The main objective of this report is to measure the job satisfaction of the employees of Social

Islami Bank Limited (SIBL). Other objectives are to identify the importance of determines of job
satisfaction and measure the level of job satisfaction with respect to compensation package.
Here also measure the level of job satisfaction with regard to training and development. Finally
describe measure the level of job satisfaction in regard of job security and explain SWOT
analysis base on findings and recommendation.

Introduction
Bangladesh has a mixed banking system comprising nationalized, private and foreign
commercial banks. Bangladesh Bank is the central bank of the country and is in charge of
monetary policies of the Government and all commercial banks. After independence the govt. of
Bangladesh initially nationalized the entire domestic banking system and proceeded to
reorganize and rename the various banks. After that in nineteen eighties privatization decision of
commercial banks revolutionize the overall banking system. At present total banking systems of
Bangladesh consists of four state owned banks, four specialized banks, thirty private commercial
banks & nine foreign banks.
Overview study
The main objective of this study is to critically measure the job satisfaction of the employees of
Social Islami Bank Ltd. (SIBL).
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1. The specific objectives of the study is identify as following:

2. To identify the importance of determines of job satisfaction.
3. To measure the level of job satisfaction with respect to compensation package.
4. To measure the level of job satisfaction with regard to training & development
5. To measure the level of job satisfaction
6. To measure the level of job satisfaction in regard of job security
7. To measure the level of job satisfaction with respect to motivational practices and other aspect
of this particular organization.
Methodology of the study
Methodology is the process or system through which a study is being carried out for the purpose
of collection of information that is required in collection with the study for reaching a conclusion
on that study. The sample of the study is ten executives working in Social Islami Bank Ltd at
different levels the sample was selected purposively five from Panthapath branch, three from
Dhanmondi branch and two from motijil head branch.
Primary Source of Data:
1. Face to face conversation with the employees
2. Personal & depth interview
3. Through questionnaire
4. Observation in the organization
5. Secondary Sources of Data:
6. Different reports & publications
7. Academic Books
8. websites
9. Performance records
10. Hand notes

Social Islami Bank Overview

Social Islami Bank Limited an interest-free Shariah bank in Bangladesh incorporated as a
banking company on 5 July 1995 under the COMPANIES ACT 1994. It commenced banking
operations on 22 November 1995 with an authorized capital of Tk. 1,000 million divided into 1
million ordinary shares of Tk. 1,000 each. The initial paid up capital was Tk. 118.36 million fully
subscribed by its 38 sponsors including 3 Arab nationals. The paid up capital was enhanced
several times and stood at Tk. 260 million. 31 December 2000. The bank is listed with the Dhaka
Stock Exchange. In 2000, total liabilities and shareholders equity of the bank stood at Tk.
5,671.99 million.
The bank provides all types of commercial banking services and it conducts business on the
Islamic principles of musharaka, Murabaha, bai-muazzal and hire purchase transactions. The
broad-spectrum operational aspects of the bank have been set out to encompass three sectors
formal, non-formal and voluntary in a comprehensive programmed. In the formal corporate
sector, the bank offers banking services through deposit and investment accounts, trade
financing, collection of bills, money transfers, lease of equipment and consumers durable, hire
purchase and installment sale of capital goods, investment in low-cost housing and real estate
management, and financing projects in agriculture, transport, education and health sectors. In the
non-formal non- corporate sector, it is involved in opening and introducing various savings and
investment schemes for the unemployed poor and the educated. In the voluntary sector, it is
involved in the development and management of WAQF and mosque properties, management of
inheritance properties, and joint venture projects relating to religious affairs and charitable
activities. Total deposits of the bank amounted to Tk. 4,863.21 million in 2000 compared to Tk.
124.73 million in 1995 and included currency and other deposits, bills payable, term deposits and
savings deposits. On 31 December 2000, the loans and advances in various sectors stood at Tk.
3,522.24 million as against Tk. 0.22 million in 1995. On 31 December 2000, the classified
 investments (loans and investment) of the bank amounted to Tk. 173.1 million (4.91% of the
total). Foreign exchange business handled by the bank in 2000 accounted for Tk. 4,250 million,
which comprised export servicing, import financing and remittance facilities. That year the assets
of the bank were valued at Tk. 5,672 million and the off-balance-sheet-items Tk. 1,060.04 million.
The bank started having net profits since 1998 and the net profit after adjusting all provisions for
taxation and classified loans amounted to Tk. 38.1 million. The profitability of the bank is severely
affected by the fact that it has to maintain a substantial amount of provision for its classified loans
each year.
The management of the bank is vested in a 27-member board of directors headed by a chairman.
There is a 5-member Shariah Council of the bank to ensure the compliance of Islamic rules in its
activities. The bank has also a 13-member honorary foreign members International advisory
council to advise it on international business affairs, particularly in Islamic countries.

Mission & Vision

Mission:
1. High quality financial services the latest technology.
2. Fast, Accurate and Satisfactory customer service.
3. Balanced & sustainable growth strategy.
4. Optimum return on shareholders equity.
5. Introducing innovative Islamic Banking products.
6. Attract and retain high quality human resources.
7. Empowering real poor families and create local income opportunities.
8. Providing support for social benefit organizations- by way of mobilizing funds and social
service.
Vision:
Social Islami Bank Ltd started its journey with the concept of 21st Century Islamic participatory
three sector banking model: I) Formal Sector- Commercial Banking with latest technology; ii)
Non-Formal Sector Family Empowerment Micro-Credit & Microenterprise program and iii)
Voluntary Sector Social Capital mobilization through CASH W AQF and others. Finally,
Reduction of Poverty Level is our Vision, which is a prime object as stated in Memorandum of
Association of the Bank with the commitment Working Together for a Caring Society.
Strategy:
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1. Local resources at the grass-root level mainly from within.

2. Surplus labor wherever possible.
3. Human and money capital of beneficiaries of earlier programs.
4. Unemployed and underemployed in the informal sector.
5. Islamic voluntary sector and voluntary labor for social capital accumulation and welfare.

Social Responsibilities:
SIBL has been responding spontaneously to its social commitment. As a part of Corporate Social
Responsibility (CSR), welfare activities of Social Islami Bank Ltd (SIBL) are being done mainly
from (1) Profit of Cash Waqf Fund (2) Compensation Fund (3) Doubtful Income and (4) Zakat
Fund.
Cash Waqf Program under Voluntary Sector of the Bank paves the way of doing welfare of
mankind in various sectors such as (i) Family Rehabilitation (ii) Education & Culture (iii) Health &
Sanitation and (iv) Social Utility and Others in conformity with Shariah.
Meanwhile, financial support has been extended to different Mosques, Madrashas, and
Orphanages & Voluntary Social Organizations also. Center for Rehabilitation of the Paralyzed
(CRP), Sight Savers International, Kidney Foundation, Bangladesh Cancer Foundation Hospital,
Jatiya Ando Kalyan Samity, Comilla, Mosabbir Cancer Care Centre, Dhaka Community Hospital,
East West Medical College Hospital, Dhaka are among the list of the several beneficiaries. Out of
profit of Specific Cash Waqf(where waqf mentioned the name of beneficiary) thousands of
beneficiaries are also getting the proceeds every year.
SIBL Executives & Officers, out of their personal capacity, have been distributing spectacles
among the poor patients suffering from cataract & low vision during Holy Ramadan SIBLs
Executives & Officers have been participating in the Voluntary Blood Donation Program jointly
organized with Sandhani & Bangladesh Thalassaemia Hospital.
Members of SIBL family donated one days salary to the victims of flood-affected people of the
northern part of country along with other help in the form of both cash and kinds reaching their
door-steps in the recent past. SIBL members also donated one days salary for the devastating
SIDR affected people and distributed both cash and kinds in the remotest areas of the southern
part of the country. With a view to standing besides the SIDR affected people of the southern part
& flood-affected people of northern part of the country.

JOB SATISFACTION: WHAT IS JOB SATISFACTION

Job satisfaction describes how content an individual is with his /her job. The happier people are
within their job, the more satisfied they are said to be. Job satisfaction is not the same as
motivation or aptitude, although it is clearly linked. Job design aims to enhance job satisfaction
and performance; methods include job rotation, job enlargement, job enrichment and job re-
engineering. Other influences on satisfaction include the management style and culture,
employee involvement, empowerment and autonomous work position. Job satisfaction is a very
important attribute which is frequently measured by organizations. The most common way of
measurement is the use of rating scales where employees report their reactions to their jobs.
Questions relate to rate of pay, work responsibilities, variety of tasks, promotional opportunities,
the work itself and co-workers. Some questioners ask yes or no questions while others ask to
rate satisfaction on 1-5 scale (where 1 represents not at all satisfied and 5 represents
extremely satisfied).
Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of
ones job; an affective reaction to ones job; and an attitude towards ones job. Weiss (2002) has
argued that job satisfaction is an attitude but points out that researchers should clearly distinguish
the objects of cognitive evaluation which are affect (emotion), beliefs and behaviors. This
definition suggests that we form attitudes towards our jobs by taking into account our feelings,
our beliefs, and our behaviors.
One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These
studies (19241933), primarily credited to Elton Mayo of the Harvard Business School, sought to
find the effects of various conditions (most notably illumination) on workers productivity. These
studies ultimately showed that novel changes in work conditions temporarily increase productivity
(called the Hawthorne Effect). It was later found that this increase resulted, not from the new
conditions, but from the knowledge of being observed. This finding provided strong evidence that
people work for purposes other than pay, which paved the way for researchers to investigate
other factors in job satisfaction.
Scientific management (aka Taylorism) also had a significant impact on the study of job
satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific Management, argued
that there was a single best way to perform any given work task. This book contributed to a
change in industrial production philosophies, causing a shift from skilled labor and piecework
towards the more modern of assembly lines and hourly wages. The initial use of scientific
management by industries greatly increased productivity because workers were forced to work at
a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers
with new questions to answer regarding job satisfaction. It should also be noted that the work of
W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylors work.
Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the foundation for
job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life
physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This
 model served as a good basis from which early researchers could develop job satisfaction
theories.
Job satisfaction can also be seen within the broader context of the range of issues which affect
an individuals experience of work, or their quality of working life. Job satisfaction can be
understood in terms of its relationships with other key factors, such as general well-being, stress
at work, control at work, home-work interface, and working conditions.

Determinants of Job Satisfaction

1. Compensation
Employee compensation refers to all forms of pay or rewards going to employees and arising
from their employment. It has main two main components direct financial payments (wages,
salaries, incentives, commission and bonuses) indirect payments (paid insurance, vacation).
2. Satisfaction About Fringe Benefits
Non monetary benefits offered to the employees of a company in addition to their wages and
salaries. They include company cars, expense account the opportunity to buy company products
at reduce rate. Private health plans, canteens subsidies meals, social club. Some of these
benefits such as company cars do not escape the tax net.
3. Promotion System
Timely promotion of employees next to higher rank is also important determinant of job
satisfaction. If there is any specific promotional ruled in the organization that will definitely lead to
better job satisfaction of the employees.
4. Posting and Transfers
In an organization there should be specific system posting and transfer .While posting and
transfer some specific rules must be follows. These might have positive impact on the job
satisfaction of employees.
5. Non Financial Incentives
Non financial incentives are form of childrens school facilities, hospital facilities, employees
transportation facilities, prayer facilities etc. Also act as an important determinant of employees
job satisfaction.
6. Job Status
The position of job that is job status is also an important determinant of job satisfaction of
employees. Such job status of an employee influences job satisfaction positively.
7. Health Care
This factor examines the extent to which an employee is satisfied with health care benefits and
includes the quality of the health benefits, the size of the employers contribution to the plan and
the cost to the employee of the health care benefits.
8. Income Continuation
This factor examines the extent to which an employee is satisfied with benefits that provide
financial security if the employee is disabled due to an accident or poor health or loses his or her
job involuntarily. With the exception of long term disability, these are legally required benefits
which consist of social security, workers compensation and unemployment compensation.
9. Superior-Subordinate Communication
Superior-subordinate communication is an important influence on job satisfaction in the
workplace. The way in which subordinates perceive a supervisors behavior can positively or
negatively influence job satisfaction. Communication behavior such as facial expression, eye
contact, vocal expression, and body movement is crucial to the superior-subordinate relationship.
Nonverbal messages play a central role in interpersonal interactions with respect to impression
formation, deception, attraction, social influence, and emotional expression. Nonverbal
immediacy from the supervisor helps to increase interpersonal involvement with their
subordinates impacting job satisfaction. The manner in which supervisors communicate their
subordinates may be more important than the verbal content Individuals who dislike and think
negatively about their supervisor are less willing to communicate or have motivation to work
where as individuals who like and think positively of their supervisor are more likely to
communicate and are satisfied with their job and work environment. The relationship of a
subordinate with their supervisor is a very important aspect in the workplace. Therefore, a
supervisor who uses nonverbal immediacy, friendliness, and open communication lines is more
willing to receive positive feedback and high job satisfaction from a subordinate where as a
supervisor who is antisocial, unfriendly, and unwilling to communicate will naturally receive
negative feedback and very low job satisfaction from their subordinates in the workplace.
10. Emotions
Mood and emotions form the affective element of job satisfaction. Moods tend to be longer lasting
but often weaker states of uncertain origin, while emotions are often more intense, short-lived
and have a clear object or cause.
There is some evidence in the literature that moods are related to overall job satisfaction. Positive
and negative emotions were also found to be significantly related to overall job satisfaction .
Frequency of experiencing net positive emotion will be a better predictor of overall job satisfaction
than will intensity of positive emotion when it is experienced.
Emotion work refers to various types of efforts to manage emotional states and displays. Emotion
 management includes all of the conscious and unconscious efforts to increase, maintain, or
decrease one or more components of an emotion. Although early studies of the consequences of
emotional work emphasized its harmful effects on workers, studies of workers in a variety of
occupations suggest that the consequences of emotional work are not uniformly negative.
It was found that suppression of unpleasant emotions decreases job satisfaction and the
amplification of pleasant emotions increases job satisfaction. The understanding of how emotion
regulation relates to job satisfaction concerns two models:
Emotional dissonance Emotional dissonance is a state of discrepancy between public displays of
emotions and internal experiences of emotions that often follows the process of emotion
regulation. Emotional dissonance is associated with high emotional exhaustion, low
organizational commitment, and low job satisfaction.
Social interaction model taking the social interaction perspective, workers emotion regulation
might beget responses from others during interpersonal encounters that subsequently impact
their own job satisfaction.
11. Relationships and Practical Implications
Job Satisfaction can be an important indicator of how employees feel about their jobs and a
predictor of work behaviors such as organizational citizenship, absenteeism, and turnover.
Further, job satisfaction can partially mediate the relationship of personality variables and deviant
work behaviors. One common research finding is that job satisfaction is correlated with life
satisfaction. This correlation is reciprocal, meaning people who are satisfied with life tend to be
satisfied with their job and people who are satisfied with their job tend to be satisfied with life.
However, some research has found that job satisfaction is not significantly related to life
satisfaction when other variables such as non work satisfaction and core self-evaluations are
taken into account.
12. Job Security
Job security refers to the nature of the job that is whether a job is permanent, temporary or ad
hoe. Job security acts as an important determinant of job satisfaction.tha more the job security
the better the job satisfaction and vice versa.
13. Duration of Work
The working hour that is the duration of work acts an important determinant for job satisfaction of
employees. Such duration of work must be reasonable. In some organizations employees has to
work beyond the normal duration which adversely affects of their job satisfaction.
14. Training Facilities
Training is widely considered as an important tool for enhancing a persons attitude, skill and
knowledge. It is the process of assisting a person for developing his efficiency and effectiveness
at work by improving updating professional knowledge and skill. Such training facilities act as an
important determinant for job satisfaction of an employee he more the training facilities the better
the job satisfaction and vice and versa.
15. Paid Leave
Any leave facility with full pay acts as a direct influence on the job satisfaction of employee. On
the other hand leave without pay imposes adverse impact on the job satisfaction of the
employee.
16. Working Environment
It also has a direct influence on the job satisfaction of the employee. The working environment
must be congenial to the employees. Any unfavorable working environments will adversely
affect to the job satisfaction of the employee.
17. Participative Management System
Participative management system where every officer can participate in the decision making
process has a positive impact on the job satisfaction of the employees. The more presence of
participatory management system in the organization improves job satisfaction and vice versa.
18. Team Work
Team work also acts as important determinant of a job satisfaction of an employee. In case of
team work the concerted effort of the employee can be ensured.
19. Seniors Behavior
Cordial behavior of the seniors toward their juniors also has positive impact on the job
satisfaction of the employees. The opposite version is also true.
20. Participation in Decision Making
Participation of the employees in the decision making process in an organization is another
important determinant of a job satisfaction of the employees. The more participation of the
employees in decision making process it makes job satisfaction high.
21. Occupational Stress
Job satisfaction of any employee depends on occupational stress .Generally the occupational
stress has significant adverse impact on their job satisfaction. Moreover, the employees with
lower occupational stress should have higher job satisfaction and, on the contrary, the employees
with higher occupational stress should have lower job satisfaction.
22. Nature of Work
Job satisfaction of an employee also depends on nature of work. If the nature of work is more
complicated, probably this will lead to negative impact on job satisfaction and vice versa.
23. Retirement Benefits
This factor examines the extent to which an employee is satisfied with the retirement benefits
including the quality of the plan, the size of the employers contribution to retirement, and the
employers ability to provide information about the retirement benefits.

Measuring Job Satisfaction

Models of Job Satisfaction
Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction
model. The main premise of this theory is that satisfaction is determined by a discrepancy
between what one wants in a job and what one has in a job. Further, the theory states that how
much one values a given facet of work (e.g. the degree of autonomy in a position) moderates
how satisfied/dissatisfied one becomes when expectations are/arent met. When a person values
a particular facet of a job, his satisfaction is more greatly impacted both positively (when
expectations are met) and negatively (when expectations are not met), compared to one who
doesnt value that facet. To illustrate, if Employee A values autonomy in the workplace and
Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position
that offers a high degree of autonomy and less satisfied in a position with little or no autonomy
compared to Employee B. This theory also states that too much of a particular facet will produce
stronger feelings of dissatisfaction the more a worker values that facet.
A significant model that narrowed the scope of the Dispositional Theory was the Core Self-
evaluations Model, proposed by Timothy A. Judge, Edwin A. Locke, and Cathy C. Durham in
1997. Judge et al. argued that there are four Core Self-evaluations that determine ones
disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and
neuroticism. This model states that higher levels of self-esteem (the value one places on his/her
self) and general self-efficacy (the belief in ones own competence) lead to higher work
satisfaction. Having an internal locus of control (believing one has control over her\his own life, as
opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of
neuroticism lead to higher job satisfaction.
Frederick Herzbergs two factor theory (also known as Motivator Hygiene Theory) attempts to
explain satisfaction and motivation in the workplace this theory states that satisfaction and
dissatisfaction are driven by different factors motivation and hygiene factors, respectively. An
employees motivation to work is continually related to job satisfaction of a subordinate.
Motivation can be seen as an inner force that drives individuals to attain personal and
organizational goals (Hoskinson, Porter, & Wrench, p. 133). Motivating factors are those aspects
of the job that make people want to perform, and provide people with satisfaction, for example
achievement in work, recognition, promotion opportunities. These motivating factors are
considered to be intrinsic to the job, or the work carried out. Hygiene factors include aspects of
the working environment such as pay, company policies, supervisory practices, and other working
conditions.
While Hertzbergs model has stimulated much research, researchers have been unable to reliably
empirically prove the model, with Hackman & Oldham suggesting that Hertzbergs original
formulation of the model may have been a methodological artifact. Furthermore, the theory does
not consider individual differences, conversely predicting all employees will react in an identical
manner to changes in motivating/hygiene factors. Finally, the model has been criticized in that it
does not specify how motivating/hygiene factors are to be measured.
There are many methods for measuring job satisfaction. By far, the most common method for
collecting data regarding job satisfaction is the scale (named after Rensis). Other less common
methods of for gauging job satisfaction include: Yes/No questions, True/False questions, point
systems, checklists, and forced choice answers. This data are sometimes collected using an
Enterprise Feedback Management (EFM) system.
The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a specific
questionnaire of job satisfaction that has been widely used. It measures ones satisfaction in five
facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself.
The scale is simple, participants answer either yes, no, or cant decide (indicated by ?) in
response to whether given statements accurately describe ones job.
The Job in General Index is an overall measurement of job satisfaction. It is an improvement to
the Job Descriptive Index because the JDI focuses too much on individual facets and not enough
on work satisfaction in general.

Importance of job satisfaction

An important finding for organizations to note is that job satisfaction has a rather tenuous
correlation to productivity on the job. This is a vital piece of information to researchers and
businesses, as the idea that satisfaction and job performance are directly related to one another
is often cited in the media and in some non-academic management literature. A recent meta-
analysis found an average uncorrected correlation between job satisfaction and productivity to be
r = 0.18; the average true correlation, corrected for research artifacts and unreliability, was r =
0.30. Further, the meta-analysis found that the relationship between satisfaction and performance
can be moderated by job complexity, such that for high-complexity jobs the correlation between
satisfaction and performance is higher ( = 0.52) than for jobs of low to moderate complexity ( =
0.29). Job Satisfaction also has high relationship with intention to quit. It is found in much
research that Job Satisfaction can lead to Intention to Stay / quit in an organization (Kim et al.,
1996). Recent research has also shown that Intention to Quit can have effect like poor
performance orientation, organizational deviance, and poor organizational citizenship behaviors.
In short, the relationship of satisfaction to productivity is not necessarily straightforward and can
be influenced by a number of other work-related constructs, and the notion that a happy worker
is a productive worker should not be the foundation of organizational decision-making.
With regard to job performance, employee personality may be more important than job
satisfaction. The link between job satisfaction and performance is thought to be a spurious
relationship; instead, both satisfaction and performance are the result of personality.

Findings and analysis

To collect the useful opinion of the executives of Social Islami Bank Ltd. Total number of 10
executives were interviewed to measure the level of job satisfaction with respect to
compensation, job security, training and development, motivation, regarding other. This study is
totally based on field survey.

Table 1 Determinants of Job Satisfaction

SL particulars Tick mark

1 Salaries/wages ok

2 Fringe benefit ok

3 Promotion System ok

4 Posting and Transfer ok

5 Non Financial Incentives

6 Job Status

7 Job Security ok

8 Duration of Work ok

9 Training Facility

10 Emotions
 11 Working Environment ok

12 Participative management system ok

13 Team work

14 Seniors behavior ok

15 Participation in decision making ok

16 Occupational stress

17 Nature of work

18 Health care ok

19 Paid leave

20 Income continuation

21 Retirement benefits ok

Table 01 is regarding identifying of determinates of job satisfaction. This survey is conducted on

10 ten (10) executives of Social Islami Bank Ltd. Majority of them identify 12 particulars out of 21
which they think is important determinants for their job satisfaction. The selected determinants
are (1) Salaries/wages, (2) Fringe benefit,(3) Promotion System,(4) Posting and Transfer, (5)Job
Security,(6) Duration of Work,(7) Working Environment,(8) Participative management system,(9)
Seniors behavior, (10)Health care,(11) Retirement benefits (12) participation in decision making.

Table 2. Please Rank the Following Determinants Which You Think Important for Your
Satisfaction

SL Particulars Rank

1 Salaries/wages 1

2 Fringe benefit 6

3 Promotion System 2

4 Posting and Transfer 18

5 Non Financial Incentives 8

6 Job Status 7
 7 Job Security 3

8 Duration of Work 15

9 Training Facility 11

10 Emotions 21

11 Working Environment 5

12 Participative management system 19

13 Team work 10

14 Seniors behavior 14

15 Participation in decision making 20

16 Occupational stress 13

17 Nature of work 16

18 Health care 9

19 Paid leave 17

20 Income continuation 12

21 Retirement benefits 4

Table 2 is regarding ranking of determinates of job satisfaction. This was a task for 10 employees
of Social Islami Bank Ltd. (SIBL) to rank orderly 21 determinants of job satisfaction. Most of them
rank the determinants as below:

Rank Particulars

1 Salaries/wages

2 Promotion system

3 Job security

4 Retirement benefits

5 Working environment

6 Fringe benefits

7 Job Status
 8 Non financial benefits

9 Health care

10 Team work

11 Training facility

12 Income continuation

13 Occupational stress

14 Seniors behavior

15 Duration of work

16 Nature of work

17 Paid leave

18 Posting and transfer

19 Participative management system

20 Participation in decision making

21 Emotion

Source: Table 02
From twenty executives most of the personnel rank the determinants as (1)Salaries/wages (2)
Promotion system (3) Job security (4) Retirement benefits (5) Working environment (6) Fringe
benefits (7) Job Status (8) Non financial benefits (9) Health care (10) Team work (11) Training
facility (12) Income continuation (13) Occupational stress (14) Seniors behavior (15) Duration
of work (16) Nature of work (17) Paid leave (18) Posting and transfer (19) Participative
management system (20) Participation in decision making (21) Emotion.

Table 3 Opinions Regarding Compensation and Other Benefits

SL particulars Highly Satisfied Neutral Dissatisfied Highly WAS Rank

satisfied dissatisfied

1 Salary satisfaction 3 4 2 1 3.9 1

2 Satisfaction about fringe 2 3 3 2 3.5 2

benefits
 3 Promotion system 5 2 3 3.2 6

4 Posting and transfer 2 3 4 1 2.6 8

5 Competitive salary 1 4 2 3 3.3 4.5

6 Matching pay with job 2 3 2 3 2.4 9

performance

7 Adequate payment 2 2 3 1 2 3.1 7

8 Fair performance 3 2 1 4 3.4 3

evaluation process

9 Fair compensation 3 2 2 1 2 3.3 4.5

N B: weighted average score is calculated using weights of 1 for highly dissatisfied, 2 for
dissatisfied, 3 for neutral, 4 for satisfied, 5 for highly satisfied.
Source: field survey
Table 03 reveals that among the nine (09) particular under the aspect of compensation package,
the particular salary ranked 01 in executive weighted average score being 3.90; followed by ,
fringe benefits ranked 02 in weighted average score being 3.50 each. Fair performance
Evaluation process ranked 03 in weighted average score being 3.4 each. Competitive salary &
fair compensation both ranked and weighted averages are equal, both ranked are 4 and
weighted average 3.33 each. Adequate payment ranked 07 in weighted average score being
3.10 each. Posting and transfer ranked 08 in weighted average score being 2.60 each.
Matching pay with job performance ranked 9 in weighted average score being 2.4 each. All this
figures imply that of all the opinion mentioned about i.e. salary, Nan-financial benefits, Posting &
transfers, Promotion system, Fair performance Evaluation process & Fair compensation for the
work, Satisfaction about fringe benefits, Competitive salary, Matching pay with job performance
are the major ones respectively under the aspects of compensation package.

Table 4 Opinions Regarding Job Security

To collect the useful opinion of the executives of Social Islami Bank Ltd. Total number of 10
executives were interviewed to measure the level of job satisfaction with respect to compensation
package.

SL particulars Highly Satisfied Neutral Dissatisfied Highly WA Rank

 satisfied dissatisfied

1 Secured job 4 2 4 4.00 1.5

2 Company focuses on 3 4 3 4.00 1.5

job security

3 Termination 3 5 2 2.10 3

procedure

N B: weighted average score is calculated using weights of 1 for highly dissatisfied, 2 for
dissatisfied, 3 for neutral, 4 for satisfied, 5 for highly satisfied.
Source: field survey
Table 04 shows that among the three (03) variables under the aspect of job security, the variable
Secured job and company focuses on job security both ranked 01 in executive weighted
average score being 4.00 each; followed by Termination procedure ranked 03 in weighted
average score being 2.10 each. All this figure shows that of all the opinion mentioned above i.e.
Secured job, Company focuses on job security, and Termination procedure are the major ones
respectively under the aspects of job security.

Table 5 Opinions Regarding Training and Development

SL particulars Highly Satisfied Neutral Dissatisfied Highly WA Rank

satisfied dissatisfied

1 Training and 4 2 4 4.00 2

development system

2 Training improves 5 3 2 4.30 1

skill and ability

3 Relevancy of training 2 4 3 1 3.70 3

N B: weighted average score is calculated using weights of 1 for highly dissatisfied, 2 for
dissatisfied, 3 for neutral, 4 for satisfied, 5 for highly satisfied.
Source: field survey
Table 05 refers that among the three (03) particular under the aspect of training & development,
the variable Training improves skill and ability ranked 01 in executive weighted average score
being 4.30 each; training and developing system ranked 02 in weighted average score being 4.00
each.Relevance of training ranked 03 in weighted average score being 3.70 each. This entire
figure shows that of all the opinion mentioned above i.e. Training improves Skills and abilities,
training and development system and Relevance of training are the major ones respectively
under the aspects of training and development.

Table 6 Opinions Regarding Motivation

SL particulars Highly Satisfied Neutral Dissatisfied Highly WA Rank

satisfied dissatisfied

1 Incentives for 6 4 2.60 3

motivation

2 Wages and means of 2 4 4 2.80 2

motivation

3 Motivation practices 3 3 4 2.90 1

of the organization

N B: weighted average score is calculated using weights of 1 for highly dissatisfied, 2 for
dissatisfied, 3 for neutral, 4 for satisfied, 5 for highly satisfied.
Source: field survey
Table 06 shows that among the three (03) variables under the aspect of motivation factor, the
variable Motivation practices of the organization ranked 01 in executive weighted average score
being 2.90 each; followed by , wage and means of motivation ranked 02 in weighted average
score being 2.80 each. Incentives for motivation ranked 03 in weighted average score being
2.60 each. This entire figure shows that of all the opinion mentioned above i.e. Motivation
practices of the organization, wage and means of motivation and Incentives for motivation are the
major ones respectively under the aspects of motivation factor.
Table 7 Opinions Regarding Other Benefits

SL particulars Highly Satisfied Neutral Dissatisfied Highly WA Rank

satisfied dissatisfied

1 Job status 1 5 2 2 3.5 3

2 Working environment 2 3 4 1 3.6 2

3 Participative management 1 3 5 1 2.4 6

 system

4 Seniors behavior 6 3 1 4.5 1

5 Earned level 4 3 3 3.1 4

6 Business hour 2 4 2 2 2.6 5

N B: weighted average score is calculated using weights of 1 for highly dissatisfied, 2 for
dissatisfied, 3 for neutral, 4 for satisfied, 5 for highly satisfied.
Source: field survey
Table 07 reveals that among the six (06) particular under the aspect of Other aspect, the
particular Seniors behavior ranked 01 in executive weighted average score being 4.50;
followed by , Working environment ranked 02 in weighted average score being 3.60 each. Job
status ranked 03 in weighted average score being 3.50 each. Earned level ranked 04 in
weighted average score being 3.10 each. Business hours ranked 05 and weighted average
2.60 each. Participative management system ranked 06 in weighted average score being 2.40
each. All this figures imply that of all the opinion mentioned about i.e. Seniors behavior, Working
environment, Job status, Participative management system, Earned level , and business hour are
the major ones respectively under the aspects of Other aspect.

PROBLEMS
The survey of this report was conducted on 10 (ten) executives of social islami bank ltd. They
were asked to identify some problems of job satisfaction in the organization. Some of those
problems listed below
1. Low level and mid level managers does not have any opportunities to participate in decision
making process of the organization.
2. Posting of an employee conducted on the favor of the organization.
3. In some department seniors behavior is not satisfactory towards the junior.
4. Loan procedures are not flexible for the employees; an employee could not apply for loan
before 2-3 years of service.
5. There is no CBA (collective bargaining agent) authority for taking towards the employee rights.
6. No authorized training center for the organization.
7. No medical insurance facility provided by the organization towards the employees.
8. No transportation facility is available for the employees.
9. Some branches outside Dhaka are not suitable as good working environment.
10. The organization does not conduct any job satisfaction survey annually.

RECOMMENDATIONS
 Social Islami Bank Ltd is one of the large banking organizations in Bangladesh. To ensure proper
customer satisfactions, service, archive per annum target goal and for many other very important
particulars for job satisfaction is depends on satisfaction of the employees.HR of an organization
should strictly conduct survey about their employees satisfaction. In the time of 12 week
internship I personally observe some weakness of social islami bank ltd. On the basis of those
observation some recommendations are listed below
1. Survey on employee satisfaction should be conduct by the organization HR department on the
basis of one year or six month.
2. Lobbing recruitment should be decreased.
3. Employee residence allowances should be revalued upon the market demand.
4. Participation in decision making of every level manager should be ensured.
5. The organization should have an authorized trade union to ensure employee rights and
satisfaction.
6. Employees should have the opportunity to vote for selecting their own CBA leader.
7. Loan procedure should be flexible for the employees. Such as house loans, car loans,
marriage loan, SME loans etc.
8. Number of employee should be increase.
9. Organization should update their banking software and system that ultimately result in fully
automated banking activities to reduce employee hassle and attain customer satisfaction.
10. Officials whom are involved in Customer Services should be trained properly. Because some
time employees are unable provide proper suggestions of the customer queries.
11. SIBL should train its new employees from professional institution like Bangladesh Bank,
Bangladesh Institution of Bank Management (BIBM) or from own training institution.

CONCLUSION
The study on Measuring Employees Satisfaction A Case Study on Social Islami Bank Ltd.
(SIBL)reveals that employee satisfaction is one of the mainstream of the organization and the
policy of it and the pillar of success of an organization. In the report there are some important
findings about the determinants of job satisfactions. Employees of SIBL express their own point
of view about the determinants of job satisfactions. The study also provides a brief dictation about
various aspects of employee satisfaction. At the time of field survey employee also provide us the
ranking of employee satisfaction determinants of twenty one elements, as followings of most
impotents to less impotents. An employee is the only mechanism for every organization to
achieve its target goal on time. So, customers satisfaction is totally dependable on employee
satisfaction. There are some problems and recommendations to improve SIBLs employee
satisfaction at end of the study. And many more aspects were unable to discuss on the study but
authority of SIBL should conduct a large study on employee satisfaction and identify the problems
to solve it soon. At the conclusion line we have to recommend that to get a greater output from
the employee, job satisfaction should be the first priority of every organization human resource
department.