job satisfaction at banks complete report

Job Satisfaction at Banks


10/23/2010

Prepared By:

Ahmed Waqas Qureshi

Abbas Ahmed Panazai

Iqbal Achakzai

Khalid Khan

Tamoor Shah



Submitted to: Sir Jameel Ahmed

Presented by: Ahmed Waqas Qureshi

Abbas Ahmed Panazai

Iqbal Achakzai

Khalid Khan

Tamoor Shah

This report is prepared by the students of MBA, Session (2008-2010), 3rd Semester,Institute of Management Sciences, University of Balochistan Quetta


ContentsAbstract........................................................................................................................1

Introduction.................................................................................................................2

Objective of Research..................................................................................................3

Problem Statement......................................................................................................3

Research Questions.....................................................................................................4

Literature Review.........................................................................................................5

Theoretical Framework And Research Design............................................................6

Dependent Variable..................................................................................................6

Independent variables..............................................................................................6

Theoretical Framework.............................................................................................7

Hypothesis................................................................................................................... 8

Sampling & Data Collection.........................................................................................8

Data Analysis................................................................................................................9

Tabulations & Charts.................................................................................................9

Cross-Tabulation of Pay Structure with Type of Bank (Question 6).......................9

Chart No.1 Pay Structure.......................................................................................9

Cross Tabulation of Discrimination with Type of Bank (Question.......................10

Chart No. 2 Discrimination..................................................................................10

Cross Tabulation of Relationship with coworkers with Type of Bank..................11

Chart No. 3 Relationship with coworkers............................................................11

Cross Tabulation of Security at Bank with Type of Bank (Question.....................12

Chart No. 4 Security at Bank................................................................................12

Cross Tabulation of Medical Facilities with Type of Bank (Question...................13

Chart No. 5 Medical Facilities..............................................................................13

Cross Tabulation of Level of Medical Facilities with Type of Bank......................14

Chart No. 6 Medical Facilities..............................................................................14

Cross Tabulation of Chances of Promotion with Type of Bank (Question No.12)15

Chart No. 7 Chances of Promotion......................................................................15

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Cross Tabulation Satisfaction with job security with Type of Bank (Question No.13)..................................................................................................................16

Chart No. 8 Chances of Promotion......................................................................16

Cross Tabulation of Relationship with coordinators with Type of Bank (Question No.14)..................................................................................................................17

Chart No. 9 Relationship with coordinators........................................................17

Cross Tabulation of Adequate Personal Space with Type of Bank (Question No.15)..................................................................................................................18

Chart No. 10 Adequate Personal Space...............................................................18

Cross Tabulation of Recognition of Employees Personally with Type of Bank (Question No.16).................................................................................................19

Chart No. 11 Recognition of Employees Personally.............................................19

Cross Tabulation of Standards of Safety & Health with Type of Bank (Question No.17)..................................................................................................................20

Chart No. 12 Standards of Safety & Health.........................................................20

Cross Tabulation of Level of Training & Development with Type of Bank (Question No.18).................................................................................................21

Chart No. 13 Recognition of Employees Personally.............................................21

Cross Tabulation of Level of Bonuses with Type of Bank (Question No.19)........22

Chart No. 14 Level of Bonuses.............................................................................22

Cross Tabulation of Stress in job with Type of Bank (Question No.20)...............23

Chart No. 15 Stress in job....................................................................................23

Cross Tabulation for Comparison of Banks (Question No.21).............................24

Chart No. 16 Comparison with other banks........................................................24

Cross Tabulation for Frustration at workplace (Question No.22)........................25

Chart No. 17 Frustration at Workplace...............................................................25

Data Analysis Procedures........................................................................................26

Correlations............................................................................................................27

Table 1.................................................................................................................27

Table 2.................................................................................................................28

Table 3.................................................................................................................29

Table 4.................................................................................................................30

Regression...............................................................................................................31

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Table 5.................................................................................................................31

ANOVA Analysis......................................................................................................32

Table 6.................................................................................................................32

Conclusion..................................................................................................................33

References................................................................................................................. 34

Appendix....................................................................................................................35

Questionnaire.........................................................................................................35

1


ABSTRACT

Job satisfaction is considered to be one of the primary requirements of a well-run organization. In this highly competitive world, success of any organization depends on its human resource. Banks are no exception to this. A satisfied, happy and hardworking employee is the biggest asset of any organization, including banks. Workforce of any bank is responsible to a large extent for its productivity and profitability. Efficient human resource management and maintaining higher job satisfaction level in banks determine not only the performance of the bank but also affect the growth and performance of the entire economy. So, for the success of banking, it is very important to manage human resource effectively and to find whether its employees are satisfied or not. Only if they are satisfied, they will work with commitment and project a positive image of the organization.

This research focuses on employees of Islamic and commercial banks in Quetta and aims to identify the factors/variables instrumental for their job satisfaction and those that reduces job dissatisfaction and to empirically test such identified variables with the help of a survey.

Various theories like Maslow's Need Hierarchy Theory, Herzberg's Motivation- Hygiene Theory, and Vroom's Expectancy Model have been extended to describe the factors responsible for the Job Satisfaction of the employees in the organization (banks). Several factors/variables have been clubbed as: work aspects, compensation, training, career development, supervision and recognition.

2


INTRODUCTION

This report provides the information about the factors which leads the employee from the job dissatisfaction to job satisfaction. Job is one of the most fundamental of life’s tasks (Csikszentmihalyi, 1992; Sweeney & Witmer, 1991). Research focusing on the bio psychosocial impacts of job satisfaction and dissatisfaction on the modern worker (Sweeney & Witmer, 1991) suggests that one’s level of satisfaction with one’s job impacts upon one’s mental and physical health and overall satisfaction with life (Balzer, Kihm, Smith, Irwin, Bachiochi, Robie, Sinar & Parra, 1997; Csikszentmihalyi, 1992; Earnshaw, Amundson & Borgen, 1990; Kinnunen & Natti, 1994).

Job satisfaction or dissatisfaction results from the exchange between the demands and the expectations of an organization, and of workers’ expectations and personal objectives. Workers and organization have relationships of reciprocity. The organization provides the means for the worker to cover a series of needs and to realize their personal aspirations. Workers provide the organization with the resources so that it may reach its objectives.

We could define occupational satisfaction in the workplace as “a happy or positive emotional state resulting from the subjective perception of the occupational experiences of the subjects” (Locke, 1976). Job satisfaction refers to workers’ feelings about different aspects of job.

Much of the research exploring job satisfaction suggests that satisfaction or dissatisfaction with one’s job or job is related to the work tasks being undertaken (Balzer et al., 1997). Research completed by Balzer and his colleagues suggests that satisfaction with one’s work tasks is the greatest predictor of overall job satisfaction. Further, it remains the greatest predictor of job satisfaction, independent of the specific work tasks being completed by the worker or the age or gender of the worker. However changes in the working conditions of modern employees, including increasing job hours, varying working arrangements and intensifying job demands (Allen, Herts, Bruck, & Sutton, 2000; Guest, 2002), matched with the segmenting and compartmentalizing of many workplace tasks (Hochschild, 1997); as well as the increasingly common current workplace rhetoric of, “do more, for less … and faster” have made it increasingly challenging, particularly for Pakistan’s younger workers, to find job satisfaction in the specific work tasks they undertake.

Research examining the factors that impact upon an individual achieving and maintaining job satisfaction is widespread, and varied (e.g., Gardner, 2003; Guest, 2002; Oats & VellaBrodrick, 2003). However, within the 25 to 35 year old

3


demographic; “Generation X” as this cohort has been labeled in popular literature; published research is less readily available. Research does suggest that workplace motivation for bankers is just as likely to be linked to intra-office social connectedness, as it is work task performance (Hays, 1999; Oats & Vsella-Broderick, 2003).

The empirical evidence has proved that influence of material conditions on work dissatisfaction is minimal (the result being relevant only in case where these are especially bad or good, or in which the worker has comparative data). However, type of work and lack of variety in the employment, are considered important factors in the evaluation of satisfaction. Routine, monotony, insecurity, limited usefulness and complexity are the characteristics that tend to be meaningful with regard to the differences observed in the occupational satisfaction between one group of workers and another. The type of work tends to be related to the centre of place of performance. This factor explains more than 20% of causes that determine occupational satisfaction (Diego et als., 1991)

The present research describes the factors that results in the reduction of job dissatisfaction and increasing the satisfaction of the employees in the banking sectors. In this research comparison being made between the employees’ satisfaction and dissatisfaction at two different kinds of banks where Bank A is a commercial bank and Bank B is a part of Islamic Banking system. Focus is on the factors that greatly influence the dissatisfaction and satisfaction of the employees and on what ground they are different in the two banks stated.

OBJECTIVE OF RESEARCH

The main objective of the study is to identify and measure the various factors of job satisfaction among various commercial bankers in Pakistan and highlight the main findings by performing statistical techniques to judge the correlation and level of significance for the factor.

To describe the factors of job satisfaction of employees, in both commercial and Islamic Bank.

To describe the factors of job dissatisfaction of employees, in both commercial & Islamic Bank

To compare preferences of factors which lead to job satisfaction of employees of Islamic & Commercial Bank

PROBLEM STATEMENT

4


What are the factors which lead employees from Job dissatisfaction to Job satisfaction in Islamic Banks & Commercial Banks?

RESEARCH QUESTIONS

1. Do decrease in factors such as unfair pay, discrimination, hostility will reduce job dissatisfaction?

2. Do compensation and benefits will lead to job satisfaction?3. Does working environment increase job satisfaction?

5


LITERATURE REVIEW

A review of the literature in this context reveals that a number of researcher have emphasized the importance of factors affecting job satisfaction. Job satisfaction involves several different spheres such as satisfaction with pay, promotion opportunities, fringe benefits, job security and the importance/challenge of the job (Nguyen, Taylor, & Bradley, 2003). Job satisfaction can lead to cost reduction by reducing absences, task errors, and turnover. Since work is an important aspect of people’s lives and most people spend a large part of their working lives at work, understanding the factors involved in job satisfaction is crucial to improving employees’ performance and productivity. Job satisfaction has often been linked to organizational commitment, turnover intentions, and absenteeism. These variables are costly to an organization, as they could lead to low morale, poor performance, lower productivity, and higher costs of hiring, retention, and training (Opkara, 2002).

The private banks specifically created a cut throat competition by launching new and new products and services regularly to gain more market share. The employment patterns in the banking sector changed abruptly and it became a high volatile market. The salary bands and compensation and rewards patterns changed and focus became on performance and targets rather than experience and loyalty. Hence, pay and job satisfaction became a key factor for the banking professionals which needed attention so as to achieve the long term goals of the bank (Islam & Saha). Studies have tested the hypothesis that income is an important determinant of job satisfaction (Nguyen, Taylor, & Bradley, 2003). Factors such as pay, the work itself, supervision, relationships with co-workers and opportunities for promotions have been found to contribute to job satisfaction (Opkara, 2002). There is a significant difference in the job satisfaction levels of employees based on their income. Employees earning the lowest income report significantly lower levels of job satisfaction relative to the other income groups. Highly paid employees may still be dissatisfied if they do not like the nature of their job and feel they cannot enter a more satisfying job (LUDDY, JOB SATISFACTION AMONGST EMPLOYEES AT A PUBLIC HEALTH INSTITUTION IN THE WESTERN CAPE, 2005)

During the literature review various models have been followed by different researchers which included various theories. Frederick Hertzberg’s motivation hygiene theory proposes that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction. This theory is not much used by researchers because of its simplicity as the environment have changed a lot yet many organizations uses their job design techniques based on this theory. The higher the education level the lower is the job satisfaction (Nguyen, Taylor, & Bradley, 2003).

6


THEORETICAL FRAMEWORK AND RESEARCH DESIGN

The research aims at identifying and measuring the determinants of job satisfaction among commercial and Islamic banks in Quetta.

Dependent VariableAccording to the study by Islam & Saha job satisfaction is the major dependent variable which depends upon various factors for its increase or decrease. Overall Job Satisfaction has been identified as the dependent variable in the study. Other review of the literature also reveals job satisfaction as the major dependent variable. According to McCook in 2002 the overall job satisfaction is an employee’s positive state of emotions towards the job.

Independent variablesIndependent variables used in the research are pay structure, discrimination, safety and health, recognition, reward, growth, facilities, training programs, relationship with coworkers and promotions.

7


Theoretical Framework

8


HYPOTHESIS

On the basis of association between independent and dependent variables the following hypotheses are developed.

HO: The factors which lead employees from Job dissatisfaction to Job satisfaction in Islamic Banks & Commercial Banks are same

HA: The factors which lead employees from Job dissatisfaction to Job satisfaction in Islamic Banks & Commercial Banks are not same

The null hypothesis of this research is that the factors of job satisfaction are same in both commercial and Islamic banks.

SAMPLING & DATA COLLECTION

Sampling used in this research is convenience sampling. The target respondents were officer level bankers working as executives. The diversity of the study is that it involves bankers of all age groups and career levels. A questionnaire has been used with a number of variables related to job satisfaction. Questionnaires were circulated among the bankers and their responses were collected. A total of fifty questionnaires were distributed and all of the questionnaires were filled by the respondents, which is successful ratio in social research. The major problems faced during the data collection procedure were mostly peoples’ unwillingness to fill and not taking this as a serious research. Another problem was that employees were reluctant to write the truth as their supervisors might know and would create problems for them in future. However, once they were realized that this effort is done purely for research purposes and their responses should not bear their identity as well as will be kept confidential then they filled the questionnaires with ease.

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DATA ANALYSIS

Tabulations & Charts

Cross-Tabulation of Pay Structure with Type of Bank (Question 6)

Pay Structure * Type Of Bank (Cross-Tabulation)Type of Bank Total

Islamic bank Commercial bank

Pay structure

Strongly agree 2 2 4Agree 19 15 34Disagree 3 8 11Strongly disagree

1 0 1

Total 25 25 50

Chart No.1 Pay Structure

Strongly Agree Agree Disagree Strongly Disagree

0

5

10

15

20

25

30

35

40

Pay Structure

Isamic BankCommercial BankTotal

Question no. 6 of the questionnaire is about the Pay Structure, that how much the respondents are satisfied with the pay. There were 50 respondents among which 25 were of Islamic Bank and 25 were of Commercial Bank. 19 among Islamic and 15 among Commercial bank agreed that they are getting adequate pay from the bank.

10


Cross Tabulation of Discrimination with Type of Bank (Question No.7)

Discrimination On Basis Of Race, Scale And Gender * Type Of Bank (Cross-Tabulation)

Type Of Bank Total

Islamic Bank Commercial

Bank

Discrimination On Basis

Of Race, Scale And

Gender

Strongly Agree 1 2 3

Agree 4 10 14

Disagree 16 10 26

Strongly

Disagree

4 3 7

Total 25 25 50

Chart No. 2 Discrimination


0

5

10

15

20

25

30

Discrimination


Question no. 7 of the questionnaire is about the Discrimination in bank. There were 50 respondents among which 25 were of Islamic Bank and 25 were of Commercial Bank. 16 among Islamic respond that there is no discrimination but in commercial bank response was 50% as 10 responded in positive way and 10 in negative way.

11


Cross Tabulation of Relationship with coworkers with Type of Bank (Question No.8)

Relationship With Coworker * Type Of Bank CrosstabulationType Of Bank Total

Islamic Bank

Commercial Bank

Relationship With Coworker

Yes 22 22 44No 3 3 6

Total 25 25 50

Chart No. 3 Relationship with coworkers

Yes No0

5

10

15

20

25

30

35

40

45

50

Relationship with coworkers


Question no. 8 of the questionnaire is about the relationship of the respondents with their coworkers. There were 50 respondents among which 25 were of Islamic Bank and 25 were of Commercial Bank. Both Islamic and commercial bank respondents responded in positive way as 22 of each bank agreed that they have good relationship with their coworkers.

12


Cross Tabulation of Security at Bank with Type of Bank (Question No.9)

Security At Bank * Type Of Bank CrosstabulationType Of Bank Total

Islamic Bank Commercial Bank

Security At Bank Yes 20 21 41No 5 4 9

Total 25 25 50

Chart No. 4 Security at Bank

Yes No0

5

10

15

20

25

30

35

40

45

Security at Bank


Question no. 9 of the questionnaire is about the sound security at bank place. There were 50 respondents among which 25 were of Islamic Bank and 25 were of Commercial Bank. 20 Respondents from Islamic bank & 21 respondents from commercial bank were satisfied the bank security system.

13


Cross Tabulation of Medical Facilities with Type of Bank (Question No.10)

Medical Facilities * Type Of Bank Crosstabulation

Type Of Bank Total


Medical Facilities Yes 19 17 36

No 6 8 14

Total 25 25 50

Chart No. 5 Medical Facilities

Yes No0

5

10

15

20

25

30

35

40

Medical Facilities

Isamic Bank

Commercial Bank

Overall

Question no. 10 of the questionnaire is about the medical facilities they are getting. There were 50 respondents among which 25 were of Islamic Bank and 25 were of Commercial Bank. 19 Respondents from Islamic bank & 17 respondents from commercial bank were getting medical facilities from their banks.

14


Cross Tabulation of Level of Medical Facilities with Type of Bank (Question No.11)

Medical Facilities Level * Type Of Bank Crosstabulation

Type Of Bank Total


Bank

Medical Facilities Level Strongly Agree 7 4 11

Agree 10 11 21

Disagree 2 2 4

Total 19 17 36

Chart No. 6 Medical Facilities


0

5

10

15

20

25

Medical Facilites Level


Question no. 11 of the questionnaire is about the level of level of facilities they are getting. There were 36 respondents among which 19 were of Islamic Bank and 17 were of Commercial Bank who are getting the medical facilities. 10 Respondents from Islamic bank & 11 respondents from commercial bank were getting good medical facilities from their banks.

15


Cross Tabulation of Chances of Promotion with Type of Bank (Question No.12)

Chances Of Promotion * Type Of Bank Crosstabulation

Type Of Bank Total


Bank

Chances Of Promotion Strongly Agree 0 3 3

Agree 23 15 38

Disagree 2 3 5

Strongly Disagree 0 4 4

Total 25 25 50

Chart No. 7 Chances of Promotion

Strongly Agree Agree Disagree Strongly Disagree0

5

10

15

20

25

30

35

40

Chances of Promotion

Islamic BankCommercial BankTotal

Question no. 12 of the questionnaire is about the chances of promotion of according to their work structure. There were total 50 respondents among which 25 were of Islamic Bank and 25 were of Commercial Bank. 23 Respondents from Islamic bank & 15 respondents from commercial bank have good work structure for the promotion.

16


Cross Tabulation Satisfaction with job security with Type of Bank (Question No.13)

Satisfaction With Job Security * Type Of Bank Crosstabulation

Type Of Bank Total


Bank

Satisfaction With Job

Security


Agree 16 17 33

Disagree 5 6 11

Total 25 25 50

Chart No. 8 Chances of Promotion


5

10

15

20

25

30

35

Satisfaction with Job Security


Question no. 13 of the questionnaire is about the job security. There were total 50 respondents among which 25 were of Islamic Bank and 25 were of Commercial Bank. 16 Respondents from Islamic bank & 17 respondents from commercial bank were satisfied with their job security.

17


Cross Tabulation of Relationship with coordinators with Type of Bank (Question No.14)

Relationship With Coordinates * Type Of Bank Crosstabulation

Type Of Bank Total

Islamic Bank

Commercial Bank

Relationship With Coordinates


Agree 13 14 27

Disagree 5 2 7

Strongly Disagree

0 1 1

Total 25 25 50

Chart No. 9 Relationship with coordinators


5

10

15

20

25

30

Relationship with coordinators


Question no. 14 of the questionnaire is about the relationship of respondents with their coordinators. There were total 50 respondents among which 25 were of Islamic Bank and 25 were of Commercial Bank. 13 Respondents from Islamic bank & 14 respondents from commercial bank were having good relations with their coordinators.

18


Cross Tabulation of Adequate Personal Space with Type of Bank (Question No.15)

Adequate Personal Space * Type Of Bank Crosstabulation

Type Of Bank Total


Bank

Adequate Personal

Space


Agree 12 12 24

Disagree 8 9 17

Strongly

Disagree

2 0 2

Total 25 25 50

Chart No. 10 Adequate Personal Space


5

10

15

20

25

30

Adequate Personal Space


Question no. 15 of the questionnaire is about how much a respondent is free to do his/her work. There were total 50 respondents among which 25 were of Islamic Bank and 25 were of Commercial Bank. 12 Respondents from each mentioned banks agreed that they have adequate personal space.

19


Cross Tabulation of Recognition of Employees Personally with Type of Bank (Question No.16)

Recognition Of Employees Personally * Type Of Bank Crosstabulation

TYPE OF BANK TOTAL

ISLAMIC

BANK

COMMERCIAL

BANK

Recognition Of

Employees Personally


AGREE 11 12 23

DISAGREE 6 2 8

STRONGLY

DISAGREE

0 3 3

Total 25 25 50

Chart No. 11 Recognition of Employees Personally


5

10

15

20

25

Recognition of Employees Personally


Question no. 16 of the questionnaire is about the how much the employees are recognized personally in their banks. There were total 50 respondents among which 25 were of Islamic Bank and 25 were of Commercial Bank. 11 Respondents from Islamic bank & 12 respondents from commercial bank agreed that employees are recognized personally in their banks.

20


Cross Tabulation of Standards of Safety & Health with Type of Bank (Question No.17)

Standard Of Safety And Health * Type Of Bank Crosstabulation

Type Of Bank Total


Bank

Standard Of Safety And

Health

Excellent 8 4 12

Very Good 10 15 25

Fair 7 4 11

Poor 0 2 2

Total 25 25 50

Chart No. 12 Standards of Safety & Health

Excerllent Very Good Fair Poor0

5

10

15

20

25

30

Standards of Safety & Health


Question no. 17 of the questionnaire is about the Standards of safety and health at bank. There were total 50 respondents among which 25 were of Islamic Bank and 25 were of Commercial Bank. 10 Respondents from Islamic bank & 15 respondents from commercial bank were having very good safety and health facilities.

21


Cross Tabulation of Level of Training & Development with Type of Bank (Question No.18)

Level Training And Development * Type Of Bank Crosstabulation

Type Of Bank Total


Bank

Level Training And

Development

Excellent 3 3 6

Very Good 9 13 22

Fair 9 6 15

Poor 4 3 7

Total 25 25 50

Chart No. 13 Recognition of Employees Personally

Excellent Very Good Fair Poor0

5

10

15

20

25

Level of Traning and Development


Question no. 18 of the questionnaire is that are the employees are getting good training & development facilities. There were total 50 respondents among which 25 were of Islamic Bank and 25 were of Commercial Bank. 9 Respondents from Islamic bank were getting very good and 9 very getting fair and 13 respondents from commercial bank very getting very good training and development facilities.

22


Cross Tabulation of Level of Bonuses with Type of Bank (Question No.19)

Level Of Bonuses * Type Of Bank CrosstabulationType Of Bank Total


Level Of Bonuses Excellent 4 0 4Very Good 10 8 18Fair 8 13 21Poor 3 4 7

Total 25 25 50

Chart No. 14 Level of Bonuses


5

10

15

20

25

Level of Bonuses


Question no. 19 of the questionnaire is that are the employees are getting good bonuses. There were total 50 respondents among which 25 were of Islamic Bank and 25 were of Commercial Bank. Among Islamic Banks 10 respondents were getting very good bonuses and among commercial banks 13 very getting fair bonuses.

23


Cross Tabulation of Stress in job with Type of Bank (Question No.20)

Stress In Job * Type Of Bank Crosstabulation

Type Of Bank Total


Bank

Stress In Job Strongly Agree 5 9 14

Agree 9 14 23

Disagree 9 2 11


Total 25 25 50

Chart No. 15 Stress in job


5

10

15

20

25

Stress in Job


Question no. 20 of the questionnaire is to check that weather the employees are facing any stress while performing their job or not? There were total 50 respondents among which 25 were of Islamic Bank and 25 were of Commercial Bank. 14 respondents from commercial bank said that they feel stress in their jobs, in case of Islamic banks 9 respondents agreed and 9 disagreed that they feel stress in their jobs.

24


Cross Tabulation for Comparison of Banks (Question No.21)

Comparison With Other Banks * Type Of Bank Crosstabulation

Type Of Bank Total


Bank

Comparison With Other

Banks

Excellent 5 9 14

Very Good 11 11 22

Fair 9 4 13

Poor 0 1 1

Total 25 25 50

Chart No. 16 Comparison with other banks


5

10

15

20

25

Comparison with other Banks


This question shows the job satisfaction as in this question the respondents tell that weather their bank is good in comparison with the other banks or not? There were total 50 respondents among which 25 were of Islamic Bank and 25 were of Commercial Bank. 16 respondents from Islamic Banks and 20 respondents from commercial banks are highly satisfied with their bank and their jobs. While 9 from Islamic Bank and 5 from commercial bank shows that they are less satisfied from their bank and job.

25


Cross Tabulation for Frustration at workplace (Question No.22)

Frustration At Workplace * Type Of Bank Crosstabulation

Type Of Bank Total


Bank

Frustration At

Workplace

1 0 1


Agree 10 12 22

Disagree 9 7 16


Total 25 25 50

Chart No. 17 Frustration at Workplace


5

10

15

20

25

Frustration at workplace


This question describes the level of frustration at workplace. There were total 50 respondents among which 25 were of Islamic Bank and 25 were of Commercial Bank. Among Islamic Banks 10 respondents agreed that they feel frustration while doing work and among commercial banks 12 respondents agreed.

26


Data Analysis ProceduresThe analysis part has been dealt with using Statistical Package for the Social Sciences (SPSS). The questions and responses were coded and entered in SPSS for analysis followed by the interpretation of the results. The variables were coded in SPSS and certain statistical methods were applied on the data to get the results which were analyzed. ANOVA has been used for comparing means and the results. Simple correlation has also been applied to the data to find out relationships among different variables and a comprehensive regression model is applied.

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CorrelationsCorrelation is a statistical tool which can determine the strength and direction of relationship between two variables. The value of correlation ranges from +1 to -1 and both these values show strong positive and negative relationships. While the value 0 show no relationship.

Table 1

Correlations

Comparison

Of Banks (Job

Satisfaction)

Pay

Structure

Relationship

With

Coworker Medical Facilities

Comparison Of Banks (Job Satisfaction)

Pearson Correlation

Sig. (2-tailed)

N

1.000 .122 .147 .016

.400 .308 .913

50 50 50 50

Pay Structure

Pearson Correlation

Sig. (2-tailed)

N

.122 1.000 -.113 .263

.400 .436 .065

50 50.000 50 50

Relationship With Coworker

Pearson Correlation

Sig. (2-tailed)

N

.147 .113 1.000 -.093

.308 .436 .520

50 50 50.000 50

Medical Facilities

Pearson Correlation

Sig. (2-tailed)

N

016 .263 .093 1.000

.913 .065 .520

50 50 50 50.000

*. Correlation is significant at the 0.05 level (2-

tailed).

The table 1 shows the correlation between medical facilities, pay structure, relationship with coworker and comparison of banks (job satisfaction). The value of correlation coefficient for relationship with coworker, pay structure with overall job satisfaction is 0.147 and 0.122 simultaneously, which shows a weak to moderate but positive relationship of both variables with comparison of banks (job satisfaction). This relationship is significant at α 0.05.

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Table 2

Correlations

Comparison

Of Banks (Job

Satisfaction)

Chances Of

Promotion

Recognition Of

Employees

Personally

Level Training And

Development

Comparison Of Banks (Job

Satisfaction)

Pearson Correlation

Sig. (2-tailed)

N

1.000 .299* .151 .248

.035 .295 .083

50.000 50 50 50

Chances Of Promotion

Pearson Correlation

Sig. (2-tailed)

N

.299* 1.000 .228 -.089

.035 .112 .537

50 50.000 50 50

Recognition Of Employees Personally

Pearson Correlation

Sig. (2-tailed)

N

.151 .228 1.000 .106

.295 .112 .466

50 50 50.000 50

Level Training And Development

Pearson Correlation

Sig. (2-tailed)

N

.248 -.089 .106 1.000

.083 .537 .466

50 50 50 50.000

*. Correlation is significant at the 0.05 level (2-tailed).

The table 2 shows the correlation between Chances of promotion, training and development, Recognition, and comparison of banks (job satisfaction). The value of correlation coefficient for chances of promotion is 0.299, which shows a weak to moderate but positive relationship with comparison of banks (job satisfaction) among the three variables. This relationship is significant at α 0.05

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Table 3

Correlations

Comparison

Of Banks

(Job

Satisfaction)

Discriminati

on On Basis

Of Race,

Scale And

Gender

Security At

Bank

Satisfaction

With Job

Security

Relationship

With

Coordinates


Pearson Correlation

Sig. (2-tailed)

N

1.000 -.090 .253 .040 .183

.532 .077 .784 .203

50 50 50 50 50

Discrimination On Basis Of Race, Scale &

Gender

Pearson Correlation

Sig. (2-tailed)

N

-.090 1.000 -.045 -.213 -.276

.532 .758 .138 .052

50 50.000 50 50 50

Security At Bank

Pearson Correlation

Sig. (2-tailed)

N

.253 -.045 1.000 .281* .445**

.077 .758 .048 .001

50 50 50.000 50 50

Satisfaction With Job Security

Pearson Correlation

Sig. (2-tailed)

N

.040 -.213 .281* 1.000 .225

.784 .138 .048 .116

50 50 50 50.000 50

Relationship With Coordinates

Pearson Correlation

Sig. (2-tailed)

N

.183 -.276 .445** .225 1.000

.203 .052 .001 .116

50 50 50 50 50.000

*. Correlation is significant at the 0.05 level (2 tailed).

**. Correlation is significant at the 0.01 level (2 tailed).

The table 3 shows the correlation between security at bank, discrimination, satisfaction with job security relationship with coordinators and comparison of banks (job satisfaction). The value of correlation coefficient for security at bank is 0.253, which shows a weak to moderate but positive relationship with comparison of banks (job satisfaction) among the four variables. This relationship is significant at α 0.05.

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Table 4

Correlations

Comparison

Of Banks (Job

Satisfaction)

Adequate Personal

Space

Standard Of Safety

And Health

Level Of

Bonuses


Pearson Correlation

Sig. (2-tailed)

N

1.000 .363** .289* .197

.009 .042 .170

50.000 50 50 50

Adequate Personal Space

Pearson Correlation

Sig. (2-tailed)

N

.363** 1.000 .107 .010

.009 .458 .943

50 50.000 50 50

Standard Of Safety And Health

Pearson Correlation

Sig. (2-tailed)

N

.289* .107 1.000 .438**

.042 .458 .001

50 50 50.000 50

Level Of Bonuses

Pearson Correlation

Sig. (2-tailed)

N

.197 .010 .438** 1.000

.170 .943 .001

50 50 50 50.000

**. Correlation is significant at the 0.01 level (2-tailed).

*. Correlation is significant at the 0.05 level (2-tailed).

The table 4 shows the correlation between adequate personal space, standard of safety and health, level of bonuses and comparison of banks (job satisfaction). The value of correlation coefficient for adequate personal space at bank is 0.363, which shows a weak to moderate but positive relationship with comparison of banks (job satisfaction) among the three variables. This relationship is significant at α 0.01.

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RegressionRegression analysis is a technique used for the modeling and analysis of numerical data consisting of values of a dependent variable (response variable) and of one or more independent variables (explanatory variables). The value of R Square ranges between 0 and 1, where 0 means no variance explained by the explanatory variable(s) and 1 means 100% variance explained by the variables.

The value of R in table 5 is 0.50, and R Square is 0.423. The value of R shows a moderate to strong positive relationship between 13 variables and comparison of banks (job satisfaction). The value of R Square shows that model 1 explains 42% variance in job satisfaction. The rest of variance is explained by other variables not included in the model.

Table 5

Regression Model Summary

Model R R Square Adjusted R Square

Std. Error of the

Estimate

1 .650a .423 .214 .705

a. Predictors: (Constant), level of bonuses, relationship with coordinates, adequate

personal space, level training and development, pay structure, Discrimination on

basis of race, scale and gender, satisfaction with job security, chances of promotion,

relationship with coworker, recognition of employees personally, security at bank,

medical facilities, standard of safety and health

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ANOVA AnalysisOne-way analysis of variance is used to test the differences between two or more groups. This analysis shows the variations within groups and between the groups by comparing theirs means, while F statistics shows the difference. If F ratio is large with a probability of less than 0.05, shows the difference between groups is low.

Table 6

ANOVA Comparison of banks (job satisfaction)

Sum of Squares df Mean Square F Sig.

Between Groups .980 1 .980 1.568 .217

Within Groups 30.000 48 .625

Total 30.980 49

Results from Table 6 indicates that the Probability Value for this test came out to be 0.217 which is more than 5 % hence the null hypothesis shall be accepted which states that the factors that leads to job satisfaction are same in both commercial and Islamic banks. The interpretation shows that the null hypothesis is accepted that there is no significance difference between the two means. H0: There is no significance mean difference between the three bank pays as well as the job satisfaction.

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CONCLUSION

Job satisfaction is a heavily researched area of inquiry. The aim was to estimate the extent to which a banker's job satisfaction is determined by comparisons among commercial and Islamic banks as well as by other variables mentioned above. Most of the banks do not see employee participation as a driver of better employee performance; the study highlights that these variables are among the contributing variables towards Job satisfaction. Changes in organizational variables, such as pay scales, employee input in policy development, and work environment could be made in an effort to increase organizational commitment which in turn will lead to employee commitment and satisfaction.

According to the results the job satisfaction of bank officers is significantly dependent upon pay, promotion opportunities, rewards, relation coworkers. The main findings of this research are as follows. It is evident that the dependent variable satisfaction with all independent variables has the expected positive effect on job satisfaction. Also the factors that lead employees to job satisfaction are same in both the banks.

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REFERENCES

Crossman, A., & Abou-Zaki, B. (2003). Job satisfaction and employee performance of Lebanese banking staff. Journal of Managerial Psychology , 368-376.

Islam, N. u., & Saha, G. C. (n.d.). Job Satisfaction of Bank Officers in Bangladesh. JobSatisfaction of Bank Officers in Bangladesh

LUDDY, N. (2005). JOB SATISFACTION AMONGST EMPLOYEES AT A PUBLIC HEALTHINSTITUTION IN THE WESTERN CAPE. Cape: University of the Western Cape.

McCook, K. D. (2002). ORGANIZATIONAL PERCEPTIONS AND THEIR RELATIONSHIPS TO JOB ATTITUDES, EFFORT, PERFORMANCE AND ORGANIZATIONAL CITIZENSHIP BEHAVIORS.

Nguyen, A. N., Taylor, J., & Bradley, S. (2003). Relative pay and job satisfaction: some new evidence. http://mpra.ub.uni-muenchen.de/1382 , 01 (43).

Opkara, J. O. (2002). THE IMPACT OF SALARY DIFFERENTIAL ON MANAGERIAL JOB SATISFACTION: A STUDY OF THE GENDER GAP AND ITS IMPLICATIONS FOR MANAGEMENT EDUCATION AND PRACTICE IN A DEVELOPING ECONOMY. The Journal of Business in Developing Nations , 65-92.

Oshagbemi, T. (2000). Is length of service related to the level of job satisfaction? International Journal of Social Economics , 213-226.

Oshagbemi, T. (1999). Overall job satisfaction: how good are single versus multiple item measures? Journal of Managerial Psychology , 388-403.

William B. Werthe, JR. Keith Daris (2000), Human Resources and Personnel Management, USA: McGraw-Hill-Inc.

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APPENDIX

JOB SATISFACTION AT BANKS

Questionnaire

1. Name: ……………………………………….

2. Job title: ……………………………………..

3. Scale: ………………………………………...

4. Gender

(1) Male

(2) Female

5. Type of bank

(1) Islamic bank = 1

(2) Commercial bank = 2

6. Do you have adequate pay structure in your bank?

(1) Strongly agree = 4(2) Agree = 3(3) Disagree = 2 (4) Strongly disagree = 1

7. Do you feel that there is discrimination in your branch on the basis of race, scale, gender?

(1) Strongly agree = 4(2) Agree = 3

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(3) Disagree = 2 (4) Strongly disagree = 1

8. Do you have very sound relations with all of your coworkers?

(1) Yes = 2(2) No = 1

9. Is there sound security system in your branch?

(1) Yes = 2(2) No = 1

10. Is your bank providing you with the medical facilities?

(1) Yes = 2(2) No = 1

11. If yes, then are they good enough?


12. Do you think in given work structure there are more chances of promotion


13. Are you satisfied with the job security?

(1) Strongly agree = 4(2) Agree = 3(3) Disagree = 2

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(4) Strongly disagree = 1

14. Do you have good relationship with coordinators?


15. Do you have adequate personal space?


16. Do you feel that the employees are recognized personally in your branch?


17. How do you rate the safety and health standard of the branch?

(1) Excellent = 4(2) Very good = 3(3) Fair = 2(4) Poor = 1

18. How do you rate overall training and development provided?


19. How do you rate the bonuses you receive from bank?

(1) Excellent = 4(2) Very good = 3

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(3) Fair = 2(4) Poor = 1

20. Do you face any stress in your job?


21. How do you rate your bank as a place to work compared with other banks? (satisfaction level)


22. Are you frustrated while doing your work?(5) Strongly agree = 4(6) Agree = 3(7) Disagree = 2 (8) Strongly disagree = 1

job satisfaction at banks complete report

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