0820173

A study on job satisfaction in the context of South East Bank limited
by

Nafisa Nazneen
ID: 0820173

An Internship Report Presented in Partial Fulfillment
of the Requirements for the Degree
Bachelor of Business Administration

INDEPENDENT UNIVERSITY, BANGLADESH
September, 2012

A study on job satisfaction in the context of South East Bank limited

by

Nafisa Nazneen
ID: 0820173

has been approved
September 2012

______________________
Dr. A.N.M. Shibly Noman Khan
Assistant Professor
School of business
Independent University, Bangladesh

LETTER OF TRANSMITTAL

September 06, 2012

Dr. A.N.M. Shibly Noman Khan
Assistant Professor
School of Business
Independent University, Bangladesh
Bashundhara, Dhaka.

Subject: Submission of Internship Report on A Study on Job Satisfaction in the Context of
Southeast Bank Limited

Dear Sir,

I am proud to present you my Internship Report, which is entitled A Study on Job Satisfaction
in the Context of Southeast Bank Limited which was done under your instruction. I would
like to thank you for giving me the opportunity to work on such a report. By doing this Report, I
gained lots of valuable knowledge not only on creating a report, but also on understanding the
significance of analyzing a particular company.

The entire report is based on my practical experience in the Southeast Bank Limited, Uttara
Branch. I have tried my level best to provide what I have learned during the internship program
at Southeast Bank Limited, Uttara Branch.

I sincerely hope that this report meets your approval and demonstrates my ability to present
Reports. I would be glad to furnish you with any clarification if required.

Sincerely yours,
Nafisa Nazneen
ID: 0820173
ACKNOWLEDGEMENT

At the very beginning, I would like to express my gratitude to Almighty Allah for whose
kindness I am enough sound mentally and physically to prepare this report. Then I must express
my deep gratitude to my University supervisor, Dr. A.N.M. Shibly Noman Khan Assistant
Professor, Independent University, Bangladesh, for his guidance and instructions in conducting
the internship program successfully.

I would also like to thank my host organization supervisor Nadira Begum HOB & SAVP,
Southeast Bank Limited, for providing me an opportunity to work in the Bank as an intern. I also
like to extend my gratitude to Mr. Abbul Jabbar, PO, General Banking and Mr. Habibur
Rahaman who helped me to learn many new things during my internship program.

During the preparation of the project work I have came to the very supportive touch of different
individuals (respondents & seniors from SEBL) and friends, who lend their ideas, time and
caring guidance to amplify the reports contents. To be true to myself I must say that without
their help it would be very hard for me to prepare such report. I am thankful to them with all of
my feelings.

Table of Contents Page No
List of Tables
List of Figure
Introduction 1
Statement of the problem 2
Purpose of the study 2
Significance of the study 3

Literature Review 4
1. Organizational Commitment 4
2. Compensation 5
3. Career Satisfaction 8
4. J ob Security 10
5. J ob Satisfaction 11
Development of conceptual framework 12

Hypotheses 13

Methodology of the study 13
Research design 13
Sampling Method 14
Survey Instrument 14
Data collection procedure 15

Data Interpretation 15

Descriptive Statistics 16

Findings from Questionnaires 18
Frequency Table 19
Limitation of the study 20
Background of the Report 21
Objective of the Report 21
Southeast Bank Limited: A Flashback 22
Mission & vision 25
Products of Southeast Bank Limited 26
Human Resource Performance 27
Findings of observation 29
Discussions and Recommendations 31
Conclusion 32
Reference 34
Appendix 35

List of Tables Page No

1. Reliability Case Processing Summary 15
2. Reliability Statistics 15
3. Descriptive Statistics 16
4. Descriptive Statistics 17
5. Frequency Table 19
6. The Board of Directors 23

List of Figures Page No

1. Compensation 6
2. Importance of job security 10
3. Conceptual framework of research variables 12
4. Organizational Structure of Southeast Bank Limited 24
5. Business Objectives of Southeast Bank 25

Executive Summary

The vitality of banking industry and the performance of its employees are very important for
economy of any country as a whole. J ob satisfaction among the employees in any industry is
crucial to improving employees performance and productivity that is essential for any
organization to be successful. Not only that, job satisfaction also reduces absenteeism and
turnover within an organization. Along with job satisfaction, organizational commitment is
considered as employees work attitude within an organization and all are relative concepts.

Organizational commitment is the employees identification with a particular organization and
his or her desire to maintain membership in the organization. J ob satisfaction is a general attitude
toward ones job or it is the difference between the amount of rewards workers receive and the
amount they believe they should receive. Important aspects of job satisfaction may include- pay,
ones supervisors, the nature of tasks performed, an employees co-workers or team, and the
immediate working conditions. J ob satisfaction also depends on the employees level of
satisfaction with their existing career and also the amount of job security they have within the
organization. Where, career satisfaction is an intrinsic output of career success that refers to the
satisfaction with the present jobs and advancement potential at the specific job; and job security
is the employees expectation about continuity in a job situation. This research intends to
investigate the relationship of organizational commitment, career satisfaction, Compensation, job
security, and job satisfaction in the context of Southeast Bank Limited (SEBL). It is a
correlational study, which has measured the correlation among the studied variables such as
organizational commitment, career satisfaction, Compensation, job security, and job satisfaction.

The sample for this study was the current employees of Southeast Bank Limited. Printed
questionnaires were distributed among 25 respondents and all the questionnaires have been
collected and taken as the data for the research. The data has been analyzed with SPSS 11.0. In
this study, the computed Alpha value for all the scales was satisfactory, which proved that the
items of questionnaires are appropriates with this study. Therefore, taking Uttara branch of
SEBL as sample group, the current study was meaningful to access the level of job satisfaction
among the current employees of SEBL.
1
A study on job satisfaction in the context of SEBL
Introduction
Bank is the life-blood of the modern economy. Bank is a financial institution, which deals with
the money of the people. T rustworthi ness i s the mai n prerequisite to establish a
bank. Banks are playing major role to the economic development of the country
through the creati on of savi ngs, mobi l i zati on of savi ngs through l endi ng
i n the profitable sectors. Besides these two activities, now a days banks are providing various
service toots clients. Specially, assistance in foreign exchange, discounting bills, creation of loan
deposit, collection and payment of money on behalf of clients, purchase and sale of shares and
securities, under-wri ti ng shares and debentures, saf e custody of money and
weal th, money transf er, counseling and issue of bank solvency certificate etc.
All these activities help an economy to grow faster. People i.e., the employees of the
organization do all these activities. In a bank, there are some critical things to understand. For
this reason, highly educated, efficient and dedicated personnel are required to run a bank in
this competitive era. So, Human Resource Management ( HRM) i s very
i mportant to every organi zati on i ncl udi ng banks. T he success of
every organi zati on depends on human resources. T heref ore,
empl oyees must be qual i f i ed and motivated enough to achieve the mission and
vision and to create and retain competitive position.

Southeast Bank Limited is a second-generation bank that was established in 1995 with a dream
and a vision to become a pioneer banking institution of the country and contribute significantly
to the growth of the national economy. The Banks journey began when it was incorporated as a
Public Limited Company on March 12, 1995. The Registrar of J oint Stock Companies and Firms
issued the Certificate of Commencement of Business of the Bank on the same date. The
Southeast Bank received its Banking License from the Bangladesh Bank on March 23, 1995.

2
Statement of the problem

I intend to investigate the relationship among organizational commitment, Compensation and job
security to job satisfaction within the context of SEBL. In this study, I try to include the factors
to employees job satisfaction. In the context of SEBL no published studies were carried on this
topic. This patronizes the study to explore the relationship among organizational the importance
of job satisfaction is widely recognized in the organizational commitment, Compensation and job
security with job satisfaction.

The importance of job satisfaction is widely recognized in both the organizational and Personnel
point of view. J ob satisfaction plays a central role in the organizations efficiency and
Productivity because high level of job satisfaction increases task performance and reduces
absenteeism and turnover (McGue & Gianakis, 1997). The study of Hunt, Chonko, and Wood
(1985) indicates that high commitment among employees leads to lower turnover and higher
organizational performance. According to Davy, Kinicki, and Scheck (1997), job security
directly affects job satisfaction, organizational commitment, and withdrawal cognitions. The
research problem then is stated as follows: The purpose of the study is that the relationship
among organizational commitment, job involvement, and job security to job Satisfaction within
the context of SEBL.

Purpose of the study

The purpose of this study is to present and test the model which will identify the relationship
among organizational commitment, career satisfaction, job involvement, and job security to job
satisfaction. It is commonly known that there is a positive relationship between job satisfaction
and job Performance. According to McGue and Gianakis (1997) low job satisfaction at the
organization Level decreased task performance, increased absenteeism, job turnover, and
deteriorating Organization morale. Organizations with satisfied employees tend to be more
effective than Organizations with unsatisfied employees (Slocum & Woodman, 1995).

3
Significance of the study

J ob satisfaction is an important component of employee performance and productivity. This
construct has received a great deal of interest in OB, management, total quality management, and
service industry management researches in recent years. The study will make the following
significant contribution to Social Investment Bank Limited and other banks in Bangladesh.

First, this study will help the researcher extend their understanding of the relationship between
organizational commitment, job involvement, job security, and job satisfaction. The result of this
study will expose the importance and impact of their relationship in SEBL.

Second, the present study will assist the SEBL management to enhance better understanding
about the existing employees level of job satisfaction. Therefore, from the companys
perspective they would come up with new ways to satisfy the existing employees, for example
modifying the existing pay scale, adding new and value added employee welfare programs, and
recognizing the outstanding performances in an efficient way.

Third, besides job satisfaction the present study will help SEBL management better understand
about the existing employees level of organizational commitment, career satisfaction, job
involvement, job security with the SEBL.

Fourth, no such study was conducted to address this concern in the context of SEBL. The study
result will produce a methodology that can be imitated by other banks. Finally, as the researcher
is only considering bank, there is scope for further study in other service organizations like:
airline, hospitals, hotels, and telecommunication companies in Bangladesh.

4
Literature Review

1. Organizational Commitment:

Organizational commitment has long been studied in the management, organizational theory, and
socialization literature. Organizational commitment can be defined as the state in which an
employee identifies with a particular organization and its goals, and wishes to maintain
membership in the specific organization (Robbins, 1998; Greenberg & Baron, 1997). In other
wards in organizational context, it is the level of commitment that workers feel for their
organizations is closely linked to their attitudes and behavior within the workplace (Hislop,
2002).

Penley and Gould (1988) viewed organizational commitment as a kind of organizational
identification. According to them, organizational commitment can be instrumental or affective.
From instrumental perspective, an employee exchanges his or her contributions for the incentive
provided by the organization, where as affective commitment is characterized by the acceptance
of and identification with organizational goals. According to Reichers (1985) in organizational
context, commitment is the process of identification with the goals of an organizations multiple
constituencies that may include top management, customers, unions and/or the public at large.

Relationship between Organizational Commitment and Job Satisfaction:

J ob satisfaction is a positive function of organizational commitment. In organizational context,
high level of organizational commitment and job satisfaction both are as a positive work attitude
among the employees (Greenberg and Baron, 1997; George & J ones, 1996; Robbins, 1998;
Slocum &Woodman, 1995). According to George and J ones (1996) both organizational
commitment and job satisfaction are employees work attitude composed of their feelings, beliefs,
and thoughts with the organization.

5

According to Hunt et al. (1985), high level of organizational commitment leads high levels of job
satisfaction and performance. From their point of view, organizational commitment is an
individuals psychological bond to the job, the career, or the organization. Employees with high
level of organizational commitment feel positively about the organizations they work for (Blau
& Boal, 1987). That means, they identify with a particular organization and wish to maintain
membership in it. Okpara (2006) also supported this statement and viewed that job satisfaction is
linked to organizational commitment that reduces turnover intentions and absenteeism.

Newstrom and Davis (2000) viewed organizational commitment as the employees loyalty to the
organization that often reflects the employees belief in the mission and goals of the
organization, willingness to expand effort in their accomplishments, and intentions to continue
working there. Thus, strong organizational commitment is characterized by- strong belief in and
acceptance of the organizational goals and values, willingness to exert considerable effort on
behalf of the organization, and strong desire to maintain membership in the organization (Slocum
& Woodman, 1995; Steers & Black, 1994; Shafer, Park, & Liao, 2002). Furthermore,
Organizational Commitment is the employees identification with a particular organization and
his or her desire to maintain membership in the organization (Bigliard et al., 2005) and this
construct is used in this study to define Organizational Commitment.

2. Compensation:

Compensation or salary is a form of periodic payment from an employer to an employee, which
is specified in an employment contract. It is contrasted with piece wages, where each job, hour or
other unit is paid separately, rather than on a periodic basis. From the point of view of running a
business, compensation can also be viewed as the cost of acquiring human resources for running
operations, and is then termed personnel expense or salary expense. In accounting, salaries are
recorded in payroll accounts. Pay has been considered an important reward to motivate the
behavior of employees (Taylor and Vest, 1992). All other behavioral factors are important for
enhancing job satisfaction of employees but satisfaction from pay is must.

6

Figure 1: Compensation depends on job satisfaction & Organizational commitment

Salary satisfaction is a much narrower construct than job satisfaction. However, pay satisfaction
is also an important variable that is linked to some rather significant organizational outcomes.
For example, some evidence suggests that dissatisfaction with pay may lead to decreased job
satisfaction, decreased motivation and performance, increased absenteeism and turnover
intensions, and more pay related grievances and lawsuits.
Pay satisfaction has been shown to influence overall job satisfaction, motivation and
performance, absenteeism and turnover intensions, and may be related to pay-related grievances
and lawsuits (Cable and J udge, 1994).

Relationship between Compensation & Job Satisfaction:

All other behavioral factors are important for enhancing job satisfaction of employees but
satisfaction from pay is must. Katzell (1964) stated that pay satisfaction depends on the
difference between perceived pay and the amount of pay a person feels should be received.
Salary satisfaction is a much narrower construct than job satisfaction. However, compensation is
also an important variable that is linked to some rather significant organizational outcomes. For
7
example, some evidence suggests that dissatisfaction with pay may lead to decreased job
satisfaction, decreased motivation and performance, increased absenteeism and turnover
intensions, and more pay related grievances and lawsuits. Satisfaction of compensation has been
shown to influence overall job satisfaction, motivation and performance, absenteeism and
turnover intensions, and may be related to pay-related grievances and lawsuits (Cable and J udge,
1994). Positive impact of income satisfaction on job satisfaction can be viewed in every walk of
life. Sweet et al., (2005) stated that the J ob satisfaction has little relationship to income and is
comparable across most variables e.g., work setting, professional identity, amount of forensic
activity, whereas income satisfaction has a stronger relationship to actual income, at least at the
higher income levels. They also found that the correlation between job satisfaction and income
satisfaction is high, whereas job satisfaction is not correlated with years in practice.

Positive impact of income satisfaction on job satisfaction can be viewed in every walk of life.
Sweet et al., (2005) stated that the J ob satisfaction has little relationship to income and is
comparable across most variables e.g., work setting, professional identity, amount of forensic
activity, whereas income satisfaction has a stronger relationship to actual income, at least at the
higher income levels. They also found that the correlation between job satisfaction and income
satisfaction is high, whereas job satisfaction is not correlated with years in practice. The
traditional thinking of not relating money with the happiness is diminishing.

In fact, these days materialism is an important factor of motivating individuals. Cummins (2000)
has argued that despite the conventional wisdom that money has little relevance to happiness,
data support a different positionwealth provides external resources that buffer individuals
against the effects of negative events. With a different, but not necessarily incompatible
perspective, Diener and Seligman (2004) reviewed the relevant literature and concluded that as a
society gathers wealth, differences in well being are less frequently due to income, and are
more frequently due to factors such as social relationships and enjoyment at work. It has been
observed that stability in income in terms of getting monthly income is much desired by the
employees as compared to incentive based pay packages which are variable in nature. Diener and
Seligman (2004) also stated that with the much lower income, job satisfaction and income
satisfaction are actually slightly higher. During the exploration stage, salespeople compensated
8
via mostly fixed salary display higher levels of job satisfaction and lower turnover intentions
than their counterparts who are paid via mostly incentive pay. During the establishment stage,
salespeople compensated via mostly incentive pay display higher levels of job satisfaction and
lower turnover intentions than their counterparts who are paid via mostly fixed salary. In the
broader sense it can be understood that pay satisfaction and job satisfaction are complementary
to each other. Berkowitz et al., (1987) stated that some job satisfaction measures include pay
satisfaction (usually pay level satisfaction) as a dimension, we control for job satisfaction using a
global measure which taps the extent to which participants like their job and the organization.
Berkowitz et al.'s (1987) also suggested that job satisfaction may influence pay satisfaction
containing actual salary Satisfaction level and job satisfaction significantly increased explained

variance for each dimension of pay satisfaction Apart from affectivity (positive or negative)
satisfaction related to pay can be better explained in the light of individuals thinking style. Way
of thinking seems to be an important aspect of employee related to pay satisfaction. Patchen
(1961) found that refinery workers who chose to com-pare themselves to others thought to be
making more money than themselves were more dissatisfied with their salaries than the workers
who compared themselves to others making the same or less money. Andrews and Henry (1963)
found that people who expect higher monetary rewards in the future are less satisfied with their
present pay. In addition, Lawler and Porter (1967) found that satisfaction with pay seems to be
more a function of where an individual currently slots himself on pay, relative to where he feels
he should be, than of his absolute pay level.

3. Career Satisfaction:

Career satisfaction is an intrinsic output of career success that refers to the satisfaction with the
present jobs and advancement potential at the specific job (Emmerik, Euwema, & Schouten,
2006). According to Bigliard et al. (2005) career satisfaction includes satisfaction with pay level,
Promotion rate, status achieved and progresses in achieving career goals. Thus career satisfaction
is the achievement of ones overall career goals that are experiences, positions or jobs that
workers would like to have in their path of careers (George & J ones, 1996). A career which is in
line with your personality can make you adjust to work without any extra effort. Personality
assessment can give you a clear picture about what type of job suits you the most. Natural
9
abilities should be considered as well while making any decision related to choosing a career.
When you choose the career which is not according to your values, personality and abilities
always pull you back in your career life happiness (McGrimmon, 2010).

Relationship between Career Satisfaction and Job Satisfaction:

Career satisfaction is believed to influence the employees level of job satisfaction with in an
organization. From Bigliard et al. (2005) point of view, job satisfaction has many dimensions
and one of them is career satisfaction.

Based on this, Edem(1999) pointed out that, career satisfaction influences numerous variables
like job satisfaction and productivity. According to Davidson (2010) environment, family
closeness and salary along with personality are influential factors in selecting a career. Borchert
(2002) identified the factors which influence the career choices of high school students. He
indicated that environment, opportunities and personality are the major basic factors in the
process of selection of a career. The most important factor among all factors while choosing any
career stream was their own personal willingness to choose that career. Ferguson (2000) also is
of the view that people should choose their career according to their personality. He identified
six basic vocational interests including social, investigative, realistic, enterprising, artistic and
conventional (SIREAC types) called Holland Typology. He said that people generically fall into
any one of his identified personality types. People should go for those careers which show high
similarities between their per-sonality type and work environment. He concluded that, the higher
the compatibility between the interest and work environment, the greater will be the chance of
success satisfaction.

A job satisfaction pyramid by Halen Harkness (Appendix C) explained about that job satisfaction
or unrest, comprises of four level of satisfaction to be evaluate starting from bottom to top as
follows job related, industry related, career content related and career self related. Chaos in the
organization because of bankruptcy, off shoring and global competitiveness made employees
uncertain about their jobs which led to job unrest (Harkness, 2005).

10
J ob satisfaction can be measured in two forms, facet free Items and facet based items. As facet
free items identify the job satisfaction as an overall view, feeling on the whole about the job and
facet based items identify the job satisfaction through different aspects of the job some of them
are intrinsic and some of them are extrinsic in nature (Stellman, 1998).

4. Job Security:

The importance of understanding job securitys role has increased with the emphasis over the
Past decade on employee reactions to major organizational change. J ob security or insecurity
reflects the degree to which employees perceive their job to be threatened and feel powerless to
Do anything about it (Kinnunen, Mauno, Natti, & Happonen; 2000). In this multi dimensional
Definition job insecurity is caused not only by the threat of job loss but also by the loss of any
Dimension of the job. According to Davy et al. (1997) job security can be defined as ones
expectation about Continuity in a job situation. From their point of view, it includes concern over
loss of desirable J ob features such as lack of promotion opportunities, current working
conditions, and long-term Career opportunities. The importance of job security has been shown
in the figure below:

Figure 2: Importance of job security

Relationship between Job Security and Job Satisfaction:

J ob security has been included as a fact of job satisfaction in numerous studies (Greenhalgh &
Rosenblatt, 1984). According to Barnett and Brennan (1995) the perception of job security is
strongly associated with job satisfaction or dissatisfaction. Supporting this statement Davy et al.
11
(1997) presented a model that identified job security directly effects job satisfaction,
organizational commitment, and job involvement. Lambert (1991) identified job security as an
extrinsic comfort that has a positive relation with job satisfaction. According to Moorhead and
Griffin (1989) employees are motivated or satisfied with their job by lots of different
motivational tools including money, benefits, and also including other things like job security.
They mentioned the results of a particular study related to job security conducted by other
researchers and the results indicated that job security and job Satisfaction is related concepts and
both are predictors of employees mental health.

5. Job Satisfaction:

J ob satisfaction has been identified as the most intensely studied variable in organizational
Research (McCue & Gianakis, 1997). J ob satisfaction is the employees cognitive, affective, and
Evaluative reactions toward their jobs (Greenberg & Baron, 1997). In other words, it is the
General attitude toward ones job or the difference between the amounts of rewards workers
Receive and the amount they believe they should receive (Robbins, 1998). Thus, it is the overall
Positive affect or feelings that individuals have toward their jobs (Arnold & Feldman, 1986).
According to McCue and Gianakis (1997) the elements of job satisfaction includes the actual
Work and its outcomes, or the intrinsic job satisfaction; pay, benefits, and other rewards directly
Associated with doing the work, or the extrinsic job satisfaction; and the environment in which
The work is done, including relation with coworkers organizational culture, the organizations
Policies and procedures, participation in decision making, involvement with the organization,
And job status. Newstrom & Davis (2000) viewed job satisfaction as a set of favorable and
unfavorable Feelings or emotions with which employees view their work. Important aspects of
job satisfaction May include- pay, ones supervisors, the nature of tasks performed, an
employees co-workers or Team, and the immediate working conditions (George & J ones, 1996;
Smith, Roberts, & Hulin, 1976; Newstrom & Davis, 2000).

According to Slocum &Woodman (1995) overall job satisfaction is a collection of numerous
attitude toward various aspects of the job, represents a general attitude. Thus, when this attitude
is positive, employees are said to be satisfied and dissatisfied exists when the attitude is negative
12
(Moorhead & Griffin, 1989). Streers and Black (1994) viewed job satisfaction as a pleasure or
positive emotional state resulting from the appraisal of ones job or job experience. George and
J ones (1996) supported this statement and stated that job satisfaction is a collection of feelings
and beliefs that individuals have about their current jobs. It results from the perception that an
employees job actually provides what he or she values in the work situation (Streers & Black,
1994). Thus, job satisfaction is an organizational work attitude composed of three components:
feelings or the affective component, beliefs or the cognitive component, and thoughts about how
to behave or the behavioral component (George & J ones, 1996).

Development of conceptual framework

The researcher have developed a conceptual framework for this research based on the research
variables, such as organizational commitment, career satisfaction, job involvement, job security,
and job satisfaction. According to Ticehurst and Veal (2002), a conceptual framework indicates
how the researcher views the concept involved in a study especially the relationship among
concepts.

Figure 3: Conceptual framework of research variables and their relationships

Organizational Commitment

Career Satisfaction

Compensation

J ob Security

J ob Satisfaction
13
Hypotheses

1. There is a significant relationship between organizational commitment and job satisfaction in
context of SEBL
2. There is a significant relationship between career satisfaction and job satisfaction in context of
SEBL.
3. There is a significant relationship between compensation and job satisfaction in context of
SEBL.
4. There is a significant relationship between job security and job satisfaction in context of
SEBL.

Methodology of the study
Research design:

In order to identify the research questions and to test its hypotheses, a relational research design
has been selected as appropriate for this study. I have used exploratory methods for the research
paper. Yes/No type questions have been selected for the questioner.

The representation of the conceptual framework (figure 1) depicted the pattern and structure of
relationships among the set of measured variables. The research questions and hypotheses clearly
support this model. Hence, the purpose of the study was to measure correlations among
variables. The present result will investigate the relationship among the factors, like career
satisfaction, organizational commitment, compensation, job security, and job satisfaction, within
the context of Southeast Bank Limited. Here career satisfaction, organizational commitment,
compensation, and job security are being considered as dependent variable and job satisfaction is
considered as independent variable. The present research has used a relational study to discover
or establish the existence relationship among the measured variables.

14
Sampling Method:

The sample of this research is formed by the employees of SEBL who are working in
organization for last 1 year. I have used a convenience sampling method to collect data from the
sample of this research. The convenience sample for this study is considered as the employees of
SEBL who are working within the particular organization for at least one year. The sample size
was 25 in this case. In this research, I used a sample size of 25 because of the time limitation and
also for limited access over the bank.

Survey Instrument:

To gather data for this study I have used questionnaire method because this method was
appropriate for this study because of some reason. The reasons were as follows:

The samples can fill up the questionnaire without any hesitation.
The researcher found that most of the previous research with large number of sample size
has done by questionnaire method.
Internet survey was not sufficient for this study.

A structured questionnaire used in this research to collect data from the respondents. The
questionnaire was divided into four sections. First section consists of questions on organizational
commitment, second section consists of questions on career satisfaction, third section consists of
question on job security, and the last section consists of the questions on job satisfaction. In most
cases, questions has adapted from previous empirical studies and modified to reflect the local
situation. All questions developed to know the employees level of job satisfaction regarding to
the specific organization. These questionnaires had four sections dealing with organizational
commitment, career satisfaction, job security and job satisfaction.

Data collection procedure:
The questionnaire was administered individually to the 25 employees in the study. Respondents
were assured that it was purely an academic research and that their personal identity would be
15
kept secret. Any difficulties in understanding the instructions and in the methods of- answering
the questionnaire was made clear and it took 20 minutes to answer the questionnaire. After the
questionnaires were filled in by the respondents, these were collected and checked for
consistency.
Scoring of the responses was done following the procedure provided by the author of the
achievement satisfaction scale (Ali, 1979). After collection of data, performance of each
respondent was taken from the concerned bank manager of each subject. The content of the
semi-structured interview consists of question which will be predetermined to gain information
about the way managers saw themselves using power, motivational esteems in relation to their
employees.

Data Interpretation:
Reliability:

Scale: ALL VARIABLES

Case Processing Summary

N %
Cases Valid 25 96.2
Excluded
a
1 3.8
Total 26 100.0
a. Listwise deletion based on all variables in the procedure.

Reliability Statistics
Cronbach's Alpha N of Items
.982 19

16

According to Nunnally (1978) the reliability is acceptable if it lies between 0.50-0.60. However,
according to Hair (1998) a coefficient of 0.70 or above is desirable.In this study, the alphas for
the different questionnaire were computed using the reliability procedure in SPSS (version 17.0).
From the table it can be easily seen that the reliabilities of the questionnaire in this study lies
within the acceptable range (0.982).

Descriptive Statistics

N Minimum Maximum Mean Std. Deviation
customer id 25 1.00 25.00 13.0000 7.35980
Valid N (listwise) 25
Here the number of employee who attends the survey was twenty five. All employee works in
Southeast bank at uttara branch.

17

Descriptive Statistics

N Minimum Maximum Mean Std. Deviation
i am willing to put 25 4.00 5.00 4.5200 .50990
i feel very little 25 1.00 2.00 1.4400 .50662
i find that my values 25 2.00 4.00 3.1200 .78102
i am proud 25 4.00 5.00 4.6000 .50000
i find it 25 2.00 5.00 3.1600 1.02794
i will lose my job 25 2.00 3.00 2.2000 .40825
i am satisfied 25 2.00 4.00 3.0000 .64550
i am satisfied with the 25 2.00 5.00 3.0800 .95394
i am satisfied with the
process
25 2.00 4.00 2.8000 .76376
process meeting
25 3.00 5.00 3.4800 .65320
process meeting goal
25 2.00 5.00 3.6400 1.03602
i am satisfied the
development
25 2.00 5.00 3.8000 .86603
your job 25 3.00 5.00 3.5200 .77028
your pay 25 3.00 5.00 3.4400 .71181
your coworkers 25 2.00 5.00 3.3200 .80208
the direction 25 1.00 4.00 2.6800 .90000
your peers 25 2.00 5.00 3.2400 1.12842
your career 25 2.00 4.00 3.0400 .78951
your chance 25 2.00 4.00 3.0000 .81650
Valid N (listwise) 25
By using SPSS software version 17.0 finds out the descriptive statistics. In this table there are
twenty questions are set, and all questions answer by the employee. To answer their question it
measures the mean and standard deviation of the answer of the question and come to find out
employees perception of the job satisfaction.
18
Findings from Questionnaires:
Parameswaram, Greenberg, and Bellenger (as cited in Ngansathil, 2001, p.121) stated that there
are two basic requirements of measurement. First, measurement must be an operationally
definable process. Second the outcome of the measurement process must be repeatable
(reliability).
Gregory (1996) defined reliability as the extent to which measurements of the particular test
are repeatable. In other words, the measuring procedure should yield consistent results on repeat
tests. The more consistent the results given by repeated measurements, the higher the reliability
of the procedure (Carmines & Zeller).
In here the questionnaires the Mean scores have been computed by equally weighting the mean
scores of all items. On a five point scale mean score for first question I am willing to put is 4.52
(sd =.50990), the second questions mean is 1.4400 (sd=.50662), third questions mean is 3.1200
(sd=.78102) similarly others questions mean and standard deviation measure in the same way.
To find out here all the mean value is almost above average. In that mean most of the employees
are satisfied with their job. Few of the employee circle moderate agree means number four. Few
question answer uncertain and few of question answer moderate disagree by the employees. So
over all findings from the questionnaire are most of the employees from Southeast bank at uttara
branch are fairly satisfied with their job and the environment.

19
Frequency Table:

i am willing to put

Frequency Percent Valid Percent
Cumulative
Percent
Valid MA 12 46.2 48.0 48.0
SA 13 50.0 52.0 100.0
Total 25 96.2 100.0

Missing System 1 3.8

Total 26 100.0

i feel very little

Cumulative
Percent
Valid SD 14 53.8 56.0 56.0
MD 11 42.3 44.0 100.0
Total 25 96.2 100.0


Total 26 100.0

i find that my values

Cumulative
Percent
Valid MD 6 23.1 24.0 24.0
UN 10 38.5 40.0 64.0
MA 9 34.6 36.0 100.0
Total 25 96.2 100.0


Total 26 100.0

20
Frequency Table:
For the first question I willing to put MA means moderate agree answered 12 employees so the
percentages are 46.2 of total employees and rest of the employee answered SA means strongly
agree and the percentage are 50 of total employees.

For the second question I feel very little answered strongly agree 14 employees and the total
percentages are 53.8. And moderate agree answered 42.3 percent employee and the valid
percentages are 52.

The third question I find that my value moderate disagree answered 6 employees and the
percentages are 23.1. Another 10 employees answered uncertainty and the percentages are 38.5
of all employees. 9 employees answered moderate agree that means the percentages are 34.6 of
total employees. Similarly other questions frequencies measured by this way.

Limitation of the study

This study is limited by number of factors. The sample population is limited in terms of its range
and composition. The study is limited to only those employees who were available at the
organization during the data collection period of this study. The convenience sampling method
has been used rather than other sampling procedures in order to simplify the research. I have
limited resources to deal with because of the limited access to the related literature review due to
lack of journals available on the measured variables as well as limited access to the internet
library.

21

Background of the Report

Dr. Shibly Noman Khan, who is my supervisor, has assigned me to prepare an internship report
on A Study on Job Satisfaction in the context of SEBL. As per his instructions and under his
kind supervision I have done this internship report. This report has been designed to provide
basic theoretical knowledge, application of performance measurement tools and desk wise
practical aspects of banking in the context of Bangladesh.

Objective of the Report
Behind every important work there is an objective. Otherwise it will be meaningless to
accomplish a task. I have determined my objectives behind preparing the report on the topic A
Study on J ob Satisfaction in the context of Southeast Bank Limited. The implicit objective of
the study is to find out financial strength and business strategies of Southeast Bank Ltd (SEBL).
This study is aimed at providing me invaluable practical knowledge about banking operation
system in Bangladesh. It will also help me to develop my concept of banking and it performance.
The objectives of preparing this report can be divided into two parts:

a) Major Objective:
Primary objective of the report is to know about employees performance & job satisfaction
of SEBL & to acquire practical knowledge about overall banking system.
b) Secondary Objective:
To study the employees perception towards organization.
To study the attitude of the employees towards their works.
To identify the factors that motivates the employees.
To give suggestions for the growth & perspectives of the bank.

22

Southeast Bank Limited: A Flashback
Southeast Bank Limited is one of the fastest growing banks among all the Private Commercial
Banks (PCBs) in Bangladesh. The emergence of Southeast Bank Limited occurred at the juncture
of liberalization of global economic activities, after the URUGUAY ROUND has been an
important event in the financial sector of Bangladesh. The experience of the prosperous
economies of Asian countries and in particular of South Asia has been the driving force and the
strategic operational policy option of the Bank.
The Government of Bangladesh as a Scheduled Bank in the private sector has licensed Southeast
Bank Limited in pursuance of the liberalization of Banking and Financial Services in
Bangladesh. The Bank was established under the bank Company Act 1991 & incorporated as a
public limited company on March12, 1995 under the Companies Act 1994 and commenced
banking operations through the Principal Branch at 1, Dilkusha Commercial Area, Dhaka from
May 25, 1995. The then Finance Minister of the county, Mr. M Saifur Rahman, inaugurated the
Branch. The Bank was established by leading business personalities and eminent industrialists of
the country with stakes in various segments of the national economy. The Authorized Capital of
the Bank is Taka 10,000 million and Issued, Subscribed & Paid up Capital is Taka 6,930.84
million.

23

The Board of Directors:

Southeast Bank is run by a team of efficient professionals. They create and generate an
environment of trust and discipline that encourages and motivates everyone in the Bank to work
together for achieving the objectives of the Bank. The culture of maintaining congenial work -
environment in the Bank has further enabled the staff to benchmark themselves better against
management expectations. A commitment to quality and excellence in service is the hallmark of
their identity.
24

Organizational Structure of Southeast Bank Limited

There are 14 levels in the bank. I classified them into 3 parts. Top management, Mid level
management and Lower level management. The organizational structure is given below:

25
Mission & vision

SEBLs Vision:

The vision is to be a premier banking institution in Bangladesh and contribute significantly to the
national economy.

SEBLs mission:

High quality financial services with state of the art technology.
Fast & accurate customer service.
Sustainable growth strategy.
Follow ethical standards in business.
Steady return on shareholders' equity.
Innovative banking at a competitive price.
Attract and retain quality human resource.

Business Objectives of Southeast Bank:

Ensureasatisfied
workforce
Makesound
investments
Adoptanappropriate
management
technology
Ensure100%recovery
ofalladvances.
Meetcapital
adequacy
requirementatallthe
time
Focusonfeebased
income
26
Products of Southeast Bank Limited
Southeast Bank has become a synonym of quality banking services and products. It has a diverse
array of products and services tailored carefully to cater to the needs of all segments of
customers. The Banks operational strategies are structured to address the special and often
complex needs of the customers. Southeast Bank is an agile company and works in a competitive
environment. It is gaining ability to prosper further in a rapidly changing business environment
both at home and abroad. It has targeted high performance continuously. Its financial products
and services can give satisfactory solutions to all customer segments. Its products are priced on
their value as solutions, not on their cost to produce. Maximum support and convenience are
given to its customers, suppliers and employees. This enables the bank to bring products to the
market rapidly and cost effectively. Products of Southeast is presented in a table and explained
below:

27
Human Resource Performance

Employees are our best assets. They are Southeast Bank Ltds managers, they are its engines of
productivity and they are its partners. This approach, it believes, makes it successful. In human
resource policy, talented people with deep commitment to the Bank are its priority. It believes,
people with right combination of savvy and ambition can afford to shop the right boss, right
colleagues and the right environment. In recruitment, the best is sieved out from the contestants
of many. The best is retained. They are developed as sober and flexible professionals who take
care of companys interest, follow code of ethics, give full days work and work together for a
brighter tomorrow for their institution. They are highly paid, but their compensation is linked to
what they contribute.

It concentrates on managing its people more effectively and efficiently. In the process, it focuses
on pooling skills and building the people on learning and research program. Knowledge is being
effectively managed in the Bank with efficiently connecting those who know with those who
need to know. Personal knowledge is converted into organizational knowledge. The banks
people enjoy the advantages of belonging to the organization in which their mutual commitment
builds continuity of a congenial work environment. The bank deals with its people with respect
and never allows anyone to take advantage of hierarchical position. Its employees believe in
teamwork. There is teamwork in everything they do to achieve corporate objectives.

Consensus is a vital requirement for teamwork which they build through vigorous discussion and
analysis. They help solve problems. They assume responsibility for the whole task assigned to
the team. Resultantly, there is excitement, dedication and commitment. They form into a team
and act within set norms to perform or outperform, to reach or outreach their goals. Their
combined effort always produces tremendous results. The most important resource of a financial
institution like bank is its manpower i.e. human resource. Thus in the modern corporate world,
human resource is considered to be a form of capital, a produced means of production and the
product of investment. Keeping these objectives in mind, the Bank adopted a Human Resource
Strategy for recruitment of employees, acquiring their services, developing their skills,
motivating them to high levels of performance, and ensuring that they continue to maintain their
commitment to the organization to achieve its goals. Southeast bank follows a comprehensive
28
recruitment process regularly to hire talented, spirited, energetic and dynamic fresh
graduates/Masters from reputed universities. Experienced bankers are also recruited at regular
intervals on the basis of requirement to add more productivity in the day to day work. The vision
and objective of the recruitment in each year is to develop Southeast Banks core cadre who
would be able to take the responsibility as senior executives in future. To support banks
expansion plan and to fill up positions created due to retirement and other administrative ground,
we have recruited 165 Probationary Officer, Trainee J unior Officer and Trainee Cash Officer
during the year of 2010.

Total manpower of the bank as on December 31, 2010 stood at 1613 of which 126 are
executives, 1247 are banking officers and staffs, and 240 are subordinate staff. The bank
recruited a total 318 employees of which 57 were experienced bankers, 165 were fresh entrants
and 96 Bank Guards in 2010. The bank promoted 266 officers during the year 2010. The Bank
arranges orientation program as well as basic training to all fresh entrants to enhance their
competencies in the field of modern Banking. Attracting and retaining quality human resource is
the most important aspect of human resource policy.

In this regard, the Bank always takes appropriate decisions to design satisfactory salary structure
compared to peer banks and declares a good amount of bonus as incentive every year. All
employees of the Bank work with full enthusiasm in a very congenial working atmosphere.

Everybody enjoys the right to express his own opinion or putting up any innovative idea to the
top management of the Bank. To ensure social security, the Bank has different staff benefit
policies like gratuity, contributory provident fund, encashment of unveiled leave, etc. The Bank
takes appropriate and timely action in all disciplinary cases keeping conformity with the service
rules and regulations of the Bank. The Bank follows the following principles for the Employees-

1. It does not discriminate on grounds of religion, sex or race at any stage. It recruits the
best on the basis of merit under a rigorous recruitment policy without any biasness or
favoritism to anybody.
29
2. It pays competitive compensation package with career echelon for the really deserving
candidates.

3. It cares for the employees and respects them.

4. The Bank has clearly defined duties and responsibilities for every employee. No one is
made a scapegoat for undefined responsibilities.

5. It has a zero tolerance for any act of dishonesty.

6. It provides a congenial work environment.

7. It encourages freedom to the employees to give opinion for both qualitative and
quantitative improvement of the Bank.

Findings of observation

While working at Southeast Bank, Uttara Branch, I have attained to the newer kind of
experience. After the collecting and analyzing of data I have got some findings. These findings
are completely from my personal point of view. Those are given below:

Based on my experience, it can be said that Southeast Bank should reconsider its
services that better satisfy customer needs and requirements Bank should be more tactful
in dealing with the customers and launch new products that fully meet customer
expectations.
Southeast Bank Limited has already established a favorable reputation in the banking
industry of the country. It is one of the leading private sector commercial banks in
Bangladesh. The bank has already shown a tremendous growth the profits and deposits
sectors.

30
The bank successfully stepped in to the 16th year of operations having enjoyed the
complete confidence of the depositors and achieving significant growth in the entire
areas of banking operations.

The bank follows the online banking system to provide the customer better services; but
all the branches of South East bank are not following the online banking system.

The consistent and increasing growth trend of the above mentioned performance
indicators has increased depositors' confidence as well as good will/reputation of the
bank to a great extent and these have contributed to increase the shareholders value.

The bank focused on building high-quality human resources with expertise and
professional skills adopting the Human Resources Re-engineering and Development
Plan with a view to creating an excellent clientele service environment for ultimate
achievement of sustained profit growth making no comprises with the quality asset
creation.

The Banks Human resources Development strategy is to build up quality manpower
with conceptual/managerial Knowledge, skills through designing/arranging of
continuous in-house and outside training programs.

The bank focuses on customer-friendly marketing approaches by offering various
efficient deliveries of personalized banking services at the clients door steps and caters
to the ever-growing financing needs of clientele at a competitive price.

The company philosophy to workout best solutions for customers and clients as a
business and customer friendly Bank.

31
South East bank has an interactive corporate culture the working environment is very
friendly, interactive and informal. And there are no hidden barriers or boundaries while
communication between die superior and the subordinate. This corporate culture
provides as a great motivation factor to the employees.

Discussions and Recommendations

After analyzing the study variables in context of SEBL, the following issues were found to be
Recommended-

Southeast Bank Limited should try to pursuit the cheapest sources of funds and minimize
its interest expenses to control the downward sloping profitability in last year.
Management of Southeast Bank Limited should be more conscious handling provision
for taxes and operating expenses internally.
Using other Banks ATM Machines charges highly from the customers. The Bank should
establish more ATM Booths for the wellbeing of customers.
This Bank is more concentrated in urban areas. Bangladesh has much more prospects to
achieve in rural areas. So, the banks should open some more branches in rural areas.
Some SME concentrated branches for the developing rural areas would be profitable for
the bank as well as for the country.
The bank should arrange more training programs for the improvement and motivation of
employees to improve service quality of the bank.
The bank should provide more appealing materials associated with the services to attract
customers.
Bank should focus on Consumer Financing and Short Term Lending and provide
customers individual attention.
32
The bank should be able to generate more profit through proper management of internal
expenses and purchase of more earning assets. The cost of fund and tax expenses should
also be minimized to improve financial performance.

Conclusion

Banks play important role in the modern economy; Human Resources Management
(HRM) issues play an important role in every organization and in the banks. No organization
can achieve its goals or can be good, until or unless it satisfies employees. Human Resources/
organizational members play the role of the crew who convert goals into the reality.
I n the banking sector, highly educated & strategic personnel are required to create a
competitive position & to retain it for the long time. Training, principle of equality, job
satisfaction, and career development are important in the bank. The job satisfaction of the
employees is more than moderate. Most of the employees are satisfied here. Bank is
also satisfied with its employees. Bank s sal ary i s hi gh but not hi ghest i n
compari son wi th other commerci al banks. Sti l l comfortabl e worki ng
envi ronment, good i nterpersonal rel ati onshi p, and the benef i ts of the
employees of the SEBL are also satisfactory. It has been operating since 1983 and its a first
generation private sector commercial in Bangladesh. Finally, bank must introduce
modern banking system, adopt new technology, initiate new product, and train its
employees properly to do their job and keep employee satisfied. Banks performance is good for
its satisfied employees. Bank is on the right track. Banks HRM policy is of course better, it has
been able to satisfy the employee.
Organizations with satisfied employees tend to be more effective than organizations with
unsatisfied employees. In the context of service-oriented organization job satisfaction among
employees is very important to ensure better customer service. Because, high level of job
satisfaction increases employees work involvement and task performance. Therefore, from this
study SEBL can get the indications on which of the issues they have to pay more attention to
make their employees satisfy, to make the organization more effective as a whole.

A study o

From the
practical
way. I b
quite evi
computer

Southeas
execute
customer
with use
procedur
a vision t
is not far
distinctiv
comparab
Effect
G
on job satisfac
e practical im
orientation
elieve that m
dent that to
rized transac
st is an eme
some impro
rs faith by pr
er friendly
res to be mor
to be the mo
r off when i
ve mission
ble to any of
tivelend
Goodcust
Agood
Ag
ction in the co
mplementatio
in SEBL, I h
my realizatio
build up an
ction is a mu
erging Bank
ovements in
roviding tho
modern tec
re users frien
ost efficient
it will reach
to become
f its kind at h
ing
tomerser
dmanage
goodtrai
Effectiv
ontext of SEB
on of custom
have reache
on will be i
effective an
ust. Success
k. To achiev
its marketi
ose efficient
chnologies.
ndly, attracti
financial int
h its desired
e a highly
home and ab
rvice
ement
ningprog
veimplem
BL
mer dealing p
d a firm and
in harmony
d efficient b
in the bankin
ve the confid
ing and ope
and dependa
The Bank
ive and impr
termediary in
goal. SEBL
competitiv
broad.
gram
mentation
procedure du
d concrete co
with most o
banking syste
ng business
dence of the
erational are
able services
should red
ressive. Sou
n the countr
L looks forw
ve modern
nofplans
uring the wh
onclusion in
of the banki
em to the hig
largely depe
e customers
eas-SEBL sh
s, credit faci
design all s
utheast Bank
ry and it beli
ward to a new
and transp
hole period o
n a very conf
ng thinkers.
ghest desire
ends on-

s, the Bank
hould try to
ility and upd
sorts of ban
Ltd. started
ieves that the
w horizon w
parent instit
33
of my
fident
. It is
level
must
o win
dating
nking
d with
e day
with a
tution
34
Reference
Books
Arnold, Hugh J ., & Feldman, Daniel C. (1986). Organizational Behavior (Intl. ed.).
McGraw- Hill. pp. 85-86.

Barnett, Rosalind C., & Brennan, Robert T. (1995). The Relationship between job
experiences and psychological distress: A structural equation analysis. Journal of
Organizational Behavior,Vol. 16, No. 3, pp. 259-76. .

Cooper, D.R., & Schindler, P.SW. (2003). Business Research Methods (8th ed.). McGraw-
Hill.

Emmerik, IJ Hetty van, Euwema, Martin C., Geschiere, Myrthe, & Schouten, Marieke
F.A.G. (2006). Networking your way through the organization: Gender differences in the
relation between network participation and career satisfaction. Women in Management
Review, Vol 21 No. 1, pp. 54-66.

George, J ennifer M., & J ones, Careth R. (1996). Understanding and Managing
Organizational Behavior (2nd ed.). Addison-Wesley Publications Company, Inc. pp. 66-67,
241.

Hislop, Donald (2003). Linking Human Resource Management and Knowledge Management
via Commitment. Employee Relations, Vol. 25, No. 2, pp. 182-202.

Gunz, H. P., & Gunz, S. P. (1994). Professional/ organizational commitment and job
satisfaction for employed lawyers. Human Relations, 47, 801-827.

Kinnunen, Ulla, Mauno, Saija, Natti, J ouko, & Happonen, Mika, (2000). Organizational
antecedents and outcomes of job security: A longitudinal study in three organizations in
Finland. Journal of Organizational Behavior, Vol. 21, No. 4, pp. 443-59.

Penley, Larry E., & Gould, Sam (1988). Etzionis model of organizational involvement: A
perspective for understanding commitment to organizations. Journal of Organizational
Behavior, Vol. 19, No. 1, pp. 43-59.

Sekaran , Uma (1989). Paths to job satisfaction of bank employees. Journal of
Organizational Behavior, Vol. 10, No. 4, pp. 347-59.

Web

www.southeastbank.com.bd

35
Appendix A
Research Questionnaire

1. Organizational commitment Items:

Following are some items, which assess your opinion about your Organizational
Commitment with the SEBL. Circle one number per statement using the following scale:
Strongly Disagree-1 Moderate Disagree-2 Uncertain-3 Moderate Agree -4 Strongly Agree-5

1. I am willing to put in a great deal of effort beyond
That normally expected in order to help my organization
Be successful. 1 2 3 4 5
2. I feel very little loyal to my organization. 1 2 3 4 5

3. I find that my values and my organization values are
Very similar. 1 2 3 4 5

4. I am proud to tell others that I am a part of my organization. 1 2 3 4 5

5. I find it difficult to agree with my organizations
Practices and policies. 1 2 3 4 5

2. Job Security Items:

Following are some items, which assess your opinion about your level of Job Security with
the SEBL. Circle one number per statement using the following scale:

6. I will lose my job or be laid off in the next year. 1 2 3 4 5
7. I am satisfied with the amount of job security I have. 1 2 3 4 5
36
3. Career Satisfaction Items:

Following are some items, which assess your opinion about your Career Satisfaction with
the SEBL. Circle one number per statement using the following scale:

8. I am satisfied with the success I have achieved in my
Career. 1 2 3 4 5
9. I am satisfied with the progress I have made toward
Meeting my goals for income. 1 2 3 4 5
Meeting my overall career goals. 1 2 3 4 5
Meeting my goals for advancement. 1 2 3 4 5
Meeting my goals for the development of new skills. 1 2 3 4 5

4. Job Satisfaction Items:

Following are some items, which assess your opinion about your overall Job Satisfaction
with the SEBL. Circle one number per statement using the following scale:
Very Dissatisfied-1 Moderate Dissatisfied-2 Satisfied-3 Moderate Satisfied -4 Very Satisfied-5

13. Your job 1 2 3 4 5
14. Your pay 1 2 3 4 5
15. Your coworkers 1 2 3 4 5
16. The direction or advice you receive from others in your organization 1 2 3 4 5
17. Your peers in your profession 1 2 3 4 5
18. Your career progress in the organization in this point 1 2 3 4 5
19. Your chances of getting ahead in the organization 1 2 3 4 5

37
Appendix B

i am proud

Cumulative
Percent
Valid MA 10 38.5 40.0 40.0
SA 15 57.7 60.0 100.0
Total 25 96.2 100.0


Total 26 100.0

i find it

Cumulative
Percent
Valid MD 8 30.8 32.0 32.0
UN 8 30.8 32.0 64.0
MA 6 23.1 24.0 88.0
SA 3 11.5 12.0 100.0
Total 25 96.2 100.0


Total 26 100.0

i will lose my job

Cumulative
Percent
Valid MD 20 76.9 80.0 80.0
UN 5 19.2 20.0 100.0
Total 25 96.2 100.0


Total 26 100.0

38

i am satisfied

Cumulative
Percent
Valid MD 5 19.2 20.0 20.0
UN 15 57.7 60.0 80.0
MA 5 19.2 20.0 100.0
Total 25 96.2 100.0


Total 26 100.0


Cumulative
Percent
Valid MD 8 30.8 32.0 32.0
UN 9 34.6 36.0 68.0
MA 6 23.1 24.0 92.0
SA 2 7.7 8.0 100.0
Total 25 96.2 100.0


Total 26 100.0

i am satisfied with the process

Cumulative
Percent
Valid MD 10 38.5 40.0 40.0
UN 10 38.5 40.0 80.0
MA 5 19.2 20.0 100.0
Total 25 96.2 100.0


Total 26 100.0

39

i am satisfied with the process meeting

Cumulative
Percent
Valid UN 15 57.7 60.0 60.0
MA 8 30.8 32.0 92.0
SA 2 7.7 8.0 100.0
Total 25 96.2 100.0


Total 26 100.0

i am satisfied with the process meeting goal

Cumulative
Percent
Valid MD 4 15.4 16.0 16.0
UN 7 26.9 28.0 44.0
MA 8 30.8 32.0 76.0
SA 6 23.1 24.0 100.0
Total 25 96.2 100.0


Total 26 100.0

i am satisfied the development

Cumulative
Percent
Valid MD 2 7.7 8.0 8.0
UN 6 23.1 24.0 32.0
MA 12 46.2 48.0 80.0
SA 5 19.2 20.0 100.0
Total 25 96.2 100.0


Total 26 100.0

40

your job

Cumulative
Percent
Valid UN 16 61.5 64.0 64.0
MA 5 19.2 20.0 84.0
SA 4 15.4 16.0 100.0
Total 25 96.2 100.0


Total 26 100.0

your pay

Cumulative
Percent
Valid UN 17 65.4 68.0 68.0
MA 5 19.2 20.0 88.0
SA 3 11.5 12.0 100.0
Total 25 96.2 100.0


Total 26 100.0

your coworkers

Cumulative
Percent
Valid MD 2 7.7 8.0 8.0
UN 16 61.5 64.0 72.0
MA 4 15.4 16.0 88.0
SA 3 11.5 12.0 100.0
Total 25 96.2 100.0


Total 26 100.0

41
the direction

Cumulative
Percent
Valid SD 3 11.5 12.0 12.0
MD 6 23.1 24.0 36.0
UN 12 46.2 48.0 84.0
MA 4 15.4 16.0 100.0
Total 25 96.2 100.0


Total 26 100.0

your peers

Cumulative
Percent
Valid MD 8 30.8 32.0 32.0
UN 8 30.8 32.0 64.0
MA 4 15.4 16.0 80.0
SA 5 19.2 20.0 100.0
Total 25 96.2 100.0


Total 26 100.0

your career

Cumulative
Percent
Valid MD 7 26.9 28.0 28.0
UN 10 38.5 40.0 68.0
MA 8 30.8 32.0 100.0
Total 25 96.2 100.0


Total 26 100.0

42
your chance

Cumulative
Percent
Valid 2.00 8 30.8 32.0 32.0
3.00 9 34.6 36.0 68.0
4.00 8 30.8 32.0 100.0
Total 25 96.2 100.0


Total 26 100.0

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