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"A STUDY ON JOB SATISFACTION OF EMPLOYEES IN PUBLIC SECTOR BANKS

IN KARNATAKA"

Article · June 2023

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SOUTH INDIA JOURNAL OF SOCIAL SCIENCES
ISSN: 0972 – 8945
"A STUDY ON JOB SATISFACTION OF EMPLOYEES IN PUBLIC SECTOR BANKS IN
KARNATAKA"

Dr. Cirappa I B, Associate Professor, Department of Studies in Commerce, Davangere University,

Shivagangothri, Davangere - 577007

Abstract
Public sector banks are segment of banking system banks in India. The success of public
sector banks depend on many factors and one among these factors is employees’ performance. The
employees’ performance has great influence on performance of public sector banks being units in
service industry. The employee performance is subject to the satisfaction level of an employee
towards job. The result of research study shows that only some employees of public sector bank are
most satisfied with few aspects. The majority of employees are just satisfied with their job.

Key words: Public Sector Banks, Job Satisfaction, Monetary Factors and Non- Monetary Factors.

Introduction
HRM is a term used to refer the philosophy, policies, procedures and practices relating to the
management of people in an organization. Today every organization has been facing stiff
competition. Therefore organizations need to do right things at the right time. In this situation, HRM
plays major role to achieve organizational goals. Job satisfaction is the one of the major concept in
human resource management. Employee satisfaction is a measure of how workers are with their job
and working environment. It is fact that satisfied employees are only valuable asset for an
organization. The company can get tremendous benefits from satisfied employees as they are likely
to produce more and take fewer days off.

Literature Reviewed
Sasan Mohammadpanah (2016) in their research titled as A Study on the Relationship
between Perceived Organizational Support and Job Satisfaction with Organizational Commitment in
Mellat Bank, Khoramabad, Iran, made an attempt to analyse the relationship between organizational
support and job satisfaction of an employees in Khoramabad bank. The research findings showed
that there is a direct relationship between organizational supporting realization and organizational
commitment. Furthers it also revealed that there is a direct relationship between occupational
satisfaction and organizational commitment.
GaneshzK. Injekar and B.T. Bandgar (2016) their research study titled as comparative study
of job satisfaction of employees working in public and private sector banks: a review of literature,
tried to compare job satisfaction of employees working in public and private sector banks. Finally
study found that job satisfaction of employees working in public sector banks was more than
employees working in private sector.
Umair Akram, and Muhammad Kaleem Khan (2016) in their research study titled Impact of
Organizational Justice on Job Satisfaction of Banking Employees, made an effort to analyse
relationship between organizational justice and employee job satisfaction. Finding of study showed
that distributive justice has positive and significant impact on job satisfaction. The analysis also
revealed that procedural justice has significant negative relationship with job satisfaction.
Sarwat Bilal and Nadeem Ahmed Bashir (2016) their research study is Effects of the Realistic
Job Previews on Employees Job Satisfaction and Met Expectations. The outcome of study indicates
that there was a significant positive relationship between the realistic information provided to the
employees at the time of recruitment and job satisfaction.

Pinak Deb, Dinesh Kumar Pandiya and Kingshuk Adhikari (2015) in their research study
titled Job Satisfaction of Bank Employees: A Study with reference to United Bank of India, tried to
analyse the factors associated with job satisfaction of an employees. The study concluded that the
Vol. XXI, No.20, January – June: 2023, 129
SOUTH INDIA JOURNAL OF SOCIAL SCIENCES
ISSN: 0972 – 8945
bank employees were though by and large satisfied with their job but to a very modest degree.
Charu Dutta and Jeet Singh (2015) their research study titled as A comparative Study of Job
Satisfaction of Private and Public Banking Sector of Delhi and Noida treid to analyse the factors
influencing on Job satisfaction of an employees in private and public sector banks and concluded that
policy makers have to need consider factors which influences satisfaction level of an employees to
make them happy at their work place.
Abdelhadi, Ben Mansour and André Leclerc (2015) their research study titled "Performance
Appraisal System and Employee Satisfaction" The role of trust towards supervisors, examined the
impact of trust towards supervisors on the relation between the perceived performance appraisal
effectiveness and job satisfaction. The proposal was supported by results from a survey of Bank
employees using measures of PA perception, job satisfaction and trust towards supervisor.
[Link] (2015) his research study titled Job Satisfaction in State Bank of India in
Namakkal District, examined the level of job satisfaction of employees and finally found that
employees were not fully satisfied with salary, fringe benefits, job security, training and
development.

Statement of the Problem

The stakeholders plays very crucial role in the success of every organization in competitive
environment. Among all stakeholders, employees are also one who has greater influence on
performance of an organization and particularly impact is more on service oriented companies. The
individual employee performance is reflected in the performance of a particular organization. But
individual employees’ performance depends on satisfaction level of an employee in the job. In turn,
job satisfaction level of employee again depends on many factors. The variables influence
satisfaction, which vary from time to time and place to place. This is core and crux of the problem
for every organization. So Job satisfaction is a multidimensional phenomenon and a multi-variate
function. It is also the case with the performance of an employees and the resultant performance of
any organization. Therefore there is a need to make a study on job satisfaction of an employee.
Hence this present study has been undertaken to study the job satisfaction of an employees in Public
Sector Banks in Karnataka. The findings of the study are very useful to the employer .

Objectives of the study

The objectives of the study as follows:
 To study the variables which influence on employee’ job satisfaction level in Public Sector
Banks
 To examine the level of job satisfaction of an employees in Public Sector Banks

Methodology: It is basically an empirical study. So the methodology is designed keeping in view the
nature of the problem and objectives.
a. Sample Size: For this research study, the primary data has been collected from public sector
banks. The total sample size considered for a study were 100 respondents.
b. Data collection: The present research study is based on primary and secondary data. The required
primary data has been collected through the structured questionnaires from employees of public
sector banks selected for study. The secondary data has been collected from secondary sources like
banks website, books, journals, periodicals, newspapers etc.
c. Statistical Tools used In the proposed study, various statistical tools like average, mean, standard
deviation, coefficient of variation etc., have been used for processing and analyzing the data
collected to arrive at reliable conclusion about job satisfaction of an employee.
d. Scope of the Study The proposed study is basically an empirical inquiry in the problem of
employees’ job satisfaction and its impact on their performance with reference to public sector
banks’ branches located in Karnataka State. The selected bank employees for the study were State
bank of India, Canara bank, Central bank of India and Bank of Maharashtra.

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SOUTH INDIA JOURNAL OF SOCIAL SCIENCES
ISSN: 0972 – 8945
Data Analysis and Interpretation
The data analysis and interpretation has two sections. In first section demographic factors
have been analyzed and in second section employees satisfaction have been analyzed and interpreted
to arrive at reliable conclusion.

Results and Discussion

Section - I Demographic Factor Analysis or Socio-Economic Profile Respondents
The six demographic factors of sample respondents have been analyzed and interpreted
below;
Table – 1: Socio-Economic Profile of Respondents
Particulars Description No. of Respondents Percentage (%)

Male 55 55
Gender Female 45 45
Total 100 100
Below 30 55 55
30-50 33 33
Age Above 50 12 12
Total 100 100
Married 85 85
Marital Status Un Married 15 15
Total 100 100
Officer 32 32
Clerk 48 48
Work position Sub-staff 20 20
Total 100 100
- 2 year 02 02
2-5 year 04 04
5-10 year 52 52
Work experience More than 10 year 42 42
Total 100 100
Below 20,000 14 14
20,000-30,000 48 48
Income (PM) Above 30,000 38 38
Total 100 100
Source: Survey results
Table No 1 shows that among the 100 respondents, 55% were male and 45% female. Further
age wise, 56% were in the age group of 18-30 years, 55% in the age group of below 40 and 33% age
group is 30 to 50 years and 12% in the age group of above 50 years. As for marital status is
concerned, 85% were married and 15% were single. As far as work position is concerned, 32%
were of officer cadre, 48% of them belong to clerical cadre and 20% of them belong to sub-staff
cadre. Further in work experience, 2% were in less 2 years experience, 52% were in 5 to 10 years
and 42% were in above 10 years. The survey also shows that 14% of the respondents comes under
Rs. 20,000 salary per month, 48% are in Rs.20, 000 to 30,000 and 38% are in above Rs. 30,000.
Section – II Job Satisfaction Analysis
The factors influencing the level of employee job satisfaction are shown in Table 2 along
with percentage, mean, standard deviation and coefficient of variation. Total two factors have been
considered for the study: Monetary and Non-Monetary Factors.

Vol. XXI, No.20, January – June: 2023, 131

 SOUTH INDIA JOURNAL OF SOCIAL SCIENCES
ISSN: 0972 – 8945
Table 2: Monetary Factors
Coefficient
Most Not Most Standard
Factors Satisfied Neutral Mean of variance
satisfied Satisfied Unsatisfied Deviation
(%)
Pay and Compensation
Salary and
30 52 12 06 - 12.5 10.34 82.75
wages
Fringe benefits 26 38 18 16 02 10 6.63 66.33
Pension system 22 40 14 20 04 10 6.60 65.95
Group
26 42 24 08 - 12.5 6.95 55.62
insurance policy
Annual
26 48 18 08 - 12.5 8.50 68.04
Increment
Source: Survey results
Table 2 represents about the Pay and compensation. This is one of the most important
attributes which determines the employees’ job satisfaction level. About 82% of respondents are
satisfied regarding salary and wages with mean 12.5 and SD 12.5. The group insurance and annual
increment with SD 6.95 and 8.50. 64% of the respondents are satisfied with fringe benefits with
mean 10 and SD 6.63. Finally 62% of the respondents are satisfied with pension system with mean
10 and SD 6.60. There are five items in this factor; the highest mean 12.5 is for salary and
allowances, group insurance policy and annual increment with standard deviation 10.6, 6.95 and
8.50. Coefficient of variation for the items is 82.75, 55.61 and 68.03. 41%, 34% and 37%
respondents are satisfied respectively.
Table 3: Non - Monetary Factors
Coefficient
Most Not Most Standard of
Factors Satisfied Neutral Mean
satisfied Satisfied Unsatisfied Deviation variance
(%)
Working condition at Bank
Relation with
44 20 24 06 06 10 11.11 82.75
coworkers
Working
26 38 18 16 02 12.5 9.88 79.06
environment
Working days 26 36 14 20 04 10 8.06 80.62
Working hours 24 40 22 08 06 10 8.80 88.03
Relation with
26 26 30 08 10 10 10.15 101.49
employer
Recreational
32 28 18 16 06 9.4 6.23 66.27
facility
Communication
28 24 16 16 16 12.5 8.39 67.09
system
Training and Development
Training system 28 24 16 20 12 10 9.35 93.54
Refresher
32 28 18 16 06 10 7.87 78.74
course
Performance
26 36 14 20 04 10 10.89 108.86
appraisal system

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 SOUTH INDIA JOURNAL OF SOCIAL SCIENCES
ISSN: 0972 – 8945
promotion
44 20 24 06 06 10 11.51 115.11
Opportunities
Source: Survey results
Table 3 represents about Working condition at bank. There are seven items in this factor,
which are all very important in determination of employees’ job satisfaction level. The study reveals
that 88% of respondents are satisfied regarding relation with co-workers with mean 10 and SD 11.11.
Similarly 82% of respondents are satisfied with working environment with mean 12.5 which is
highest and standard deviation 9.88. In respect of working days, 72% of respondents are satisfied
with mean 10 and SD 8.06 and 76% of respondents are satisfied with working hours with mean of 10
and SD 8.80. As far as relation with employer is concerned, 84% of sample respondents are satisfied
with mean 10 and SD 10.15. But in respect of recreational facility, on an average, sample
respondents are less satisfied that is just 56% with mean 9.4 and SD 6.23. Finally, 72% of
respondents are satisfied with communication system with mean 12.5 and SD 8.39.
Further Table 3 represents about Training and development. Training and Development is
one of the prime factors that determine the job satisfaction of employees at work place. There are
four items in this factor. 74% of respondents are satisfied with regard to training and development
with mean 10 and SD 9.35. But in case of refresher course, most satisfied respondents are less that is
just 18% and only satisfied is 38% with mean 10 and SD 7.87. In respect of performance appraisal
and promotion opportunities, 75% and 86% of sample respondents are satisfied with mean 10, and
SD 10.89 and 11.51 respectively.

Findings and Suggestions of the Study Findings

The Following are the findings of the study;
1. By clubbing most satisfied and satisfied, it is found that on an average the employees are
satisfied with all monetary aspects.
2. In respect of relation with co-workers and relation with employer, employees are most
satisfied comparatively with other factors.
3. As far as, training system, refresher course performance appraisal system and promotion
opportunities, more number of employees are not most satisfied.
4. In case of other factors, employees are most satisfied with job security only and less satisfied
with workload, transfer system, employee participation and supervision.

Suggestions
The following suggestions are given based on the findings of the study;
1. In our study results, it is clear that employees are just satisfied on an average regarding
monetary benefits. To make an employee most satisfied, there is need to hike in present pay
scale and compensation system.
2. Public sector banks have to take step to improve recreational facility and communication
system to make an employee most satisfied.
3. Public Sector banks have to make some changes in its present training system, refresher
course and performance appraisal system of it.
4. Public sector banks have to reduce workload for employees to make them happy at work
place.
5. Public sector banks have to adopt better transfer system which results in increase in employee
job satisfaction and organizational performance

Conclusion
From the above analysis and interpretation, it can be concluded that there is lot of variation in
satisfaction level of an employees in job with regard to different factors. Only some employees have
been more satisfied about few factors. The majority of public sector banks’ employees are just
satisfied about their job. This more satisfaction of few and just satisfaction of majority employees in
job has been certainly reflected in the performance of public sector banks. Keeping in mind that
Vol. XXI, No.20, January – June: 2023, 133
 SOUTH INDIA JOURNAL OF SOCIAL SCIENCES
ISSN: 0972 – 8945
happy employees are only valuable asset and can contribute lot to the organization, public sector
banks have to take utmost care and form strategies to make their employees more satisfied to win
competition and to become best performing sector in banking system.

References
1. Sasan Mohammadpanah (2016) “A Study on the Relationship between Perceived
Organizational Support and Job Satisfaction with Organizational Commitment in Mellat Bank,
Khoramabad, Iran”, Mediterranean Journal of Social Sciences, Vol. 7, No.3, pp. 496-505.
2. Ganesh K. Injekar and B.T. Bandgar (2016) “comparative study of job satisfaction of
employees working in public and private sector banks: a review of literature”, VSRD
International Journal of Business and Management Research, Vol. 6, Issue No. 4, pp. 121-128.
3. Umair Akram, and Muhammad Kaleem Khan (2016) “Impact of Organizational Justice on Job
Satisfaction of Banking Employees”, European Journal of Business and Management, Vol. 8,
No. 16, pp. 55-63.
4. Sarwat Bilal and Nadeem Ahmed Bashir (2016) “Effect of the Realistic Job Previews on
Employees Job Satisfaction and Met Expectations”, International Journal of Business and
Management, Vol. 11, No. 4; 2016, pp. 219-227.
5. Pinak Deb, Dinesh Kumar Pandiya and Kingshuk Adhikari (2015) “Job Satisfaction of Bank
Employees: A Study with reference to United Bank of India”, International Journal in
Management and Social Science, VOl.03, Issue No. 10, pp. 01-10.
6. Charu Dutta and Jeet Singh (2015) “A comparative Study of Job Satisfaction of Private and
Public Banking Sector of Delhi and Noida”, Asian Journal of Management Research, Vol. 6,
Issue No. 1, pp. 167-176.
7. Abdelhadi, Ben Mansour and André Leclerc (2015) “Performance Appraisal System and
Employee Satisfaction: The role of trust towards supervisors”, Journal of Human Resources
Management and Labour Studies, Vol. 3, Issue No. 1, pp. 40-53. 8. [Link] (2015) “Job
Satisfaction in State Bank of India in Namakkal District”, Journal of Research in Management
& Technology, Vol. 5, No.1, pp. 166-172.
8. Sanjita Lenka and [Link] (2015) “Assessing the Differences in Job Satisfaction of
Employees with Special reference to State Bank of India”, International Journal of Research
and Development – A Management Review, Vol.4, Issue No. 1, pp. 88-93.
9. Shindu Varghese and Malarmati (2015) “Job Satisfaction of Public sector Bank Employees in
Kerala – A Summative Assessment”, Abhinav National Monthly Refereed Journal Research in
Commerce & Management, Vol. 4, Issue No.7, pp. 12-18.

Vol. XXI, No.20, January – June: 2023, 134

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