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8/14/2019 0820544EMPLOYEES JOB SATISFACTION IN BANKING SECTOR OF BANGLADESH: - A CASE STUDY OF “JAMUNA BANK …
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EMPLOYEES JOB SATISFACTION IN BANKING SECTOR OF BANGLADESH: - A CASE
STUDY OF “JAMUNA BANK LIMITED”
By
Oishee Manee
ID: 0820544
An Internship Report Presented in Partial Fulfillment
Of the Requirements for the Degree
Bachelor of Business Administration
INDEPENDENT UNIVERSITY, BANGLADESH
April 29, 2012
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EMPLOYEES JOB SATISFACTION IN BANKING SECTOR OF BANGLADESH: - A CASE
STUDY OF “JAMUNA BANK LIMITED”
By
Oishee Manee
ID: 0820544
Has been approved
April 29, 2012
____________________
Dr. A.N.M. Shibly Noman Khan
Assistant Professor
School of Business
Independent University, Bangladesh
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TABLE OF CONTENTS
1.0 Introduction ......................................................................................................................1
1.1 Statement of the Problem ............................................................................................2
1.2 Purpose of the Study ...................................................................................................2
2.0 Literature Review............................................................................................................3
2.1Job Satisfaction …………………………………………………………………………. 3
2.1.1 Facet Satisfaction …………………………………………………………………..4
2.1.2 Overall Satisfaction…………………………………………………………………5
2.2 Selection ....................................................................................................................5
2.3 Training…..................................................................................................................6
2.4 Performance Based Compensation ...........................................................................7
2.5 Motivation .................................................................................................................8
3.0 Conceptual framework……………………………………………………………………..9
3.1 Research Questions ...................................................................................................10
3.2 Research Hypotheses..................................................................................................10
4.0 Research Methodology ..................................................................................................10
4.1 Research Design ........................................................................................................10
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4.2Research Approach...............................................................................................11
4.3 Sampling Method ................................................................................................11
4.4 Survey Instrument………………………………………………………………11
4.5 Data Collection …...........................................................................................12
4.6 Data Analysis ....................................................................................................12
5.0 Result Analysis ...............................................................................................................13
5.1Reliability Coefficient &Descriptive Statistics............................................................13
5.2 Correlation Analysis…………………………………………………………………14
6.0 Recommendation……………………………………………………………………….15
7.0Conclusion……………………………………………………………………………….15
References.......................................................................................................................17
Appendixes ....................................................................................................................21
Appendix-A……………………………………………………………………………......21
Appendix-B…………………………………………………………………………………25
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Acknowledgement
This is my humble attempt to present gratitude in preparing this report. This is the final
requirement of BBA program to get attached to an internship for three months to any
organization. Therefore, as a student of the department I go attached to Jamuna Bank Ltd to
complete my supervisor Dr. A.N.M. Shibly Noman Khan Department of Business
Administration, Independent University of Bangladesh. According to his valuable guidance,
constructive, supervision, instructions and advice and for motivating me to do this report.
At the same time, I am also grateful to the Human resource division, Head office, Jamuna Bank
Ltd for giving me opportunity to undergo the internship program. My placement of internship
program was at Mohakhali Branch. This report would not have been possible without the
dedication and contribution of a number of individuals. First, I would like to express my gratitude
to all employees of the Department of Credit of Jamuna Bank Ltd at this branch. They are
eagerness helps me in every step of the way and encouraged me to propel myself higher. To all
those so freely offered their advices and encouragements in this endeavor; I offer my most sincere
appreciations. They have been very helpful in showing me the work process and provided
relevant information for my report whenever I approached. They never hesitated or did not feel
disturbed when I asked questions. It was a great opportunity to do internship in such an
organization. The experiences I have gathered will be very beneficial for building my career.
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Executive Summary
This study attempts to evaluate job satisfaction of “Jamuna Bank Ltd” employees. Banking sector
plays a pivotal role in the economic development of a country. Since one of the key factors of an
organization is its employees, the success or failure of the organization largely depends on their
satisfaction or dissatisfaction. Thus, the present study focuses on the relative importance of job
satisfaction factors and their impacts on the overall jab satisfaction of officers.
A total number of 35 employees from the bank were randomly selected as sample for the present
study. Job satisfaction had significant positive correlation with performance-based compensation
but significant negative correlation with selection and training. Job satisfaction had no significant
contribution to motivation.
Finally, some recommendations are make to improve the situation of employee’s job satisfaction.
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1.0 Introduction
Bangladesh economy has been experiencing a rapid growth since the '90s. Urbanization and
lifestyle changes concurrent with the economic development created a demand for banking
products and services to support the new initiatives as well as to channelize consumer
investments in a profitable manner. A group of highly acclaimed businessmen of the country
grouped together to responded to this need and established Jamuna Bank Limited in the year 2001
and started its commercial operation on 3rd June, Jamuna Bank Limited (JBL) is a Banking
Company registered under the Companies Act 1994 with its Head Office at Chini Shilpa Bhaban,
3, Dilkusha C/A, Dhaka-1000. The “JAMUNA BANKA LIMITED” is one of the public limited
company in this country and has been operating for over 10 years. The Bank has made a
significant progress within a very short period of its existence and occupied an enviable position
among its competitors after achieving remarkable success in all areas of business operation. This
bank has 73 branches all over the Bangladesh. They have over 1,800 employees and they take
pride in being one of the preferred employers in Bangladesh. The Bank is being managed and
operated by a group of highly educated and professional team with diversified experience in
finance and banking. The Management of the bank constantly focuses on understanding and
anticipating customers' needs. The scenario of banking business is changing day by day, so the
bank's responsibility is to device strategy and new products to cope with the changing
environment. Jamuna Bank Ltd. has already achieved tremendous progress within only ten years.
The bank gives special emphasis on export, import, trade finance SME finance Retail credit and
finance to woman Entrepreneur. The bank has already ranked as one of top quality service
providers & known for its reputation. Bangladesh bank has awarded this Bank as the best primary
dealer bank. The bank undertakes all types of banking transaction to support the development of
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trade and commerce in the country. JBLs service is also available for the entrepreneurs to set up
new ventures and BMRE of industrial units. Hence, in the current study, the researchers intend to
examine whether there are relationships HRM practices (Selection, Motivation, Training and
Performance based compensation) and Job Satisfaction in context of Jamuna Bank Ltd.
1.1 Statement of the Problem
The study ((Dyer & Reeves 1995; Huselid 1995; Becker & Gerhart 1996; Guest 1997; Cully
et al. 1999; Harel & Tzafrir 1999; Appelbaum et al. 2000; Kuldeep Singh 2004) found that
employees performance is related with organizational profit margin. From the literature review, it
was revealed that employees work related attitudes are related to organizations HRM practice.
Jan, Marwat, and Arif (2009) have conducted a study on the relationship between HR practices
(Selection, Motivation, Training and pay for performance). Another research conducted by
Petrescu, and Simmons (2008) found that several HRM practices raise employees overall job
satisfaction. In this research, my focus would be Job satisfaction. Job satisfaction is the reaction
of the workers against the role they play in their work (Vroom) (1967, 1999). The studies will
designee to investigate the level of achievement of employee’s job satisfaction of Jamuna Bank
Limited in Bangladesh.
1.2 Purpose of the Study
The purpose of this study is to present and test a model that identifies employees job
satisfaction enhance organizational goals in relationship with the practices of selection, Training,
Performance based compensation, and Motivation in Jamuna Bank Ltd. The profits of an
organization is very much vulnerable with performance of employees and if the
organizations.HRM practice is not appropriate employees also will not to going to perform up to
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the mark. This research concentrated on specific attitudes like job satisfaction. The study will
further attempt to study and analyze whether practical and possible changes can be made in the
working environment of Jamuna Bank Ltd. to improve workplace satisfaction and thereby
improve productivity of work leading to long-term benefits to the national economy.
2.0 Literature Review
This study attempts to evaluate job satisfaction of bank officers in Bangladesh. It focuses on
the relative importance of job satisfaction factors and their impacts on the overall job satisfaction
of officers. It also investigates the impacts of bank type, work experience, age, and sex
differences on the attitudes toward job Satisfaction. The result shows that salary, efficiency in
work, fringe supervision, and co-worker relation are the most important factors contributing to
job satisfaction. Private bank officers have higher levels of job satisfaction than those from public
sectors as they enjoy better facilities and supportive work environment. Work experience is found
as the second most important factor affecting job satisfaction. Sex and age differences have
relatively lower level of impact on it. The overall job satisfaction of the bank officers is at the
positive level.
2.1 Job Satisfaction
Job satisfaction or employee satisfaction is one of the most used variables in organizational
behavior. It is an employee’s attitudinal response to his/her organization. The study of Job
Satisfaction was found to be an essential factor towards to develop the employees’ service ability
and still strongly affected the quality of service (Babakus, Yavas, Karatepe, Avci, 2003).
Kalleberg A.L. (1977) gave the meaning of working satisfaction as each employee’s integration
effective results towards working role. Each employee may be satisfied with some aspects of
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work but at the same time, he may not be satisfied with other aspects of the job which may have a
total affect on job satisfaction. Locke, E. A. (1996) defined job satisfaction as a satisfactory
emotion level that results from the success of the appraisement working value. Mulige & Mueller,
(1998) found that working environments affect job satisfaction level. Snipes, Oswald &
Armenakis, (2004) explained that Intrinsic factors effect job satisfaction more than extrinsic
factors except in rewards or aspects gained. There are plethoras of definitions of job satisfaction,
some of which are contradictory in nature. Spector (1997) refers to job satisfaction in terms of
how people feel about their jobs and different aspects of their jobs. Ellickson and Logsdon (2002)
support this view by defining job satisfaction as the extent to which employees like their work.
Schermerhorn (1993) defines job satisfaction as an affective or emotional response towards
various aspects of an employee’s work. The author emphasis is that likely causes of job
satisfaction include status, supervision, co-worker relationships, job content, remuneration and
extrinsic rewards, promotion and physical conditions of the work environment, as well as
organizational structure. According to Cherrington (1994), research on job satisfaction has
identified two aspects to understanding the concept of job satisfaction, namely, the facet
satisfaction and overall satisfaction. These two concepts explained as follows:
2.1.1 Facet Satisfaction
Facet satisfaction refers to the tendency for an employee to be more or less satisfied with
various facets or aspects of the job (Johns, 1988). Cherrington (1994) refers to the various aspects
or facets of the job as the individual’s attitude about their pay, the work itself - whether it is
challenging, stimulating and attractive, and the supervisors - whether they possess the softer
managerial skills as well as being competent in their jobs.
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2.1.2 Overall Satisfaction
Overall satisfaction focuses on the general internal state of satisfaction or dissatisfaction
within the individual. Positive experiences in terms of friendly colleagues, good remuneration,
compassionate supervisors and attractive jobs create a positive internal state. Negative
experiences emanating from low pay, less than stimulating jobs and criticism create a negative
internal state. Therefore, the feeling of overall satisfaction or dissatisfaction is a holistic feeling
that is dependent on the intensity and frequency of positive and negative experiences
(Cherrington, 1994).
2.2 Selection
Various theories of selection have been developed by psychologists and management scholars
Huselid (1995) pointed out earlier that by adopting best practices in selection, inflow of best
quality of skill set will be inducted adding value to skills inventory of the organization. He
stressed upon the alignment between selection as the skills of employees selected through a
rigorous and competitive process can be polished more by way of formal and informal training.
Selection practices can block knowledge sharing between groups or departments in firms
organized according the functional principle. Where assessment centers are functionally focused,
they can strengthen the sub-cultures of functions and make knowledge sharing between functions
very difficult (Currie and Kerrin, 2003). personalities, as well as the socialization of individuals
into the culture of the firm (Kristof, 1996; Judge and Cable, 1997).Gloet and Berrell (2003) point
out that in firms which adopt the codification strategy the development of technological solutions
are encouraged, particularly in electronic recruitment and psychometric testing. Internal
promotion is generally seen as a critical way to retain key members of the workforce (Pfeffer,
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2005). Having recruited, developed and trained the “right sort of people”, it is unlikely that
managers want to see these workers.
2.3 Training
Training is an ideal way to learn a job. Management of individual skills is an important aspect
of doing business today, and employee development will likely grow in the future (Noe, 1999).
The benefits of employee development extend beyond the actual skills gained and their
contribution to an individual’s productivity (Benson, 2002). A table is constructed to present an
overview of the different historical definitions of the construct training.
According to Schuler and MacMillan (1984), Training has been identified as an example of
a human resource management practice that contributes to gains in competitive advantage.
Rainbird (1994) and Heyes and Stuart (1996) defined Training and employee development as a
means of engaging the commitment of employees to the enterprise and development of
organizational commitment is a process that evolves through stages over a period of time.
Sparrow (1998), Bartlett (2001) defined training can be viewed as a management practice that can
be controlled or managed to elicit a desired set of unwritten, reciprocal attitudes and behaviors,
including job involvement, motivation and organizational commitment. According to Palo &
Padhi (2003), a process of updating the knowledge, developing skills, bringing about attitudinal
and behavioral changes and improving the ability of the trainee to perform his/her tasks
efficiently and effectively.
Several factors are known to affect the effectiveness of training: behavior of individual
learner, the training program, the environment in which the trainee works and the support from
the trainee's immediate supervisor (Montesino, 2008).
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2.4 Performance Based Compensation
There are a growing number of managers within the private sector who now reason that if
employee performance results in enhanced organizational performance, then employees should
share in the benefits received. In other words, they feel that workers should be appropriately and
equitably rewarded for their effort. Pay practice is one of human resources management practice
which normally refers to pay, wage, salary and benefit etc. The pay has an important role in
implementation strategies. First, a high level of pay and/or benefits relative to that of competitors
can ensure that the company attract and retains high-quality employee, but this might have a
negative impact on the company’s overall labor costs. Second, by tying pay to performance, the
company can elicit specific activities and level of performance from employee (Noe et al., 2006).
Thor (1994) and Okokie (1996) suggest that reward is an important influence on employees
because it creates satisfaction and eventually firms overall performance. However, Ehigie and
Akpan (2005) did not find a positive relationship between reward level and TQM
implementation. In spite of this, they found that when rewards are accompanied by a desirable
leadership style, the employees are inclined to practice TQM. The results of Gomez-Mejı´a and
Balkin (1992) show how group incentives may complement individual incentives rather that
substitute for them. Finally, Allen and Kilmann (2001) found a moderator effect of reward
practices between TQM and performance. Reward systems indicate what the organization values
and shapes individuals’ behavior. Studies on knowledge workers have found that they tend to
have a high need for autonomy, significant drives for achievement, stronger identity and
affiliation with a profession than a company, and a greater sense of self-direction. These
characteristics make them likely to resist the authoritarian imposition of views, rules and
structures (Despres and Hiltrop, 1995; Herzberg, 1997; Horowitz et al., 2003) .Accordingly,
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mixtures of rewards is needed to motivate knowledge workers. These include: equitable salary
structures; profit-sharing or equity-based rewards; a variety of employee benefits; flexibility over
working time and location, as well as being given credit for significant pieces of work.
2.5 Motivation
Numerous organizations are competing to survive in this ever increasing challenging and
volatile market environment. Motivation and Performance of employees are powerful tools for
the long-term success of the organization. Performance measurement is a critical characteristic of
organization’s management since it reflects the progress and achievement of the organization.
The root of motivation to achieve the desired goal can vary from individual to individual. For
instance, one employee may be motivated in his work to earn higher commission, whereas
another employee may be more interested for its satisfaction or the surrounding environment
solely (Tietjen & Myers, 1998). The major factors of motivation are one’s needs, rewards, wealth,
determined goals, beliefs and dignity (Vroom, 1990). Moreover, failure, achievement or else
liability may motivate employees to carry out forceful devotion to their work. There are a number
of methods to motivate people such as rewards, punishments, actions to satisfy needs,
psychological processes, etc. Mullins (1996, p. 520) states that “motivation is a process which
may lead to job satisfaction.” Mullins (1996) concludes that the content theories of motivation are
specifically related to job satisfaction and assume a direct relationship between job satisfaction
and improved performance, while the process theories contemplate in more detail the relationship
between motivation, satisfaction and performance. According to Calder (2000), motivational
theories can be classified into two categories, namely, content theories and process theories.
According to Korman (1971) and Tharenou (1979) cited in Arnolds and Boshoff (2001),
individuals with high self perceived ability and self-image are more likely to be higher achievers
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on task performance than those who have a low self-perceived ability, low success expectancy
and low self-image. Motivation explains what organizations can do to encourage people to apply
their efforts and abilities in ways that will further the achievement of the organization’s goals as
well as satisfying their own needs (Armstrong, 2001, p. 155). Cronje, Du Toit, Marais and
Motlatta (2003) further posit that content theories highlight the factors within people that guide
behavior, whereas process theories focus largely on why individuals opt for certain behavioral
choices to satisfy their desires and how they assess their satisfaction after they have attained their
objectives. Focusing on the research problem, this study will utilize (Armstrong, 2001, p. 155).
3.0 Development of Conceptual Framework
The developed conceptual framework for the proposed study is presented below:
Figure 1: Developed Conceptual Framework of Research Variables and their relationships.
3.1 Research Question
1. Is there a significant relationship between HRM Practices and employees Job Satisfaction
in context of Jamuna Bank Ltd.in Bangladesh?
3.2 Hypothesis
Selection
Performance based compensation
Motivation
Training
Job Satisfaction
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1. There is a significant relationship between HRM Practices and employees Job Satisfaction
in context of Jamuna Bank Ltd.in Bangladesh.
4.0 Research Methodology
4.1 Research Design
The conceptual framework (Figure 1) illustrates the name of research variables and
relationship within them. The research questions and hypotheses clearly support this model. In
this study, the researchers are going to investigate the relationship between HRM practices and
employees job satisfaction of Jamuna Bank Ltd. When researchers investigates the effects of the
measuring variables and analyses the relationships among the variables, the design is known as
Co- relational (Graziano & Raulin, 1997; Zikmud, 2000). That is why a Co-relational research
design has been selected in order to find out the appropriate answers of the research questions and
to test the hypotheses. The model also suggests this type of design. Hence, HRM practices like;
selection, training, performance based compensation, and motivation are independent variables
and job satisfaction is considered as dependent variable. The research will use a correlation study
to establish the existence of relationships between the measured variables. In this research, the
researchers intend to identify whether any relationships exists between these measured variables
or not. A Co- relational study provides a measure of the degree between two or more variables.
Therefore, the present study will be characterized as a co-relational study.
4.2 Research Approach
To investigate research questions, the researchers will gather information from all the
employees of JBL who is currently appointed at Mohakhali branch of JBL at Dhaka. And use
questionnaire for collecting information.
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4.3 Sampling Method
The study will be conducted at Mohakhali branch of Jamuna Bank in Dhaka .The research
will be conducted only to the employees of Mohakhali branch of Jamuna Bank. Therefore, the
question will be distributed via a convenience and it is a probability sampling method. The
sample size was 35 in this case.
4.4 Survey Instrument
The researcher required primary data to investigate the research problem. Because, it was
found that there was lack of secondary data (e.g. articles, journals, magazine, and records on
human resource management) in the case of JBL. To collect data from the primary sources, the
researcher used questionnaire and interview methods. In order to gain information from the bank
employees the researcher used the questionnaire method. The questionnaire was a useful method
to collect data from employees for the following reasons. First, survey about 35 employees of the
Mohakhali branch of JBL. Second, the existing study was about achievement motivation and
employees’ performance, and employees might felt unenthusiastic to confer these issues with an
interviewer. The survey questionnaire consists of three parts. The first part is about the
demographic characteristics of the respondents such as age, gender, educational background,
experience in existing organization and yearly income. The second part is in regard to HRM
practice. The question items of HRM practices used in this part are based on the study done by
Drockel (2003) and it contains 8 questions. All answers to the questions are Yes, No, I Don’t
Know. “Yes” responses were coded as 1; “No” responses were coded as 2. “I don’t know”
responses were coded as 3.The last part contains 10 job satisfactions. All are five point liker
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scales ranges from 1 (Strongly Disagree) to 5 (Strongly Agree).The researchers will follow one to
one interview for the intension of collecting in depth information.
4.5 Data collection
The present research is a unique and new for Jamuna-Bank Ltd. As a result, secondary
sources of data were not available for the present study. Therefore, the study will require primary
data to investigate the research questions. To collect data from the primary sources, the study will
use questionnaire survey method.
4.6 Data analysis
The proposed study was a correlation study. As a result, after collecting the data the study
used co- relational matrix to identify whether relationships exists between the measured variables
or not. Beside this the researcher calculated the mean and standard deviation of the four
independent variables, to identify the variable have most influence on job satisfaction or not. For
this researcher used SPSS 12.0 because it is such a statistical data analysis tool that offers greater
flexibility in data analysis and visualization.
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5.0 Result Analysis
5.1 Reliability coefficient and descriptive statistics
Table: 1
Reliability Coefficient and Descriptive Statistics of selection, performance based
compensation, motivation and training with job satisfaction.
Variable Number
of Items
M SD Alpha
Selection 2 1.30 .50293 .721
Performance
based
compensation
2 1.06 .20188 .639
Motivation 2 1.20 .47279 1.000
Training 2 1.30 .50293 .721
Job satisfaction 10 3.58 .86347 .912
Note: N=35
The means, standard deviations and coefficient alpha or Cronbach’s alpha of all the constructs
in the current study are displayed in Table: 1. Mean scores have been calculated by equally
weighting the mean scores of all the items. On the basis of three-point scale, the mean score for
selection is 1.30 (SD = 0.50293and alpha = 0.721). The mean score for performance based
compensation is 1.06 (SD = 0.20188 and alpha = 0.639). The mean score for motivation is 1.20
(SD = 0.47279 and alpha = 1.000). The mean score for training is 1.30 (SD = 0.50293 and alpha
= 0.721) and On the basis of five-point scale, the mean score for job satisfaction is 3.58 (SD =
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0.86347and alpha = 0.912).Here standard deviation means how much the mean value deviates.
As much as the lower value of the SD is better for the accurate value of mean. Here alpha denotes
reliability of questionnaire. The higher value of alpha is higher to represent the reliability of the
questionnaire.
5.2 Correlation analysis
A correlation analysis was conducted on all variables to explore the relationship between
variables. Correlation is a vibrate measure of association or strength of the relationship between
two variables.
Table 2:
Correlation Matrix for Selection, Performance based compensation, Motivation, training and
Job satisfaction.
Note:* p< .05, **p<.01
Variables Selection Performance
based
compensation
Motivation Trainin
g
Job
satisfaction
Selection _
.188*
.853** 1.000** -.1000
Performance
based
compensation
_ .185*
.188 .217*
Motivation _
.853** .030
Training _ -.1000
Job
satisfaction
_
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Here, the result of correlation analysis for all the measured variables is shown in Table 2. It
examines the correlations among selection, performance based compensation, motivation and
training with job satisfaction in the context of Jamuna Bank Ltd. As depicted in Table: 2, no
statistically significant correlation was found between selection and job satisfaction. The
correlation between selection and job satisfaction were found to be negative. A significant
correlation was found between performance based compensation and job satisfaction (r =.217,
p<.05).No significant correlations was found between motivation and job satisfaction. The
correlation between training and job satisfaction was also found to be negative. Here “r” denotes
how strong or weak relationship among the independent variable and dependent variable.
6.0 Recommendation
Therefore analyzing the study considered variables (selection, performance based compensation,
motivation, training and job satisfaction) in the context of Jamuna Bank Ltd. in Bangladesh the
researcher can recommend that:
In context of Jamuna Bank Ltd. HRM practices (selection, motivation, performance based
compensation and training) have influence on job satisfaction. Therefore, it will be required to
clearly design, establish and improve HR policies, which will help to develop employee job
satisfaction.
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7.0 Conclusion
In view of the findings, the study proves the relationship between HRM practices (selection,
performance based compensation, motivation and training) independent variables and job
satisfaction (dependent variable). The study may conclude that in the context of Jamuna Bank
Ltd. the above relationship provides significant insight to improve the employee job satisfaction,
which may ensure continuous profit for the organization. The improvising of high standard
selection process and maintaining a significant level of performance based compensation will
make high employee satisfaction for job. Overall motivation and training in turn will boost
employee job satisfaction of Jamuna-Bank Ltd. Finally, this research will encourage further study
and also useful guidelines for these types of researches.
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APPENDIX-A
Research Questionnaire
Dear Sir/madam,
Please carefully read each statement and give me an honest opinion about the mentioned
questions. Circle the number, which is the closest match to your thinking. I guarantee that your
information will remain confidential and will only be used for as a source of my internship report.
Question items relating Demographic Information
Age (Please Tick your age Group)
a) 25-35 b) 36-45 c) 46-55 d) 56-65 e) Above 65
Gender (Please Tick applicable)
Male b) Female
Education (Please Tick your Education Group)
a)Matriculation b)Intermediate c) Graduation d)Masters e) Diploma with Metric /Inter f)Other
Total years of Experience with this Organization (Please Tick your Experience Group)
a)1-3 b)4-6 c)7-9 d)10 or above
Total Income (yearly in Bangladeshi TK)
Up to 50,000
51,000-100,000
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101,000-150,000
151,000-200,000
More than 200,000
Question items concerning HR Practices
In this questionnaire, you are asked to describe HR Practices of your organization in which you
are working, as you perceive it:
1. Applicants undergo structured interviews (job-related
questions, same questions asked of all applicants) before
being hired.
Yes No I don’t
know
2. Employees in this job regularly (at least once a year)
receive a formal evaluation of their performance (ACR).
Yes No I don’t
know
3. Pay raises for employees in this job are based on job
performance.
Yes No I don’t
know
4. Employees in this job have a reasonable and fair complaint
process.
Yes No I don’t
know
5. Are covered by a bonus scheme based on the performance
of the establishment or organization as a whole?
Yes No I don’t
know
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Question items relating Job Satisfaction
1 = Strongly Disagree 2= Disagree 3=Indifferent 4=Agree 5=Strongly Agree
SL
No.
Statements 1 2 3 4 5
1 My job is appreciated.
2 The working conditions are good and safe.
3 I feel stressed in my job.
4 I get support and teamwork from other departments in the Company.
6. Involve on-the-job training or not. Yes No I don’t
know
7. Do you have a clear vision of where you want to be in 10
years from now, five years from now, one year from now?
Yes No I don’t
know
8. Do you have passion for what you do, and are you
passionate about the goals that you would like to achieve?
Yes No I don’t
know
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5 The organization views its employees as assets.
6 My views and participation are valued.
7 The compensation is satisfactorily reviewed from time to time.
8 The organization gives adequate paid leave.
9 I am satisfied with the gratuity policy adopted by the company.
10 Management is flexible and understands the importance of
balancing my work and personal life.
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APPENDIX-B
SPSS Output
Descriptive of Studied Variables
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
selection 35 1.00 3.00 1.3000 .50293
per_com 35 1.00 2.00 1.0571 .20188
motivation 35 1.00 3.00 1.2000 .47279
training 35 1.00 3.00 1.3000 .50293
job_sat 35 1.60 5.00 3.5829 .86347Valid N(list wise)
35
Reliability of selection
Warnings
The space saver method is used. That is, the covariance matrix is not calculated or used in the analysis.
Case Processing Summary
N %
Cases Valid 35 100.0
Excluded(a) 0 .0
Total 35 100.0
a) List wise deletion based on all variables in the procedure.
Reliability Statistics
Cronbach'sAlpha N of Items
.721 2
Item-Total Statistics
Scale Mean ifItem Deleted
Scale Varianceif Item Deleted
CorrectedItem-TotalCorrelation
Cronbach'sAlpha if Item
Deleted
q1 1.40 .424 .593 .(a)
q2 1.20 .224 .593 .(a)
a) The value is negative due to a negative average covariance among items. This violates reliability model assumptions.
You may want to check item coding.
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Scale Statistics
Mean Variance Std. Deviation N of Items
2.60 1.012 1.006 2
Reliability of performance based compensation
Warnings
The space saver method is used. That is, the covariance matrix is not calculated or used in the analysis.
Case Processing Summary
N %
Cases Valid 35 100.0
Excluded(a) 0 .0
Total 35 100.0
a) List wise deletion based on all variables in the procedure.
Reliability Statistics
Cronbach'sAlpha N of Items
.639 2
Item-Total Statistics
Scale Mean ifItem Deleted
Scale Varianceif Item Deleted
Corrected
Item-TotalCorrelation
Cronbach's
Alpha if ItemDeleted
q3 1.06 .055 .470 .(a)
q4 1.06 .055 .470 .(a)
a The value is negative due to a negative average covariance among items. This violates reliability model assumptions. You
may want to check item codings.
Scale Statistics
Mean Variance Std. Deviation N of Items
2.11 .163 .404 2
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Reliability of motivation
Warnings
The space saver method is used. That is, the covariance matrix is not calculated or used in the analysis.
Case Processing Summary
a) List wise deletion based on all variables in the
procedure.
Reliability Statistics
Cronbach'sAlpha N of Items
1.000 2
Item-Total Statistics
Scale Mean ifItem Deleted
Scale Varianceif Item Deleted
Corrected
Item-TotalCorrelation
Cronbach's
Alpha if ItemDeleted
q5 1.20 .224 1.000 .(a)
q6 1.20 .224 1.000 .(a)
a. The value is negative due to a negative average covariance among items. This violates reliability model assumptions.
You may want to check item codings.
Scale Statistics
Mean Variance Std. Deviation N of Items
2.40 .894 .946 2
Reliability of training
Warnings
The space saver method is used. That is, the covariance matrix is not calculated or used in the analysis.
Case Processing Summary
N %
Cases Valid 35 100.0
Excluded(a) 0 .0
Total 35 100.0
a) List wise deletion based on all variables in the procedure.
N %
Cases Valid 35 100.0
Excluded(a) 0 .0
Total 35 100.0
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Reliability Statistics
Cronbach's
Alpha N of Items.721 2
Item-Total Statistics
Scale Mean ifItem Deleted
Scale Varianceif Item Deleted
CorrectedItem-TotalCorrelation
Cronbach'sAlpha if Item
Deleted
q7 1.20 .224 .593 .(a)
q8 1.40 .424 .593 .(a)
a. The value is negative due to a negative average covariance among items. This violates reliability model assumptions.
You may want to check item codings.
Scale Statistics
Mean Variance Std. Deviation N of Items
2.60 1.012 1.006 2
Reliability of job satisfaction
Warnings
The space saver method is used. That is, the covariance matrix is not calculated or used in the analysis.
Case Processing Summary
N %
Cases Valid 35 100.0
Excluded(a) 0 .0
Total 35 100.0
a) List wise deletion based on all variables in the procedure.
Reliability Statistics
Cronbach's
Alpha N of Items
.912 10
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Item-Total Statistics
Scale Statistics
Mean Variance Std. Deviation N of Items
35.83 74.558 8.635 10
CorrelationsCorrelations
selection per_com motivation training job_sat
selection PearsonCorrelation
1 .188(*) .853(**) 1.000(**) -.100
Sig. (2-tailed) . .279 .000 . .569
N 35 35 35 35 35
per_com PearsonCorrelation
.188(*) 1 .185(*) .188 .217(*)
Sig. (2-tailed) .279 . .288 .279 .211
N 35 35 35 35 35
motivation PearsonCorrelation
.853(**) .185(*) 1 .853(**) .030
Sig. (2-tailed) .000 .288 . .000 .863
N 35 35 35 35 35
training PearsonCorrelation
1.000(**) .188 .853(**) 1 -.100
Sig. (2-tailed) . .279 .000 . .569
N 35 35 35 35 35
job_sat PearsonCorrelation
-.100 .217(*) .030 -.100 1
Sig. (2-tailed) .569 .211 .863 .569 .
N 35 35 35 35 35
** Correlation is significant at the 0.01 level (2-tailed)*Correlation is significant at the 0.05 level (2-tailed)
Scale Mean ifItem Deleted
Scale Varianceif Item Deleted
Corrected
Item-TotalCorrelation
Cronbach's
Alpha if ItemDeleted
q9 32.20 59.518 .675 .903
q10 32.09 65.375 .500 .912
q11 32.06 63.997 .576 .908
q12 32.46 57.432 .812 .894
q13 32.23 56.064 .838 .892
q14 32.06 68.291 .305 .922
q15 32.03 60.029 .850 .894
q16 32.31 58.692 .850 .893
q17 32.46 56.961 .859 .891
q18 32.57 63.487 .519 .912
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