals
do and teams perform better.
Teamwork is working together in which one person sees another person working in front of him
to achieve the same goal thus it inspire him. Employees always like empowerment, which they
get while working together and they are mixed up in all levels in the organization. Workers
should be evaluated to see whether they are pertinent for the work or not. It is better to work
together instead of working individually to get better outcome by seeing own participation.
6.4.1 Relationship between Teamwork and Job Satisfaction
According to Polities (2005), the relationship between job satisfaction and team performance is
positive and significant. Job satisfaction results from attitudes that are evaluative statements
either favorable or in favorable concerning objects, people or events. Accordingly these attitudes
are important to team performance because they affect employee’s self-efficacy, task abilities
level of effort and their satisfaction towards the job. Nooriliza Karia explains that “Empowerment
and teamwork” is the most important practice in enhancing employee’ job satisfaction,
organizational commitment, career satisfaction, and job involvement. Effective team
implementation enhances the motivational properties of work and increase job satisfaction.
However the job satisfaction of team members is determined by multiple factors such as the
composition of the team, group processes within the team and the nature of the work itself.
In summary, it is understood that teamwork is an essential in ornamenting employee’s job

satisfactions. As team members see their own ask in front of them along with their group
member’s participation, they feel grateful. Thus they are motivated from inside which results job
satisfactions.
The level of job satisfaction shall be higher naturally. Therefore, organizational culture has a
significantly positive effect on job satisfaction of employee.
Page | 27
6.5 Education and training
According to Zhang, Waszink, and Wijngaard(2000). Employees should be considered as valuable

and long-term resources worthy of receiving education and training throughout their career.
Deming (1986) stresses the importance of education and training for continual updating and
improvement. Many research results reveal that education and training are one of the most
important elements in a successful organization (e.g. Mann, 1992). The research confirms what
most organizations have already realized, namely, that education and training are an integral and
essential for job satisfaction. Investment in education and training is vitally important for
success. Employees should be regarded as valuable, long-term resources worthy of receiving
education and training throughout their career. All management personnel, supervisors, and
employees should accept quality education and training such as quality awareness education
and quality management methods education.
6.5.1 Relationship between Education and training and Job Satisfaction
Education and training has relation with job satisfaction. It has been revealed that employees are
satisfied where they are encouraged to learn new things and improve their skills. Study has
examined the relationship between the soft elements of critical success factors are influenced by
soft elements activities such as culture, trust, teamwork, employment continuity, education and
training, top management leadership for quality and continuous improvement. Upon realizing
the importance of education and training, Zhang, Waszink and Wijingaard (2000) said that
employees should be considered as valuable and long term resources worthy of receiving
education and training for continual updating and improvement. Mann (1992) also added that
many research results reveal that education and training are one of the most important
elements in a successful organization.
7.0 Conceptual Framework
Page | 28
Reward and Recognition

Organizational Trust and Culture
Teamwork
Education and training Employees’ Job Satisfaction
Independent Variables Dependent Variables
Figure 1: Developed Conceptual Framework of Research Variables and their relationships.
8.0 Hypothesis
H1: There is a significant relationship between reward and recognition and employees’ job
satisfaction in context of Bank Asia.
H2: There is a significant relationship between organizational trust and culture and
employees’ job satisfaction in context of Bank Asia.
H3: There is a significant relation between teamwork and employees’ job satisfaction in
context of Bank Asia.
H4: There is a significant relation between education and training and employees’ job
satisfaction in context of Bank Asia.
9.0 Research Questions
Page | 29
1. Is there any significant relationship between recruitment and Selection process of Bank
Asia?
2. Is there any significant relationship between organizational training and development in

the context of Bank Asia?
3. Is there any significant relationship between teamwork and employees’ job satisfaction in
context of Bank Asia?
4. Is there any significant relationship between education and training and employees’ job
satisfaction in context of Bank Asia?
10.0 Research Methodology
10.1 Research Design
Researcher will conduct a descriptive research to evaluate the job satisfaction level towards of
Bank Asia; the major objective of these types of study is to describe something. The descriptive
research will help to provide the insights and understanding of the present situation of the
banks. So quantities method is followed for this research.
The conceptual framework (Figure 1) of the proposed study depicts the name of the research
variable and relationship within them. The research question and hypothesis clearly supports
the model. In this study, the researchers are going to investigate the relationship between
reward and recognition, organizational trust, extensive training, high level of communication,
management commitment at all levels, employee involvement, empowerment and
Page | 30
organizational culture, team work, education and training with employees job satisfaction in
context of Bank Asia. According to cooper and Schindle r(2003), research that studies the
relationship between two or more variables is also referred to as a correlation study. Therefore,
a correlation research design has been selected in order to find out the appropriate answer to
the research questions and to test the hypotheses. The model also suggests this type of design,
here reward and recognition, organizational trust, extensive training, high level of
communication, management commitment at all levels, employee involvement, empowerment
and organizational culture, team work, education and training with employees job satisfaction
are being considered as independent variable and job satisfaction. The research will use a
correlation study to establish the existence of relationships between the measured variables. In
this research, the researchers intend to identify whether any relationships exists between these
measured variables or not. A co-relational study provides a measure of the degree between two
or more variables. Therefore, the presents study will be characterized as a co relational study.
10.2 Research Approach
To investigate research questions, the researchers will gather information from employees in
different branches of Bank Asia at Located in Dhaka. For the sake of understandability the
questionnaire was translated into Bengali by specialist. Yet, the participants were assisted to
answers the questions if they needed. Anonymity will also be ensured for the participants in the
survey.
10.3 Sampling Method
The sampling frame for the study was collected from the Bank Asia. Maghbazar branch located
in Dhaka was selected from the sampling frame for the purpose of the study. The study was
conducted only in Dhaka region because of time and financial constraint. A random sampling
method was used as a probability sampling technique.
Page | 31
The Job Satisfaction Survey of Bank Asia is to identify the attribute that appeal to the employees
in Bank Asia. The employees receiving the survey responded to 14 questions that express their
expectations that are centered on employee environment, well-being, and productivity. The
survey was conducted to collect data on Bank Asia employees’ perceptions of workforce
management, organizational accomplishments and goals, leadership, and communication. The
sample size is 30.
Data Sources
In this study researcher use both primary and secondary sources of data.
Primary data sources
Primary research was conducted by questionnaire and the participants included relevant bank
officials of Bank Asia. The survey included a total of 14 questions, all of them are multiple choice
questions (Appendix). The questionnaire was designed to investigate the effect of a number of
possible factors that may influence on job satisfaction.
Secondary data sources
Secondary data was collected from both internal and external sources. Internal secondary data
means data which will be collected from the organization itself. And external secondary data will
be collected from the sources outside of the organization. For example, Internet, Article, Annual
Report , Banker’s website and from its brochures Books, journals, Periodicals, News papers etc.
The sample size of the research is 30. The test and data analysis will be done through the help of
Microsoft Office and Excel. There will be also graphical presentations of charts and graphs.
10.4 Data Collection
This present study is unique one in context of Bank Asia. As a result, secondary sources of data
will not be available for the present study. Therefore, it required primary data to examine the
research problem and verify hypothesis. To collect data from the primary sources, the researcher
Page | 32
used questionnaire method. This method is commonly used in consumer survey to collect data
from primary sources. Frequent reasons accounted for the choice of this research method.
Firstly, it allows large amounts of information to be obtained at relatively low cost and secondly
more accurate responses are obtained because interviewer bias is avoided.
11.0 Limitations of the Study
Data was collected at a single point in time, which does not allow for changes in perceptions and
attitudes over time. The data was collected on a cross sectional basis rather that longitudinal
basis. This will give insight through a ‘snap shot’ view, but not an ongoing picture of the changing
scenario. There were many chances that all the respondents will reluctant to fill up the
questionnaire. In the base article, the questionnaires are not arranged according to the
variables. For this, the researchers had to find questionnaires from different articles. Desirability
biases from the respondents might also take place. The research was limited only in Dhaka city,
thus sample size was very small to present the proposed scenario. The results could be different
if people from outside metropolitan cities were brought under consideration. Cooperation of
bank’s employees in making such study has always been in a question.
 The researcher realizes that there are some limitations that must be considered in
future investigation.
 Employees may not be providing feedbacks as they will be busy with their respective
activities.
 Sufficient up to date records, publications, facts & figures will not be available. These
constrains narrowed the scope of real analysis.
 Work pressure in the office created time limitations for the work of my intern report.
 Some problems create confusions regarding verification of data.
 Sufficient up to date records, publications, facts & figures were not being available.
12.0 Questionnaire Analysis & Interpretation
Page | 33
In the questionnaire the consumer had to answer some questions from where researcher can
get some idea about what they feel regarding the employee satisfaction, these results are nearly
the real scenario of the Bank Asia and its inner atmosphere. Researcher have divided the
questionnaire into 2 parts. In the 1st part there was some question where the employees had to
agree or disagree with some of the factors which can tell that they are satisfied or not with the
performance of the bank. In the 2nd part the respondents had to answer some demographic
questions like age, gender, tenure and income.
The survey questionnaire is 14 questions. They are divided into 4 different segments. They are
Reward and Recognition, Trust and Culture, Team Work, Education and Training. All of these are
different areas of independent variable. The only dependable variable is Job Satisfaction in the
last part of the questionnaire.
Hypothesis 1:
Reward & Recognition: In this part employees highest agreed proportion is 87% on the
statement that if they do good work then are being promoted. Similarly 70% of them feel that
might get monetary reward for doing some good work. As a result 50% of the employees feel
that the bank gives enough recognition for work that’s done well. On the other hand only 47%
feel that they are valued & other 43% are still confused about that. Likewise 47% feel their salary
is fair whereas 30% are confused. On the whole 45% feel that they have a good recognition in
Bank Asia moderately get rewarded for their good work.
Hypothesis 2:
Page | 34
Organizational Trust and Culture: In this part it is proved that 67% employees believe the quality
is must when serving customer. Likewise individual initiatives are also important. But
unfortunately some fact disturbs those while working as a result 40% of them feel that nothing
at Bank Asia in between when they are working.
Hypothesis 3:
Teamwork: IT is very surprising to see that 40% of the employees have disagreed to the
statement that " Corporate politics at this company are kept to a minimum”, which is really
alarming to the management of the organization. Overall only 40% of the employees are
satisfied with the teamwork and cooperation of the organization. Hence the Human Resource
Management should take a serious action towards “Corporate politics”.
Hypothesis 4:
Education & Training: Higher portions of employee selected disagree about Bank Asia provided
initial training compared to ongoing training & 70 % of the employees are satisfied with the
ongoing training of Bank Asia. On an over scenario, employees are more positive about their
training sessions but still, Bank Asia has some lacking in the initial training which they need to
focus on.
Page | 35
13.0 Findings
In the survey there is several aspect of satisfaction factor which contributed the result to be kept
in mind when the bank is operating its business with its most significant asset that is human
asset.
In Bank Asia, the survey showed
 67% employee believe the quality is must when serving customer and 40% of them feel
that nothing at Bank Asia in between when they are working.
 moderately agree by the 50% of the employee & 63% of them are agree that their last
performance are appraisal have reflected their performance.
 The highest number of dissatisfaction 37% Means employees are not so independent
when they do work. Similarly authority is not fully delegated to the employee because
43% agreed to the statement whereas 40% are neutral.
 Employees highest agreed Proportion is 87% on the statement that if they do good work
then are being promoted. Similarly 70% of them feel that might get monetary reward for
doing some good work.
 40% of the employees have disagreed to the statement that “Politics at this company are
kept to a minimum”, which is really alerting to the management of the organization.
 Higher portions of employee selected disagree about Bank Asia provided initial training
compared to ongoing training & 70 % of the employees are satisfied with the ongoing
training of Bank Asia.
 Another has complained that they were not provided an enough initial training when
they join. Here performance appraisal, working condition along with other benefit
package can motivate employees to work hard. But sometimes they feel stress while they
are working. Another important thing found from the queasier was their internal
Page | 36
departmental communication is not effective because only 40% are agreed & almost half
of them 33% neutral. So management of Bank Asia should take necessary step to build
up a suitable relationship between departments.
 There are many positive aspects such as almost half of them 45% are agree that they
have the freedom to take their decision. Moreover on an average 60% agreed about
reward. As a result their overall satisfaction level is 59%.
14.0 Recommendation
In this section researcher would like to give some suggestion to Bank Asia on the basis of
researcher survey on Job satisfaction.
 On the whole 45% feel that they have a good recognition in Bank Asia moderately get
rewarded for their good work.
 Hence the Human Resource Management should take a serious action towards “Politics”.
 Management should be more careful about female employee because 33% of them still
confuse in term of overall satisfaction. Apart from the suggestions offered above, those
who supervise bank employees can also increase sense of satisfaction by reducing their
stress that is usually experienced from the tediousness of doing routine, boring tasks,
and giving them tasks which will provide them some type of delegation of authority
instead of working on small parts of a task where they cannot see the final form, shape,
or result of their output.
 Individual initiatives are also important.
 Bank Asia should be great amount of training given to the existing employees as well as
newly joined employees.
Page | 37
 On an over scenario, employees are more positive about their training sessions but still,
Bank Asia has some lacking in the initial training which they need to focus on.
15.0 Conclusion
The inescapable conclusion is that the ability of managers to attract, retain, and develop a high-
performance human capital is of major significance to the organization and obviously our nation
as a whole. Similarly, this survey investigated the paths to the job satisfaction of the employees
of the Bank Asia, via the quality of work life variables taking into consideration certain other
critical factors that employees interface with in the work place on a daily basis. Employers must
implement new and non-traditional approaches to deal with their employees. Managers will be
keen to enhance the sense of competence of employees when they know that this will increase
the job satisfaction and job performance of their employees.
16.0 References
 Kotter, J.P., & Heskett, J.L. (1992). Corporate Culture & Performance. New York: The Free
Press.
Page | 38
 Juran, J.M., & Gryna, F.M. (1993). Quality Planning and Analysis: From Product
Development through Use. New York: McGraw-Hill.
 Karia, N., & Asaari, H. (2006). The effects of total quality management practices on
employees’ work-related attitudes. The TQM Magazine, 18, 1, 30-43.
 Kerr, N. (1983). The dispensability of member effort & group motivation losses: free rider
effects. Journal of Personality and Social Psychology, 44, 78-94.
 Laabs, J. J. (1992, August). The greening of HR. Personnel Journal, 60-71.
 Lau, H. C., & Idris, M. A. (2001). The soft foundation of the critical success factors on TQM
implementation in Malaysia. The TQM Magazine, 13, 51-60.
 Lawler, E. (1973). The Ultimate Advantage: Creating the High-Involvement Organization.
San Francisco: Jossey-Bass. Kotter, J.P., & Heskett, J.L. (1992). Corporate Culture &
Performance. New York: The Free Press.
 Laabs, J. J. (1992, August). The greening of HR. Personnel Journal, 60-71.
 Lau, H. C., & Idris, M. A. (2001). The soft foundation of the critical success factors on TQM
implementation in Malaysia. The TQM Magazine, 13, 51-60.
 Lawler, E. (1973). The Ultimate Advantage: Creating the High-Involvement Organization.
San Francisco: Jossey-Bass.
 Juran, J.M., & Gryna, F.M. (1993). Quality Planning and Analysis: From Product
Development through Use. New York: McGraw-Hill.
 Kerr, N. (1983). The dispensability of member effort & group motivation losses: free rider
effects. Journal of Personality and Social Psychology, 44, 78-94.
 Karia, N., & Asaari, H. (2006). The effects of total quality management practices on
employees’ work-related attitudes. The TQM Magazine, 18, 1, 30-43.
 Kotter, J.P., & Heskett, J.L. (1992). Corporate Culture & Performance. New York: The Free
Press.
 Alba , J.W. and Hutchinson,J.W.(1987) “Dimensions of consumer expertise “ Journal of
consumer research . vol 13 march.pp.411-54.
 Business Reaserch Method ,10 edition,Donald r Cooper, Pamela s schindler.
 Anderson ,T,jr and cunningham,W.H(1972). “ the socially consciuous consumer “ journal
of marketing vol.36 No.7 .pp23-31
Page | 39
 Kim and Kamhorst,(1999)The extent of respondents environmental knowledge about the

environmental effects of textile processing and consumption .Vol.13,No.3,pp-35-37
 Berkowitz,L, and Lutterman,K.G(1968) “the traditional socially resposible persionality
“public opinion quarterly ,vol 32,pp169-85.
 Brucks,(1998) from gathering information, to making decisions and finally evaluating the
product . vol,15 , no.2, pp27-29.
 Brooker ,G.(1976) “the self actualizing socially conscious consumer “ journal of consumer
research ,vol12.no.9 ,pp 1-16.
 Alba and Hutchinson,(1987) Branch of knowledge, or of a given country or period.
vol17.no.5 ,pp 7-11.
 Maloney and Ward(1973) information, descriptions, or skills acquired through experience
or education .
 Wustenhagen and Bilhaz ,(2006) green energy in Germany vol11.no.9 ,pp 57-60.
 Zimbardo et al., (1999)people, objects, event, activities, ideas, or just about anything in
yourenvironment
 Paco and Raposo (2009) concluded that consumers were more likely to buy green
products vol13.no.7 ,pp 64-67
 Chan,k. (1999),”Market segmentation of green consumers in hong kong” ,journal of
internation consumer marketing .vol,12 , no.2, pp7-24.
 Chan,Y.K.R,(1999) Environmental attitude is commonly understood as a cognitive
judgment towards the value of environmental protection.
Page | 40
Appendix
RESEARCH QUESTIONNAIRE
SL No : ________
Gender : [1] Male [2] Female
Age : [1] Bellow 25 [2] 26 to 35 [3] 36 to 45 [4] 46 and above
Education : [1] SSC [2] HSC [3] Undergraduate/Honors [4] Post Graduate/Masters
Income :
Please read carefully and indicate your answers to the following questions:
1 = Disagree 2 = Neutral 3 = Agree
Section: I
Please indicate the degree to which you agree/disagree with each one of the statements below
regarding Reward and Recognition in context of Bank Asia.
1. This bank improves working conditions in order to recognize employee quality 1 2 3

improvement efforts.
2. Reward and recognition system within the bank rewards relationship and task 1 2 3
accomplishments based on work quality.
Section: II
regarding Organizational Trust and Culture in context of Bank Asia.
1. My supervisor shows complete trust in employees’ ability to perform their 1 2 3

job well.
2. The responsibilities and duties attached to one’s role in the organization are 1 2 3
clearly defined.
3. Within reason, employee in this bank can say what they want without fear 1 2 3
of punishment.
Page | 41
Section III
Please indicate the degree to which you agree/disagree with each one of the statements
below regarding Team Work in context of Bank Asia.
1. I am more comfortable working in a team rather than individually. 1 2 3
2. In this company, workplace decisions are made through consensus. 1 2 3
Section: IV
regarding Education and Training in context of Bank Asia.
1. Employees are encouraged to accept education and training in our bank. 1 2 3
2. Resources are available for employee education and training in our bank. 1 2 3
Section: V
regarding Job Satisfaction in context of Bank Asia.
1. All in all, I am satisfied with the work of my job. 1 2 3
2. All in all, I am satisfied with my co-workers. 1 2 3
3. All in all, I am satisfied with the supervision. 1 2 3
4. All in all, I am satisfied with my pay. 1 2 3
5. All in all, I am satisfied with the promotional opportunities. 1 2 3
Thanks for your participation
Page | 42

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Impact of Reward & Recognition, Trust & Culture, Teamwork and Training on The Level of employee's Job Satisfaction

Impact of Reward & Recognition, Trust & Culture, Teamwork

An Internship Report Presented As The Partial Fulfillment

INDEPENDENT UNIVERSITY, BANGLADESH

Impact of Reward & Recognition, Trust & Culture, Teamwork

Has been Approved: May, 2013

Dr. Nadim Jahangir

Sub: Submission of Internship Report.

3.0 My Job in Bank Asia Ltd. as an Intern........................................................... 10

4.0 Statement of the Problem................................................................................. 11

Figure 1: Developed Conceptual Framework of Research Variables & their relationships 21

1.1 Background of Bank Asia

1.2 Vision of Bank Asia

1.3 Mission of Bank Asia

2.0 Customer Service and Remittance

One of the building blocks of competitive advantage of an organization is its customer

 Meeting customer inquiry

2.1 Meeting Customer Inquiry:

2.2 Opening New Accounts:

2.3 Savings Account:

2.4 Current Account:

 Overdraft facilities are given to current deposit account holders only.

2.5 Fixed Deposit Receipt (FDR) account:

For 2 months period: 12.00%

2.6 Short term deposit:

Interest rate: 6.50%

2.7 Issuing pay-order, demand-draft, TT etc.:

2.8 Issuing New Cheque book:

2.9 Issuing deposit slip:

2.10 Providing Account Statement:

2.11 Providing Bank Solvency Certificate:

3.0 My Job in Bank Asia Ltd. as an Intern

My some work responsibilities are given below:

 Provide general information to open a bank account

3.1 Challenges I have faced at the time of Internship

4.0 Statement of the Problem

5.0 Purpose of Study

6.0 Review of Literature

6.1 Job Satisfaction

6.2 Rewards and Recognition

6.2.1 Relationship between Rewards and Recognition and Job Satisfaction

6.3 Organizational Trust and culture

'Sociability in relationships between people in an organization or the ability of people to follow

Teamwork is typically involved groups of independent employees who work cooperatively to

6.4.1 Relationship between Teamwork and Job Satisfaction

In summary, it is understood that teamwork is an essential in ornamenting employee’s job

6.5 Education and training

According to Zhang, Waszink, and Wijngaard(2000). Employees should be considered as valuable

6.5.1 Relationship between Education and training and Job Satisfaction

7.0 Conceptual Framework

Reward and Recognition

Independent Variables Dependent Variables

Figure 1: Developed Conceptual Framework of Research Variables and their relationships.

9.0 Research Questions

2. Is there any significant relationship between organizational training and development in

10.0 Research Methodology

10.1 Research Design

10.2 Research Approach

10.3 Sampling Method

Primary data sources

Secondary data sources

10.4 Data Collection

11.0 Limitations of the Study

12.0 Questionnaire Analysis & Interpretation