_____________________________________________________________________________
Assessing the Differences in Job Satisfaction of Employees with Special reference to State Bank of India
1Sanjita Lenka, 2B.N.Mishara
1Asst. Prof.(HR), Department of Business Management, C. V. Raman College of Engineering Bhubaneswar, Odisha.
2Professor Ameritus, P.G. Department of PM&IR, Utkal University, VaniVihar, Bhubaneswar, Email : 1[email protected]
Abstract-The Primary objective of this study is to ascertain the levels of job satisfaction experienced amongst employees in State Bank of India, Bhubaneswar. For the purpose of this study, a stratified random sampling technique was used to select 250 employees of Bhubaneswar City. The sample consisted of 151 officers and 99 clericals. Out of the total employees, 161 were male employees and 89 were female employees. The Job satisfaction Survey (JSS) questionnaire were administered to gather the data.The JSS includes nine parameters like Nature of work, Supervision, Contingent rewards, Promotion, Co-worker, Operating policies, benefits and communication. The Result indicated that female were more satisfied in officers group and males were more satisfied in case of clerical group with regard to different components of job satisfaction.
Index Terms- Job satisfaction Survey, Supervision, Communication, Job satisfaction, Components
I. INTRODUCTION
Human capital in any organization is its greatest asset and this asset should not be compromised during times of economic disorder. The retention of good employees is essential for the organization to achieve consistent growth. During times of financial crisis in the organization, many employees intend to leave the organization due to
payroll cuts and layoffs. In spite of such crisis, the organization can devote their attention for taking effective steps on selective basis to improve job satisfaction of the employees for their retention. If this is not done, top talented people may leave the organization adding to further crisis.
It must be remembered that the supervisory and managerial staff have the capacity to maximize potential, creative abilities and talents of the entire workforce resulting in competitive advantage for the organization.
The health of the organization depends on motivated workers and it is found that higher level of job satisfaction is achieved by keeping the employees engaged in their work. The productivity of the organization depends significantly on employee job satisfaction. It not only influences the maximum workforce but greatly improves the sense of morale and commitment towards the organization amongst the employees. These motivational feelings of proactive nature of the employees is a driving force for personal and professional career advancement in their present organization without thinking of leaving the organization for better prospects elsewhere.
Job Satisfaction has attracted the critical attention of researchers for variety of reasons:
Impacts mental health: It has some relation with the mental health of the people.
Job satisfaction and life satisfaction are inextricably bound. The spillover effects of many unresolved personality problem, family-related issues and other maladjustments in social life could often be felt on the job. It is important for the psychological adjustment and happy living of a person.
Influences physical well-being: It has some degree of positive correlation with physical health of individuals. People, who like their work, are likely to live longer.
Chronic dissatisfaction with work creates stress which in turn, takes its toll on the physical as well as mental health of an individual.
Spreads goodwill about the Company: People who feel positively about their work life are likely to voice favorable opinions about the company to the general public. In the long run, this helps the company to gain a favourable image and attract talent without any difficulty.
Allows a person live with the organization: A happy and satisfied individual can find it easy to live with the company for a long time.
Reduces absenteeism and turnover:
A number of research studies indicate a negative relationship between satisfaction and absenteeism. A satisfied employee has a positive attitude towards his work and will try to avoid being absent from work. On the other hand, there is a strong negative correlation between job satisfaction and turnover (Hom and Griffeth).
II. REVIEW OF LITERATURE
Jain and Sharma (2012) indicated that layoff threats, quick turnover, less welfare schemes, and less scope for vertical growth increase job dissatisfaction. On the other hand, secure job environment, welfare
policies, and job stability increase the degree of job satisfaction.
Nimalathasan(2012) attempted to understand and explain the job satisfaction, which influenced by utilitarian reasons (e.g.
to increase productivity and organizational commitment, lower absenteeism and turnover, and ultimately increase organizational effectiveness) as well as humanitarian interests (i.e. the notion that employees deserve to betreated with respect and have their psychological and physical well-being maximized).
Kamal and Sengupta (2008)observed that as a person ages, his job satisfaction shows an increasing trend. With age, spiritualism of the person increases, but his alternatives for change decreases. Younger employees have more energy, more expectations and more options, and hence have lesser satisfaction with the job.
III. OBJECTIVES
Tocompare the satisfaction level of Officers and Clerical group
To knowthe satisfaction of male and female employees of SBI, Bhubaneswar.
IV. RESEARCH METHODOLOGY
This research has been pursued with the help of primary data. The total number of respondents (sample) taken is N=250.The techniques have been applied for the study i.e., Descriptive statistics, T-Test etc. In descriptive statistics the different techniques which have been applied are mean, standard deviation etc. The following hypotheses were taken.
Ho: There is no difference between officers and clerks in terms of job satisfaction.
H1: There is no difference in job satisfaction between male and female employees at clerical level.
H2:There is no difference in job satisfaction between male and female employees at Officers level.
H3: There is no difference in job satisfaction between male and female employees both clerical and officers group of SBI.
V. DATA ANALYSIS AND DISCUSSIONS
The level of job satisfaction varies among officers and clericals because differences in each of the dimensions. The significance of these dimensions are presented in table-1.
Table-1 Means, Standard Deviations (SD) of the total Sample of Officers of SBI (N=151) for each dimensions of Job Satisfaction.
Sl.
No Dimensions Score 1. Nature of Work Mean
SD
4.1272 .53040
2. Pay Mean
SD
3.0715 .90468
3. Co-worker Mean
SD
4.3358 .48639
4. Promotion Mean
SD
3.2974 .93423
5. Rewards Mean
SD
3.7980 .66928 6. Operating Policies Mean
SD
3.6291 .57057
7. Benefits Mean
SD
3.4887 .67829 8. Supervision Mean
SD
3.7070 .72414 9. Communication Mean
SD
3.5781 .62938 10. Total Job
Satisfaction
Mean SD
32.893 3.9052 It is observed that the following two dimensions such as co-worker and nature of work contribute most significantly to job satisfaction. Whereas other four factors such as rewards, supervision, operating policies, and communication contribute to higher degree to job satisfaction. Amongst the rest three factors pay contribute to the lowest degree to job satisfaction when total sample of officers (N=151) taken together.
To get further information on the levels of job satisfaction in its different dimension experienced by the clerks, it is necessary to study Table-2.
Table-2Means, Standard Deviations (SD) of the total sample of Clerks of SBI (N=99) for each dimensions of Job Satisfaction
Sl.
No. Dimensions Score 1. Nature of Work Mean
SD
4.1556 .56464
2. Pay Mean
SD
3.2263 .89301
3. Co-worker Mean
SD
4.3051 .50757
4. Promotion Mean
SD
3.3323 .96435
5. Rewards Mean
SD
3.7566 .80751 6. Operating Policies Mean
SD
3.7051 .54142
7. Benefits Mean
SD
3.5455 .82354
8. Supervision Mean
SD
3.5707 .85240 9. Communication Mean
SD
3.6414 .64143
10 Total Job
Satisfaction
Mean SD
33.164 5.0413 Table-2 represents the values of mean, standard deviation (SD) of the total sample of clerks (N=99) of SBI, for each dimension of job satisfaction
It is observed that out of the nine dimension of job satisfaction, the following four dimensions such as co-worker, nature of work, rewards and operating policy contribute significantly to job satisfaction in case of the total sample of clerks (N=99).
Whereas out of five factors, pay contribute to lowest degree of job satisfaction.
It is seen that clerks also tend to experience co-worker as a dimension contributing to highest degree to job satisfaction.
Table: 3 (T-Test for different Category of Employees)
Dimensi on
Categor
y N Mean SD t df
Sig (2tailed ) Nature
of work Clerical Officer
99 151
4.16 4.13
0.57
0.53 0.43 248 0.67
Pay Clerical
Officer 99 151
3.22 3.05
0.90
0.90 1.41 248 0.16
Co- worker
Clerical Officer
99 151
4.30 4.31
0.51
0.49 -0.30 248 0.77
Promoti on
Clerical Officer
99 151
3.32 3.28
0.96
0.93 0.30 248 0.76
Rewards Clerical Officer
99 151
3.75 3.78
0.82
0.67 -0.25 248 0.80
Operatin g policies
Clerical Officer
99 151
3.68 3.61
0.54
0.57 1.06 248 0.29
Benefit Clerical Officer
99 151
3.55 3.49
0.83
0.68 0.68 248 0.50
Supervis ion
Clerical Officer
99 151
3.56 3.68
0.85
0.72 -1.26 248 0.21
Commu nication Clerical
Officer 99 151
3.63 3.56
0.64
0.63 0.86 248 0.39
Total Clerical Officer
99 151
33.17 32.89
5.03
3.91 0.48 248 0.63
*Significant at the 5 per centlevel.
It is observed from the table-3, that there is no significant difference (at 5 per cent level of significance) between officers and clerks with reference to the variables like nature of work, pay, co-worker, promotion, rewards, operating policies, benefit, supervision and communication (as p values =0.67, 0.16, 0.77, 0.76, 0.80, 0.29, 0.50, 0.21 and 0.39 respectively).
Thus the corresponding null hypothesis that
“there is no difference between officers and clerks in terms of job satisfaction” is accepted as P value = 0.63, this indicates that both the clerical and officers category of employees are uniformly affected by the variables like: nature of work, pay, co- worker, promotion, rewards, operating policies, benefit, supervision and communication. The satisfaction level remains more or less same, even if there is any difference that may be due to by chance not by any material fact.
Table-4 (T-Test for Clerical)
Dimensions Sex N Mean SD t df
Sig.
(2- tailed) Nature of work Male
Female 48 51
4.2458 4.0745
.54146
.58235 1.513 97 .133
Pay Male
Female 48 51
3.3698 3.0735
.83314
.93847 1.657 97 .101
Co-worker Male
Female 48 51
4.4219 4.1765
.48421
.51791 2.432 97 .017
Promotion Male
Female 48 51
3.5469 3.1029
.91480
.96200 2.350 97 .021
Rewards Male
Female 48 51
3.9635 3.5539
.76142
.83113 2.552 97 .012 Operating
Policies
Male Female
48 51
3.7708 3.6029
.56923
.50788 1.550 97 .124
Benefit Male
Female 48 51
3.7333 3.3843
.71736
.90142 2.123 97 .036 Supervision Male
Female 48 51
3.6615 3.4559
.77783
.91475 1.201 97 .233 Communication Male
Female 48 51
3.7917 3.4804
.50879
.72084 2.468 97 .015
Total Male
Female 48 51
34.5052 31.9049
4.46096
5.25360 2.647 97 .009
*Significant at the 5 per cent level.
It is seen from the observation of the table- 4that the Male employees were 48 and mean score of the same was 34.5052, and the female employees were 51 and mean score of the same was 31.9049. Score of Standard Deviation for male and female employees were 4.46096 and 5.25360 respectively. To test the significance of correlated mean difference, t-value was calculated.
There is no significant difference (at 5 per cent level of significance) between male and female clerical employees with reference to the variables like: nature of work, pay, operating policies and supervision (p value=0.124, 0.233, 0.133, and 0.101 respectively).
There is a significant difference (at 5 per cent level of significance) between male and female clerical employees with reference to the variables like: co-worker, promotion, rewards, benefit and communication (p value =0.017, 0.021, 0.012, 0.036 and 0.015 respectively).
Thus we reject the corresponding hypothesis as (p value = 0.009). It indicates that both male and female employees of clerical group are not similarly affected or
influenced by the factors namely nature of work, pay, co worker, promotion, rewards, operating policies, benefit, supervision and communication. Their mean satisfaction level differs significantly due to any material fact.
The mean value suggests that men employees are more satisfied with their job than female employees. The inferences drawn on the basis of this hypothesis is consistent with the findings of Forgionne and Peters (1982); Weaver (1974) and Shaprio and Stern (1975) who have concluded that men are more satisfied than women.
Table- 5(T-Testfor Officers)
Dimension
s Sex N Mean SD T Sig. (2-
tailed) Nature
of work Male Female
113 38
4.092 4.231
.57323
.36176 -1.408 .161
Pay Male
Female 113 38
3.011 3.177
.91392
.86585 -.985 .326
Co-worker Male Female
113 38
4.300 4.355
.50018
.44125 -.596 .552
Promotion Male Female
113 38
3.1903 3.5526
.95506
.82437 -2.091 .038 Rewards Male
Female 113 38
3.7235 3.9342
.70344
.55957 -1.676 .096 Operating
Policies Male Female
113 38
3.5664 3.7303
.57089
.54643 -1.547 .124 Benefit Male
Female 113 38
3.4513 3.6000
.68597
.65099 -1.170 .244 Supervisio
n
Male Female
113 38
3.6770 3.6974
.75422
.62913 -.150 .881
Communic ation
Male Female
113 38
3.4823 3.7961
.65526
.46446 -2.727 .007
Total Male
Female 113 38
32.494 34.075
3.9900
3.4331 -2.184 .031
*Significant at the 5 per cent level.
By observing table 5, it is seen that there is no significant difference (at 5 per cent level of significance) between male and female employees with reference to the variables like nature of work, pay, co-worker, operating policies, benefit, and supervision (p value = 0.161, 0.326, 0.552, 0.124, 0.244 and 0.881 respectively)
But in case of the dimensions promotion and Communication, there is significant difference (at 5 per cent level significance) between male and female employees of officers group (p value = 0.038, 0.007).
There is also partial significant difference (at 5 per cent level significance) between male and female category of officers with
reference to the variable rewards (p value = 0.096).
Thus the null hypothesis “there is no significant difference male and female employees at officers level in terms of job satisfaction” is rejected as the total job satisfaction (p value = 0.031) which is less than 0.05.It indicates that male and female of officers category are not similarly affected by the components like nature of work, pay, co-worker, promotion, rewards, operating policies, benefit, supervision and communication. Their mean satisfaction level differs significantly due to any material fact. The calculated data suggested that the mean score of the Job satisfaction of female employees was higher than male employees .That means female are comparatively more satisfied than male employees at officers level in SBI.
Clark (1997) concluded that women’s higher job satisfaction does not reflect that their jobs are unobserved better than men’s, but perhaps because their jobs have been so much worse in the past, they have lower expectations.
Although the analysis cannot rule out other possible explanations for this trend in women’s job satisfaction, it supports the predictions made by Clark (1997).
Table -6(T-Test Whole Sample)
Dimension Sex N Mean SD t Sig. (2-
tailed) Nature
of work Male Female
161 89
4.1379 4.1416
.56667
.50381 -.051 .959
Pay Male
Female 161 89
3.1180 3.1180
.90315
.90460 .000 1.000 Co-worker Male
Female 161 89
4.3370 4.2528
.49707 .49212
1.28 6
.200 Promotion Male
Female 161 89
3.2966 3.2949
.95451
.92822 .013 .990
Rewards Male
Female 161 89
3.7950 3.7163
.72720
.74828 .811 .418 Operating
Policies Male Female
161 89
3.6273 3.6573
.57630
.52546 -.406 .685
Benefit Male
Female 161 89
3.5354 3.4764
.70520
.80707 .601 .548 Supervision Male
Female 161 89
3.6724 3.5590
.75892 .81011
1.10 4
.271 Communica
tion
Male Female
161 89
3.5745 3.6152
.62988
.64077 -.485 .628
Total Male
Female 161 89
33.0941 32.8315
4.22388 4.66935
.453 .651
*Significant at the 5 per cent level.
By observing the table-6, there is no significant difference (at 5 per cent level of significance) between male and female employees of both officers and clerical group with reference to the dimensions like nature of work, pay, co-worker, promotion, rewards, operating policies, benefit, supervision and communication (p value=
0.959, 1, 0.2, 0.99, 0.418, 0.685, 0.548, 0.271and 0.628 respectively).
As the total Job satisfaction score is 0.651 which is more than 0.05, thus corresponding hypothesis is accepted. This indicates that both the male and female employees are uniformly affected by the variables like:
nature of work, pay, co-worker, promotion, rewards, operating policies, benefit, supervision and communication. The satisfaction level remains more or less same, even if there is any difference that may be due to by chance not by any material fact.
In 1997, Thompson and McNamara reviewed all job satisfaction studies published in the Educational Administration Quarterly over the past six years and showed no significant difference between male and female satisfaction levels.
CONCLUSION
The banking sector has undergone a sea- change over the years, which has put new pressures and realities before the bank employees. So for the success of banking, it is very important to manage human resource effectively and to find whether its employees are satisfied or not. Only if they are satisfied, they will work with commitment and project a positive image of the organization. And to a large extent depends upon the coordination, synchronization and cooperation of the Bank employees.
By making the gender-wise analysis, it shows that in case of clerical group, male are more satisfied than the females, similarly in case of officers group, females are more
satisfied than the males with the different variables of job satisfaction. Male on the other hand, may be frustrated with the lack of advancement or the lack of power that often is associated with a support services type position, and may instead be choosing to move into private practice. The reason for female employees being more satisfied can be attributed to low expectation about job status. Considering the whole group, males are more satisfied than female.
REFERENCES:
[1] Ali, N. and Akhtar, Z. (1999) “Job satisfaction as related to organisational climate among bank officers”, Paper presented in 4th international &35th IAAP conference at Anand (Gujarat), May 27-29.
[2] Clark A. (1997) Job Satisfaction and Gender: Why are women so happy at work, Labour economics, 4(4), 341- 372
[3] Hom and Griffeth(1995)When Does Voice Lead to Exit? It Depends on Leadership, Journal of Academy of Management, Vol: 56:2 Pp525-548.
[4] Jain. Suman, Sharma. Seema(2012)
“Job Satisfaction In Banking: A study of Private and Public sector
banks (comparative
study),International Journal of Science & Technology, vol. 2 issue 1, ISSN: 2250-141x
[5] Kamal. Raj & Sengupta.
Debashish,(2008)A Study of Job Satisfaction of Bank Officers, Prajnan, Vol. XXXVII, No. 3,NIBM, Pune
[6] Nimalathasan, B.,(2012)Job Satisfaction of Private Sector Bank’s Executives in Bangladesh: A Factor Analysis, Global journal of Management and Business Research,Vol-XII,Issue-1,ISSN 2249-4588
