JOB SATISFACTION OF NATIONALISED BANK EMPLOYEES IN

KANYAKUMARI DISTRICT

Dr.J.ANISHA SHAINNE THANGAM

Associate Professor of Commerce
Scott Christian College (Autonomous)
Nagercoil -3

S. SHEEBA GLADIS
Research Scholar
Department of Commerce
Scott Christian College (Autonomous)
Nagercoil -3

Abstract

Job satisfaction is one of the most research variables in the area of workplace psychology , and has
been associated with numerous [Psychosocial issues - the changing world of work] organizational
factors]] ranging from leadership to job design. This article seeks to sketch the key definitions relating
to job satisfaction, the main theories related to clearing up job satisfaction, as well as the types of and
issues contiguous the measurement of job satisfaction. While it is also important to explore what
factors lead and is impacted by job satisfaction, this is covered in this study. The present study is
examining in nature, as it seeks to discover ideas and insight to bring out a new relationship. The
research design is flexible enough to provide an opportunity for considering different aspects of the
problem under study. It helps in bringing into focus some inherent weakness in an enterprise
regarding which in-depth study can influence the factors of job satisfaction of Nationalised bank
employees in Kanyakumari district.

Keywords: Employee perception, Job nature, working environment, etc.

Introduction:

Normally, work underlies self-esteem and identity while joblessness lowers self
worth and produces nervousness. At the same time, boring jobs can erode a worker's initiative and
enthusiasm and can lead to skiving and unnecessary return. Job satisfaction and work-related success
are major factors in personal satisfaction, self-respect, self-esteem, and self-development. To
the worker, job satisfaction brings a pleasant emotional state that often leads to a positive work
attitude. A content worker is more likely to be inspired, flexible, innovative, and loyal. For the
organization, job satisfaction of its workers means a workforce is motivated and dedicated to high-
quality performance. Increased productivity the quantity and quality of output per hour worked seems
to be a byproduct of improved quality of working life. It is important to note that the literature on the
relationship between job satisfaction and productivity is neither conclusive nor consistent.

However, studies dating back to Herzberg's (1957) have shown at least low correlation between high
morale and high productivity, and it does seem logical that more satisfied workers will tend to add
more value to an organization. Unhappy employees, who are motivated by fear of job loss, will not
give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a
temporary one, and as soon as the threat is lifted performance will decline. Tangible ways in which
job satisfaction benefits the organization include a reduction in complaints and grievances,
absenteeism, turnover, and termination; as well as improved punctuality and worker morale.

FACTORS INFLUENCING JOB SATISFACTION - MODEL

Evaluative I like/dislike my job

Job Satisfaction Cognitive My work is challenging &

interesting

Behavioural I am reliable & I work

hard

LITERATURE REVIEW

This section reviews the relevant studies on job satisfaction carried out to find out the research gap.
Reviewing the previous literature not only highlights the historical works in the area, but also helps to
identify the niche in the area. Further, reviewing helps to study the methodology and techniques used
in these studies so that the present study can be set up in a new dimension.

Sinha (1958) in his study on “Job Satisfaction in Office and Manual Workers” found that “inadequate
salary” and “insufficient leave” were the most important contributors to dissatisfaction. The study
stresses that salary and security were the two components with which workers are more dissatisfied
than other components.

Porter, L.W. (1961) in his study “A Study of Perceived Need Satisfaction in Bottom and Middle
Management Job”, observed that satisfaction is the difference between one actually received and what
he feels as he should receive. The study identified that job satisfaction is a psychological concept
related to one’s mental set up.
Sinha and Sharma (1962) in their study entitled “Union Attitudes and Job Satisfaction in Indian
Workers”, have reported that there is a negative association between union and job satisfaction, and at
the same time, age and marital status were significantly associated with job satisfaction. The study
explored the relationship among various variables with job satisfaction.

Ayashri Desai (1964) in her study, “Employees Job Satisfaction”, have found that job satisfaction is
related to the satisfaction of physiological needs, status needs and the need to belongings, employees
interest, work environment, interrelation and the employee’s personality.

Nataraj and Hafeez (1965) in their study on, “A Study of Job Satisfaction among Skilled Workers”,
investigated the level of job satisfaction and found that skilled workers were more highly satisfied
than other categories of workers.

Review of differential studies shows that job satisfaction is determined by several factors which vary
from firm to firm and industry to industry.

OBJECTIVE OF THE STUDY

 To measure the extent of Job Satisfaction among bank Employees of Nationalized banks in
kanyakumari district.
 To study the relationship between personal factors of employees (income, designation,
education qualification etc.
 To make suggestions to Bank management for enhancing the satisfaction level of Bank
employees.

RESEARCH METHODOLOGY

Research is a organized method of finding solutions to problems. It is fundamentally an examination,

are cording and an analysis of evidence for the purpose of gaining knowledge. According to Clifford
woody, “research comprise of defining and redefining problem, formulating hypothesis or suggested
solutions, collecting, organizing and evaluating data, reaching conclusions, testing conclusions to
determine whether they fit the formulated hypothesis”.

SAMPLE SIZE

There were total 120 respondents surveyed in different Nationalized banks in Kanyakumari districts.

S.No Taluk Head No.of Sample Banks

1 Kalkulam 30
2 Vilavankode 30
3 Thovala 30
4 Agastheeswaram 30
Total 120
 SCOPE OF THE STUDY

The capacity of the study is very imperative. Not only the Human Resource department can use the
facts and figures of the study but also the employees, finance and sales department can take benefits
from the findings of the study.

LIMITATION OF STUDY

Data collected was based on questionnaire and interview method only.

 Total number of employees in bank is more but sample size is limited to 30 only.
 The research was conducted in limited duration only.
 Some respondents hesitated to give actual situation , they feared that management would
 The findings and conclusions can result in bias

DATA ANALYSIS AND INTERPRETAION

Satisfy working environment * Employees relationship with management

Employees relationship with management Total
Excellent Good Average Cant say
Count 25 33 14 0 72
Satisfy
Satisfy working Expected Count 15.0 19.8 26.4 10.8 72.0
environment Count 0 0 30 18 48
Dissatisfy
Expected Count 10.0 13.2 17.6 7.2 48.0
Count 25 33 44 18 120
Total
Expected Count 25.0 33.0 44.0 18.0 120.0
Satisfy working environment * Thinking about another job
Thinking about another job Total
Yes No
Count 62 10 72
Satisfy
Satisfy working Expected Count 59.4 12.6 72.0
environment Count 37 11 48
Dissatisfy
Expected Count 39.6 8.4 48.0
Count 99 21 120
Total
Expected Count 99.0 21.0 120.0
Satisfy working environment * performance linked salary
performance linked salary Total
Yes No
Count 33 39 72
Satisfy
Satisfy working Expected Count 30.6 41.4 72.0
environment Count 18 30 48
Dissatisfy
Expected Count 20.4 27.6 48.0
Count 51 69 120
Total
Expected Count 51.0 69.0 120.0
Satisfy working environment * Retirement benefit provided 
Retirement benefit provided  Total
 Satisfy Dissatisfy can’t say
Count 8 54 10 72
Satisfy
Satisfy working Expected Count 8.4 53.4 10.2 72.0
environment Count 6 35 7 48
Dissatisfy
Expected Count 5.6 35.6 6.8 48.0
Count 14 89 17 120
Total
Expected Count 14.0 89.0 17.0 120.0
Satisfy working environment * View your job
View your job Total
Challanging Responsible Motivation Secured
Count 44 14 10 4 72
Satisfy
Satisfy working Expected Count 46.2 12.0 8.4 5.4 72.0
environment Count 33 6 4 5 48
Dissatisfy
Expected Count 30.8 8.0 5.6 3.6 48.0
Count 77 20 14 9 120
Total
Expected Count 77.0 20.0 14.0 9.0 120.0
Position of Job * Employees relationship with management
Employees relationship with management Total
Excellent Good Average Cant say
Count 7 6 12 6 31
Accountant
Expected Count 6.5 8.5 11.4 4.7 31.0
Count 4 10 7 3 24
Cashier
Expected Count 5.0 6.6 8.8 3.6 24.0
Count 3 4 3 1 11
Position of Job Clerk
Expected Count 2.3 3.0 4.0 1.7 11.0
Count 8 10 17 8 43
Development officer
Expected Count 9.0 11.8 15.8 6.5 43.0
Count 3 3 5 0 11
Manager
Expected Count 2.3 3.0 4.0 1.7 11.0
Count 25 33 44 18 120
Total
Expected Count 25.0 33.0 44.0 18.0 120.0
Position of Job * Thinking about another job
Thinking about another job Total
Yes No
Count 31 0 31
Accountant
Expected Count 25.6 5.4 31.0
Count 24 0 24
Cashier
Expected Count 19.8 4.2 24.0
Count 11 0 11
Position of Job Clerk
Expected Count 9.1 1.9 11.0
Development Count 33 10 43
officer Expected Count 35.5 7.5 43.0
Count 0 11 11
Manager
Expected Count 9.1 1.9 11.0
Count 99 21 120
Total
Expected Count 99.0 21.0 120.0
Position of Job * performance linked salary
performance linked salary Total
Yes No
Position of Job Count 12 19 31
Accountant
Expected Count 13.2 17.8 31.0
Cashier Count 11 13 24
 Expected Count 10.2 13.8 24.0
Count 3 8 11
Clerk
Expected Count 4.7 6.3 11.0
Development Count 20 23 43
officer Expected Count 18.3 24.7 43.0
Count 5 6 11
Manager
Expected Count 4.7 6.3 11.0
Count 51 69 120
Total
Expected Count 51.0 69.0 120.0
Position of Job * Retirement benefit provided 
Retirement benefit provided  Total
Satisfy Dissatisfy cant say
Count 2 25 4 31
Accountant
Expected Count 3.6 23.0 4.4 31.0
Count 1 19 4 24
Cashier
Expected Count 2.8 17.8 3.4 24.0
Count 1 6 4 11
Position of Job Clerk
Expected Count 1.3 8.2 1.6 11.0
Development Count 8 31 4 43
officer Expected Count 5.0 31.9 6.1 43.0
Count 2 8 1 11
Manager
Expected Count 1.3 8.2 1.6 11.0
Count 14 89 17 120
Total
Expected Count 14.0 89.0 17.0 120.0
Position of Job * View your job
View your job Total
Challanging Responsible Motivation Secured
Count 20 7 1 3 31
Accountant
Expected Count 19.9 5.2 3.6 2.3 31.0
Count 16 3 4 1 24
Cashier
Expected Count 15.4 4.0 2.8 1.8 24.0
Count 6 3 1 1 11
Position of Job Clerk
Expected Count 7.1 1.8 1.3 .8 11.0
Count 25 6 8 4 43
Development officer
Expected Count 27.6 7.2 5.0 3.2 43.0
Count 10 1 0 0 11
Manager
Expected Count 7.1 1.8 1.3 .8 11.0
Count 77 20 14 9 120
Total
Expected Count 77.0 20.0 14.0 9.0 120.0
Availabilities of basic amenities * Employees relationship with management
Employees relationship with management Total
Excellent Good Average Cant say
Count 20 24 31 14 89
Yes
Availabilities of basic am Expected Count 18.5 24.5 32.6 13.4 89.0
enities Count 5 9 13 4 31
No
Expected Count 6.5 8.5 11.4 4.7 31.0
Count 25 33 44 18 120
Total
Expected Count 25.0 33.0 44.0 18.0 120.0
satisfied with the nature of job * View your job
View your job Total
Challanging Responsible Motivation Secured
satisfied with the Highly satisfied Count 25 6 3 3 37
 Expected
23.7 6.2 4.3 2.8 37.0
Count
Count 34 7 6 5 52
Satisfied Expected
nature of job 33.4 8.7 6.1 3.9 52.0
Count
Count 18 7 5 1 31
Not satisfied Expected
19.9 5.2 3.6 2.3 31.0
Count
Count 77 20 14 9 120
Total Expected
77.0 20.0 14.0 9.0 120.0
Count

 The above analysis states that 65% of employees are highly satisfied with the working
environment of bank. Most of the employees of private banks are satisfied with the working
environment around them still some employees unsatisfied with the working environment so
the banks should concentrate to improve its facilities’.
 Large portion of employees are thinking about another job as they think that working
in private bank there is no job security and a lot of pressure to meet the targets.
 Most of the employees are satisfied with the provision of advance salary system in their bank.
 Most of the employees are dissatisfied with post retirement benefits provided by the bank. To
motivate and retention them bank should provided such benefits to the employees.
 The above Table shows the following.20% have excellent relationship with management and
they are very much satisfied from job.40% of them have good relationship.28% have average
relationship with management.12% were silent about their relationship with management.
 The above Table shows the following. Most of the employees are satisfied with availabilities
of basic amenities in their bank but still some parties of basic amenities is very important
bank should take proper care to improve their facilities.

KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling
.475
Adequacy.
Approx. Chi-Square 334.451
Bartlett's Test of
Df 55
Sphericity
Sig. .000

The KMO measures the sampling adequacy which determines responses given with the sample are
adequate which is close than 0.5 for a satisfactory analysis to proceed. Looking at the table value
below, the KMO measure is .000, which is close of 0.5 and therefore can be barely accepted.
 Satisfy working environment * Availabilities of basic amenities Cross tabulation
Availabilities of basic amenities Total
1 2
Count 54 18 72
1
Satisfy working Expected Count 53.4 18.6 72.0
environment Count 35 13 48
2
Expected Count 35.6 12.4 48.0
Count 89 31 120
Total
Expected Count 89.0 31.0 120.0

Chi-Square
Value df Asymp. Sig.
(2-sided)
Pearson Chi-Square .065a 1 .798
Continuity
.002 1 .966
Correctionb
Likelihood Ratio .065 1 .799
Fisher's Exact Test
Linear-by-Linear
.065c 1 .799
Association
N of Valid Cases 120

Shows the table value .065. The sample findings are unlikely, given the null hypothesis; the
researcher rejects the null hypothesis. Typically, this involves comparing the P-value to
the significance level, and rejecting the null hypothesis when the P-value is less than the significance
level.

FINDINGS

The findings of the study are follows

 The Banks in Kanyakumari has a well defined organization structure.

  There is a harmonious relationship is exist in the organization between employees and
management.
 The employees are satisfied with the present incentive plan of the company
 Large portion of employees are thinking about another job as they think that working
in private bank there is no job security and a lot of pressure to meet the targets.
 Most of the employees are satisfied with the provision of advance salary system in their bank.
  Most of the employees are dissatisfied with post retirement benefits provided by the bank. To
motivate and retention them bank should provided such benefits to the employees.

SUGGESTIONS

1. Highly cultured and experience people should be recruit.

2. Payment is the most important factor consider in job satisfaction. So employees should be
given good salary.
3. Employees performance should be appraised from time to time so that organization can
come to know about the efficiency of the organization.
4. According to their performance, they should be given incentive.
5. Work should be assigned according to the qualification of the employees.
6. Organization should try to assume certain measures to enhance team spirit and coordination
among the employees.
7. Management of the bank should be friendly with the employees.
8. Training and development program should be conducted from time to time so that
employees do not get bored from their job.

CONCLUSION:

It was good knowledge session for me during my tenure with Banks. There were well
organized banks. While doing the project, I learnt a lot about various banking operation. This study
was conduct on job satisfaction among bank employees. Job satisfaction is a very big concept as it
includes various factors connected with job satisfaction of employees. Satisfaction varies from
employee to employee. Employees are given identical salaries then also some employees are satisfied
with it and some are not. So at end I would like to say, that organization should try to take
every possible step to augment job satisfaction among employees because if employees are satisfied
then customers related with it will also be satisfied.

REFERENCE

1. Abraham K. Korman, “Organisational Behaviour”, Englewood, Cliffs, N.J., Prentice Hall,

1977.
2. Agarwala, Dharma Vira, “Industrial Relations and Collective Bargaining”, Deep & Deep
Publications, New Delhi, 1982.
3. Ammannaya, K.K., “Banking Reforms and New Challenges for Banks”, Tata McGraw Hill,
India, 1992.
4. Anand Kumar Sinha, “Job Satisfaction – A Study of Bank Employees” Commonwealth
Publishers, New Delhi, 1988.
5. Anderson, “Thesis and Assignment writing”, New Delhi, Wiley Eastern Limited, 1986.
6. Andrew, J., Dubrins, “The Practice of Supervision”, Universal, New Delhi, 1988.
7. Aswathappa, K., “Human Organisational Behaviour”, Himalaya Publishing Company, India,
2008.
8. Baldev R. Sharma, “Determinants of Job Satisfaction among Bank Employees” – Modern
Management Series – Discovery Publishing House, New Delhi, 1990.
9. Basu, A.K., “Fundamentals of Banking Theory and Practice”, Mukherjee & Co, Chennai,
1957.
10. Benjamine, Fruether, “Introduction of Factor Analysis”, New Delhi, Affiliated East - West
Press, 1976.
11. Blum, B.L. and Neylor, J.C., “Industrial Psychology – its Theoretical and Social
Foundations”, Weatherhill, Tokyo, 1968.
12. Blum, M.L., “Industrial Psychology and its Social Foundations”, Harper, New York, 1956.
13. Bohlander, “Human Resource Management”, Thomson Learning, Singapore, 2002.
14. Chandan Jit, S., “Organisational Behaviour”, 2nd Edition, Vikas Publishing House Pvt. Ltd.,
New Delhi, 1999.
15. Cherrington, J.L., “Organisational Behaviour”, Boston, Toronto, Allyn and Bacon, 1989.
16. Davis Keith, “Human Behaviour at work: Organisational Behaviour”, Tata McGraw Hill,
New Delhi, 1977.