Job satisfaction sbi

A STUDY ON JOB SATISFACTION AMONG THE SUKUMAR M.Com., M.Phil., PGDCA.,
EMPLOYEES OF STATE BANK OF INDIA IN COIMBATORE CITY COIMBATORE, TAMILNADU, INDIA
CHAPTER - I
INTRODUCTION ABOUT THE STUDY
JOB SATISFACTION
Definitions:
“Job satisfaction does not seem to reduce absence, turnover and perhaps
accident rates”.
-Robert L. Kahn
“Job satisfaction is a general attitude towards one’s job: the difference
between the amount of reward workers receive and the amount they believe
they should receive.”
-P. Robbins
Job satisfaction defines as “The amount of over all positive affect (or
feeling) that individuals have toward their jobs.”
-Hugh J. Arnold and Daniel C.
Feldman
“Job satisfaction is the amount of pleasure or contentment associated with a job.
If you like your job intensely, you will experience high job satisfaction. If you
dislike your job intensely, you will experience job dissatisfaction.”
By
Andrew J DuBrins,
The practice of supervision,
New Delhi
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Human life has become very complex and completed in now-a-days. In
modern society the needs and requirements of the people are ever increasing
and ever changing. When the people are ever increasing and ever changing,
when the peoples needs are not fulfilled they become dissatisfied. Dissatisfied
people are likely to contribute very little for any purpose. Job satisfaction of
industrial workers us very important for the industry to function successfully.
Apart from managerial and technical aspects, employers can be considered as
backbone of any industrial development. To utilize their contribution they
should be provided with good working conditions to boost their job satisfaction.
Any business cab achieve success and peace only when the problem of
satisfaction and dissatisfaction of workers are felt understood and solved,
problem of efficiency absenteeism labour turnover require a social skill of
understanding human problems and dealing with them scientific investigation
serves the purpose to solve the human problems in the industry.
a) Pay.
b) The work itself.
c) Promotion
d) The work group.
e) Working condition.
f) Supervision.
PAY
Wages do play a significant role in determining of satisfaction. Pay is
instrumental in fulfilling so many needs. Money facilities the obtaining of food,
shelter, and clothing and provides the means to enjoy valued leisure interest
outside of work. More over, pay can serve as symbol of achievement and a
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source of recognition. Employees often see pay as a reflection of organization.
Fringe benefits have not been found to have strong influence on job satisfaction
as direct wages.
THE WORK ITSELF
Along with pay, the content of the work itself plays a very major role in
determining how satisfied employees are with their jobs. By and large, workers
want jobs that are challenging; they do want to be doing mindless jobs day after
day. The two most important aspect of the work itself that influence job
satisfaction are variety and control over work methods and work place.
In general, job with a moderate amount of variety produce the most job
satisfaction. Jobs with too little variety cause workers to feel bored and fatigue.
Jobs with too much variety and stimulation cause workers to feel
psychologically stressed and ‘burnout’.
PROMOTION
Promotional opportunities have a moderate impact on job satisfaction. A
promotion to a higher level in an organization typically involves positive
changes I supervision, job content and pay. Jobs that are at the higher level of
an organization usually provide workers with more freedom, more challenging
work assignments and high salary.
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SUPERVISION
Two dimensions of supervisor style:
1. Employee centered or consideration supervisors who establish a
supportive personal relationship with subordinates and take a personal
interest in them.
2. The other dimension of supervisory style influence participation in
decision making, employee who participates in decision that affect their
job, display a much higher level of satisfaction with supervisor an the
overall work situation.
WORK GROUP
Having friendly and co-operative co-workers is a modest source of job
satisfaction to individual employees. The working groups also serve as a social
support system of employees. People often used their co-workers as sounding
board for their problem of as a source of comfort.
WORK CONDITION
The employees desire good working condition because they lead to
greater physical comfort. The working conditions are important to employees
because they can influence life outside of work. If people are require to work
long hours and / or overtime, they will have very little felt for their families,
friends and recreation outside work.
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Determinants of job satisfaction:
While analyzing the various determinants of job satisfaction, we have to
keep in mind that: all individuals do no derive the same degree of satisfaction
though they perform the same job in the same job environment and at the same
time. Therefore, it appears that besides the nature of job and job environment,
there are individual variables which affect job satisfaction. Thus, all those
factors which provide a fit among individual variables, nature of job, and
situational variables determine the degree of job satisfaction. Let us see what
these factors are.
Individual factors:
Individuals have certain expectations from their jobs. If their expectations
are met from the jobs, they feel satisfied. These expectations are based on an
individual’s level of education, age and other factors.
Level of education: Level of education of an individual is a factor which
determines the degree of job satisfaction. For example, several studies have
found negative correlation between the level of education, particularly higher
level of education, and job satisfaction. The possible reason for this
phenomenon may be that highly educated persons have very high expectations
from their jobs which remain unsatisfied. In their case, Peter’s principle which
suggests that every individual tries to reach his level of incompetence, applies
more quickly.
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Age: Individuals experience different degree of job satisfaction at different
stages of their life. Job satisfaction is high at the initial stage, gets gradually
reduced, starts rising upto certain stage, and finally dips to a low degree.
The possible reasons for this phenomenon are like this.
When individuals join an organization, they may have some unrealistic
assumptions about what they are going to drive from their work. These
assumptions make them more satisfied. However, when these assumptions fall
short of reality, job satisfaction goes down. It starts rising again as the people
start to assess the jobs in right perspective and correct their assumptions. At the
last, particularly at the fag end of the career, job satisfaction goes down because
of fear of retirement and future outcome.
Other factors: Besides the above two factors, there are other individual factors
which affect job satisfaction. If an individual does not have favourable social
and family life, he may not feel happy at the workplace. Similarly, other
personal problems associated with him may affect his level of job satisfaction.
Personal problems associated with him may affect his level of job satisfaction.
Nature of job:
Nature of job determines job satisfaction which is in the form of
occupation level and job content.
Occupation level: Higher level jobs provide more satisfaction as compared to
lower levels. This happens because high level jobs carry prestige and status in
the society which itself becomes source of satisfaction for the job holders. For
example, professionals derive more satisfaction as compared to salaried people:
factory workers are least satisfied.
Job content: Job content refers to the intrinsic value of the job which depends
on the requirement of skills for performing it, and the degree of responsibility
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and growth it offers. A higher content of these factors provides higher
satisfaction. For example, a routine and repetitive lesser satisfaction; the degree
of satisfaction progressively increases in job rotation, job enlargement, and job
enrichment.
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Situational variables:
Situational variables related to job satisfaction lie in organizational
context – formal and informal. Formal organization emerges out of the
interaction of individuals in the organization. Some of the important factors
which affect job important factors which affect job satisfaction are given below:
1. Working conditions: Working conditions, particularly physical work
environment, like conditions of workplace and associated facilities for
performing the job determine job satisfaction. These work in two ways.
First, these provide means job performance. Second, provision of these
conditions affects the individual’s perception about the organization. If
these factors are favourable, individuals experience higher level of job
satisfaction.
2. Supervision: The type of supervision affects job satisfaction as in each
type of supervision; the degree of importance attached to individuals
varies. In employee-oriented supervision, there is more concern for
people which is perceived favourably by them and provides them more
satisfaction. In job oriented supervision, there is more emphasis on the
performance of the job and people become secondary. This situation
decreases job satisfaction.
3. Equitable rewards: The type of linkage that is provided between job
performance and rewards determines the degree of job satisfaction. If the
reward is perceived to be based on the job performance and equitable, it
offers higher satisfaction. If the reward is perceived to be based on
considerations other than the job performance, it affects job satisfaction
adversely.
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4. Opportunity: It is true that individuals seek satisfaction in their jobs in the
context of job nature and work environment by they also attach
importance to opportunities for promotion that these job offer. If the
present job offers opportunity of promotion is lacking, it reduces
satisfaction.
5. Work group: Individuals work in group either created formally of they
develop on their own to seek emotional satisfaction at the workplace. To
the extent such groups are cohesive; the degree of satisfaction is high. If
the group is not cohesive, job satisfaction is low. In a cohesive group,
people derive satisfaction out of their interpersonal interaction and
workplace becomes satisfying leading to job satisfaction.
Effect of Job Satisfaction
Job satisfaction has a variety of effects. These effects may be seen in the
context of an individual’s physical and mental health, productivity, absenteeism,
and turnover.
Physical and Mental Health:
The degree of job satisfaction affects an individual’s physical and mental
health. Since job satisfaction is a type of mental feeling, its favourableness or
unfavourablesness affects the individual psychologically which ultimately
affects his physical health. For example, Lawler has pointed out that drug abuse,
alcoholism and mental and physical health result from psychologically harmful
jobs. Further, since a job is an important part of life, job satisfaction influences
general life satisfaction. The result is that there is spillover effect which occurs
in both directions between job and life satisfaction.
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Productivity:
There are two views about the relationship between job satisfaction and
productivity:
1. A happy worker is a productive worker,
2. A happy worker is not necessarily a productive worker.
The first view establishes a direct cause-effect relationship between job
satisfaction and productivity; when job satisfaction increases, productivity
increases; when satisfaction decreases, productivity decreases. The basic logic
behind this is that a happy worker will put more efforts for job performance.
However, this may not be true in all cases. For example, a worker having low
expectations from his jobs may feel satisfied but he may not put his efforts more
vigorously because of his low expectations from the job. Therefore, this view
does not explain fully the complex relationship between job satisfaction and
productivity.
The another view: That is a satisfied worker is not necessarily a productive
worker explains the relationship between job satisfaction and productivity.
Various research studies also support this view. This relationship may be
explained in terms of the operation of two factors: effect of job performance on
satisfaction and organizational expectations from individuals for job
performance.
1. Job performance leads to job satisfaction and not the other way round.
The basic factor for this phenomenon is the rewards (a source of
satisfaction) attached with performance. There are two types of rewards-
intrinsic and extrinsic. The intrinsic reward stems from the job itself
which may be in the form of growth potential, challenging job, etc. The
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satisfaction on such a type of reward may help to increase productivity.
The extrinsic reward is subject to control by management such as salary,
bonus, etc. Any increase in these factors does not hep to increase
productivity though these factors increase job satisfaction.
2. A happy worker does not necessarily contribute to higher productivity
because he has to operate under certain technological constraints and,
therefore, he cannot go beyond certain output. Further, this constraint
affects the management’s expectations from the individual in the form of
lower output. Thus, the work situation is pegged to minimally acceptable
level of performance.
However, it does not mean that the job satisfaction has no impact o
productivity. A satisfied worker may not necessarily lead to increased
productivity but a dissatisfied worker leads to lower productivity.
Absenteeism:
Absenteeism refers to the frequency of absence of job holder from the
workplace either unexcused absence due to some avoidable reasons or long
absence due to some unavoidable reasons. It is the former type of absence
which is a matter of concern. This absence is due to lack of satisfaction from the
job which produces a ‘lack of will to work’ and alienate a worker form work as
for as possible. Thus, job satisfaction is related to absenteeism.
Employee turnover:
Turnover of employees is the rate at which employees leave the
organization within a given period of time. When an individual feels
dissatisfaction in the organization, he tries to overcome this through the various
ways of defense mechanism. If he is not able to do so, he opts to leave the
organization. Thus, in general case, employee turnover is related to job
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satisfaction. However, job satisfaction is not the only cause of employee
turnover, the other cause being better opportunity elsewhere.
For example, in the present context, the rate of turnover of computer
software professionals is very high in India. However, these professionals leave
their organizations not simply because they are not satisfied but because of the
opportunities offered from other sources particularly from foreign companies
located abroad.
Improving job satisfaction:
Job satisfaction plays significant role in the organization. Therefore,
manager should take concrete steps to improve the level of job satisfaction.
1. Re-designing the job.
2. Improving the quality of work life.
3. Linking rewards with performance.
4. Improving overall organizational climate.
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PROFILE OF SBI
The origin of the State Bank of India goes back to the first
decade of the nineteenth century with the establishment of the Bank
of Calcutta in Calcutta on 2nd
June 1806. Three years later the bank
received its charter and it was re-designed as the Bank of Bengal (2nd
January 1809). A unique institution, it was the first joint-stock bank of
British India sponsored by the Government of Bengal. The Bank of
Bombay (15th
April 1840) and the Bank of Madras (1st
July 1843)
followed the Bank of Bengal. These three banks remained at the apex
of modern banking in India till their amalgamation as the Imperial
Bank of India on 27th
January 1921.
ESTABLISHMENT
The establishment of the Bank of Bengal marked the advent of
limited liability, joint-stock banking in India. So was the associated
innovation in banking, viz. the decision to allow the Bank of Bengal
to issue notes, which would be accepted for payment of public
revenues within a restricted geographical area. This right of note issue
was very valuable not only for the Bank of Bengal but also its two
siblings, the Banks of Bombay and Madras. The three banks were
governed by royal charters, which were revised from time to time.
Each charter provided for a share capital, for-fifth of which
were privately subscribed and the rest owned by the provincial
government. The members of the board of directors, which managed
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the affairs of each bank, were mostly proprietary directors
representing the large European managing agency houses in India;
The rest where government nominees invariably civil servants. One of
whom was elected as the president of the board.
MAJOR CHANGE IN THE CONDITIONS
A major change in the conditions of operation of the Banks of
Bengal, Bombay and Madras occurred after 1860. With the passing of
the Paper Currency Act of 1861, the right of note issue of the
presidency banks was abolished and the Government of India
assumed from 1 March 1862 the sole power of issuing paper currency
within British India. The task of management and circulation of the
new currency notes was conferred on the presidency banks and the
Government undertook the transfer the Treasury balances to the banks
at places where the banks would open branches. None of the three
banks had till than any braches (except the sole attempt ad that too a
short-lived one by the Bank of Bengal at Mirsapore in 1839) although
the charters had given them such authority. But as soon as the three
presidency band were assured of the free use of government.
IMPERIAL BANK
The Imperial Bank during the three and a half decades of its
existence recorded an impressive growth in terms of offices, reserves,
deposits, investments and advances, the increases in some cases
34

amounting to more than six-fold. The financial status and security
inherited form its forerunners no doubt provided a form and durable
platform. But the lofty traditions of banking which the Imperial Bank
consistently maintained and the high standard of integrity it observed
in its operations inspired confidence in its depositors that no other
bank in India could perhaps then equal. All these enabled the Imperial
Band acquire a pre-eminent position in the Indian banking industry
and also secure a vital place in the country’s economic life.
When India attained freedom, the Imperial Bank had a capital
base (including reserves) of Rs.11.85 crores, deposits and advances of
Rs.275.14 crores and Rs.72.94 crores respectively and a new work of
172 branches and more than 200 sub offices extending all over the
country. The State Bank of India was thus born within a new sense of
social purpose aided by the 480 offices comprising branches, sub
offices and three Local Head Offices inherited form the Imperial
Bank.
The concept of banking as mere repositories of the
community’s savings and lenders to creditworthy parties was soon to
give way to the concept of purposeful banking sub-serving the
growing and diversified financial needs of planned economic
development. The State Bank of India was destined to act banking
system into the exciting field of national development.
35

WELFARE MEASURE
 SBI provides educational facilities to its employee’s children.
 SBI provides loan to its employees at a low rate of interest.
 SBI provides health insurance to its employees.
36

OBJECTIVES OF STUDY
The following are the objectives of the present study.
 To determine the level of satisfaction of the respondents
regarding their job.
 To study and understand the job satisfaction among the
employees of State Bank of India.
 To study the various factors which influencing job satisfaction.
 To study the relationship between the personal factors of the
employee (Income, Designation, Educational qualification,
Gender, etc.,)
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LIMITATIONS OF THE STUDY
 Data collected is based on questionnaire.
 The research exercise was conducted within a limited duration.
So a detailed study could not be made.
 The number of employees in State Bank of India is more, so
sample size is limited by 100.
 The information collected by the observation method is very
limited.
 The result would be varying according to the individuals as well
as time.
 Some respondents hesitated to give the actual situation; they
feared that management would take any action against them
 The findings and conclusions are based on knowledge and
experience of the respondents sometime may subject to bias
38

S.NO BRANCH NAME
BRANCH
CODE
BRANCH ADDRESS
7. Red Fields Branch 6577
1114-C,
Trichy Road,
Coimbatore – 641 045.
Ph: (0422) 2315019,
2316425
Email: sbi.06577@ sbi.co.in
8. Saibaba Colony Branch 4792
151, N.S.R. Road,
Ph: (0422) 2449323,
2442060.
9.
Singanallur Branch
3302
886-A,
Trichy Road,
Ph: (0422) 2572457,
2573052.
10. SSI Branch, Kurichi 3595
Kurichi CIDCO Complex,
Ph:(0422) 2673279,
2670806.
11.
Tamil Nadu Agriculture
University Branch
2274
Tamil Nadu Agriculture
University Campus,
Ph: (0422) 2452973
12.
Narasimhanaickenpalayam
Branch
8155
1/1, Mettupalayam Road,
Ph: (0422) 2460016
39

S.NO BRANCH NAME
BRANCH
CODE
BRANCH ADDRESS
1. Coimbatore Main Branch 0827
Kurinji Complex,
Railway Station,
Ph: (0422) 2300041
2. Peelamedu Branch 7231
Sarvajana Hr. Sec. School,
Ph: (0422) 2595942
2577727
3. Ganapathy Branch 3690
285, sathy Road,
Ph:(0422) 2529446
4. Race course Branch 7940
16-c, Thirugnanasambanthar
Complex,
Ph: (0422) 2218231
5. R.S.Puram Branch 3061
Municipal Building,
R.S. Puram,
Ph:(0422) 2548009
6. Chetti Palayam Branch 2208
Chetti Palayam,
Pothanur Road,
Ph: (0422) 2655245
40

S.NO BRANCH NAME
BRANCH
CODE
BRANCH ADDRESS
13. Coimbatore City Branch 990
381&382, Oppanakara Street,
Ph: (0422) 2394397
14. Coimbatore Nagar Branch 8608
118, Karuppanna Gounder
Street,
Ph: (0422) 2394901
15. Commercial Branch 7536
Tiruchi Road,
Ph: (0422) 2302961
Email: sbiifbcbe@vsnl.com
16. Treasury Branch 7639
Kurinji Complex,
Railway Station,
Ph: (0422) 2303561
17. C.T.O Complex Branch 5790
Dr.Balasundaram Road,
Ph: (0422) 221332
41

CHAPTER II
REVIEW OF LITERATURE
Job satisfaction represents the constellations of person’s attitude
towards or about the job. In general, job satisfaction is the attitude
towards the job as a whole. Job satisfaction is a function of
satisfaction with different aspects of job, i.e. supervision, pay, works
itself, co-workers, promotion, etc., and of the particular weighting or
importance one attaches to these respective components.
The study of job satisfaction is a relatively recent phenomenon.
It can perhaps be said to have begun in earnest with the famous
Hawthorne studies conducted by Elton Mayo at the western
Electronic Company in 1920s during the course of investigations.
However they become convinced that factors of a social nature were
affecting satisfaction with the job and productivity. Since the
Hawthorne studies there has been an enormous output of work on the
nature, causes and correlates of job satisfaction.
The traditional model of job satisfaction is that it consists of the
total body of feelings that an individual has about his job. This total
body of feelings involves, in effect, weighting up the sum total of
influences of the job, the nature of job itself, the pay, the promotion.
The promotion prospects, the nature of supervision and so on. Where
the sum total of influences gives rise to feelings of satisfactions the
individual is job satisfied.
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Where in total they give rise to feelings of job dissatisfaction the
individual is job dissatisfied. Improving any one of these influences
will lead in the direction of job satisfaction, making less satisfactory
any one of the influences will lead in the direction of the job
dissatisfaction. However, what makes a job satisfying does not
depends only on the nature of the job, but on the job expectations that
individuals have of what their job should provide. Expectancy theory
points to the importance of the individual’s expectations of his job in
determining job satisfaction. For individuals who have expectations
that their job should give them opportunities for pay, challenge, a
failure of the job to meet this expectation will lead to dissatisfaction
compared to a situation where no such expectation is involved.
What expect expectation of individuals will have of a job may
vary. For a large number of reasons, some deriving form social others
from individual causes. These proposing an expectancy theory usually
regarded over all job satisfaction as a function of satisfaction with
various elements of the job. Another theory that has dominated the
study of the nature of job satisfaction is Herzberg’s famous “Two
factory Theory’s of job satisfaction. In this he claims that the factors
which cause job satisfaction are separate and distinct from the factors
which job dissatisfaction.
The factors causing job satisfaction, which level factors such as
there relating to satisfaction with the job itself. The factors which
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cause job dissatisfaction called hygiene factors are more concerned
with conditions of work such as pay and supervision. At no time does
Herzberg argue a job satisfactory, except may be for a short run.
Philip apple while has listed five major components of job
satisfaction as,
1. Attitude towards work group.
2. General workings conditions.
3. Attitude towards company.
4. Monetary benefits and
5. Attitude towards supervision
Other components that should be added to these five are the
individual’s state of mind about the work itself and about life in
general. The individual’s health, age, level of aspiration, social status
and political and social activities can all contribute to job satisfaction.
A person attitude toward the job may be positive or negative.
Job satisfaction is not synonymous with organizational morale,
which is the possession of felling of being accepted by and belonging
to a group of employees through adherence to common goals and
confidence in desirability of these goals. Morale is the byproduct of a
group, while job satisfaction is more of an individual stage of mind.
How ever the two concepts are interrelated in that job
satisfaction can contribute to morale and morale can contribute to job
satisfaction. For many years managers generally have believed that a
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satisfied worker is necessarily a good worker. In other works if
management could keep all the employees “HAPPY”, good
performance would automatically follow. Charles Greene has
suggested that many managers subscribe to this be life because it
represent “the path of least residence”. Greene’s thesis is that if a
performance problem exists, increasing an employee’s happiness is
for more pleasant than discussing with the worker his or her failure to
meet standards. Although happiness eventually results from
satisfaction, this feeling goes much deeper and is far less tenuous than
happiness.
Recent research evidence generally rejects the more popular
view that satisfaction causes performance. The evidence does,
however, provide moderate support for the view that job effort causes
satisfaction. The evidence also strongly indicates that rewards
constitute a more direct cause of satisfaction that performance does
and that rewards based on current effort causes subsequent
performance. Research also indicates that a high level of job
satisfaction does have a positive impact is reducing turnover,
absenteeism, tardiness accidents, grievances and strikes. In addition,
recruitment efforts by current employees generally are more
successful if these employees are well satisfied.
Satisfied employees are preferred simply because they affect the
work environment positively. Thus even through a well satisfied
employee is not necessarily an outstanding performer; there are
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numerous reasons for taking steps to encourage employee satisfaction.
A high level of satisfaction leads to organizational commitment while
a low level or dissatisfaction results in behaviours detrimental to the
organization.
It must be remembered that satisfaction and motivation are not
synonymous. Motivation is a drive to perform, whereas satisfaction
reflects situation. The factors that determine whether an individual is
adequately satisfied with the job differ form those that determine
whether he or she is motivated. The level of satisfaction is largely
determined by the comforts offered by the environment and situation.
Motivation on the other hand, is largely determined by the value of
rewards and their contingency on performance. Motivation results is
added effort that is turn leads to increased performance if the
individual has the ability and result of high satisfaction is increased
commitment to the organized which may or may not result is better
performance. The increased commitment normally will lessen the
number of personnel related problems, Such as strikes, excessive
absenteeism, tardiness and turnover.
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A study on job satisfaction among workers in chemical unit (M/
S. Shri Veeco Chems Corporation, Cbe) Done by Mr.
C.M. RAVIKUMAR (MBA project) in the year 1985.
The techniques used by the Researcher for analyzing the
data was personal interview. The Researcher interviewed
sixty workers on the basis of sex, age, educational
qualification, experience, monthly income, marital status
and family income.
The tools adopted by the Researcher was percentage
method of tabulation to find job satisfaction.
A study on job satisfaction among bank officers in State Bank of
India, Jabalpur none by Mr. S. NAREND in his MBA project, in the
year 1990.
data was through questionnaire method. The Researcher
interviewed forty respondents on the basis of sex, age,
educational qualification, experience, monthly income,
marital status and family income.
The tools adopted by the Researcher was average scoring
and two-way table method to find out job satisfaction.
A study on job satisfaction of Tea Plantation Workers with
special reference to Sheikalmudi Estate, Valparai Taluk, done by
Mr.K.Madhu,
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In the year 1986 (M.Com project).
data were through questionnaire and personal interview
method. The Researcher interviewed Sixty respondents on
the basis of sex, age, educational qualification, experience,
monthly income, marital status and family income.
The tools adopted by the researcher was average scoring
and two-way table method. The hypothesis was tested
through chi-squire test and correlation to find out job
satisfaction.
The researcher had made previous study on job satisfaction in various
area.
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CHAPTER III
METHODOLOGY
Area of study:
This study was conducted in Coimbatore city.
Sample size:
The researcher has proposed to interview 100 respondents who
are working in 7 branches of State Bank of India, Coimbatore and
they were selected as the sample for the study.
Sources of data:
The study is based on both primary and secondary data.
Primary data:
The primary data were collected through structured
questionnaire.
Secondary data:
The required secondary was collected from books, magazines
and web-sites.
Sampling techniques:
The methodology followed for collecting data, selection of
sample, and analysis of data is as follows:
Data collection technique:
The questionnaire has been designed and supplied to the
respondents for collecting primary data from customers.
Tools for analysis:
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The following statistical tools are used in the study for the
purpose of analysis.
Percentage analysis:
It refers to a special kind of ratio; percentages are used to
comparison between two or more series of data and also to describe
the relation. Since the percentage reduced everything to a common
base and there by allow meaningful comparison to be made.
Chi – square test:
Chi – square test is applied to test the goodness of fit to verify
the distribution of observed data with assumed theoretical
distribution. Therefore it is a measure to study the divergence of
actual and expected frequencies; Karl Pearson’s has developed a
method to test the difference between the theoretical (hypothesis) and
the observed value.
Chi – square test (X2
) = (O – E)2
/ E
Degrees Of Freedom = V = (R – 1) (C -1)
Were,
‘O’ = Observed Frequency
‘E’ = Expected Frequency
‘R’ = Number of Rows
‘C’ = Number of Columns.
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CHAPTER – IV
ANALYSIS AND INTERPRETATION
This chapter is allocated for analysis and interpretation of data.
Preparing percentage analysis, two-way table and chi-squire test does
the analysis of job satisfaction, which are directly extracted from the
questionnaire. The variations in the extent of the consumer
satisfaction can be measured with the variables such as job secured,
promotional opportunity, relationship with management, and
satisfaction factors of the respondents.
The following are the tools used to carry out the analysis, are:
PERCENTAGE ANALYSIS:
It refers to special kind of ratio; percentages are used in making
comparison between two or more series of data, and used to describe
the relation. Since to percentage reduced everything to a common
based and thereby allows meaningful comparison to be made.
TWO-WAY ANALYSIS:
The score secured by the respondents who falls between the score as
up to 50 indicates less satisfaction of the respondents, from 51 – 70
are got average satisfaction and 71 – 90 respondents are highly
satisfied.
CHI-SQUARE TEST:
Chi-square test is applied to test the goodness of fit, to verify the
distribution of observed data with assumed theoretical distribution.
Therefore it is a measure to study the divergence of actual and
51

expected frequencies, Karl Pearson’s has developed a method to test
the difference between the theoretical (hypothesis) & the observed
value.
Chi – square test (X2
) = (O – E)2
/ E
Degrees Of Freedom = V = (R – 1) (C -1)
Were,
‘O’ = Observed Frequency
‘E’ = Expected Frequency
‘R’ = Number of Rows
‘C’ = Number of Columns
NOTE: For all the chi-square test the table value has taken @ 5% level of
significance.
52

CALCULATION OF SATISFACTORY SCORES
The Respondents were asked to state their level of Satisfaction relating
to twenty factors. Based on their responses the Satisfaction score obtained by
each respondent was found out. Points or scores were allocated based on the
response. For each of the factor three levels of satisfaction were assigned
namely high, medium and low. For high satisfaction three points were given, for
Medium two and for low satisfaction one point was given. The total scores
secured by each respondent were thus arrived at. All the hundred respondents
were classified based on their level of satisfaction. Those who have obtained up
to 30 points were classified under low satisfaction category, Respondents with
30 – 45 points were classified under medium satisfaction category and those
with more than 45 points were classified under high satisfaction category.
NUMBER OF RESPONDENTS AND LEVEL OF SATISFACTION
LEVEL OF SATISFACTION NO. OF RESPONDENTS
HIGH SATISFACTION 23
MEDIUM SATISFACTION 54
LOW SATISFACTION 23
TOTAL 100
53

Table No – 4.1
TABLE SHOWING OPINION OF RESPONDENTS TOWARDS
AGE
AGE RESPONDENTS PERCENTAGE (%)
BELOW 30 39 39
31 TO 45 43 43
ABOVE 45 18 18
TOTAL 100 100
Interpretation:
The above table indicates that
39% of the respondents belongs to the age group of less than 30
years.
43% of the respondents belongs to the age group of 31- 45 years.
18% of the respondents belongs to the age group of above 45
years.
54

Table No – 4.2
MARITAL STATUS
MARTIAL STATUS RESPONDENTS PERCENTAGE (%)
MARRIED 76 76
SINGLE 24 24
TOTAL 100 100
Interpretation:
76% respondents are married, and
24% of the respondents are unmarried.
55

Table No – 4.3
GENDER
GENDER RESPONDENTS PERCENTAGE (%)
MALE 62 62
FEMALE 38 38
TOTAL 100 100
Interpretation:
62% respondents are male, and
38% of the respondents are female.
56

Table No – 4.4
TABLE SHOWING OPINION OF RESPONDENTS OF
DIFFERENT LEVELS OF JOB
LEVEL OF JOB RESPONDENTS PERCENTAGE (%)
ACCOUNTANT 26 26
CASHIER 21 21
CLERK 35 35
CONSUMER CARE
EXECUTIVE
6 6
MANAGER 12 12
TOTAL 100 100
Interpretation:
26% of respondents are accountants,
21% of respondents are cashiers,
35% of respondents are clerks,
6% of respondents are consumer care executives, and
12% of respondents are managers.
57

58

Table No – 4.5
EXPERIENCE
EXPERIENCE RESPONDENTS PERCENTAGE (%)
LESS THAN 5 59 59
6 TO 10 36 36
ABOVE 10 5 5
TOTAL 100 100
Interpretation:
59% of the respondents belongs to the group of less than 5 years
experience.
36% of the respondents belongs to the group of 6 - 10 years
experience.
5% of the respondents belongs to the group of above 10 years
experience.
59

Table No – 4.6
MONTHLY SALARY
MONTHLY SALARY RESPONDENTS PERCENTAGE (%)
BELOW Rs.10,000 24 24
Rs.10,001 TO Rs.20,000 54 54
Rs.20,001 TO Rs.30,000 16 16
ABOVE Rs.30,000 6 6
TOTAL 100 100
Interpretation:
24% of the respondents belongs to the group of Below
Rs.10,000.
 54% of the respondents belongs to the group of Rs.10,001 to
Rs.20,000.
 16% of the respondents belongs to the group of Rs.20,001 to
Rs.30,000.
 6% of the respondents belongs to the age group of above
Rs.30,000.
60

Table No – 4.7
EDUCATIONAL QUALIFICATION
EDUCATIONAL QUALIFICATION RESPONDENTS PERCENTAGE (%)
GRADUATE 37 37
POST-GRADUATE 63 63
TOTAL 100 100
Interpretation:
37% of the respondents are Graduates, and
63% of the respondents are Post Graduates.
61

Table No – 4.8
FAMILY SIZE
FAMILY SIZE RESPONDENTS PERCENTAGE (%)
UP TO 2 5 5
3 TO 5 65 65
ABOVE 5 30 30
TOTAL 100 100
INTERPRETATION:
The above table reveals that
5% of the respondents belongs to the group of upto 2 members in
the family.
65% of the respondents belongs to the group of 3 – 5 members in
the family.
30% of the respondents belongs to the group of above 5
members in the family.
62

Table No – 4.9
TABLE SHOWING RESPONDENT’S OPINION ABOUT SALARY
Man work to earn every employee is te organisation will expect a
corret pay to be paid for the job done by him. The reasonable pay for each
job which is performed in theorganisation. This scale of pay may help for
the job satisfaction to a certain extent.
SALARY AND NUMBER OF RESPONDENTS
SALARY SATISFACTION RESPONDENTS
PERCENTAGE
(%)
AGREE 61 61
DIS-AGREE 36 36
STRONGLY AGREE 3 3
TOTAL 100 100
INTERPRETATION:
61% of the respondents are agreed with his salary satisfaction.
36% of the respondents are disagreed with his salary satisfaction.
 3% of the respondents are strongly agreed with his salary
satisfaction.
63

64

Table No – 4.10
TABLE SHOWING RESPONDENT’S OPINION ABOUT
PROMOTIONAL OPPORTUNITIES
PROMOTIONAL
OPPORTUNITY
SATISFACTION
RESPONDENTS
PERCENTAGE
(%)
AGREE 60 60
DIS-AGREE 23 23
STRONGLY AGREE 6 6
STRONGLY DIS-AGREE 3 3
UNDECIDED 8 8
TOTAL 100 100
INTERPRETATION:
60% of the respondents are agree with their promotional
opportunities.
23% of the respondents are disagree with their promotional
opportunities.
6% of the respondents are strongly agree with their promotional
opportunities.
3% of the respondents are strongly dis-agree with their
promotional opportunities.
8% of the respondents are undecided with their promotional
opportunities.
65

66

Table No – 4.11
WORKING CONDITION
OPINION RESPONDENTS
PERCENTAGE
(%)
GOOD 67 67
FAIR 22 22
EXCELLENT 9 9
UNDECIDED 2 2
TOTAL 100 100
INTERPRETATION:
67% of the respondents are satisfied with the working conditions.
22% of the respondents are not satisfied with the working
condition.
67

68

Table No – 4.12
TABLE SHOWING RESPONDENT’S OPINION ABOUT NATURE
OF JOB
OPINION RESPONDENTS
PERCENTAGE
(%)
GOOD 63 63
FAIR 25 25
EXCELLENT 2 2
POOR 9 9
UNDECIDED 1 1
TOTAL 100 100
INTERPRETATION:
63% of the respondents feel that the nature of job is good.
25% of the respondents feel that it is fair.
69

70

Table No – 4.13
TRAINING OPPORTUNITIES
OPINION RESPONDENTS
PERCENTAGE
(%)
GOOD 63 63
FAIR 26 26
EXCELLENT 6 6
POOR 2 2
UNDECIDED 3 3
TOTAL
100 100
INTERPRETATION:
63% of the respondents are satisfied with their training
opportunities.
26% of the respondents are not satisfied with their training
opportunities.
71

72

Table No – 4.14
RELATIONSHIP WITH MANAGEMENT
OPINION RESPONDENTS
PERCENTAGE
(%)
GOOD 70 70
FAIR 13 13
EXCELLENT 11 11
POOR 3 3
UNDECIDED 3 3
TOTAL 100 100
INTERPRETATION:
70% of the respondents are agreed that they have cordial
relationship with management.
13% of the respondents are disagreed that their relationship with
management is cordial.
11% of the respondents are strongly felt that his with his their
relationship with management is cordial.
73

74

Table No – 4.15
RELATIONSHIP WITH CO-WORKERS
OPINION RESPONDENTS
PERCENTAGE
(%)
GOOD 67 67
FAIR 13 13
EXCELLENT 17 17
POOR 3 3
TOTAL 100 100
INTERPRETATION:
67% of the respondents are agree with their relationship with
coworkers is satisfaction.
13% of the respondents are not satisfied with their relationship
with coworkers.
17% of the respondents are very much satisfied with their
relationship with coworkers is satisfied.
75

76

Table No – 4.16
SATISFACTION WITH OTHER FACILITIES
OPINION RESPONDENTS
PERCENTAGE
(%)
GOOD 71 71
FAIR 16 16
EXCELLENT 11 11
POOR 2 2
TOTAL 100 100
INTERPRETATION:
71% of the respondents are satisfied with other facilities
provided by bank.
16% of the respondents are not satisfied with other facilities
provid by bank.
11% of the respondents have excellent opinion about with other
facilities.
77

78

TWO WAY TABLE - 1
Relationship Between Age And Level Of Satisfaction
AGE
LEVEL OF SATISFACTION
TOTALHIGHLY
SATISFIED
MEDIUM
SATISFACTION
LOW
SATISFACTION
BELOW 30 8(21%) 23(59%) 8(20%) 39
31 – 45 12(28%) 18(42%) 13(30%) 43
ABOVE 45 3(17%) 13(72%) 2(11%) 18
TOTAL 23 54 23 100
INFERENCE:
From the above table, it reveals that the percentage of highly
satisfied employees is more among the age group of 31 – 45 ; the low
satisfied employees is more among the age group above 45 years.
And medium satisfied employees are below 30 years. Hence, it is
clear that 31 – 45 years group employees are more satisfied.
79

TWO WAY TABLE – 2
Relationship Between Marital Status And Level Of Satisfaction
MARITAL
STATUS
TOTAL
HIGHLY
SATISFIED
MEDIUM
SATISFACTION
LOW
SATISFACTION
MARRIED
17(22%) 42(55%) 17(23%) 76
UNMARRIED
6(25%) 12(50%) 6(25%) 24
TOTAL
23 54 23 100
INFERENCE:
The above table reveals that the percentage of highly satisfied
employees are more among the Unmarried persons than the Married
persons. Hence it is clear that the unmarried persons are highly
satisfied.
80

TWO WAY TABLE – 3
Relationship Between Gender And Level Of Satisfaction
GENDER
TOTAL
HIGHLY
SATISFIED
MEDIUM
SATISFACTION
LOW
SATISFACTION
MALE
20(32%) 30(48%) 12(20%) 62
FEMALE
3(8%) 24(63%) 11(19%) 38
TOTAL
23 54 23 100
INFERENCE:
The above table reveals that the percentage of highly satisfied
employees are more among the male respondents than the female
respondents. Hence, it is clear that the male respondents are more
satisfied.
81

TWO WAY TABLE – 4
Relationship Between Experience And Level Of Satisfaction
EXPERIENCE
TOTALHIGHLY
SATISFIED
MEDIUM
SATISFACTION
LOW
SATISFACTION
LESS THAN 5
YEARS
14(24%) 29(49%) 16(27%) 59
6 TO 10
YEARS
6(17%) 23(64%) 7(19%) 36
ABOVE 10
YEAS
3(60%) 2(40%) 0 5
TOTAL 23 54 23 100
INFERENCE:
Form the above table the percentage of highly satisfied
employees is more among the above 10 years experience. And 6 – 10
years experienced employees are high percentage in medium
satisfaction. Hence, it is clear that the above 10 years employees are
more satisfied.
82

TWO WAY TABLE – 5
Relationship Between Salary And Level Of Satisfaction
SALARY
TOTALHIGHLY
SATISFIED
MEDIUM
SATISFACTION
LOW
SATISFACTION
BELOW
Rs.10,000
3(12%) 16(67%) 5(21%) 24
Rs.10,001 TO
Rs.20,000
14(26%) 32(59%) 8(15%) 54
Rs.20,001 TO
Rs.30,000
3(19%) 3(19%) 10(62%) 16
ABOVE
Rs.30,000
3(50%) 3(50%) 0 6
TOTAL 23 54 23 100
INFERENCE:
From the table the percentage of highly satisfied employees are
more among the above Rs.30,000/- income group, and the medium
satisfaction is obtained by the employees below Rs.10,000/- in
income. Hence, high salary group employees are more satisfied.
83

TWO WAY TABLE – 6
Relationship Between Education Level And Level Of Satisfaction
EDUCATION
TOTALHIGHLY
SATISFIED
MEDIUM
SATISFACTION
LOW
SATISFACTION
GRADUATE 6(16%) 28(76%) 3(8%) 37
POST-
GRADUATE
17(27%) 26(41%) 20(32%) 63
TOTAL 23 54 23 100
INFERENCE:
The above table reveals that the highly satisfied employees are
more among the post-graduate employees than the graduate
employees.
84

TWO WAY TABLE – 7
Relationship Between Nature of Job And Level Of Satisfaction
NATURE OF
JOB
TOTALHIGHLY
SATISFIED
MEDIUM
SATISFACTION
LOW
SATISFACTION
ACCOUNTANT 5(19%) 14(54%) 7(27%) 26
CASHER 9(43%) 7(33%) 5(24%) 21
CLERK 0 24(69%) 11(31%) 35
CONSUMER
CARE
EXECUTIVE
0 6(100%) 0 6
MANAGER 9(75%) 3(25%) 0 12
TOTAL 23 54 23 100
INFERENCE:
The above table reveals that the managers are highly satisfied
and the consumer care executives are come under medium
satisfaction.
85

TWO WAY TABLE – 8
Relationship Between Family Size And Level Of Satisfaction
FAMILY SIZE
TOTALHIGHLY
SATISFIED
MEDIUM
SATISFACTION
LOW
SATISFACTION
UP TO 2 1(20%) 2(40%) 2(40%) 5
3 TO 5 15(23%) 40(62%) 10(15%) 65
ABOVE 5 7(24%) 12(40%) 11(36%) 30
TOTAL 23 54 23 100
INFERENCE:
From the above table, it reveals the percentage of highly
satisfied employees is more among the above 5 members family size.
And the medium satisfaction in 3 – 5 members family size.
86

CHI – SQUARE TEST IS CONDUCTED TO EXTEND THE
RELATIONSHIP BETWEEN THE AGE AND LEVEL OF
SATISFACTION:
HO: There is no significant relationship between age and level of
satisfaction.
H1: There is significant relationship between age and level of
satisfaction.
O E O-E (O-E)2
(O-E)2
/E
8 8.97 -0.97 0.94 0.10
12 9.89 2.11 4.45 0.45
3 4.14 -1.14 1.30 0.31
23 21.06 1.94 3.76 0.18
18 23.22 -5.22 27.25 1.17
13 9.72 3.28 10.76 1.11
8 8.97 -0.97 0.94 0.10
13 9.89 3.11 9.67 0.98
2 4.14 -2.14 4.58 1.11
TOTAL 5.52
Calculated value = 5.52
Table value = 9.49
INFERENCE:
Since the calculated value is less than the table value. The Null
hypothesis is accepted. Hence, there is no significant relationship
between age and level of satisfaction.
87

RELATIONSHIP BETWEEN THE GENDER AND LEVEL OF
SATISFACTION:
HO: There is no significant relationship between gender and level of
satisfaction.
H1: There is significant relationship between gender and level of
satisfaction.
O E O-E (O-E)2
(O-E)2
/E
20 14.26 5.74 32.95 2.31
3 8.74 -5.74 32.95 3.77
30 33.48 -3.48 12.11 0.36
24 20.52 3.48 12.11 0.59
12 14.26 -2.26 5.11 0.36
11 8.74 2.26 5.11 0.58
TOTAL 7.97
Calculate value: 7.97
Table value: 3.84
INFERENCE:
Since the calculated value is more than the table value. So the
Null hypothesis is not accepted. Hence, there is significant
relationship between gender and level of satisfaction.
88

RELATIONSHIP BETWEEN THE MONTHLY INCOME AND
LEVEL OF SATISFACTION:
HO: There is no significant relationship between monthly income and
level of satisfaction.
H1: There is significant relationship between monthly income and
O E O-E (O-E)2
(O-E)2
/E
3 5.52 -2.52 6.35 1.15
14 12.42 1.58 2.50 0.20
3 3.68 -0.68 0.46 0.13
3 1.38 1.62 2.62 1.90
16 12.96 3.04 9.24 0.71
32 29.16 2.84 8.07 0.28
3 8.64 -5.64 31.81 3.68
3 3.24 -0.24 0.06 0.02
5 5.52 -0.52 0.27 0.05
8 12.42 -4.42 19.54 1.57
10 3.68 6.32 39.94 10.85
0 1.38 -1.38 1.90 1.38
TOTAL 20.54
Calculated value: 20.54
Table value: 15.51
INFERENCE:
Since the calculated value is more than the table value. So
the Null hypothesis is not accepted. Hence, there is significant
relationship between monthly income and level of satisfaction.
89

RELATIONSHIP BETWEEN THE EXPERIENCE AND
HO: There is no significant relationship between experience and level
of satisfaction.
H1: There is significant relationship between experience and level of
satisfaction.
O E O-E (O-E)2
(O-E)2
/E
14 13.57 0.43 0.18 0.01
6 8.28 -2.28 5.20 0.63
3 1.15 1.85 3.42 2.98
29 31.86 -2.86 8.18 0.26
23 19.44 3.56 12.67 0.65
2 2.70 -0.70 0.49 0.18
16 13.57 2.43 5.90 0.44
7 8.28 -1.28 1.64 0.20
0 1.15 -1.15 1.32 1.15
TOTAL 6.49
Calculated value: 6.49
Table value: 9.49
INFERENCE:
Since the calculated value is less than the table value. So
the Null hypothesis is accepted. Hence, there is no significant
relationship between experience and level of satisfaction.
90

RELATIONSHIP BETWEEN THE MARITAL STATUS AND
HO: There is no significant relationship between marital status and
H1: There is significant relationship between marital status and level
of satisfaction.
O E O-E (O-E)2
(O-E)2
/E
17 17.48 -0.48 0.23 0.01
6 5.52 0.48 0.23 0.04
42 41.04 0.96 0.92 0.02
12 12.96 -0.96 0.92 0.07
17 17.48 -0.48 0.23 0.01
6 5.52 0.48 0.23 0.04
TOTAL 0.20
Table value: 3.84
INFERENCE:
Since the calculated value is less than the table value. So the
Null hypothesis is accepted. Hence, there is no significant relationship
between marital status and level of satisfaction.
91

RELATIONSHIP BETWEEN THE NATURE OF JOB AND
HO: There is no significant relationship between nature of job and
H1: There is significant relationship between nature of job and level of
satisfaction.
O E O-E (O-E)2
(O-E)2
/E
5 5.98 -0.98 0.96 0.16
9 4.83 4.17 17.39 3.60
0 8.05 -8.05 64.80 8.05
0 1.38 -1.38 1.90 1.38
9 2.76 6.24 38.94 14.11
14 14.04 -0.04 0.00 0.00
7 11.34 -4.34 18.84 1.66
24 18.90 5.10 26.01 1.38
6 3.24 2.76 7.62 2.35
3 6.48 -3.48 12.11 1.87
7 5.98 1.02 1.04 0.17
5 4.83 0.17 0.03 0.01
11 8.05 2.95 8.70 1.08
0 1.38 -1.38 1.90 1.38
0 2.76 -2.76 7.62 2.76
TOTAL 35.82
Table value: 15.51
INFERENCE:
relationship between nature of job and level of satisfaction.
92

RELATIONSHIP BETWEEN THE FAMILY SIZE AND
HO: There is no significant relationship between family size and level
of satisfaction.
H1: There is significant relationship between family size and level of
satisfaction.
O E O-E (O-E)2
(O-E)2
/E
1 1.15 -0.15 0.02 0.02
15 14.95 0.05 0.00 0.00
7 6.90 0.10 0.01 0.00
2 2.70 -0.70 0.49 0.18
40 35.10 4.90 24.01 0.68
12 16.20 -4.20 17.64 1.09
2 1.15 0.85 0.72 0.63
10 14.95 -4.95 24.50 1.64
11 6.90 4.10 16.81 2.44
TOTAL 6.68
Table value: 9.49
INFERENCE:
Since the calculated value is less than the table value. So the
Null hypothesis is accepted. Hence, there is no significant relationship
between family size and level of satisfaction.
93

RELATIONSHIP BETWEEN THE EDUCATIONAL
QUALIFICATION AND LEVEL OF SATISFACTION:
HO: There is no significant relationship between educational
qualification and level of satisfaction.
H1: There is significant relationship between educational qualification
and level of satisfaction.
O E O-E (O-E)2
(O-E)2
/E
6 8.51 -2.51 6.30 0.74
17 14.49 2.51 6.30 0.43
28 19.98 8.02 64.32 3.22
26 34.02 -8.02 64.32 1.89
3 8.51 -5.51 30.36 3.57
20 14.49 5.51 30.36 2.10
TOTAL 11.95
Table value: 3.84
INFERENCE:
relationship between educational qualification and level of
satisfaction.
94

CORRELATION TEST CONDUCTED TO EXTENT THE
RELATIONSHIP BETWEEN THE AGE AND SATISFACTION LEVEL
Score
Age
15 - 30 30 - 45 45 - 60 f u fu fu2
fuv
15 – 30 8 23 8 39 -1 -39 39 0
30 – 45 12 18 13 43 0 0 0 0
45 - 60 3 13 2 18 1 18 18 -1
f 23 54 23 100 0 -21 57 -1
v -1 0 1 0
fv -23 0 23 0
fv2
23 0 23 46
Formula:
Result:
r =
-100
= -0.02033
4918.475
INFERENCE:
The correlation shows the negative result, so the correlation between the
age and satisfaction level is have a negative correlation.
95

CORRELATION TEST CONDUCTED TO EXTENT THE
RELATIONSHIP BETWEEN THE FAMILY SIZE AND
SATISFACTION LEVEL
Score
Family size
15 - 30 30 - 45 45 - 60 f u fu fu2
fuv
0 – 2 2 2 1 5 -1 -5 5 1
2 – 4 10 40 15 65 0 0 0 0
4 - 6 11 12 7 30 1 30 30 -4
f 23 54 23 100 0 25 35 -3
v -1 0 1 0
fv -23 0 23 0
fv2
23 0 23 46
Formula:
Result:
r =
-300
= -0.08249
3636.619
INFERENCE:
The correlation shows the negative result, so the correlation between the
family size and satisfaction level is have a negative correlation.
96

5.1 Summary of Findings:
The following are the findings of the study:
PERCENTAGE ANALYSIS
 43% of the respondents are in the age group of 31-45
years.
 62% of the respondents are male.
 76% of the respondents are married.
 35% of the respondents are clerk.
 59% of the respondents are less than 5 years experience.
 54% of the respondents monthly income as Rs. 10,001-Rs.
20,000.
 Most of the respondents are Post-Graduate.
 65% of the respondents are 3-5 members in family.
 39% of the respondents are not satisfied and the remaining
is satisfied with their salary.
 Most of the respondents are agree with their promotional
opportunities.
 67% of the respondents are satisfying their working
conditions.
 63% of the respondents are satisfied with their job.
 Most of the respondents agree with their training
opportunities.
97

 There exists a cordial relationship between employees and
management.
 67% of the respondents are very much satisfied with their
relationship with the co-workers.
 Most of the respondents satisfied other facilities.
98

TWO-WAY TABLE
 Highly satisfied employees are more among the age group
of 31-45.
 Highly satisfied employees are more among the unmarried
persons than the married persons.
 Highly satisfied employees are more among the male
respondents than the female respondents.
 Highly satisfied employees are above Rs.30,000/- income
group.
 Highly satisfied employees are more among the post-
graduate than the Graduate employees.
 Highly satisfied employees are above 10 years experience.
 The managers are highly satisfied than the other
employees.
99

CHI- SQUARE ANALYSIS
 The analysis of the survey revealed that there is no
significant relationship between Age and level of
satisfaction.
 The analysis of the survey revealed that there is significant
relationship between Gender and level of satisfaction.
relationship between Monthly income and level of
satisfaction.
significant relationship between Experience and level of
satisfaction.
significant relationship between marital status and level of
satisfaction.
relationship between Nature of job and level of
satisfaction.
100

relationship between Educational Qualification and level
of satisfaction.
101

CONCLUSION
From the study, the researcher has come to know that most of the
respondents have job satisfaction; the management has taken the best
efforts to maintain cordial relationship with the employees. Due to the
working conditions prevailing in this bank, job satisfaction of each
respondent seems to be the maximum.
From the study, the researcher has come to know that most of the
employees were satisfied with the welfare measures provided by
bank. The employees of SBI get more benefits compare to other
banks. The main problem of shortage of man power is less in the SBI
compare to other banks.
102

BIBLIOGRAPHY
BOOKS:
ORGANIZATIONAL BEHAVIOR - STEPHEN P ROBBINS
HUMAN RESOURCE MANAGEMENT - L.M. PRASAD
STATISTICAL METHODS - S.P. GUPTA
Web-Site :
www.sbi.com
103

A STUDY ON JOB SATISFACTION AMONG THE EMPLOYEES OF
STATE BANK OF INDIA IN COIMBATORE CITY
1. PERSONAL BACK ROUND
1. Name of the employee :
2. Age :
3. Gender : Male Female
4. Educational Qualification :
5. Martial status : Married Single
6. Family size :
7. Nature of job :
8. Monthly salary :
Below 10,000 10,001 to 20,000 20,001 to 30,000 above
30,000.
9. How many years you are
working in the organization? :
10. Working hours of bank :
2. JOB SATISFACTION SEGMENTS
Kindly put tick ( ) mark in only answer from various alternatives given
below.
104

1. Your salary is satisfied.
Agree Disagree Undecided Strongly agree Strongly disagree
2. Opinion about your job.
Excellent Good Fair Poor Undecided
3. You have the capability to achieve the targets in time.
4. Opinion about the existing relationship between the workers and
management.
5. You feel over burden in your job.
6. You have enough time to spend with your family.
7. You feel that your working hours are convenient.
8. Advertisement for bank is satisfactory.
9. Your personal problems affect the job.
10. Your relationship with co-workers.
11. Your complaints are settled quickly by the bank.
12. Promotional basis are satisfactory.
105

13. Opinion about other facilities in your bank.
14. What you feel about the working environment?
15. What you feel about training opportunity?
16. What is your opinion about welfare factors?
106

Job satisfaction sbi

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