Sajib final internship report

Effects of Promotion System on Employee Job
Satisfaction of Janata Bank Ltd.

Internship Report
on
Effects of Promotion System on Employee Job Satisfaction
of Janata Bank Ltd.
Submitted To
Dr. Muhammad Shariat Ullah
Associate Professor
Department of Management
University of Dhaka
Submitted By
Md. Sajib Uddin Ripon
Roll no: 18104
Batch: 18th, Section: A
University of Dhaka
Date of Submission: 31-01-2016

Letter of Transmittal
January 31, 2016
Dr. Muhammad Shariat Ullah
Associate Professor
University of Dhaka
Sub: Solicitation for Acceptance of Internship Report.
Sir,
I feel immense pleasure to submit my Internship Report on “Effects of Promotion System on
Employee Job Satisfaction of Janata Bank Ltd.” as fulfilment of our BBA program. A Handy
Experience from Janata Bank at DMCH branch which is essential requirement for the
completion of BBA program. This report is a result of the Internship program that I have
conducted during specified time. All the works presented here is done with utmost sincerely and
honesty. I have tried my level best to make this report comprehensive and informative as
possible within the time allowed. I believe that the experience I acquired from this study will be
an invaluable asset in my life. This is a complete one and sincerely looks forward to any possible
correction.
I am very glad that you have given the opportunity to prepare this report for you and hope that
you will find the report satisfactory. Any limitation in my report will subject to your kindful
considerationand I will be available for any further clarification of the information presented in
the report.
Yours truly,
Roll no. 18104, Section-A, BBA 18th batch

University of Dhaka
Preface
There is great difference between the theoretical and practical affairs. To justify the theoretical
knowledge practical orientation is greater importance internship program bringing the students
close to the practical world.
The internship program has given me an immense opportunity to maximize theoretical and
practical knowledge. As a BBA student it is my great privilege to enter into this kind of
internship program. In this report, I have tried my best to make the study successful for which I
have been assigned. I am confessing some important information’s may be missing here but I
have tried to place authentic and realistic information in this report.

Acknowledgement
No work can be completed by one individual without the help of others. In every step of this
study many individuals and institutional experts supported me. It gives me an immense pleasure
to acknowledge them with my gratitude.
I would like to acknowledge the assistance of my internship supervisor to Dr. Muhammad
Shariat Ullah,
Associate Professor, Department of Management, University of Dhaka for providing me all
guidance and support that I needed. His sincere guidance, untiring cooperation, valuable
suggestion and inspirations of creating a unique report enabled me to overcome all the problems
during the course of my internship program and while preparing this report.
At first I would like to express my deepest gratitude to Almighty Allah for giving me the
strength and composure to finish the task within the schedule time. In writing this report I have
drawn materials from a variety of sources. I be obliged a profound intellectual debt to various
authors whose ideas and contribution have shaped my thinking on this report.
I would also like to thank Mohammad Abdul Hai (FAGM), Md. Mahfuzur Rahman, senior
Executive officer (General Banking), Argho Sarker (Executive officer), Mrs. Marium, (Officer),
Md. Sharifur Rahman, (Officer) and other officials of Janata Bank Limited at DMCH Branch,
Dhaka for their comments and assistance. I express my deepest sense of regards and gratitude to
them. Finally, my sincere gratitude goes to my family and friends for supporting me, sharing
their thought and giving me the moral support during the preparation of this report.
BBA 18th Batch
Roll No - 18104, Section - A
University Of Dhaka

Certificate of Supervisor
This is to certify that, the report entitled “Effects of Promotion system on employee job
satisfaction of Janata Bank Ltd.” on DMCH Branch, Dhaka done by Md. Sajib Uddin Ripon,
bearing ID- 18104, as a partial fulfilment of “Bachelor of Business Administration” from
Department of Management, University of Dhaka. This report has been completed as an
internship program under my supervision. The content of this report is prepared by himself from
his short working experience in Janata Bank Limited at DMCH Branch. I have found his
hardworking and sincere throughout the internship period. Wishing him all the best for the
future.
................................................
Dr. Muhammad Shariat Ullah,
Associate Professor,
Faculty of Business Studies
University Of Dhaka

Student’s Declaration
I am, Md. Sajib Uddin Ripon, hereby declaring that this report titled “Effects of Promotion
system on employee job satisfaction of Janata Bank Ltd.” has been prepared based on my
internship for eight week(45 days) practical work at the DMCH branch of Janata Bank
Bangladesh Ltd. with due integrity and confidentiality. Findings and recommendations are made
here from my sheer observation. In addition, I have taken necessary assistance and filtered
contents of my report regularly from my supervisor.
However, I confirm that this report is only prepared for my academic requirement not for other
purpose and I would also like to declare that I am responsible for any major or minor mistakes if
I have ever committed here. I seek your kind generosity in this regard.
-----------------------------------------
Roll No: 18104
BBA (18th) Batch
Faculty of Business Studies
University of Dhaka.

Executive Summary
Internship is a 3 credit compulsory course for BBA program. The objectives of this program are
to fulfil the gap between academic and real life situation. After completion of academic courses
requirement, the students of BBA are sent to various organizations for at least an 8 weeks
internship to gather practical knowledge. It helps the student to cope up with the real time
situation. As bank is one of the most important financial institutions, I have selected the “Janata
Bank Limited” for my internship, which is one of the leading banks of the bank arena in
Bangladesh offering full range of personal, corporate, international trade, foreign exchange, lease
finance and capital market service.
“Janata bank Limited” is the preferred choice in banking for friendly and personalized service,
cutting age technology for business needs, global reach in trade and commerce and high yield on
investment, assuring excellence in banking service. Satisfied employees make for satisfied
employers. The following paper will provide someone, as an employer of a profit organisation,
with the evidence and the tools that you need to create a climate within your workplace that
fosters job satisfaction.
The general objective of this report is to evaluate the “Effects of Promotion system on employee
job satisfaction of Janata bank Limited”. The specific objectives are to determine the employee
job satisfaction by using the key elements of job satisfaction and promotion is one of the
important factor, to determine the employee job satisfaction by analyzing the hypothetical
question, to determine the job satisfaction by using a rating scale, to identify the key factors of
job satisfaction of employees with promotion working in Janata Bank limited. Descriptive
research was used in this report. Two sources of data and information have been used in this
report. These are primary and secondary sources. Sampling plan is a definite plan for obtaining a
sample from a given population. The population of the report is the total executives of the bank.
The sample frame of the report is every number of Janata Bank, DMCH branch, Dhaka. On-
probability convenience sampling procedure is used in the survey. The sample size is 12.
After analysing the questions it has been found that employees are satisfied with the promotion
system and achieve the opportunity of getting promotion at the right time. Only some limited
employees have higher levels of job satisfaction and they enjoy better facilities and supportive

work environment. Gender and age differences have relatively lower levels of impact on it. Job
satisfaction of JBL ensures the employees satisfaction, interest for work, accountability and does
any work satisfactorily. Job satisfaction result helps the bank to achieve its goals and objectives
in time. The overall job satisfaction of the bank employees of JBL is at the positive level. Some
pitfalls and also some positive side are sought out by the analysis in the major findings part.
Same suggestions are given in the recommendation part on the basis of the analysis. The Human
Resource Department is playing one of the most outstanding roles in JBL. Man is the ultimate
resource of the organization because they think, speak, so that utilization of this resource is very
critical. Every organization success depends on its efficient and effective man power. Finally,
after doing analysis and research on the employee job satisfaction of JBL, the study has found
some factors affecting on job satisfaction. The truth is that the practice of human resource
management in JBL is really strong enough to serve die purpose of the bank.

Table of Contents
SL
NO.
Particulars Page
No.
Chapter One - Introduction
1.1 Introduction
1.2 Background of the Study
1.3 Rationale of the Report
1.4 Objectives of the Report
1.5 Scope of the Report
1.6 Methodology of the Report
1.6.1 Research Design
1.6.2 Data Collection Procedure
1.6.3 Sampling Plan
1.6.4 Data Analysis
1.7 Limitations of the Report
Chapter Two - Literature Review
2.1 Literature Review
Chapter Three - Company Profile
3.1 Background
3.2 Janata Bank at a Glance
3.3 Corporate Information
3.4 Branches of JBL
3.5 Objectives of JBL
3.5.1 Vision
3.5.2 Missions
3.6 Hierarchy of JBL
3.7 Functions of JBL
3.7.1 Primary Functions
3.7.2 Secondary Functions

3.8 Products of JBL
3.8.1 Deposit Products
3.8.2 New/Special Products
Chapter Four - Theoretical Aspects
4.1 Human Resource Management
4.2 Principles of Human Resource Management
4.3 Importance of HRM
4.4 Functions of HRM
4.5 Promotion
4.5.1 Purposes and Advantages of Promotion
4.5.2 Types and Models of Promotion
4.5.3 Promotion Program and Procedure
3.5.4 Personal factors4.6 Job Satisfaction
4.7 Nature and Features of Job Satisfaction
4.8 Factors affecting job satisfaction
4.9 Job Satisfaction Model
Chapter Five - Analysis and Data Interpretation
5.1 Data Analysis and Interpretation
5.2 Promotion Influences the Employees Job Satisfaction
5.3 Questionnaire Analysis of Job Satisfaction
5.4 Overall Employee Job Satisfaction Level
Chapter Six - Findings
6.1 Major Findings
Chapter Seven - Conclusion and Recommendations
7.1 Conclusion
7.2 Recommendations
References
Appendix-Questionnaire Sample
Acronyms

Chapter One Introduction
1.1 Introduction
In today’s world only academic does not make a student perfect to become competitive with the
corporate & global business world. By doing an internship program, a student can get the
opportunity to learn facing about real business world. Internship is highly needed to gain idea,
knowledge and experience.
As an internee student I have joined at Janata Bank Limited and trying to maintain the pace with
the competitive business environment on official activities, culture, philosophy, norms & styles.
It will reflect the best at any field of my personal life. The manager is my overall guide &
superior. He has assigned me to work under the supervision of the senior executive officer Mr.
Mostafizar Rahman. He tells me to meet other employees of Janata Bank Ltd. who are
responsible for different activities of the bank. Receiving his all sort of cordial support, I have
availed the opportunity to work with office where I am on the process of acquiring idea about
real business and corporate world.
The primary purpose of this report is to get an idea about the “Effects of Promotion system on
Employee job satisfaction of Janata Bank Ltd.”, a second generation bank of the country and
make an industry analysis on the banking sector of Bangladesh. This report is an attempt to
reflect the position of Janata Bank Limited, in the banking industry of Bangladesh, procedures,
policies and activities with emphasis Promotion of employees and Level of Employee job
satisfaction of Janata Bank Limited.
1.2. Background of the Report
After completion of 120 credit hours of BBA program demands a report on practical experience.
Internship program is an obligatory criterion for Bachelor of Business Administration (BBA)
students, designed to put them in a challenging environment of the relevant field, where the
students get sample opportunity to apply their theoretical knowledge into practical applications.
During the internship training, students have the opportunity to adopt themselves into the

particular environment of the organization. It provides a unique opportunity to see the reality of
business during student life, which enables them building confidence and working knowledge in
advance of the start of their career. To fulfil this requirement every university of business arrange
a program of internship. Here I get a chance to apply my theoretical knowledge that I acquired
from class lectures, books, journals, case studies, seminar, project, workshop, etc. and compare
them with practical setting.
1.3. Rationale of the Study
The study focuses on the promotion of employees and the level of employee job satisfaction of
Janata Bank Limited; the rationale behind this study is actually to satiate the quest how a
company successfully affords to implement human resource management in their organizations.
It found that the organizations adopt cultural diversity with geocentric managerial viewpoints
that create them differentiated from other competitors. Learning agility lets the firms to secure
profitability avid experience steep growth in diverse environment. Promotion leads to Job
satisfaction that shows attitude of employees toward organization. These cores reveal the
basement of human resource practices of an organization. Thus; it resonates to work on this
topic.
1.4. Objective of the Study
1. To analyze the influence of the promotion systems on the employee job satisfaction.
2. To identify the factors of promotion those are responsible for the employee satisfaction or
dissatisfaction.
3. To identify the measures that should be taken to improve the satisfaction level.
1.5. Scope of the Study
This report literally gives a luminous idea of human resource department of Janata bank limited.
This report is mainly focused on the effects of the promotion system on employee job
satisfaction of JBL. The scope of the study is limited to organizational set up, functions, and
performances of Janata Bank Limited. The main work is on “The effects of the promotion system

on employee Job satisfaction of JBL”. The substances presented in this report will not to be
applicable anywhere outside of Janata Bank Limited and will not to be used any except
University of Dhaka.
1.6. Methodology of the Report
Methodology refers to the systematic method consisting of enunciating the problem, formulating
a hypothesis, and collection the facts or data, analyzing the facts and reaching certain conclusion
either in form of solution towards the concerned problem or in certain generalizations for some
theoretical formulation. It includes the process of gathering, recording, analyzing critical
and relevant facts about any problem in any branch of human activity. It refers to critical
searches into study and investigation of problem/ proposed course of action/ hypothesis or a
theory.
1.6.1. Research Design
This research is a descriptive type of research. The report has been developed basically both on
primary and secondary data. In this report, I have described the recruitment and selection process
of Janata Bank Ltd.
Research Design
Research design is the conceptual structure within which research is conducted; it constitutes the
blue print of the collection, measurement and analysis of the data. As search the design includes
an outline of what the researcher will do from writing the hypothesis and its operational
implication to the final analysis of data. The present study is exploratory in nature, as it seeks to
discover ideas and insight to bring out new relationship. Research design is flexible enough to
provide opportunity for considering different aspects of problem under study. It helps in bringing
into focus some inherent weakness in enterprise regarding which in depth study can be
conducted by management.

Figure: Flowchart of Methodology
1.6.2. Data Collection Procedure
After collection of entire data, different approaches are widely used to analyse & organize the
data. In this process, technological assistance was more significant and indispensable. Results
have been presented in the form of tables and graphs. Several tools have been used for
processing, analysing & preparing the information. After collection of raw data, various types of
computer software such as MS word and MS Excel have been used for editing and processing
the data. The whole chapter of analysis and interpretation is based on the responses of 12
respondents who were administered with a questionnaire which contain the personal data and
their views about the promotion system of Janata Bank Ltd.
Selection of the topic
Selectionof the topic
Identifying the sources
Collection of data
Classification, Analysis, Interpretation
and presentation of data
Findings of the data
Final Report of preparation

1.6.3. Sampling Plan
 Population: A group of individuals or items that share one more characteristics from
which data can be gathered and analyzed is called population. The population of my
study was all the employees of JBL.
 Sample Unit: Any employee who is working JBL, DMCH branch.
 Sample frame: The term ‘sample frame’ is defined as the list or lists from which
individuals are selected. A well structural sample frame was found at DMCH branch.
 Sampling method: The non- probability convenience sampling method was used to
collect data.
 Sample size: The sample size was 12 respondents.
Department No. of Employees
HR & Admin 3
Credit 2
Check Clearing 2
Cash 3
Staff 2
 Gender: Male and female.
 Questionnaire design: Questionnaire was prepared with closed ended questions. The
nature of the questions used in the questionnaire is the Likert scale questions, although
some questions are different from five-level Likert questions. The typical five-level
Likert items are 1.Strongly Disagree 2.Disagree 3.Neautral 4. Agree 5. Strongly Agree.
1.6.4. Data Analysis
Primary data have been collected from the sample. A questionnaire has been used to collect data
from the sample and collect the necessary data related to the research topic. Data have been
obtained via personal interviews at the organization premises. Sometimes, interviews to the same
simple group have been used to figure out some information, which is thought that the sets of
questionnaires won’t suffice delivering.

Source of Data:There are two sources of data used in this study such as-
 Primary source: Questionnaire survey: Communication have been maintained with most
of the employees of JBL, mainly the HR executives in person who conduct the selection
and recruitment of the organization and are directly responsible to make their
subordinates well – motivated and devoted to what they do, making the best outcomes. A
questionnaire has been used to gather the information along with interviews.
 Secondary Source: Going through the bank’s website and annual reports, journals,
articles, reference books, web base support from the internet wide breath of information
has been collected that made the report more informative.
1.7. Limitations of the Study
It was a nice experience for me as an internee at Janata Bank Ltd. All the employees from top to
bottom level were very helpful.
However some of the limitations faced while preparing this report are shown below:
 Time Limitation: To complete the study, time is limited by two months. It is really
very short time to know details about the “Effects of the Promotion system on Employee
job satisfaction of Janata Bank Ltd.” of an organization.
 Inadequate Date: Because of the unwillingness of the busy key persons to provide
the required information, necessary data collection became hard. The employees are
extremely busy to perform their duty.
 Lack of Record: Unavailability of sufficient written documents as required for
making a comprehensive study. In many cases up-to-date information was not available.
 Lack of experiences: Being a temporary member and a firsthand researcher of the
organization. It was not possible on my part to express some of the sensitive issues as it
requires.

Chapter Two Literature Review
2.1. Literature Review
Job satisfaction has been extensively studied over the years. It has been defined in several
different ways and a definitive designation for the term is unlikely to materialize. A simple or
general way to define it therefore is as an attitudinal variable: Job satisfaction is simply how
people feel about their jobs and different aspects of their jobs. It is the extent to which people
like (satisfaction) or dislike (dissatisfaction) their jobs (Spector, 1997). Locke (1976) has defined
job satisfaction as the pleasurable emotional state resulting from the appraisal of one’s job or job
experiences. Although there is a large body of literature on promotion and job satisfaction, the
literature that particularly focuses on employee satisfaction in banks in Bangladesh. However,
there are several studies that seem to be close to the study related to the promotion and job
satisfaction.
Promotion can be used as an incentive tool. It is a way of rewarding the employees for meeting
the organizational goals thus it serves as a mean of synchronizing organizational goals with
personal goals (Lazear & Rosen, 1981). According to Rosen (1982) the deciding factor for the
position of any individual in the hierarchy is his talent, higher the level of talent in any individual
higher will be his position in the hierarchy. Promotion has its importance due to the fact that it
carries with it a significant change in the wage package of an employee (Murphy, 1985). Thus, a
raise in salary indicates the value of promotion (Baker et al., 1994). Promotion follows a defined
set pattern which is outlined in the employment bond (Doeringer & Piore, 1971). In this highly
competitive corporate world, promotion can help the competing firms to trace the most
productive participant of one organization to be worth hiring for another organization (Bernhardt
& Scoones, 1993). In such a way the promotion highlights an employee in the external
environment and realizes his worth in the internal environment. According to Carmichael (1983)
promotion enhances the yield of an organization when an employee climbs a promotion ladder
on the basis of his seniority and resultantly he gets an increased wage rate. The impact of salary

raise, as a result of promotion, is found to be more significant than fixed income on job
satisfaction (Clark & Oswald 1996). According to Shields and Ward (2001) the employees who
are dissatisfied with the opportunity available for promotion show a greater intention to leave the
organization. Pergamit and Veum (1989) established that greater the chances of promotion
higher will be the job satisfaction of employees. Apart from job satisfaction, the employee
satisfaction is determined by satisfaction with promotion. When employees perceive that there
are golden chances for promotion they feel satisfied for the respective place in the organization
(De Souza, 2002). Shaheen and Nokir (2012) measured the job satisfaction of the bankers of
Janata Bank Limited. They found that the job satisfaction of bankers mainly depends on salary,
promotion, supervision, benefits, rewards, operating procedure, co-worker, nature of work,
communication etc. Masud, Hemanta and Sampa (2006) identified the important job satisfaction
factors that are associated with the overall satisfaction of bank employees. Factors including
payment, healthy relationship with colleagues, sense of personal accomplishment, adequate
information available to do job, ability to implement new ideas and overall job satisfaction are
found important for improving job satisfaction of bank employees in Dhaka city. Professor
Herzberg , Mausner and Synderman in 1959, after conducting a massive study developed ‘Two
Factor Theory’ that identifies two set of factors contributing to Job satisfaction and
dissatisfaction . Those are (1) Hygiene factors: salary, relation with superior and peer, quality of
technical supervision, company policy and administration, working condition etc. and (2)
Motivation factors: Achievements, recognition, work itself, responsibility, advancement and
possibility of growth. Work satisfaction as an effective response or reaction to a wide range of
conditions or aspects of one’s work such as pay, supervision, and working conditions is defined
by French (1982) and Tziner and Vardi (1984). Others define it an affective orientation towards
anticipated outcome (Wanous & Lawler, 1972) or a statement to describe the feelings of
employees about their work (Arches, 1991). This statement expresses the gap between what
individuals feel they should receive from their work and what they derive from the actual
situation. Afroze (2008) tried to examine the job satisfaction of employees, particularly staff
working in the sector and found that the better the organization is able to meet employee
expectations, the better their experiences and thereby leading to a more satisfied employee.
Wong & Heng (2009) identified that the major sources of job satisfaction are shown to be policy,
administration and salary. Nahar et al (2008) found that the success of any organization greatly

depends on its qualified, efficient, and dedicated workforce. They found that the employees are
moderately satisfied with their job. The most prominent factors are promotion, compensation and
other benefits provided to employees.
However, according to Baker et al. (1988), promotion does not consider to be an incentive
device, thus the optimal results cannot be generated by promoting the employee in the
organization. There is a more failure rate when the employees are hired externally than when
they are promoted internally (Kelly-Radford, 2001). A sense of satisfaction or its absence is,
thus, an individual’s subjective, emotional reaction to his or her work (Abu- Bader, 1998).
McNeely (1984) found that women are intrinsically more satisfied than men. Greenberg and
Baron (1993) reported that employed women, in general, seem to be less satisfied with their
work than their counterpart men. In the recent years, banking sector has been able to attract
young talents who have chosen banking profession as their preferred career. Information week
survey reported that the challenges of the job and the responsibility associated with it tend to
matter more than the salary (Hannay and Northam, 2000; Mateyaschuk, 1999). According to
Benders and Van De Looj (1994), there is no direct relation between job satisfaction and salary.
Their research suggested that younger employees have a greater tendency to quit their jobs than
older employees and demonstrate a greater tendency to be willing to work overtime. Younger
employees also tend to be less satisfied with their salary. Berger (1986) studied satisfaction from
job characteristics by sex and occupational type among male employees. He found that job
satisfaction for males was closely related to prestige and promotion to higher position, while
females were most satisfied with their job’s level of safety and freedom from health hazards
rather than promotion and salary.
Amidst a flurry of assessment activity and demands for accountability, employers find
themselves being judged on the work performance of their employees. The factors that may
influence job satisfaction include firm size, promotion, certification, age, sex, and race and
education levels. Job satisfaction may vary from company to company, but the fact remains that
a heightened level of scrutiny exists on job satisfaction among employees and how this impacts
corporate performance. Among the factors it has been found that promotion, salary, and
recognition are the top most factors help in raising job satisfaction.

Chapter Three Company Profile
3.1. Background of Janata Bank Ltd.
With the emergence of Bangladesh as an independent, sovereign state in 1971 after a devastating
nine month war against the West Pakistani occupation army, a war, full of blood and tears,
trauma and pain of millions of our beloved ones, the legacy of rebuilding the already broken
financial base of the country was felt as an urgent call of the day against a collapsed economic
reality of a newly born state. In this backdrop, in order to rebuild the country’s economy,
measures had been taken to merge a number of banks previously operated in this region and
make new banks and this initiatives led to formation of Janata Bank in 1972 by combining the
erstwhile United Bank Limited and Union Bank Limited under the Banks Nationalization Order
(President’s Order No. 26) of 1972. On 15th November, 2007 the bank has been corporatized and
renamed as Janata Bank Limited.
3.2. Janata Bank Limited (JBL) at a Glance
 Janata Bank Limited, one of the state owned commercial banks in Bangladesh, at the end
of 2014 the Bank held Deposit BDT 5,16,010 million, Advance BDT 3,19,773 million
with Authorized capital BDT 30,000 million and Paid-up Capital BDT 19,140 million,
reserve of Tk.17976.20 million. The Bank has a total asset of Tk. 586082.98 million as
on 31st December 2014.
 Janata Bank Limited currently operates through 904 branches including 4 overseas
branches in United Arab Emirates. It is linked with 1239 foreign correspondents all over
the world.
 The Bank employs around 14,244 (As on 01.05.2015) personnel.
 The mission of the bank is to actively participate in the socio- economic development of
the nation by operating a commercially sound banking organization, providing credits to
viable borrowers, efficiently delivered and competitively priced, simultaneously
protecting depositors’ funds and providing a satisfactory return on equity to the owners.

 The Board of Directors is composed of 13 (thirteen) members headed by a Chairman.
The Directors are representatives from both public and private sectors.
 The Bank is headed by the Chief Executive Officer & Managing Director, who is a
reputed banker.
 The corporate head office of the Bank is located in the capital city Dhaka with 12(twelve)
Divisions comprising of 44 Departments.
3.3. Corporate Information
The corporate head office is located at Dhaka with 10 (ten) Divisions comprising of 38 (thirty
eight) Departments.
Name : Janata Bank
Registered Address : Janata Bhaban
110, Motijheel Janata Area
Dhaka- 1000. Bangladesh
Legal Status : Public Limited bank
Date of Incorporation : 21 May, 2007
Authorized Capital : TK. 20,000 Million
Paid up Capital : TK. 5,000 Million
Reserve : TK.10823.01 Million
Retained surplus : Tk. 5167.18 Million
Asset : Tk. 345233.92 Million
Face value of per share : TK. 100 per share
Shareholding Pattern : 100% Share owned by the Government of Bangladesh.

3.4. Branches of JBL
SL Categories Branches
01 Local office 01
02 Corporate-1 Branch 12
03 Corporate-2 Branch 40
04 Overseas Branch 04
05 Grade-1 Branch 204
Total= 904
Table-1: Branches of JBL
3.5. Objectives of JBL
To beat mean Total Shareholder Return performance of a peer group of financial institutions
over a three-year rolling average, with a minimum objective to double shareholder return value
in five years.
Janata Bank objectives are to provide innovative products supported by quality delivery of
systems and excellence customer services, to train and motivate staffs and to exercise social
responsibility. By combining regional strengths with group network Janata Bank aim is to be the
one of the leading banks in its principle markets. Janata Bank goal is to achieve sustained
earnings growth and to continue to enhance shareholders value.
3.5.1. Vision
To become the effective largest Janata Bank in Bangladesh to support socio-economic
development of the country and to be a leading banks in South Asia.

3.5.2. Missions
Janata Bank Limited will be an effective bank by maintaining a stable growth strategy,
delivering high quality financial products, providing excellent customer service through an
experienced management team and ensuring good corporate governance in every step of bank
‘sing network.
3.6. Hierarchy of JBL
Board of Directors
Chairman
Directors
Managing Director
Deputy ManagingDirector
General Manager
Deputy General Manager
Assistant General Manager
First Assistant General Manager
Senior Executive Officer
Executive Officer
Assistant Executive Officer
Assistant Officer Grade-1

3.7. Functions of JBL
Janata Bank being the financial institution performs diverse types of functions. It satisfies the
financial needs of the sectors such as agriculture, industry, trade, communication, etc. That
means they play very significant role in a process of economic social needs. The functions
performed by banks are changing according to change in time and recently they are becoming
customer centric and widening their functions. Generally the functions of Janata Bank are
divided into two categories. Primary functions and the secondary functions. The following chart
simplifies the functions of banks.
3.7.1. Primary Functions of Janata Bank Limited
Janata Bank performs various primary functions some of them are given below;
 Accepting Deposits
 Making Advances
 Credit creation
3.7.2. Secondary Functions of Janata Bank Limited
 Agency Functions
 General Utility Functions
Assistant Officer Grade-2
Caretaker-1
Assistant Caretaker-2

3.8. Products of the Bank
3.8.1. Deposit Products
 Current Deposit Account
 Short Term Deposit
 Savings bank Deposit Account
 Inward remittance
 Outward remittance
 Fixed Deposit
 Foreign Currency Deposit
 Monthly Savings Scheme
 Monthly Profit Based Savings Scheme
 Janata Bank Savings Pension Scheme (JBSPS)
 Janata Bank Deposit Scheme (JBDS)
3.8.2. New/Special Products
 Financing IT Sector
 Financing of Industries
 Ready Cash
 Windows for SMEs
 Loan to Travel Agencies
 Loan to Diagnostic Centres

Chapter Four Theoretical Aspect
4.1. Human Resource Management
Human Resource Management is a field of management involves planning, organizing, directing
& controlling the functions of procuring, developing, maintaining & motivating a labor force. It
is the process of acquiring, retaining & terminating, developing & properly using the human
resources in an organization. “Human resource management is the set of organizational activities
directed at attracting, developing & maintaining an effective work force.” -- R. W. Griffin.
4.2. Principles of HRM
There are some principles that are followed by the Human Resource Management. That are
stated below:
 Treat People with respect & dignity.
 Treat people as adults.
 Deal with people as complete individuals.
 Treat employees with justice.
 Provide people with opportunities for growth & development.
 Make people’s feelings that they are important.
 Reward should be earned, not given.
 Do not underestimate the potentials of people.
 Supply people with all relevant information.
 To maintain proper communication.
 To create a sense of belongingness.
 Proper use of potentiality.
 Marinating a labor between stability & flexibility.
4.3. Importance of HRM in an Organization
 Strategy
 Benefits
 Safety

 Liability
 Training & Development
 Employee Satisfaction
 Recruitment
 Selection
 Compliance
4.4. Functions of HRM
There are four basic functions of HRM. These are:
a) Acquisition function.
b) Training & development.
c) Motivation.
d) Maintenance.
4.5. Promotion
In simpler terms, promotion refers to upward movement in present job leading to greater
responsibilities, higher status and better salary. Promotion may be temporary or permanent
depending upon the organizational requirement. “Promotion is the transfer of an employee to a
job which pays more money or one that carries some preferred status.” A promotion is the
appointment of a current, active classified employee (“employee”) to a position in a higher salary
range than the one to which the employee is presently assigned. A promotion is also
advancement to a position that requires performing accountabilities of significantly increased
complexity or responsibility. Most promotions will occur as a result of a job posting. In the
corporate sector employee promotions doesn't make much difference as that of in government
sector. In the government the word promotion is the ultimate desire for an employee for the
service rendered by him in the organisation and this is the only way for an employee career
development in the government sector. Promotion is the ultimate motivating factor for any
employee because moves employee forward in hierarchy of concern organisation added with
additional responsibility, higher respect, honour, with increase in grade pay and allowances.

4.5.1. Purposes and Advantages of Promotion
Promotion stimulates self-development and creates interest in the job. According to Yoder,
“promotion provides incentive to initiative, enterprise and ambition; minimizes discontent and
unrest; attracts capable individuals; necessitates logical training for advancement and forms an
effective reward for loyalty and cooperation, long service etc.” The purposes and advantages of
promotions are to:
 Recognize employee’s performance and commitment and motivate him towards better
performance.
 Develop competitive spirit among employees for acquiring knowledge and skills for
higher level jobs.
 Retain skilled and talented employees.
 Reduce discontent and unrest;.
 To fill up job's vacant position that is created due to retirement, resignation or demise of
an employee. In this case next senior employee will be promoted to the vacant job.
 Utilize more effectively the knowledge and skills of employees; and attract suitable and
competent employees.
4.5.2. Models and Types of Promotions
There are several different schemes and models and types of promotions. Every organization
either chooses one of these methods or applies a combination of one or more such models to
promote their employees. Let’s take a look at some of the most used and popular methods:
a. Noncompetitive Model of Promotion
Promotions that are based on the standard set of achievements and accomplishments of
employees are known as noncompetitive promotions. In such promotions, employees are
promoted once they reach a certain milestone in their career journey, irrespective of variable
features like performance and dedication, etc. These types of promotions work seamlessly for
all the employees, and there is no scope for a bias or unfair appraisal.

 Time scale promotion (Based merely on seniority) – A time scale promotion is a kind of a
non-competitive promotion which takes place after the person has spent a standard or
fixed number of years working for the organization or working at a particular position in
the organization.
 Accretion of Duties – In the case when a person has to be promoted due to an increase in
his/her workload or duties is also a non-competitive method of promotion.
 Aphorism – In some cases, an organization may have to promote someone without
following any policy but just to meet the needs of crucial or urgent times or situations.
b. Competitive Model of Promotion
A competitive model of promotion is a method in which employees have to prove their worth
to employers in order to be promoted to a higher rank or position. Unlike the noncompetitive
method, this method takes into account employee performance, productivity, skills,
experience, knowledge and other such factors. There is a comparison of employees on the
basis of their hard work and performance in this model.
 Merit-Based Promotion – Merit-based promotions are competitive types of promotions in
which a person is promoted on the basis of their skills, performance, knowledge, hard
work and qualifications.
 Merit-Cum-Seniority – Merit-cum-seniority promotions are those types of promotions
where a balance between the merit as well as the seniority of the individual is kept in
mind before considering a promotion.
c. Up-gradation Promotion or Out Promotion
This is the kind of a promotion method in which when the amount of pay increases without a
change in the job or rank. In case of out promotion, an employee seeks employment
somewhere else because of being offered a better pay-scale.

d. Dry Promotion
In this type, promotion is given in lieu of increase in salary. For example, when a university
professor is made Head of the Department, there is no increase in salary.
e. Paper Promotion
Paper promotion happens on seniority of employee in government sector having different
departments. Paper promotion is an employee promotion given to the employee belonging to
the parent department, but indeed working in another department on transfer, on request of
employee or due to exigency of work. Paper promoted employee draws salary pertaining to
job in another Department, but not according to promotion’s job in the parent Department.
The reason for giving paper promotion is, generally in government sector, employee
promotion will be given in order of seniority of employees subjected to the vacancy position
created. Whoever is most senior employee amongst all employees in the same cadre, out of
them top senior employee will be given promotion. When a top senior is working in another
Department, in such cases to fill up the vacancy position, promotion on paper will be given to
such employee, because he’s not occupying job in the parent Department. Subsequently
promotion will be given to the next top senior who is working in the parent Department.
Paper promoted employee draws salary pertaining to the job of another Department only but
not according to the job, which got paper promoted in the parent Department.
4.5.3. Promotion Program and Procedures
The following procedures are maintained in an organization to offer promotion:
a. Formulation of Promotion Policy
Each organization needs to maintain a balance between the internal sources of personnel
promotion and external sources by means of recruitment. Hence, promotion must be based on
consistent, fair and clear cut policy. The National Institute of Personnel Management (NIPM)
has suggested a promotion policy on the following lines:

 Encouragement of promotion within the organization instead of looking outside to fill
vacancies in higher places.
 An understanding that ability as well as seniority will be taken into account in making
promotions. Ability, efficiency, attitude, job performance, physical fitness, leadership,
experience, and length of service are some of the factors considered in making
promotions.
 Drawing up an organization chart to make clear to all the ladder of promotion. Where
there is a job analysis and a planned wage policy, such chart is quite easy to prepare.
 Making the promotion system clear to all concerned who may initiate and handle cases of
promotion. Though departmental heads may initiate promotion, the final approval must
lie with the top management, after the personnel department has been asked to check
from its knowledge whether any repercussion is likely to result from the proposed
promotion.
All promotions should be for a trial period to ascertain whether the promoted person is
found capable of handling the job or not. Normally, during this trial period, he draws the
pay of the higher post, but it should be clearly understood that if “he does not make the
grade” he will be reverted to his former post and former pay scale.
b. Promotion Channels
Promotion channels should be identified and recorded on paper. This process is
related with job analysis and career planning of an organization.

c. Promotion Appraisals
The promotion of an employee is entirely dependent upon his/her performance
appraisal outcome.
d. Centralized Records
The education, experience, skills, abilities and evaluation of all employees should
be recorded and maintained in a centralized manner by the department of the
organization, because basing on these attributes; promotion is given to an
employee.
4.6 Job satisfaction
Job satisfaction is in regard to one’s feeling or state-of-mind regarding the nature of their work.
It can be influenced by a variety of factors, e.g., the quality of one’s relationship with their
supervisor, the quality of the physical environment in which they work, degree of fulfilment in
their work. Job satisfaction is a worker’s sense of achievement and success on the job. It is
generally perceived to be directly linked to productivity as well as to personal well-being. Job
satisfaction further implies enthusiasm and happiness with one’s work. It is the key ingredient
that leads to recognition, income, promotion, status, honour and the achievement of other goals
that lead to a feeling of fulfilment. Job satisfaction can be defined as the extent to which a
worker is content with the rewards he or she gets out of his or her job, particularly in terms of
intrinsic motivation. The term job satisfaction refers to the attitude and feeling people have about
their work. Positive and favourable attitudes towards the job indicate job satisfaction .Negative
and unfavourable attitudes toward the job indicate job dissatisfaction. Job satisfaction is the
collection of feeling and beliefs that people have about their current job. People’s levels of
degrees of job satisfaction can range from extreme satisfaction to extreme dissatisfaction, in
addition to having attitudes about their job as a whole. People also can have attitudes about
various aspects of their jobs such as the kind of work they do, their co-workers, supervisors or
subordinates and their pay. Job satisfaction is a complex and multifaceted concept which can
mean different things to different people. Job satisfaction is usually linked with motivation, but
the nature of this relationship is not clear. Satisfaction is not the same as motivation. Job

satisfaction is more of an attitude, an internal state. It could, for example, be associated with a
personal feeling of achievement, either quantitative or qualitative. We consider that job
satisfaction represents a feeling that appears as a result of the perception that the job enables the
material and psychological needs. In order for an organization to be successful they must
continuously ensure the satisfaction of their employees. Job satisfaction is defined as “an
individual’s reaction to the job experience. There are various components that are considered to
be vital to job satisfaction. These variables are important because they all influence the way a
person fees about their job, these components include the following: pay, promotion, status,
honour, benefits, supervisor, co-workers, work conditions, communication, safety, productivity,
and the work itself. Each of these factors figures into an individual’s job satisfaction differently.
One thinks that pay is considered to be the most important component in job satisfaction,
although this has not been found to be true. Employees are more concerned with working in an
environment they enjoy. Importance of job satisfaction
1. Increased Productivity
2. Reduction in Turnover
3. Reduce Absenteeism
4. Reduce Union Activity
5. Reduce Grievance
4.7. Nature and Features of Job Satisfaction
1. Increasing quality and quality of production.
2. Measuring job satisfaction.
3. Influencing on living.
4. Types of job satisfaction Internal feeling to work of employee.
5. Increased morale.
6. General attitude.

4.8. Factors Affecting Job Satisfaction
The factors of job satisfaction are stated below:
A) Job Related Factors
1. Promotion
2. Salary
3. The work itself
4. Opportunity of Development
5. Relation with co- worker
6. Supervision
7. Autonomy
8. Work environment
9. Stability in work
10. Relation with subordinate
11. Responsibilities
12. Job security
13. Employee welfare measures
14. Proper communication system
B) Personal Related Factors
1. Age
2. Sex
3. Intelligence
4. Personality
5. Experience
6. Experience
7. Educational qualification
8. Occupational level
9. Health

4.9. Job Satisfaction Model
Figure: Job Satisfaction Model

ChapterFive Analysis and Data Interpretation
5.1. Data Analysis and Interpretation
After collection the data were processed and analyzed. Technically speaking, processing implies
editing, coding classification, tabulation of collecting data so that they are amenable to analyze.
The analysis of data in general way involved a number of closely related operations, which are
performed for the purpose of summarizing the collected data and organizing them in such a
manner that they answer the research question. In this study, I followed above process carefully
and it is presented in this chapter.
5.2. Factors of Promotion Influences the Employee Job Satisfaction
In modern age every organization employees wants a bright future. The organization tries to
provide their employee’s better future and make the job satisfying. Janata Bank Limited provides
different kinds of compensation package to make satisfying the employees. The employees do
not want to continue with the organization without job satisfaction. In Janata Bank Limited,
organization’s employees want different kinds of compensation package as promotion factors
that influence the level of an employee’s job satisfaction shown below the table:
Employee Job Satisfaction
Dependent VariableIndependent Variables
Salary
Advancement to a Position
Higher Status and Honour
Greater Responsibilities
Job Security
Other Monetary Benefits (medical and house
rent allowance, provident fund, increment,
transport facilities, fringe benefits)
Training and Career Development

5.3. Questionnaire Analysis of Job Satisfaction
1. Gender Distribution of Janata Bank Limited
Table: Gender Distribution
Serial No Gender No of respondent Percentage
1 Male %
2 Female
Total 100%
Inference: From the above Table it is inferred that out of total 12 employees, 75% of
the employees are male and rest 25% are female. It indicates working males are greater
than working females in selected area.
2. Age distribution of Janata Bank Limited
Table: Age
Serial No Age distribution No of respondent Percentage
1 Under 25 or 25 %
2 26-35 %
3 36-45 %
4 46-50 %
5 Above 50 %
Total 100%

Inference: From the above Table it is inferred that out of 12 employees, 0 % of the
employee fall into the age category of below 25, 34% belongs to the age group 25-35,
58% belongs to 35-45 ,and, 8% responders are in the age group of 45-50, and the rest 0%
of the employees are of above 50 age.
3. Designation of Janata Bank Limited
Table: Designation
Serial number
Designation No of respondent Percentage
1 FAGM
2 SEO
3 EO
4 AEO
5 OFFICER
6 STAFF
Total 100%
0%
34%
58%
8%
0%
Age Distribution
Under 25
25-35
35-45
45-50
Above 50

Explanation :The above diagram represents the designation of responders, among
them,8% responders are belong to FAGM (First Assistant General Manager),the
17%and 17%responders are belong to SEO and EO respectively, another 33% responders
are officers and finally 25% responders are Staff.
4. What is preferred more in case of promotion?
Table: Preference in case of promotion
Serial number
Preference in case
of promotion
No of respondent Percentage
1 Experience
2 Seniority
3 Juniority
4 Performance
5 Nepotism
Total 100%
5. Are you satisfied with your salary?
Table: Salary
Serial No Salary No of respondent Percentage
1 Highly satisfied
FAGM
8%
SEO
17%
EO
17%Officer
33%
Staff
25%
Designation

2 Satisfied
3 Neutral
4 Dissatisfied
5 Highly dissatisfied
Total 100%
Explanation : The above diagram represents among the total number of responders,8% are
Highly satisfied, among them,18% responders are satisfied,8% are neutral ,33% responders are
Dissatisfied and33% highly Dissatisfied respectively. That means the company does not provide
reasonable salary to their employees.
Interpretation: That means most of the employees are not satisfied with their salary. Only few
employees are satisfied and these are the administrative people. Others are neutral.
6. Are you satisfied with your other monetary benefits or allowances?
Table: Other monetary benefits/allowances (medical and house rent allowance, provident
fund, increment, transport facilities, fringe benefits
Serial No Other monetary
benefits/Allowances
No of respondent Percentage
1 Highly satisfied
2 Satisfied
3 Neutral
4 Dissatisfied
8%
18%
8%
33% 33%
0
0.05
0.1
0.15
0.2
0.25
0.3
0.35
Highly
Satisfied
satisfied Neutral Dissatisfied Highly
dissatisfied
Salary
Series2
Series1

Total 100%
Explanation: The above diagram represents among the total number of responders, 8% are
Highly satisfied, among them, 8% responders are satisfied, 8% are neutral, 33% responders are
Dissatisfied and 42% highly Dissatisfied. More employees are not satisfied for other benefits
(medical and house rent allowance, provident fund, increment, transport facilities, fringe
benefits).
Interpretation: That means most of the employees are not satisfied with their overall others
benefits like medical and house rent allowance, provident fund, increment, transport facilities,
fringe benefits. Only few employees are satisfied and these are the administrative people. Rest of
the employees are neutral.
7. Are you satisfied with the company recognition?
Table: Recognition
Serial No Recognition No of respondent Percentage
1 Highly satisfied
2 Satisfied
3 Neutral
4 Dissatisfied
Total 100%
8% 8% 8%
33%
42%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Highly
satisfied
Satisfied Neutral Dissatisfied Highly
dissatisfied
Allowances
Series1

8. Are you satisfied with the promotion policies?
Table: promotion policies
Serial No promotion policies No of respondent Percentage
1 Highly satisfied
2 Satisfied
3 Neutral
4 Dissatisfied
Total 100%
Highly satisfied, among them, 5o% responders are satisfied, 0% are neutral, 33% responders are
Dissatisfied and 0% highly Dissatisfied. More employees are dissatisfied about their
Management policies
17%
50%
0%
33%
0%0%
10%
20%
30%
40%
50%
60%
Highly
satisfied
dissatisfied
Recognition promotionpolicies
Series1

Interpretation: Maximum employees are satisfied with their Recognition and promotion
policies because about more than fifty percent employees express themselves positive about their
institution.
9. Are you satisfied with the pension system?
Table: Pension
Serial No Satisfaction/Dissatisfaction No of respondent Percentage
1 Highly satisfied
2 Satisfied
3 Neutral
4 Dissatisfied
Total 100%
10. Are you satisfied with your position?
Table: Position
1 Highly satisfied
2 Satisfied
3 Neutral
4 Dissatisfied
Total 100%
11. Are you satisfied with your increment?
Table: Increment
1 Highly satisfied
2 Satisfied
3 Neutral
4 Dissatisfied
Total 100%

12. Are you satisfied with company job status?
Table: Company job status
1 Highly satisfied
2 Satisfied
3 Neutral
4 Dissatisfied
Total 100%
13. Are you satisfied with company job security?
Table: Company job security
1 Highly satisfied
2 Satisfied
3 Neutral
4 Dissatisfied
Total 100%
25%
58%
17%
0% 0%0%
10%
20%
30%
40%
50%
60%
70%
Highly
satisfied
dissatisfied
Job status and Job security
Series1

Highly satisfied, among them, 58% responders are satisfied, 17% are neutral, 0% responders are
Dissatisfied and 0% highly Dissatisfied. More employees are satisfied about their Company job
status job security
5.4. Overall Employees’ job Satisfaction level
Variable Satisfied and
highly satisfied
Neutral Dissatisfied and
highly dissatisfied
Salary 26% 8% 66%
Other monetary
benefits/allowances
(medical and house
rent allowance,
provident fund,
increment, transport
facilities, fringe
benefits
16% 9% 75%
Job status and job
security
83% 17% 0%
Training and
development
facilities
50% 0% 0%
Recognition and
promotion polices
67% 0% 33%
Overall job
satisfaction
67% 0% 33%

Chapter Six Findings
6.1. Major Findings
 On the basis of salary and other benefits: Only few employees are satisfied and these
are the administrative people. The rest of the employees are neutral like.
 On the basis of Management policies, Recognition and promotion policies: Although
the government bank’s management policies and promotions are not alike private bank,
Maximum employees are satisfied with their Recognition and promotion policies because
about more than fifty percent employees express themselves positive about their
institution.
 On the basis of Company job status and job security: Maximum employees believe
that government bank is more secure than private bank. The employees are satisfied
about their Company job status job security.
 On the basis of Company Freedom of job, Training and development facilities: Most
of the employees are satisfied with their Company Freedom of job, Training and
development facilities. Training and Development plays a significant role in improving
the efficacy of the work-force which makes him feel better equipped for the job at hand.
It also helps in the career planning of the employees. Both these aspects provide a sense
of job satisfaction to the work-force as well as to the leader
 Overall Job Satisfaction: The study shows overall that most of the employees of Janata
Bank Limited are satisfied with their job.
 Promotion disappointed some employees: Some employees who are not promoted will
be disappointed when their colleagues with similar qualifications and experience are
promoted either due to favoritisms or due to lack of systematic promotion policy.
Employee may develop negative attitude and reduce their contributions to the
organization and prevent organizational and individual advancement.
 Some employee refuse promotion: There is a general tendency that employee accept
promotion. But there are several incidents where employees refuse promotions. These

include promotion together with transfer to an upward place, promotion that level where
the employee feels that he will be quite incompetent to carry out the job, delegation of
unwanted responsibilities, and when trade union leader feel that promotion causes
damage to their position in trade union.
 The other problems associated with the promotion are: some superiors will not
relieve their subordinates who are promoted because of their indispensability in the
present job and inequality in promotional in different departments, regions and categories
of jobs.
 The bank use paper promotion system that focuses on the seniority.
 There is no such discrimination in the promotion system.
 Promotion increases complexity and responsibility.
 Sometimes promotion system becomes unfair and impartial. Nepotism or networking is
existed in JBL and thus, improper person get the opportunity of promotion.
 Lack of career counseling is existed hear.
 1. It reduces labor turnover.
 2. Promotion is given to the employees to develop a feeling of content with the existing
conditions of the company and a sense of belongingness.
 Measurement or judging of merit is highly difficult.
 Many people, particularly trade union leaders, distrust the management’s integrity in
judging merit.

Chapter Seven
Conclusion and Recommendations
7.1. Conclusion
Janata Bank Limited plays a vital role like other banks, in the development process of the
country through financing industrial and agricultural process, local and foreign trade. The
performance of any bank mostly depends upon the level of its customer satisfaction as well as
employee satisfaction. Janata Bank Limited is not an exception from it. Everybody will confess
the truth that a set of dissatisfied employees can’t satisfy its customers perfectly. Bank, as a
service oriented organization, will lose confidence of the clients if it fails to serve them properly.
Any problem related to customer service causes customer dissatisfaction. Janata Bank Limited
has an enriched & effective Human Resource department which tries to ensure their employees’
job satisfaction by successfully implementing HR function. By collecting primary and secondary
data and after analysing those it is realized that employee job satisfaction helps the organization
to utilize its human resource in a more productive and efficient manner. The system identifies
weakness and threats of the employees and takes appropriate measures to overcome the
unfavourable circumstance.
Job satisfaction of this organization ensures the employees’ satisfaction, interest of work,
accountability and does any work satisfactorily. Job satisfaction results help the organization to
achieve its goal and objective in time. Total success of the bank depends on the employees’
performance, efficiency, honesty, diligence and integrity. So special care should be taken to
increase and maintain their level of job satisfaction and thereby assist them to increase their
efficiency and productivity since they are playing a vital role in the economic development of the
country.
At last, it can be said that employees are not overall satisfied with their job because they are not
contented with their salary, promotion, opportunity of training and development, and Job status.

7.2. Recommendations
The recommendations for Policies for improvement of the level of job satisfaction of Janata
Bank Limited officers are as follows:
 This study discovered the major areas of dissatisfaction. These are: salary, promotion and
benefits/allowances. The dissatisfaction regarding promotion is serious than any other
issue. It is true that the promotion opportunity is narrower in the upper levels. In spite of
this the authority should think positively and take care of it so that the dissatisfaction
level can be reduced at least up to an acceptable level.
 Salary is the primary and most important factor for satisfaction. It should be high enough
to maintain the living standard of employees. The authority should consider that salary
structure and benefits should be reasonable and comparable with that of other banks or
other similar institutions.
 The bank should have a transparent standing policy for promotion of employees so that
an officer not getting promotion can clearly understand the causes behind it and may
devote him to be fit for promotion. So that they can improve their working standard with
a competitive attitude to make themselves fit for the future promotion.
 In addition to salary, there are some kinds of allowances or benefits such as medical
allowances, insurance coverage, and other fringe benefits. There should be maintained
equality for every level of officers according to their position in providing these benefits.
 To get rid of the problems created by the leader of workers’ unions by promoting them to
the officer’ levels where they are less effective in creating problems.
 The study determined some areas of job satisfaction of JBL officers. They are: nature of
work and communication system, advancement in position, job status, job security,
honour, recognition, training and development. The bank authority should be careful to
maintain this trend, so that the level of job satisfaction can prevail in the minds of
officers.
 There should be provision for different kind of rewards for better performance. It will
encourage the employees to take responsibility and also will improve their willingness to
perform better.

 Promotion problems can be minimized though career counselling by the superiors and by
formulating a systematic promotion policy.
 The JBL has to specify clearly its policy regarding promotion based on its corporate
policy.
 It should be considered the sense that policy should be applied uniformly to all
employees irrespective of the background of the persons,
 It should be fair and impartial. In other words it should not give room for nepotism,
favoritism etc.,
 Systematic line of promotion channel should be incorporated
 It should provide equal opportunities from promotion in all categories of jobs,
departments, and regions of an organization
 It should insure open policy in the sense that every eligible employee should be
considered for promotion rather than a closed system which consider only a class of
employees
 It should contain clear cut norms and criteria for judging merit, length or service,
potentiality etc.
 Appropriate authority should be entrusted with the task of making final decision
 Favoritism should not be taken as a basis for promotion
 It should contain promotional counseling, encouragement, guidance and follow-up
regarding promotional opportunity, job requirement and acquiring the required skills,
knowledge etc. it should also contain reinforcing the future chances in the mind of
rejected candidates and a provision for challenging the managements decision and action
by employee or union within the limits of promotion policy.

References
1. A. Shaheen & Uddin M. Nokir (2012), “Job Satisfaction of Bankers and its Impact in
Banking: A Case Study of Janata Bank”. ASA University Review, Vol. 6 No. 2, July–
December, 2012.
2. Aswathappa, K (2005), Human Resource & Personal Management, fourth edition-Tata MC
GrawHill, Delhi.
3. Baker, George P., Michael, C. J., & Kevin J. M. (1988). Compensation and incentives:
Practice vs. theory. Journal of Finance 43, 593-616.
4. Berger, P.S. 1986. Differences in importance of and satisfaction from job characteristics by
sex and occupational type among Mexican American employees. Journal of Vocational
Behavior 28 (3): 203-213.
5. Bernhardt, D., & Scoones, D. (1993). Promotion, turnover, and pre-emptive wage offer.
American Economic Review, 83(4), 771-791.
6. Carmichael, L. (1983). Firm-specific human capital and promotion ladders. Bell Journal of
Economics, 14, 251- 258.
7. Centers, R., and Cantrill, H.(1946). Income satisfaction and income aspiration. Journal of
abnormal and social Psychology, Vol-41, pp-64-69.
8. Clark, A. E. (1997). “Job satisfaction and gender: Why are women so happy at work?”
Labour Economics, Vol. 4, 341-372.
9. Clark, A. E., & Oswald, A. J. (1996).Satisfaction and comparison income. Journal of Public
Economics, 61, 359- 381.
10. Decenzo DA and Robbins SP (2006), Human Resource Management, 07th edition, John
Wiley & Sons (Asia) Pte. Ltd.
11. Dessler, G. (2010), Human resource management (9th Edition), Publisher: Prentice hall, p-
592.
12. Doeringer., & Piore. (1971). Internal Labor Markets and Manpower Analysis. Heath
Lexington Books.
13. European Journal of Business and Management (2014), “Job Satisfaction of Employees in
Banking Sector: A Case Study on Janata Bank Limited.” European Journal of Business and
Management, ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Vol.6, No.17, 2014.
14. Herzberg, F., Mausner, B., Peterson, R.O. and Capwell, D.F. (1957). Job attitude: review of
research and opinion. Psychological Service of Pittsburgh.
15. Herzberg. (1966).Work and the Nature of Man. Ohio: World Publishing.

16. Hoppock, R. (1935), Job Satisfaction, Harper and Row, New York.
17. Howard, J. & D. Frink (1996), “The Effects of Organizational Restructure on Employee
Satisfaction,” Group and Organization Management 21(3):278-303.
18. Islam, M. M. and Hasan, M. (2005), “Employee Satisfaction on Private Sector Banks in
Bangladesh: A Study on Dhaka City’s Banks”. Journal of Business Studies.Vol.3; Number 1
& 2.Bangladesh Open University. ISSN: 1811-1556.
19. Khan, Professor Nawab Ali and Parveen, Suhalia, Salary and Promotion - Predictors of Job
Satisfaction: A Comparative Study of Public and Private Sector Banks in India (January 1,
2012).
20. Locke, E.A. (1976). The nature and consequences of job satisfaction. In M.D. Dunnette
(Ed.), Handbook of industrial and organizational Psychology. Rand McNally, Chicago.
21. Lumpkin J.R. & K. Tudor (1990), “Effect of Pay Differential on Job Satisfaction: A Study of
the Gender Gap,” Journal of Supply Chain Management: Human Resources Issues 26(3):25-
29.
22. Rahman, I.B., Saha S. & Gurung, H.B. (2006), “Where the Job Satisfaction of Bank
Employees Lies: An Analysis of the Satisfaction Factors in Bangladesh”. The Cost and
Management, Journal of ICMAB, Vol. 34, No. 3, May-June 2006.
23. Sousa, A.D.E (2002), Employment and human resource practices in public sector banks in
the nineties, in Shuji.
24. V. V. Bhatt, Economic and Political Weekly, Vol. 6, No. 48 (Nov. 27, 1971), pp. M167-
M169
25. Watson, G. and Seidman, M. (1941). Dissatisfaction in work. Journal of Social Psychology,
Vol-13, 183-186.
Report
1. Annual Report 2014, Janata Bank Limited
2. Annual Report 2013, Janata Bank Limited

Appendix
Acronyms
BBA-Bachelor of Business Administration
DMCH-Dhaka Medical College Hospital
HRM-Human Resource Management
HR-Human Resource
HRD-Human Resource Development
JBL-Janata Bank Limited
FAGM- First Assistant General Manager
Questionnaire sample
Dear Respondents,
I am Md. Sajib Uddin Ripon, A student of BBA program University of Dhaka, conducting a
survey on “Effects of promotion system on employee job satisfaction of Janata Bank Limited”.
The following questions are designed to get your valuable opinion regarding the promotion and
job satisfaction of your organization. Kindly noted that this is an academic study and the findings
will remain confined within academic interests. No part of this study will be disclosed. Your
kind Cooperation will be highly appreciated.
Please read carefully the question and put tick (√) in the respective number and kindly give your
responds where necessary.
Questionnaire
Questionnaire on “Effects of Promotion system on employee Job Satisfaction of Janata Bank
Limited”.

Section-01 Personal Information
1. Name of the Respondent…..................................................................................
2. Age ……………………….
3. Gender:
o Male
o Female
4. Designation
o Assistant General Manager
o Senior Executive
o Executive
o Officer
o Staff
5. What do you prefer more in your job?
o Salary
o Recognition
o Security
o Promotion
o Honour
o Contact
o All of the above
6. In thinking about the variety of tasks your position requires, would you say that there are too
many, enough or not enough?
o Too many
o Enough
o Not enough
7. Would you advise a friend to apply for a job at this company?
o Definitely
o Probably
o Not sure
o Probably not
o Definitely not

8. Have you observed or experienced any of the following forms of discrimination on the
promotion system at this company?
o Gender discrimination
o Racial discrimination
o Rural discrimination
o Urban discrimination
o Other discrimination
o None observed
9. What is preferred more in promotion system?
o Experience
o Seniority
o Juniority
o Performance
o Nepotism
Section-02 Question and Responses (please put a tick-√ in the following box)
SL
NO.
Questions 1.Highly
Dissatisfie
d
2.Dissatisfie
d
3.Neutra
l
4.satisfie
d
5. Highly
satisfied
1. I am satisfied with my salary?
2. I am satisfied with the
promotion process on my job?
3. I am Satisfied with my
increment?
4. I am Satisfied with the
allowances of my job?
5. I am satisfied with the bank’s
recognition?
6. I am satisfied with my job
status?
7. I am satisfied with my job
security?
8. I am satisfied with my
position?
9. I am satisfied with my job?
10. I am satisfied with the pension
system?

11. My salary matches my job
performance?
12. My pay is fair for my position?
13. Promotion is the best reward as
a best performer?
14. The bank maintains
competitive pay and benefits
package?
15. I am overall satisfied with my
job?
Thank You

Sajib final internship report

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

En vedette

En vedette (20)

Similaire à Sajib final internship report

Similaire à Sajib final internship report (20)

Sajib final internship report