A SUMMER TRAINING PROJECT REPORT

ON

A Study On Job Satisfaction Of Employees

HDFC Bank Limited

Submitted To

KURUKSHETRA UNIVERSITY, KURUKSHETRA

In the Partial Fulfillment of the Requirement for Award of the Degree of

BACHELOR OF BUSINESS ADMINISTRATION (BBA)

(SESSION 2017-2019)

UNDER GUIDANCE OF: SUBMITTED BY:

Ms. Vijayluxmi Rahul Singla
Lect. BBA Department B.B.A. 3rd Year
0170002501

Kurukshetra Institute of Technology and Management

 DECLARATION
I, RAHUL SINGLA hereby declare that the research project entitled “A STUDY ON JOB
SATISFACTION OF EMPLOYEES” is submitted for the partial fulfilment of the degree of
Bachelor Of Business Administration from Kurukshetra University, Kurukshetra.

It is an original work done by me, and the information provided in the study
is authentic to the best of my knowledge. This study has not been submitted to any other
institution or university for the award of any other degree/diploma.

Assistant Professor RAHUL SINGLA

Ms. VijayLuxmi University Roll No
0170002501
 ACKNOWLEDGMENT
It is my profound privilege to acknowledge with deep sense of gratitude and indebtedness
towards my project guide Ms. Vijayluxmi ,Assistant Professor, Department of Management
Studies, KITM – Kurukeshtra for his valuable guidance.
Secondly, I would like to thank Mr.Parmod Kumar Singhal, Incharge Department of
Management Studies, TERII – Kurukeshtra who enlightened various aspects about the topic.
Special thanks to my parents who patiently helped me as I want through my work and helped
to modify and eliminate some of the irrelevant or un-necessary stuff. Last but clearly not the
least, I would thank ‘The almighty’ for giving me strength to complete my report on time.

RAHUL SINGLA

PREFACE
 The BBA program is well structured and integrated course of professional business studies.
The main objective of pratical training at BBA level is to develop skill in student by
supplement to the theoretical study of business management in general. Research work
helps to gain real life knowledge about the industrial environment and business practices.
The BBA program provides student in fundamental knowledge of business and organizational
functions and activities, as well as an exposure to strategic thinking of management. During
the research period the student learn through his own experience, the real situation of the
corporate world and put his theoretical knowledge into practice. This experience is
very valuable for the student and plays a leading and important role in career of the student.

TABLE OF CONTENTS
CHAPTER 1 – INTRODUCTION 01-06
1.1 INTRODUCTION
1.2 BENEFITS OF STUDY
1.3 FACTORS
CHAPTER 2 – COMPANY PROFILE 07-09
CHAPTER 3 – REVIEW OF LITERATURE 10-17
CHAPTER 4 – RESEARCH METHODOLOGY 18-20
4.1 RESEARCH DESIGN
4.2 SAMPLE SIZE & AREA
4.3 SAMPLING DESIGN
4.4 QUESTIONNAIRE DESIGN
4.5 DATA COLLECTION
4.6 OBJECTIVES OF THE STUDY
4.7 LIMITATIONS
CHAPTER 5 – DATA ANALYSIS & INTERPRETATION 21-39
CHAPTER 6 – FINDINGS,SUGGESTIONS & 40-42
CONCLUSIONS
BIBLIOGRAPHY
ANNEXURE
QUESTIONNAIRE

JOB SATISFACTION
1.1 INTRODUCTION

Job satisfaction is one of the most crucial but controversial issues in industrial psychology and
behaviour management in organisation. It ultimately decides the extent of employee motivation
through the development of organization climate or environment job satisfactions has been a
subject of hot chase by researchers. There have been more than three thousand published
studies on job satisfaction during the last 30-40 years. Job satisfaction is the attitude one has
towards his or her job. Sated another way it is one is affective response to the job. Job
satisfaction is concerned with the ‘feeling one has towards the job. The importance of job
satisfaction is fairly evident from a description of the importance of maintaining moral in any
industry. It is worker is not satisfied with work, and then both the quantity and quality of his
output will suffer. It his job satisfaction increase then there is on improvement in both the
quality and quantity of production. Factories in which the workers are satisfied with their work
also characterized by a high morale.

MEANING OF JOB SATISFACTION

There are a number of different definitions of job satisfaction. One comprehensive definition
is that it is a generalized attitude, resulting from many specific attitudes in three areas:

1 . Specific job factor

2. Individual adjustment

3 . Group relationship

These factors can never be isolated from each other for analysis but indications of their relative
importance in job satisfaction may be obtained through the use of statistical techniques .

For our purpose the definitions which seems to be apt, at the same time simple, is that job
Satisfaction is the favourableness or unfavourableness with which employees view their work.
It results when there is a fit between job requirements and the wants and expectations of
employees. It expresses the extent of match between the employees expectation of the job and
the rewards that the job provides. Job satisfactory may refer either to a personor a group. Job
satisfaction may be more clearly understood in the content of the employees extent of the
satisfaction in general in his total life situation. Job satisfaction can be viewed in relation to
employees’ satisfaction with their home and community life. Some employees, for instance,
may be very satisfied with their home and community life, but view their jobs as average.
Consequently their job satisfaction is lower than their other satisfaction. Some other employees
may feel dissatisfied with home and community but they also feel their jobs are average. In
this case the employees job satisfaction will be actively high. But generally job satisfaction and
life satisfaction and life satisfaction are closely related. This effect is of spillover of one over
the other. Another kind of effect, which is also prevelant, is the compensatory effect where
people compensate for low job satisfaction by trying to achieve higher satisfaction in various
pursuits in society and in union activities job satisfaction is further aided in its understanding
by finding relative importance to the employees, of the various factors contributing to it. For
instance when asked, the employees may say that they are dissatisfied with both the canteen
and the company promotion policy. It win appear at this point, that both the factors are equal
importance to employees. But it asked further, the employees may say that company promotion
policy is far more important to them than the canteen. Only when the management knows such
relative importance of various factors then proper action can be taken.

1 .2 BENEFITS OF JOB -SATISFACTION

1. One benefit of job - satisfaction surveys is that they give management an indication of
general levels of satisfaction in a company. Surveys also indicate specific areas of satisfaction
or dissatisfaction (as with employee) and particular groups of employees (as in the tool
department or among those over the age of forty). In other words, a survey tells how employees
feel about their jobs, what parts of their jobs these feelings are focused on, which departments
are particularly affected, and whose feelings are (example, supervisors, employees, or staff
specialists). The survey is a powerful diagnostic instrument for assessing employee problems.

2. Improved communication is another benefit of the surveys. Communication flows in all

directions as people plan the upward its results. Particularly beneficial to the company is, the
upward communication when employees are encouraged about what they really have in their
minds.

3. An unexpected benefit from a job - satisfaction survey is improved attitudes. For some
employees, they survey is safety valve, an emotional release, a chance to get things off their
chest. For other, the survey is tangible expression of management’s interest in employee
welfare, which gives employees a reason to feel better towards management.

4. The job- satisfaction survey can help discover the cause of indirect productivity problems,
such as absenteeism, turnover and poor quality of work. As was discussed earlier, absenteeism
and employee turnover are highly correlated with job – satisfaction. It was also noted that these,
in turn affect productivity. If an organization is disturbed by a high rate or turnover, it might
appropriately turn to job – satisfaction surveys to diagnose the cause. The cause could be low
pay, lack of promotional, opportunities, unchallenging jobs unjust treatment and the like.
Without proper surveys, there could be random guessing on the part of management. A job –
satisfaction survey helps management both to get a better handle in why employees are lagging
and to plan better solutions to problems.

5. Another benefit of satisfaction surveys is that they help management assess training needs.
Usually, employees are given an opportunity to report how they feel this supervisor performs
certain parts of the jobs, such as delegatingwork and giving adequate job instruction. Since
employees experience these supervisory acts, their perceptions may provide useful data about
the training of their supervisors.

6. A job – satisfaction survey is an indicator of the effectiveness of organizational reward

systems. As was discussed earlier, there is a positive relationship between performance and
satisfaction. This relationship will be strong when rewards (intrinsic and extrinsic) are
distributed equitably contingent upon performance. Now, job – satisfaction surveys can
provide some clues as to the effectiveness of the organizational rewards system. They help
managers judge whether the best performers are receiving the most rewards and the most
satisfaction from their jobs. The best performers are likely to quit if they are not suitably
rewarded.

7. One of the best uses of job- satisfaction surveys is in the evaluation of the impact
organizational changes on employee attitudes. For example, the management wants to know
whether the job redesign programme recently implemented in the organization has resulted in
increased satisfaction to the employees by comparing pre-change data, it is easy to determine
what impact the redesigned work has on employee attitudes.

8. Finally, it is not that satisfaction surveys, benefit only management, they are useful to union
too. Often both management and union argue about what the employees want, but neither really
knows. The job- satisfaction survey is one way to find out. It is for this reason that unions
support surveys.

But the benefits discussed above would be realized subject to certain prerequisites. Following
are the conditions:

 Top management actively supports the survey.

  Employees are fully involved in planning the survey.
 A clear objective exists for conducting the survey.
 The study is designed and administered consistent with standards of sound research.
 Management is capable and willing to take follow up action
 Both the results and action plans are communicated to employees.

1.2 FACTORS INFLUENCING JOB SATISFACTION

The major factors influencing job satisfaction are presented below:

SUPERVISION
To a worker, supervision is equally a strong contributor to the jobSatisfaction as well as to the
job dissatisfaction. The feelings of workers Towards his supervisors are usually similar to his
feeling towards the Company. The role of supervisor is a facial point for attitude formation.
Bad supervision results in absenteeism and labour turnover. Good supervisions results in higher
production and good industrial relations.

CO-WORKERS
Various studies has traced this factor as a factor of intermediate importance. One’s associates
with others had frequently been motivated as a factor in job satisfaction. Certainly, this seems
reasonable because people like to be near their friends. The worker derive satisfaction when
the co-worker are helpful, friendly and co-operative.

PAY
Studies also show that most of the workers felt satisfied when they arePaid more adequately to
the work performed by them. The relative Important of pay would probably changing factor in
job satisfaction or dissatisfaction.

AGE
Age has also been found to have a direct relationship to level job of Satisfaction of employees.
In some groups job satisfaction is higher with Increasing age, in other groups job satisfaction
is lower and in other there is no difference at all.
MARITAL STATUS
Marital status has an important role in deciding in job satisfaction. Most of the studies have
revealed that the married person finds dissatisfaction in his job than his unmarried counterpart.
The reasons Stated to be are that wages were insufficient due to increased cost of living,
Educations to children etc.

EDUCATION
Studies conducted among various workers revealed that most of workers who had not
completed their school education showed higher satisfaction level. However, educated workers
felt less satisfied in their job.

WORKING CONDITION
The result of various studies shows that working condition is an important factor. Good
working atmosphere and pleasant surroundings help increasing the production of industry.
Working conditions are more important to women workers that men workers.

COMPANY PROFILE
The Housing Development Finance Corporation Limited (HDFC) was amongst the first to
receive an ‘in principle’ approval from the Reserve Bank of India (RBI) to set up a bank in the
private sector, as part of RBI’s liberalisation of the Indian Banking Industry in 1994. The bank
was incorporated in August 1994 in the name of 'HDFC Bank Limited', with its registered
office in Mumbai, India. HDFC Bank commenced operations as a Scheduled Commercial Bank
in January 1995.

HDFC is India’s premier housing finance company and enjoys an impeccable track record in
India as well as in international markets. Since its inception in 1977, the Corporation has
maintained a consistent and healthy growth in its operations to remain the market leader in
mortgages.

HDFC Bank’s mission is to be a World Class Indian Bank. The objective is to build sound
customer franchises across distinct businesses so as to be the preferred provider of banking
services for target retail and wholesale customer segments, and to achieve healthy growth in
profitability, consistent with the bank’s risk appetite.

As on 31st March, 2015 the authorized share capital of the Bank is Rs. 550 crore. The paid-up
share capital of the Bank as on the said date is Rs501,29,90,634/- ( 2506495317 ) equity shares
of Rs. 2/- each). The HDFC Group holds 21.67 % of the Bank's equity and about 18.87 % of
the equity is held by the ADS / GDR Depositories (in respect of the bank's American
Depository Shares (ADS) and Global Depository Receipts (GDR) Issues). 32.57 % of the
equity is held by Foreign Institutional Investors (FIIs) and the Bank has 4,41,457 shareholders.

HDFC Bank is headquartered in Mumbai. As of March 31, 2015, the Bank’s distribution
network was at 4,014 branches in 2,464 cities.All branches are linked on an online real-time
basis. Customers across India are also serviced through multiple delivery channels such as
Phone Banking, Net Banking, Mobile Banking and SMS based banking. The Bank’s expansion
plans take into account the need to have a presence in all major industrial and commercial
centres, where its corporate customers are located, as well as the need to build a strong retail
customer base for both deposits and loan products.

Mrs. Shyamala Gopinath holds a Master’s Degree in Commerce and is a CAIIB. Mrs. Gopinath
has 39 years of experience in financial sector policy formulation in different capacities at RBI.
As Deputy Governor of RBI for seven years and member of the Board. Mrs. Gopinath had been
guiding and influencing the national policies in the diverse areas of financial sector regulation
and supervision, development and regulation of financial markets, capital account
management, management of government borrowings, forex reserves management and
payment and settlement systems. The Managing Director, Mr. Aditya Puri, has been a
professional banker for over 25 years and before joining HDFC Bank in 1994 was heading
Citibank's operations in Malaysia.
The Bank's Board of Directors is composed of eminent individuals with a wealth of experience
in public policy, administration, industry and commercial banking. Senior executives
representing HDFC are also on the Board

HDFC Bank operates in a highly automated environment in terms of information technology

and communication systems. All the bank’s branches have online connectivity, which enables
the bank to offer speedy funds transfer facilities to its customers. Multi-branch access is also
provided to retail customers through the branch network and Automated Teller Machines
(ATMs).

Visions

To be customer driven best managed enterprise that enjoy market leadership in providing
housing related finance.

Mission

HDFC banks mission is to be “a world Class Indian Bank”, benchmarking themselves against
international standards and best practices in terms of product offersprings, technology, service
levels, risk management and audit & compliance.

Values

This vision to become India’s most admired Bank Company will be realized through
our unique set of values, which are as follows:

Knowledge
 Knowledge leads to expertise; and our expertise is in helping people protect themselves.
Perfectly combining global expertise with local knowledge, we are India’s Bank
specialists HDFC Bank believer that for knowledge to be of value it.

CARING
 HDFC Bank is redefining the bank paradigm by focusing on customers first. The
service process is responsive, personalized, humane and empathetic.

HONESTY
  Honesty is the heart of the business. It is all about trust. Transparency, integrity and
dependability from the cornerstones of the HDFC Bank experience. The company
ensures that everyone who represents the brand carrier a promise.

EXCELLENCE
 Excellence at HDFC Bank implies the ability to perform at a consistently high level.
Focused on the value of continuous improvement in people, processes and the
organization, the company strives for the highest standards of quality in every aspects
of its business.

Achievements

 First Bank in India to have ISO 9001:2015 certifications.

 Top Five most respected private Bank in India according to business world survey.
 Continuous presence in top 20 MDRT global list.

LITERATURE REVIEW
Leadership has been defined in many ways and the definition has evolved over the years. Okele
& Mtyuda (2018) research outcomes indicated that a lack of resources, too much crowd of
courses and indiscipline amid pupils were severe sources of disappointment amid teachers.
Others causes of job dissatisfaction amid teachers are management consequences. All these
factors create disengagement among teachers and filled negativity in their job.

Troesh & Bauer (2018) investigated job satisfaction and stress in second career teachers
compared to first career teachers and the role of self-efficacy in this context. Results showed
that second career teachers are highly filled with satisfaction with their occupation that first
career teachers.

Winston(2007) defines a leader as, “ A leader is one or more people who selects, equips, trains,
and influences one or more follower(s) who have diverse gifts, abilities, skills and focuses the
follower(s) to the organization’s mission and objectives causing the follower(s) to willingly
and enthusiastically expend spiritual, emotional, and physical energy in a concerted
coordinated effort to achieve the organizational mission and objectives.” Now, there can be
many ways in which a leader leads the follower, which in business terms is defined as
leadership style. The leadership styles are adopted by leaders according to the values they
believe in. There has been an extensive debate on whether the leadership style has an impact
on employees in terms of their performance, and their own job satisfaction or not. This research
will identity the relationship between leadership style and employee job satisfaction through
extensive research on the already published literature on this topic.

A critical review of different leadership styles by Khan (2016) explains various style of
leadership that are usually adopted by leaders. The autocratic style is one of the most
discouraging of all the other styles where the leader does not consult the subordinates for any
decision, rather dictates the orders and all kinds of power is just in the hands of the leader. Eric
Gill (2015) explains it as “Autocratic leaders usually thinks of themselves as automobile
engines that drive people under their command, whether it’s a mayor of a large city, company
CEO or an agency director.” Another kind of leadership style is democratic style which
constantly works on involving employees in the organizational decisions and encourages and
values the inputs of their employees, defines certain goals for them and the power is not in the
hands of a single person. Laissez-faire style is another leadership style which is defined by
Khan (2016) in which complete liberty is provided to the employees themselves, they are
responsible for their solving their problems in their own ways, leading own way and deciding
what is best for their own growth as well as the organizational growth. Another style is
bureaucratic style in which everything is done according to the procedures and policies and a
set of defined rules are followed by the employees to work in a certain environment. According
to their own study conducted on various styles of leadership, they concluded that all the styles,
Laissez-faire was found to be least productive, while the other styles worked differently in
different situations. Thus, there is not just leadership style that can be labelled as most effective.

Job satisfaction as defined by Oshagbemi (2000) is that state of individual where the person is
in a positive emotional state due to the factors resulting from positive job experiences. A study
conducted in South Africa by Schulze (2007) to study the factors that influence the job
satisfaction of academics in higher education concludes that job satisfaction iss directly and
positively related to physical conditions, support and other benefits that are offered by the
institution. This also includes support from higher authority or the leadership.

Herberg et al. (1960) introduced a model to explain the concept of job satisfaction and found
the factors that can be affect it. He explained that hygiene factors cannot be the reason of
satisfaction but it can contract the effects of dissatisfactions, however, the motivational factors
are somewhat responsible for job satisfaction and motivation can have effects that last longer
than imaginable. But it is somewhat imperative to have both factors because the absence of
hygiene factors can increase the chances of employees having job dissatisfaction.

Oshagbemi (2000) states that job satisfaction is related to the physical and emotional stability
of an individual and must be taken into account very seriously by individuals in all fields. He
further draws an interesting comparison of how employee job dissatisfaction can lead to other
issues like deteriorating job performance, absenteeism and disinterest in the matters of the
organization, while on the other hand employee job satisfaction can lead to innovation in
various departments, nurturing of an environment that encourages and motivates employees to
constantly learn through their work. He thus draws a clear picture of how job satisfaction
among employees can change the whole atmosphere of an organization.

Chandrasekar (2012) wrote about how organizations in today’s world should focus on
creating such a work environment that encourages workers to work in a more productive way
that increases profits and enhances their ability and will to work and contribute towards the
company. He further emphasized on the fact that the kind of interaction that takes place
between the people working in an organization have a very important role to play in such
situation as such connections contributes towards job satisfaction even more than monetary
incentives. The human interactions that he talks about also include the interaction between the
leader and the subordinates, which sheds a light over the fact that the way a leader interacts
with employees plays a pivotal role in determining the level of employee job satisfaction.
A study conducted by Taylor (1999) to find out the principles that could be major influence
on productivity in the workplace. These principles included how the job is designed, how the
employees are selected and then trained, how the employees work closely with one another and
have proper task division in the workplace and what is the quality of leadership present for
these employee productivity and then lead to employee job satisfaction and satisfactory
performance. Taylor identified that these have a direct relationship with each other.

Fleishman (1974) talked about how these are two basic principles of leadership behaviour,
including defining structures and considerations; defining structures includes organizing the
relationships between different groups of people working within an organization and how
people communicate within the workplace, and consideration includes the level of trust,
honesty and respect that is present between the leader and followers . He also identified that a
proper balance of this relationship involves a certain level of tolerance which should come from
both ways.

In contrast to that, the studies conducted also found out that less strong leadership resulted in
bad performance from the employees and eventually dissatisfaction from the job both employer
and the employee. A study conducted by HR Focus (HR Zeroes in on productivity, 2005)
suggests that better communications result in better work performance, since the impact of
human connections go along way and if employees feel that they can communicate in free
space and are connected to their leaders in a personal manner it effects their attitude towards
their work and their performance as well. And ineffective and distorted planning or designing
of work and management is result of poor leadership, so leadership plays an important role in
all aspects of the job as well as the relationships of people within job (Pomeroy, 2006).

The importance of leadership roles in workplace is also stressed upon by Peters and
Waterman (1983) in their book called, in search of excellence, in which they identified the
role of leadership on the success of the organization. They found out that the factors
contributing towards success are almost always seen in a strong leader and that strong leader
always leads the organization in the right direction. They expressed their concerns in their book
and identified that a successful leader is the one who involves their employees in everything,
which can also be called as encouraging behaviour depicted by the leadership.

Creech (1995) in his book about TQM also supports the idea of the kind of leadership that
involves the employees in the changes happening within the organization. He identified this
kind of behaviour as encouraging to the employees as they then feel that they some important
role to play in the organization and thus are more satisfied with their jobs.

Schwartz (1988) in his study found out that the leaders that follow democratic style can
observe their workers to express high level of submissiveness while an autocratic environment
results in workers being angry, depressed and exasperated. He also found out that democratic
leader make sure that they involve all the members of the team in discussions related to the
organization and make sure that their voices are heard and their opinions are valued in an
organization. In contrast to that, autocratic leadership discourages that and only works under
the influence and power of one person i.e. leader.

Nwankwo (2002) and Enoch (2000) defines autocratic leadership style as the one where the
work is given priority over human values and workers are not given any kind of importance at
all. The leader himself is responsible for all the decisions and orders are pushed towards the
employees even against their will. They concluded that under such conditions there can be seen
that employee job performance deteriorates as well as their satisfaction with the job.

A study conducted by Akor (2015) to analyze the effect of autocratic leadership style on job
performance of academic librarians in Nigeria and it was seen that the autocratic leadership
style adopted by them did not have any effect on job performance and their performance was
somewhat on a low level than the ones that were following democratic leadership style.

Leadership might have less influence on job satisfaction of employees working in any
organization, whether in teams or individually. But leadership does have an impact on how the
employees work and the support of supervisors can have a huge impact on the performance of
employees in any job and eventually affect the satisfaction that the employees associate with
the job. So leadership is definitely considered constructive for the continuous development and
improvement of the employees (Bass, 1998). Leadership style and its impact is also included
in the main factors behind the satisfaction of a team (Campion et al., 1994).

A research conducted by Fernandez(2009) to examine the effects of leadership behaviour on

various aspects of the job found that task-oriented behaviour is directly related to job
performance and but this kind of job is not related to job satisfaction. According to the study,
task-oriented leaders tends to behave in a very authoritarian manner where they are the ones in
power thus the employees may perceive them as directive, which results in a decreasing
employee morale and job satisfaction. When observing relations-oriented leadership, it was
found out that such kind of leadership affects the performance of employees in a very positive
way due to positive and open communication between the leaders and followers which gives
the employees freedom to perform in and voice their opinions and ideas. All such motivational
factors lead to job satisfaction. It can be observed that leaders today encourage innovation and
creativity in work, thus the results of development-oriented behaviour showed that it was
directly related to job performance and thus refined the work of the employees and resulted in
the achievement of employee job satisfaction.

A study conducted by Biswas (2013) was designed to study the aspects that affect the
psychological climate of an organization. These aspects also included the kind of leadership
that is present and in this case transformational leadership was taken into account during the
study. The study concluded that the overall climate that the employee works in is affected by
the kind of interaction the between the supervisor and the subordinates. This speaks so much
about the kind of leadership style that the leader adopts. So this shows that if there is sufficient
communication between the members working in an organization, the employees feel that they
are working in a relaxed psychological environment and thus affects whether the employee is
satisfied with the job or not.

A research was conducted by Yang and Kassekert (2011) to find out the implications of
management reforms on job satisfaction. The study was mainly done on government
departments and the results concluded that such institutions in the government should prioritize
and focus on people to people interactions and communications and monitor such connections
so that they know the workplace attitudes of their employees. Values like trust, honesty,
innovative cultures, performance appraisal and effective leadership effect the way the
employees feel about their job. Such attitudes affect the performance of employees in a certain
organization and all these factors then lead to employees being satisfied with their jobs. Similar
concepts can be applied to other institutions, departments and various organizations working
to ensure that employees are satisfied with their job.

When the workers put their complete trust in their leadership, they seem to bring out positive
impact on their work as they then start working with even greater motivation and dedication
and thus eventually became even more committed to their job and achieve satisfaction with
their jobs (Brockner et al. 1997; Davis et al. 2000). It is also argued that when people are
satisfied with their leadership and have complete trust in them, then they are more acceptable
towards the appraisal or performance-based evaluation system that the organization wants them
to follow. This is because then the employees are completely committed towards their jobs.
Various researchers have shown over the years that Charismatic leadership results in various
outcomes including improved job performance, elevated morals, and eventually employee’s
satisfaction with the job. Erez at al. (2008) that the charisma of the leader is positively related
to the positive performance of the followers. It was also found out that their followers were
more happy and satisfied with their job and environment than the followers of non charismatic
leaders. If we see the logical reasoning behind this, it can be argued that it is due to the fact that
charismatic provide the followers with goals and visions and tasks that are meaningful and
inspiring. The goals provided by them are challenging and motivational and when the
employees feel that their taks are meaningful, they tend to be satisfied with their jobs and are
thus happier to work under such leadership.

A study conducted by Jiang (2015) to study the relationship between different leadership styles
and the success of the project. The findings were very insightful as they revealed that leadership
style do not effect the project’s success and a positive leadership style goes a long way in the
success of the project as well as the performance of the workers. Appropriate

leadership affects the project in such a way that a leader can influence the workers to work in
a team and ensure coherence with the project attributes. The team work will then result in the
success of the project. The effect of the correct type of leadership may not have a direct link
with the project’s success but it does contribute towards it in a positive way. And any project
success leads to employees in believing in themselves and being highly satisfied with their job
under a correct leadership.

In a study conducted by Griffin, Peterson and West (2001) to determine the relationship
between job satisfaction and team work and the role of supervisor’s support, it was found out
that for most of the companies that were observed during this research, job satisfaction had a
direct and positive link with team work and team work has in most cases a positive impact on
employee’s performance and thus eventually effects the satisfaction that the employees
associate with that job. Also, if less teams were present in an organization it was perceived as
weak supervisor’s support. Thus supervisor’s support is somewhat linked with effective
working on teams and which eventually leads to job satisfaction in the minds of the employees.
So this study also concludes that leadership’s support plays a vital role or central role in the
functioning of teams and has a direct link with job satisfaction. Thus, in terms of job redesign
strategies, most of the organizations consider the role of supervisor’s support, which may or
may not have an effect on team work but definitely has a positive and direct impact on
employee’s job satisfaction.

RESEARCH METHODOLOGY
The methodology followed for collecting the study includes the specification of research
design, sample design, questionnaire design, data collection and statistical tools used for
analyzing the collected data.

4.1 Research design

The research design used for this study is of the descriptive type. Descriptive research studies
are those studies which are concerned with describing the characteristics of a particular
individual or a group.

4.2 Sample size & Area

The sample size consisting of 37 respondents were selected for study. HDFC Bank Limited
, Sunrise building, main chowk, Pehowa

4.3 Sampling design:

Since it is difficult to contact the entire population, sampling technique was adopted. The
employees were interviewed using convenience sampling techniques.

4.4 Questionnaire design:

Questionnaire was designed in consultation with the experts of HDFC Bank Limited in such a
manner that it would facilitate the respondents to reveal maximum information.

4.5 Data collection

There are two main sources of data

1. Primary data
2. Secondary data

Primary Data : Primary data is gathered through a survey with the help of questionnaire. The
questionnaire has 25 questions excluding marital status, age, factor. A five point scale was used
such as strongly disagree, disagree, neutral, agree and strongly agree.

Secondary Data : It consists of information that already exists somewhere and has been
collected for some specific purpose in the study. Secondary data sources includes:

 Books
 Various websites

4.6 OBJECTIVES OF THE STUDY

1. To study the job satisfaction of employees in HDFC Bank.

2. To find out whether experience have an effect on job factors.
 3. To observe the working environment.
4. To find out the reasons why the employees feel dissatisfied.
5. To suggest measures to improve the satisfaction level of employees.
6. To examine the provisions of growth and opportunities.
7. To know the kind of relationship between superiors and subordinates.

4.7 LIMITATIONS
Identifying the employee satisfaction level in any company is not possible without certain
hindrances and limitations due to variation in satisfaction at different levels of employees
within the organization. Certain hindrances and limitations that were being faced during the
project are as follows.

TIME:- There was lack of time on the part of respondents as the employees have a busy
schedule and well defined job profile. They can’t afford to miss out their own job
responsibilities and perform other works.

AUTHENTICITY OF FEEDBACK:- Most of the study was based on the feedback from the
employees which we got in the form fill questionnaire. The responses of the employees may
be biased as observed.

e.g- The questions whose possible response would have been disagree or strongly disagree, the
employee opted for making the indifferent option.

ATTITUDE AND BEHAVIOUR:- Whole of the analysis is based on the feedback of the
employees through the medium of filled questionnaire and it was based on their personal
perception and attitudes which may vary from individual to individual.
Through all efforts have been made to include all areas related to employee satisfaction to be
covered in the project work, but some issues may have been missed.

LIMITED KNOWLEDGE:- Through all efforts have been made to include all areas related
to employee satisfaction to be covered in the project work but some issues may have been
missed as the knowledge level of a student and an employee may differ to a large extent.
These limitations were faced as they were an integral part of the research however they did not
affect the quality and parameter of the finding.
DATA ANALYSIS AND INTERPRETATION

Table No: 1
Working hours are convenient for me
 Frequency Percent
Strongly agree 34 34
Agree 32 32
Neither agree nor disagree 18 18
Disagree 13 13
Strongly Disagree 3 3
Total 100 100

Chart no. 1

100
Strongly agree
80 Agree
60 Neither agree nor disagree
Disagree
40
Strongly disagree
20
Total
0
Frequency

Interpretation:
From the above chart and table it is clearly evident that 34% of the respondents strongly agree
that working hours are convenient from them and 32% agree with that and 18% neither agree
nor disagree and 13% disagree with the working hours and 3% are strongly against working
hours.

Table NO: 2
I’m happy with my work place
Frequency Percent
Strongly agree 30 30
Agree 39 39
 Neither agree nor disagree 18 18
Disagree 8 8
Strongly Disagree 5 5
Total 100 100

Chart No: 2

100
Strongly agree
80 Agree
60 Neither agree nor disagree
Disagree
40
Strongly disagree
20
Total
0
Frequency

Interpretations:
From the above table it is clear that 30% respondents strongly agree and 39% respondents agree
that they are happy with their work place only 13% disagreed and 18% have no idea towards
their work place.

Table NO: 3
I feel I have too much work to do
Frequency Percent
Strongly agree 7 7
Agree 39 39
Neither agree nor disagree 25 25
Disagree 37 37
 Strongly Disagree 22 22
Total 100 100

Chart No: 3

100
Strongly agree
80 Agree
60 Neither agree nor disagree
Disagree
40
Strongly disagree
20
Total
0
Frequency

Interpretation:

From the above table it is quite clear that the work load is not high, 37% of the respondents
disagreed with the question “ I feel I have too much work” and another 22% strongly disagree,
18% admits they have too much work and 23% have no idea towards this question.

Table NO: 4
Safety measures provided by the company
Frequency Percent
Strongly agree 28 28
Agree 31 31
Neither agree nor disagree 24 24
Disagree 11 11
 Strongly Disagree 6 6
Total 100 100

Chart No: 4

100
Strongly agree
80 Agree
60 Neither agree nor disagree
Disagree
40
Strongly disagree
20
Total
0
Frequency

Interpretations:
From the above table it is evident that the safety measures provided by the organizations are
good as 28% and 31% of the respondents agree with that and only 11&6% disagreed and 24%
neither agreed nor disagreed.

Table NO: 5
My relationship with my supervisor is cordial
Frequency Percent
Strongly agree 30 30
Agree 41 41
Neither agree nor disagree 16 161
Disagree 6 6
Strongly Disagree 7 7
 Total 100 100

Chart No: 5

100
Strongly agree
80 Agree
60 Neither agree nor disagree
Disagree
40
Strongly disagree
20
Total
0
Frequency

Interpretations:
From the above table it is clear that relationship between employees and their supervisors are
cordial because 30% of respondents strongly agreed to it and 41% agreed to it and only 13%
disagreed and 16% of respondents have neither agreed nor disagreed.

Table NO: 6
My supervisor is not partial
Frequency Percent
Strongly agree 18 18
Agree 30 30
Neither agree nor disagree 15 15
Disagree 19 19
Strongly Disagree 18 18
Total 100 100
Chart No: 6

100
Strongly agree
80 Agree
60 Neither agree nor disagree
Disagree
40
Strongly disagree
20
Total
0
Frequency

Interpretations:
From the above table it is evident that the supervisor are not partial to the employees as 18%
strongly agreed and 30% agreed to the question but disagreed and 18% strongly disagreed this
level is quite high compared to other questions.

Table NO: 7
My supervisor considers my idea too while taking decision
Frequency Percent
Strongly agree 26 26
Agree 43 43
Neither agree nor disagree 26 26
Disagree 2 2
Strongly Disagree 3 3
Total 100 100
Chart No: 7

100
Strongly agree
80 Agree
60 Neither agree nor disagree
Disagree
40
Strongly disagree
20
Total
0
Frequency

Interpretations:
From the above table it is clear that 26% and 42% of the respondents agree that supervisors
consider their employees ideas also and only 5% disagreed and 26% neither agreed nor
disagreed.

Table NO: 8
I’m satisfied with the support from my co-workers
Frequency Percent
Strongly agree 21 21
Agree 47 47
Neither agree nor disagree 16 16
Disagree 9 9
Strongly Disagree 7 7
Total 100 100
Chart No: 8

100
Strongly agree
80 Agree
60 Neither agree nor disagree
Disagree
40
Strongly disagree
20
Total
0
Frequency

Interpretations:
From the above table it is clear that relation with co-workers is quite good as nearly 68% of the
respondents agree that they are satisfied with support from co-workers and only 15% disagreed
and 16% have no answer to this.

Table No: 9
People here have concern from one another and tend to help one another

Frequency Percent
Strongly agree 26 26
Agree 41 41
Neither agree nor disagree 19 19
Disagree 37 37
Strongly Disagree 5 5
 Total 100 100

Chart No: 9

100
Strongly agree
80 Agree
60 Neither agree nor disagree
Disagree
40
Strongly disagree
20
Total
0
Frequency

Interpretations:
From the above table it is clear that in this organization people have concern over each other
as 26% strongly agreed and 41% agreed and only 14% disagreed and 19% neither agreed nor
disagreed.

Table NO: 10
I’m satisfied with the refreshment facilities.
Frequency Percent
Strongly agree 9 9
Agree 20 20
Neither agree nor disagree 30 30
Disagree 26 26
Strongly Disagree 15 15
Total 100 100
Chart No: 10

100
Strongly agree
80 Agree
60 Neither agree nor disagree
Disagree
40
Strongly disagree
20
Total
0
Frequency

Interpretations
From the above table it is clear that the employees are not satisfied with the refreshment
facilities offered by the company as 26% of respondents disagreed and 15% strongly disagreed
and 30% neither agreed nor disagreed and only 29% agreed.

Table NO: 11
We are provided with the rest and lunch room and they are good

Frequency Percent
Strongly agree 8 8
Agree 16 16
Neither agree nor disagree 22 22
Disagree 34 34
Strongly Disagree 20 20
Total 100 100
Chart No: 11

100
Strongly agree
80 Agree
60 Neither agree nor disagree
Disagree
40
Strongly disagree
20
Total
0
Frequency

Interpretations:
From the above table it is quite evident that 24% strongly disagreed and 30% of the respondents
disagreed and 22% neither agreed nor disagreed and only 24% of the respondents are satisfied
with the rest and lunch room provided.

Table NO: 12
The parking space for our vehicles are satisfactory
Frequency Percent
Strongly agree 4 4
Agree 9 9
Neither agree nor disagree 24 24
Disagree 32 32
Strongly Disagree 31 31
Total 100 100
Chart No: 12

100
Strongly agree
80
Agree
60 Neither agree nor disagree
Disagree
40
Strongly disagree
20
Total
0
Frequency

Interpretations:
From the above table it is clear that respondents are not satisfied with the parking facilities
provided by the company as 31% of respondents strongly disagreed and 32% of respondents
disagreed and only 13% of respondents are satisfied with the parking facilities and 24% have
neither agreed nor disagreed.

Table NO: 13
I fell I’m paid a fair amount for the work i do

Frequency Percent
Strongly agree 15 15
Agree 39 39
Neither agree nor disagree 25 25
Disagree 13 13
 Strongly Disagree 8 8
Total 100 100

Chart No: 13

Strongly agree

100 Agree
80
Neither agree nor
60 disagree
Disagree
40
Strongly disagree
20

0 Total
Frequency

Interpretations
From the above table it is evident that the respondents are satisfied with their salary as 39%
agree and 15% strongly agree. Only 13% disagree and 8% strongly disagree, 25% neither agree
nor disagree.

Table NO: 14
I’m satisfied with the chances for any promotion

Frequency Percent
Strongly agree 27 27
Agree 43 43
Neither agree nor disagree 13 13
Disagree 9 9
Strongly Disagree 8 8
Total 100 100
Chart No: 14

100

80 Strongly agree
Agree
60
Neither agree nor disagree
40 Disagree
Strongly disagree
20
Total
0
Frequency

Interpretations:
From the above table it is quite clear that employees are satisfied with their chances for
promotion as 43% agree and 27% strongly agree. Only 9% disagree and 8% strongly disagree,
13% neither agree nor disagree.

Table NO: 15
The salary we receive are good as other organizations offer pay to their employees

Frequency Percent
Strongly agree 27 27
Agree 37 37
Neither agree nor disagree 26 26
Disagree 6 6
Strongly Disagree 4 4
 Total 100 100

Chart No: 15

100 Strongly agree

80 Agree

60 Neither agree nor disagree

40 Disagree
Strongly disagree
20
Total
0
Frequency

Interpretations:

From the above table it is quite clear that the salary in this organization is at par to the industry
as 37% agree and 27 % strongly agree. Only 6% disagree and 4% strongly disagree, 26%
neither agree nor disagree.

Table NO: 16
I’m satisfied with the allowances provided by the organization

Frequency Percent
Strongly agree 19 19
Agree 42 42
Neither agree nor disagree 21 21
Disagree 11 11
 Strongly Disagree 7 7
Total 100 100

Chart No: 16

100
Strongly agree
80
Agree
60 Neither agree nor disagree
Disagree
40
Strongly disagree
20 Total
0
Frequency

Interpretations:
From the above table it is quite clear that the employees are satisfied with the allowances and
other benefits provided by the organization as 42% agree and 19% strongly agree. Only 11%
disagree and 7% strongly disagree, 21% neither agree nor disagree.

Table NO: 17
I feel my boss motivate me to achieve the organization goals

Frequency Percent
Strongly agree 11 11
Agree 33 33
 Neither agree nor disagree 25 25
Disagree 22 22
Strongly Disagree 9 9
Total 100 100

Chart No: 17

100
Strongly agree
80
Agree
60 Neither agree nor disagree
Disagree
40
Strongly disagree
20 Total

0
Freqency

Interpretations:

From the above table it is evident that employees boss are motivating to achieve organizational
goals as 33% agree and 11% strongly agree, 22% disagree this is quite high compared to other
factors and 9% strongly disagree and 25% neither agree nor disagree.

Table NO: 18
My supervisor motivates me to increase my efficiency at times when I’m not
Frequency Percent
Strongly agree 18 18
Agree 44 44
Neither agree nor disagree 18 18
 Disagree 13 13
Strongly Disagree 7 7
Total 100 100

Chart No: 18

Strongly agree
100
Agree
80
Neither agree nor
60 disagree
Disagree
40 Strongly disagree

20 Total

0
Freuency

Interpretations:
From the above table it is evident that employees boss are motivates the employee when he is
unproductive and help him to be productive as 44% agree and 18% strongly agree. Only 7%
strongly disagree and 7% disagree, 18% neither agree nor disagree.

Table NO: 19
Overall I’m satisfied with my job
Frequency Percent
Strongly agree 21 21
Agree 33 33
Neither agree nor disagree 25 25
 Disagree 15 15
Strongly Disagree 6 6
Total 100 100

Chart No: 19

100 Stronly agree

80 Agree

60 Neither agree nor disagree

Disagree
40
Strongly disagree
20
Total
0
Frequency

Interpretations:
From the above table it is evident that overall satisfactions of the respondents are good as 33%
agree and 21% strongly agree. Only 6% strongly disagree and 15% disagree and 25% neither
agree nor disagree.

6.1 FINDINGS

 The employees are satisfied with the environment of the workplace.

 Most of the employees are satisfied with the co-ordination and teamwork within their
as well as other departments.
  Employees feel there is healthy superior-subordinate relationship within the
organization.
 Employees are not much satisfied with the company’s welfare programs.
 Most of the employees say that the management is flexible towards the employees.
 Employees are satisfied with the training and development programs organized by
company.
 Most of the employees are happy with their job and job profile.
 A greater percentage of employees are not satisfied with compensations, increments
and promotions given by the company
 Mostly the employees are satisfied with the benefits and facilities provided by the
company expect transportation facility.
 Half of the percentage of employees would recommend others to the company.

6.2 SUGGESTIONS

 Company needs to revise the pay scale of the employees.

 Timely and adequate increments should be there for the employees.
 Employee involvement should be encouraged.
 Training and development programs need to be paid more attention.
 There is a need to pay proper attention towards the employee welfare programs.
 Employee motivation should be encouraged.
 Work hours should be clearly defined.
 Organizations should provide better leave facilities.

6.3 CONCLUSION
As we know that human resource are the biggest assets of any organization so relying upon
this criterion we can say that their satisfaction towards their job is very important, as if they are
satisfied they will work to do best of their ability which will contribute towards the profitability
of the organization and better productivity. Hence, every organization should always make sure
that their employees are satisfied. If their employees are not satisfied with the organization then
necessary steps should be taken to make them satisfied because it will ultimately lead to
improvement in their work which will then contribute towards the success of organization.
From the result of the survey, we found that more than 50% of the employees are satisfied with
the company. There are certain areas which are very good and employees are satisfied by those
areas like work culture, work environment, relationship of the employees with the management
but in certain areas the company needs improvement such as welfare facilities, training
development programs, salary structure, transport facilities and infrastructure etc.

Through the management of HDFC Bank Limited is continuously talking measures to improve
the satisfaction level of the employees but still the satisfaction level of employees is not up to
the mark so there is a scope of improvement.

BIBLIOGRAPHY

 www.hdfcbank.com
 www.google.com
 www.scribd.com
 www.sharetermpapers.com
  www.bbaguys.com

Questionnaire
Dear respondents,

I am an BBA student, I want to get some information for the fulfilment of my project
report. You are assured that the data being filled by you regarding yours views on your working
with the organisation, will remain confidential and will not be shared with anyone. This is only
for my project purpose. Further I don’t require your name, designation, experience or
department etc, so that the questionnaire is filled in true spirit.

“A study of Job Satisfaction Of Employees in

HDFC BANK LIMITED”

1. Name: …………………………………………
2. Age: …………………………..
3. Gender: Male/ Female
4. Education Qualification:
A) Under graduation, B) Post- graduation
5. Marital Status:
A) Married B) unmarried
6. Years of experience:
A) Less than 1 yrs. B)1-2 yrs. C) 2-3 yrs. D) Above 4yrs

Instructions :-
Rate the following factors on a scale ranging from 1-5. Tick the response you feel most
appropriate. Your free and frank response will be appreciated.

Here 1 = strongly agree

2 = agree
3 = indifferent
4 = disagree
5 = strongly disagree

Please avoid option 3 unless it is very genuine.

Work environment and nature of work

S.NO. Particular 1 2 3 4 5

1 Working hours are convenient for me

2 I’m happy with my work place

3 The lightning and other arrangements in

 the office are satisfactory

4 I feel I have too much work to do

5 I’m satisfied with the safety measures

provided by my company

Relationship with supervisors and colleagues

S.NO. Particular 1 2 3 4 5

6 My relationship with my supervisor is

Cordial

7 My supervisor is not partial

8 My supervisor considers my ideas too

While making decision

9 I’m satisfied with the support from my

Co-workers

10 People here have concern for one another

And tend to help one another

Welfare Facilities

S.NO. Particular 1 2 3 4 5 11
I’m satisfied with the refreshment facilities

12 We are provided with the rest and lunch

Room and they are good

13 The parking facilities provided for our

vehicles are satisfactory

Pay and promotion

S.NO. Particular 1 2 3 4 5

14 I feel I’m being paid a fair amount for the

 work I do

15 I’m satisfied with my chances promotion

16 The salaries we receive are good as other

organizations pay to their employees

17 I’m satisfied with the allowances provided

by my organization

Communication and motivation

S.NO. Particular 1 2 3 4 5

18 I feel that my boss motivate me to achieve

the organization goal

19 My supervisor motivates me to increase my

Efficiency at times when I’m not productive

Job factor

S.NO. Particular 1 2 3 4 5

20 Overall, I’m satisfied with my job