Project On Job Satisfcation

A comparative study of job satisfaction at IDBI bank and ICICI bank
Introduction to Project
Banking- History & Evolution of Indian Banking System
There are three distinct phases in the history of banking in India:
1. Early phase from 1786 to 1969.
2. Nationalization of Banks and up to 1991 prior to banking sector Reforms.
3. New phase of Indian Banking with the advent of Financial & Banking Sector Reforms
after 1991.
The first phase is from 1786 to 1969, the early phase up to the nationalization of the fourteen
largest of Indian scheduled banks. It was also the traditional or conservative phase of Indian
Banking. The advent of banking system of India started with the establishment of the first joint
stock bank, The General Bank of India in the year 1786. After this first bank, Bank of Hindustan
and Bengal Bank came to existence. In the mid of 19th century, East India Company established
three banks The Bank of Bengal in 1809, The Bank of Bombay in 1840, and bank of Madras in
1843. These banks were independent units and called Presidency banks. These three banks were
amalgamated in 1920 and a new bank, Imperial Bank of India was established. All these
institutions started as private shareholders banks and the shareholders were mostly Europeans.
The Allahabad Bank was established in 1865. The next bank to be set up was the Punjab
National Bank Ltd. which was established with its headquarters at Lahore in 1894 for the first
time exclusively by Indians. Most of the Indian commercial banks, however, owe their origin
tothe 20th century. Bank of India, Central Bank of India, Bank of Baroda, the Canara Bank, the
Indian Bank, and the Bank of Mysore were established between 1906 and 1913. The last major
commercial bank to be set up in this phase was the United Commercial Bank in 1943. Earlier the
establishment of Reserve Bank of India in 1935 as the central bank of the country was an
important step in the development of commercial banking in India.
The history of joint stock banking in this first phase was characterized by slow growth and
periodic failures. There were as many as 1100 banks, mostly small banks, failed during the
1
period from 1913 to 1948. The Government of India concerned by the frequent bank failures in
the country causing miseries to innumerable small depositors and others enacted The Banking
Companies Act, 1949. The title of the Act was changed as "Banking Regulation Act 1949", as per
amending Act of 1965 (Act No.23 of 1965). The Act is the first regulatory step undertaken by the
Government to streamline the functioning and activities of commercial banks in India. Reserve
Bank of India as the Central Banking Authority of the country was vested with extensive powers
for banking supervision.
At the time of Independence of the country in 1947, the banking sector in India was relatively
small and extremely weak. The banks were largely confined to urban areas, extending loans
primarily to trading sector dealing with agricultural produce. There were a large number of
commercial banks, but banking services were not available at rural and semi-urban areas. Such
services were not extended to different sectors of the economy like agriculture, small industries,
professionals and self-employed entrepreneurs, artisans, retail traders etc.
Deficiencies of Indian Banking System before Nationalization

Commercial banks, as they were privately owned, on regional or sectarian basis have resulted in
development of banking on ethnic and provincial basis with parochial outlook. These Institutions
did not play their due role in the planned development of the country. Deposit mobilization was
slow. Public had less confidence in the banks on account of frequent bank failures. The savings
bank facility provided by the Postal department was viewed a comparatively safer field of
investment of savings by the public. Even the deficient savings thus mobilized by commercial
banks were not channeled for the development of the economy of the country. Funds were
largely given to traders, who hoarded agricultural produce after harvest, creating an artificial
scarcity, to make a good fortune in selling them at a later period, when prices were soaring. The
Reserve Bank of India had to step in at these occasions to introduce selective credit controls on
several commodities to remedy this situation. Such controls were imposed on advances against
Rice, Paddy, Wheat, Other food grains (like jowar, millets, ragi etc.) pulses, oilseeds etc.
Initial Phase of Nationalization

When the country attained independence Indian Banking was exclusively in the private sector. In
addition to the Imperial Bank, there were five big banks each holding public deposits
aggregating Rs.100 Crores and more, viz. the Central Bank of India Ltd., the Punjab National
Bank Ltd., the Bank of India Ltd., the Bank of Baroda Ltd. and the United Commercial Bank
Ltd. Rest of the banks were exclusively regional in character holding deposits of less than Rs.50
Crores.
Government first implemented the exercise of nationalization of a significant part of the Indian
Banking system in the year 1955, when Imperial Bank of India was Nationalized in that year for
the stated objective of "extension of banking facilities on a large scale, more particularly in the
rural and semi-urban areas, and for diverse other public purposes" to form State Bank of India.
SBI was to act as the principal agent of the RBI and handle banking transactions of the Union &
State Governments throughout India. The step was in fact in furtherance of the objectives of
supporting a powerful rural credit cooperative movement in India and as recommended by the
"The All-India Rural Credit Survey Committee Report, 1954". State Bank of India was obliged
to open an accepted number of branches within 5 years in unbanked centres. Government
subsidized the bank for opening unremunerative branches in non-urban centers. The seven banks
now forming subsidiaries of SBI were nationalized in the year 1960. This brought one-third of
the banking segment under the direct control of the Government of India.
But the major process of nationalization was carried out on 19th July 1969, when the then Prime
Minister of India, Mrs. Indira Gandhi announced the nationalization of 14 major commercial
banks in the country. One more phase of nationalization was carried out in the year 1980, when
seven more banks were nationalized. This brought 80% of the banking segment in India under
Government ownership. The country entered the second phase, i.e. the phase of Nationalized
Banking with emphasis on Social Banking in 1969/70.
Assessment of Positive Results of the Steps taken By Government after

Independence
The government's banking policy has paid rich dividends over the last three decades in terms of
the objectives set up, after 1969 when 14 major private banks were nationalized.
Apart from the nationalization process, the other features of the policy include enactment of the
Banking Regulation Act in 1949, and the creation of the first state-owned State Bank of India in
1955. The policy has resulted in the creation of the massive network of the banking structure in
the country. The major chunk of the structure was contributed by the nationalized banks, which
number 27 at present. According to bank economists, during the last 28 years of nationalization,
the branches of the public sector banks rose 800 per cent from 7,219 to 57,000, with deposits and
advances taking a huge jump by 11,000 per cent and 9,000 per cent to Rs 5,035.96 billion and Rs
2,765.3 billion respectively (statistics as per 1993).
Contrary to the popular belief, employee productivity has been rising in the nationalized banks
over the period, as per studies conducted by economists. Productivity per employee in respect of
business volume (both deposits and advances) has gone up from Rs 250,000 in 1969 to Rs
4,780,000 in 1993. Accordingly, profits of these banks went up to Rs 30 billion in 1993 as
against Rs 90 million at the time of the nationalization. These banks also contributed to the
generation of employment. Their staff strength increased by 300 per cent over the period to
900,000. The growth of the banking sector after the nationalization was unprecedented anywhere
in the world. It is particularly true of branch expansion to every nook and corner of the country.
While there was hardly any branch in the rural areas in 1969, 35,000 bank branches are operating
there at present.
Shortcomings in the Functioning of Nationalized Banking Institutions

However, nationalized banks in their enthusiasm for development banking, looking exclusively
to branch opening, deposit accretion and social banking, neglected prudential norms, profitability
criteria, risk-management and building adequate capital as a buffer to counter-balance the ever
4
expanding risk-inherent assets held by them. They failed to recognize the emerging nonperforming assets and to build adequate provisions to neutralize the adverse effects of such
assets. Basking in the sunshine of Government ownership that gave to the public implicit faith
and confidence about the sustainability of Government-owned institutions, they failed to collect
beforehand whatever is needed for the rainy day. And surfeit blindly indulged is sure to bring the
sick hour. In the early Nineties after two decades of lop-sided policies, these banks paid heavily
for their misdirected performance in place of pragmatic and balanced policies. The
RBI/Government of India has to step in at the crisis-hour to implement remedial steps. Reforms
in the financial and banking sectors and liberal recapitalization of the ailing and weakened public
sector banks followed. The emphasis shifted to efficient, and prudential banking linked to better
customer care and customer service. The old ideology of social banking was not abandoned, but
the responsibility for development banking is blended with the paramount need for complying
with norms of prudency and efficiency.
Composition of Indian Banking System

The banking system has three tiers. These are the scheduled commercial banks; the regional rural
banks which operate in rural areas not covered by the scheduled banks; and the cooperative and
special purpose rural banks.
Scheduled & Non Scheduled Banks

There are approximately 80 scheduled commercial banks, Indian and foreign; almost 200
regional rural banks; more than 350 central cooperative banks, 20 land development banks; and a
number of primary agricultural credit societies. In terms of business, the public sector banks,
namely the State Bank of India and the nationalized banks, dominate the banking sector.
India had a fairly well developed commercial banking system in existence at the time of
independence in 1947. The Reserve Bank of India (RBI) was established on 1 st April in 1935.
While the RBI became a state owned institution from January 1, 1949, the Banking Regulation
Act was enacted in 1949 providing a framework for regulation and supervision of commercial
banking activity.
5
The first step towards the nationalization of commercial banks was the result of a report (under
the aegis of RBI) by the Committee of Direction of All India Rural Credit Survey (1951) which
till today is the centre point on the subject. The Committee recommended one strong integrated
state partnered commercial banking institution to stimulate banking development in general and
rural credit in particular. Thus, the Imperial Bank was taken over by the Government and
renamed as the State Bank of India (SBI) on July 1, 1955 with the RBI acquiring overriding
substantial holding of shares. A number of erstwhile banks owned by princely states were made
subsidiaries of SBI in 1959. Thus, the beginning of the Plan era also saw the emergence of public
ownership of one of the most prominent of the commercial banks.
The All-India Rural Credit Survey Committee Report, 1954 recommended an integrated
approach to cooperative credit and emphasized the need for viable credit cooperative societies by
expanding their area of operation, encouraging rural savings and diversifying business. The
Committee also recommended for Government participation in the share capital of the
cooperatives. The report subsequently paved the way for the present structure and composition of
the Cooperative Banks in the country.
There was a feeling that though the Indian banking system had made considerable progress in the
'50s and '60s, it established close links between commercial and industry houses, resulting in
cornering of bank credit by these segments to the exclusion of agriculture and small industries.
To meet these concerns, in 1967, the Government introduced the concept of social control in the
banking industry. The scheme of social control was aimed at bringing some changes in the
management and distribution of credit by the commercial banks. The close link between big
business houses and big banks was intended to be snapped or at least made ineffective by the
reconstitution of the Board of Directors to the effect that 51 per cent of the directors were to have
special knowledge or practical experience. Appointment of whole-time Chairman with special
knowledge and practical experience of working of commercial banks or financial or economic or
business administration was intended to professionalize the top management. Imposition of
restrictions on loans to be granted to the directors' concerns was another step towards avoiding
undesirable flow of credit to the units in which the directors were interested. The scheme also
provided for the take-over of banks under certain circumstances.
Political compulsion then partially attributed to inadequacies of the social control, led to the
Government of India nationalizing, in 1969, 14 major scheduled commercial banks which had
deposits above a cut-off size. The objective was to serve better the needs of development of the
economy in conformity with national priorities and objectives. In a somewhat repeat of the same
experience, eleven years after nationalization, the Government announced the nationalization of
seven more scheduled commercial banks above the cut-off size. The second round of
nationalization gave an impression that if a private sector bank grew to the cut-off size it would
be under the threat of nationalization.
From the fifties a number of exclusively state-owned development financial institutions (DFIs)
were also set up both at the national and state level, with a lone exception of Industrial Credit
and Investment Corporation (ICICI) which had a minority private share holding. The mutual
fund activity was also a virtual monopoly of Government owned institution, viz., the Unit Trust
of India. Refinance institutions in agriculture and industry sectors were also developed, similar in
nature to the DFIs. Insurance, both Life and General, also became state monopolies.
Composition of the Banking System as at the Beginning of New Millennium

At present the number of nationalized banks is 20. Several Foreign banks were allowed to
operate as per the guidelines of RBI. At present the banking system can be classified in following
categories:
Public Sector Banks
Reserve Bank of India
State Bank of India and its 7 associate Banks
Nationalized Banks (20 in number)
Regional Rural Banks sponsored by Public sector Banks
Private Sector Banks
Old Generation Private Banks
New Generation Private Banks
Foreign Banks in India
Scheduled Co-operative Banks
Non Scheduled Banks
Co-Operative Sector Banks
State Co-operative Banks
Central Co-operative Banks
Primary agriculture Credit Societies
Land Development Banks
Urban Co-operative Banks
State Land Development Banks
Development Banks
Industrial Finance Corporation of India (IFCI)
Industrial Development bank of India (IDBI)
\Industrial Credit & Investment corporation of India (ICICI)
Industrial Investment Bank of India (IIBI)
Small Industries Development Bank of India (SIDBI)
National Bank for Agriculture & Rural Development (NABARD)

8
Export-Import Bank of India
IDBI PROFILE
Journey from IDBI to IDBI Bank Ltd
Industrial Development Bank of India Industrial Development bank of India (IDBI) was
constituted under Industrial Development bank of India Act, 1964 as a Development Financial
Institution and came into being as on July 01, 1964 vide GoInotification datedJune 22, 1964. It
was regarded as a Public Financial Institution in terms of the provisions of Section 4A of the
Companies Act, 1956. It continued to serve as a DFI for 40 years till the year 2004 when it was
transformed into a Bank.
Industrial Development Bank of India Limited In response to the felt need and on commercial
prudence, it was decided to transform IDBI into a Bank. For the purpose, Industrial Development
bank (transfer of undertaking and Repeal) Act, 2003 [Repeal Act] was passed repealing the
Industrial Development Bank of India Act, 1964. In terms of the provisions of the Repeal Act, a
new company under the name of Industrial Development Bank of India Limited (IDBI Ltd.) was
incorporated as a Govt. Company under the Companies Act, 1956 on September 27, 2004.
Thereafter, the undertaking of IDBI was transferred to and vested in IDBI Ltd. with effect from
the effective date of October 01, 2004. In terms of the provisions of the Repeal Act, IDBI Ltd.
has been functioning as a Bank in addition to its earlier role of a Financial Institution.
Merger of IDBI bank Ltd. with IDBI Ltd. Towards achieving the faster inorganic growth of
the Bank, IDBI Bank Ltd., a wholly owned subsidiary of IDBI Ltd. was amalgamated with IDBI
Ltd. in terms of the provisions of Section 44A of the Banking Regulation Act, 1949 providing for
voluntary amalgamation of two banking companies. The merger became effective from April 02,
2005.
IDBI Bank Ltd. A Profile

IDBI Bank Ltd. is today one of India's largest commercial Banks. For over 40 years, IDBI Bank
9
has essayed a key nation-building role, first as the apex Development Financial Institution (DFI)
(July 1, 1964 to September 30, 2004) in the realm of industry and thereafter as a full-service
commercial Bank (October 1, 2004 onwards). As a DFI, the erstwhile IDBI stretched its canvas
beyond mere project financing to cover an array of services that contributed towards balanced
geographical spread of industries, development of identified backward areas, emergence of a
new spirit of enterprise and evolution of a deep and vibrant capital market. On October 1, 2004,
the erstwhile IDBI converted into a Banking company (as Industrial Development Bank of India
Limited) to undertake the entire gamut of Banking activities while continuing to play its secular
DFI role. Post the mergers of the erstwhile IDBI Bank with its parent company (IDBI Ltd.) on
April 2, 2005 (appointed date: October 1, 2004) and the subsequent merger of the erstwhile The
United Western Bank Ltd. with IDBI Bank on October 3, 2006, the tech-savvy, new generation
Bank with majority Government shareholding today touches the lives of millions of Indians
through an array of corporate, retail, SME and Agri products and services. Headquartered in
Mumbai, IDBI Bank today rides on the back of a robust business strategy, a highly competent
and dedicated workforce and a state-of-the-art information technology platform, to structure and
deliver personalized and innovative Banking services and customized financial solutions to its
clients across delivery channels. As an Universal Bank, IDBI Bank, besides its core Banking and
project finance domain, has an established presence in associated financial sector businesses like
Capital Market and Investment Banking, Home Finance, Primary Dealership area and more
recently, the Life Insurance Business.
Vision of IDBI
The vision for the Bank is for it to be the trusted
partner in progress, by leveraging quality
human capital and setting global standards of
excellence, to build the most valued financial
conglomerate. Our experience of financial
markets helps us to effectively cope with
challenges and capitalize on the emerging
opportunities by participating effectively in our
10
countrys growth process.
Management and Organization

IDBI Bank is a Board-managed organization. The responsibility for the day-to-day management
of operations of the Bank is vested with the Chairman & Managing Director and two Deputy
Managing Directors, who draw upon the support and expertise of a cross-disciplinary Top
Management Team. IDBI Bank Ltd employee base includes professionals from the fields of
accountancy, management, engineering, law, computer technology, banking and economics.
1.
2.
3.
4.
5.
6.
7.
8.
9.
R M Malla-Chairman and Managing director

B P Singh-Deputy Managing Director
K Narasimha Murthy- Director
SubhashTuli-Director
R P Singh- Director
Lila Firoz Poonawalla- Director
H L Zutshi- Director
B S Bisht- Director
Rakesh Singh-Director
IDBI Groups
IDBI is a pioneer Institute in Nation building. To cater to its ever-expanding needs, IDBI formed
subsidiaries & joint ventures across diverse areas of Banking & Financial System.
IDBI- Its Products and Services

IDBI Bank offers a wide array of products and services to its customers. For different customer
groups and needs, there are different types of products and services including Personal Banking,
Corporate Banking, SME Finance and Agriculture Business etc.
Personal Banking
Following products and services are offered under Personal Banking:
11
Deposits
Savings Account
Current Account
Fixed Deposits
Suvidha Tax Saving Fixed Deposit
Pension Accounts
Sabka Account
Super Shakti Account for Women
Jubilee Plus Account
Loans
Home Loans
Loans Against Property
Education Loans
Personal Loan
Loan Against Securities
Reverse Mortgage Loan
Auto Loan
Payments
Tax Payments
Stamp Duty payments
Easy Fill
Bill Payment
Card to Card Money Transfer Online Payments
Pay Mate
Investments Advisory
Smart Financial Planning Mutual Fund
Insurance
12
Fixed Income Securities
Cards
Gold Debit Card
International Debit cum ATM Card Gift Card
World Currency Card
Cash Card
KIDS Debit Card
Foundation Day Cash Back Scheme 2009 Platinum Card
Institutional Banking
Institutional Savings Account
Corporate Payroll Account 24 Hours Banking
Phone Banking
SMS Banking
Account Alerts
Internet Banking
Other products
Lockers
India Post
Preferred Banking
NRI Services
Capital Market
IPO
Demat
Corporate Banking
13
Following products and services are offered by IDBI Bank for the corporates:
Project Finance
Infrastructure Finance
Syndication, Underwriting & Advisory Services
Carbon Credits Business
Working Capital
Cash Management Services
Trade Finance
Tax Payments
Derivatives
Technology Upgradation Fund Scheme (TUFS)
Film Financing Scheme
Direct Discounting Bills
Rehabilitation Finance
SME Finance
Following SME Finance products are offered by the IDBI Bank:
Sulabh Vyapar Loan
Dealer Finance
Funding under CGFMSE
Direct Credit Scheme - SIDBI
Preferred customer scheme - IDBI Bank / SIDBI
Vendor financing (Pre - Sale)
Vendor financing (Post - Sale)
Lending Against the Security of Future Credit Card Receivables
Finance to Medical Practitioners
Loan to SRWTO
SME Hosiery Special Current Account

14
Retail Banking of IDBI Bank

1. Preferred Banking
PowerPlus Account
We bring to you a product that reflects and matches your financial needs and requirements at
every step. Power Plus account allows you to access a complete suite of product and services
and enjoy world class banking experience, complimenting your professional and personal
goals. This account helps you take complete charge of your banking by providing multiple
channel and products and a wide range of benefits to help your time and money.
Features
25% discount on locker rates.
Higher ATM Cash withdrawal and Point-of-sale limit on International debit cum ATM
card.
Free Demat AMC for first year. Free

Personalized PAP Cheque Book. Free
Demand Draft and Pay order
Preferred banking program is designed to offer services toa select group of discerning
and deserving individual like you. Preferred banking special features help you to save
your time, and help you build wealth through efficient deployment of assets.
Your Lifestyle reflects your personality. Every element of the preferred banking
attempts to complement your status and style. Preferred banking investment advisory,
offers you a one stop solution with all products range from fixed deposits to
Govt.of2India Bonds and Mutual funds to Unit Linked Insurance Plans.
Royale Account
The IDBI Bank Royale Account has been designed to make banking services more convenient
for esteemed customers. This new service guarantees you as our privileged customer elaborate
and personalized service of the highest order. For all the banking requirements a dedicated
15
relationship manager would be attached to the account.

With the Royale Account comes the Platinum Debit Card that provides enhanced daily cash
withdrawal limit. This lifetime free debit card provides you privileges, which span lifestyle
pursuits like shopping, dining and travel.
Features of IDBI Royale Account:
Zero balance Power Plus account for the one family member
Free Locker (5x6x19) or 50% discount in other locker rentals.
Higher limit of cash withdrawal from any bank ATM. (with Platinum/Gold debit card)
Higher Limit for Point of sale.
Discount on Demat transaction charges
Doorstep banking
Free Personalized PAP Cheque Book.
Free Demand Draft and Pay order
Deposits
Savings Bank accounts commonly referred to as Savings accounts, have huge potential for
mobilizing low cost deposit and stable deposits. In our Bank, savings accounts are offered to
prospective customers as value added retail liability product.
Regular Savings Account
At IDBI Bank, we believe that different people have different needs. Thus, we offer various
different types of Savings Account to cater to our diverse customer base. Be it individuals, kids,
women, corporate, senior citizens, we have an account tailor-made for each one of them. The
various types of Savings Account offered By IDBI Bank are as follows:
Choose from various ranges of Personal Banking services like:
Super Savings Account
Super Shakti (Womens') Account
Jubilee Plus (Senior Citizens) Account

16
Power Kidz Account
Sabka Account -No Frill account
Pension Savings Account (Central Government Employees)
At IDBI Bank, it is our constant endeavor to provide you products and services that will
enhance your banking experience. From time to time we identify your needs and produce
quality products that will simplify banking for you. Our extensive branch and ATM network,
technology initiatives, and correspondent banking arrangement with banks across the globe
have leveraged us to provide superior services.
Savings Account Interest Rate - 4.00% p.a. (w.e.f. May 03,2011)
Current Accounts
Current accounts are meant for customers who have to carry out business and/or large number
of transactions in the account every day. There are norestrictions on the number of
transactions in current accounts.
Core Current Account
No two businesses are the same, which is why at IDBI Bank; we offer different types of Current
Accounts to choose from, to our customers. The types of Current Accounts that we offer are as
follows:
Our Core Current Account is a straightforward and easy to use Current Account designed to
make even the smallest of business experience hassle free. The Core Current Account comes
loaded with a number of features, which include:
Free PAP (payable at par) chequebook
Free PAP utilisation
Free Electronic Funds Transfer
Free Pay Orders and Demand Drafts
Free Demand Drafts on non-branch locations
Free home / non-home branch cash deposit
Free any branch cash withdrawal
Free Internet/ mobile/ Phone Banking and ATM services
Free other bank ATM transactions

17
Fixed Deposits
Fixed Deposits, also known as Term Deposits or Time Deposits, are deposits accepted by the
bank for fixed period and are repayable on expiry of the fixed period. Interest is paid at quarterly
rests to the depositor. At the specific request of the depositor, interest could be paid at monthly
rests also, but at a discounted rate. The Bank decides the rates of interest on fixed deposits of
various maturities from time to time by taking into account the market conditions and directives
of the Reserve Bank of India in this regard. IDBI Bank revises fixed deposit rates at an attractive
interest rate of 9.50% p.a. for 500 days for normal deposits and 10.25% p.a. for senior citizens
w.e.f May 5,2011.
Recurring deposit
Ideal for those who want to save a fixed sum every month
This type of deposit helps you add to your savings at your complete convenience. You can start
saving any amount from Rs. 100 to Rs. 1 lakh every month. The amount as decided by you, will
be deducted every month from your savings account. Further, thereis no Tax deducted at source
on these deposits and also no charges for executing your standing instructions.
Loans
We, at IDBI Bank offer a wide range of loan products to suit all your needs ranging from home
to education, a holiday to buying a laptop. Select from our loan offerings and we shall be glad to
service you on the same. The various loan offerings by IDBI Bank are as follows:
Choose from various ranges of Personal Banking services like:
Home Loans
Loan against Property
Education Loan
Personal Loan
Loans against Securities
Reverse Mortgage Loan

18
Auto loans
IDBI Bank Debit Cards
International Debit-cum-ATM Card
Gold Debit-cum-ATM Card
IDBI Bank Cash Card
IDBI Bank Gift Card
World Currency Card
Kids Debit Card
Platinum Card
Debit Card Offers
Mobile Banking
Our SMS banking initiatives permit you to access your Bank account and carry out various
banking transactions and inquires. No need of visiting the bank time and again!
Account Alerts
IDBI Bank's new Account Alert service gives you all this and more. With Account Alert, your
bank account transaction information will be delivered to you automatically, wherever you are.
No more visiting the bank branch or ATM to check routine things like account balances, cheque
clearance, verification of ATM transactions, bill payment verifications, etc. Account Alerts
allows you to monitor finely any type of activity on your accounts, and be notified by e-mail or
cell phone SMS as and when they are executed.
Internet Banking
With IDBI's Internet Banking, your Bank travels with you around the world and you have online, real-time access to your accounts.
Admittedly, such a service requires security of the highest nature and complete privacy
protection. We provide a completely secure environment, using 128-bit encryption SSL
(Secure Sockets Layer), digitally certified by Verisign. 128-bit SSL guarantees world-class
19
security for Internet and e-commerce applications.

Transfer Funds
We can use Internet Banking; ATMs or branches for transferring money across the country.
The only information we need to know is the 16-digit card number of the transferee. To carry
out a transfer, simply log on to IDBIs Internet Banking at www.idbibank.com, or visit the
nearest IDBI ATM or branch and transfer the required amount. The money is directly credited
into the recipients card, no matter where he is.
Investment
We believe that all the investors share a common goal, regardless of their objectives: superior
and sustained returns with a tight control over risk. Meeting your long-term investment goal is
dependent on a number of factors: your investment capital, your expected rate of return,
inflation, taxes and your investment time horizon. To meet your requirements, we offer you
investment options based on your risk tolerance and return expectations. Relationship Managers
are equipped to advise you on various investment profiles. They then help you with your
investments and subsequently support you by tracking your investments on a regular basis.
Mutual Funds
Mutual funds offer a simple and effective way to diversify your investment without the hassles of
tracking individual stocks on a daily basis. Click here for more details on the options we offer
GoI 8.0% Savings (Taxable) Bonds. 8% GoI Savings Bonds is a good option for investors
looking for high yielding risk free instruments.
NRI a/c
Being an NRI (non-resident Indian) and privy to special benefits and privileges in India, its only
but natural to expect world class levels-be it banking or any other service. Welcome to IDBI,
where you are treated as special and your needs exclusive. While we offer basic NRI banking
products like Non Resident Rupee Checking Account, Non Resident Rupee Term Deposits and
Foreign Currency Non Resident Deposit, we realize that the requirements of the customers are
manifold.
20
Non-Resident External (NRE)

Repatriable account for your investment needs your account anytime, anywhere with Internet
Banking, shop at more than 8.3 million locations and withdraw funds in 140 countries.
Non-Resident Ordinary (NRO)
An account for your income and expenses, access your account at more than 250 ATMs across
the country, pay your bills in India from anywhere in the world.
FCNR
Retain your funds in foreign currency, no exchange risk; earn attractive returns on your fund.
ATM
Automated Teller Machine (ATM) is a sophisticated computer terminal which makes it possible
for a customer holding Debit cum ATM Card toavail specified banking services through ATMs at
any time (24 hours) without any personal interaction with the bank personnel. Our Bank has
ATMs with On-Line connectivity across all its branches. The Bankhas also installed many offsite ATMs. IDBI Bank is a member of VISA, MASTERCARD, CASHNET, NFS, BANCS &
AMERICAN EXPRESS ATM networks. With this, Debit cum ATM Card holder of any of the
net worked banks / institutions cantransact specified bankingtransaction at any ATM of the
networked banks / institutions.
At present, Debit cum ATM Card customers can undertake following transactionson our Banks
The IDBI Bank Advantage
Maximum Funding
Services at doorstep
Simple documentation
Personalized services
21
Free legal and technical assistance
Attractive rate of interest
Applying for a Reverse Mortgage Loan against Home is absolutely simple. Just call our
Phone Banking numbers and our representative will contact you at the earliest
ICICI BANK- OVERVIEW

ICICI Bank (formerly Industrial Credit and Investment Corporation of India). ICICI Limited was
established in 1955 by the World Bank, the Government of India and the Indian Industry, for the
promotion of industrial development in India by giving project and corporate finance to the
industries in India. ICICI Bank has grown from a development bank to a financial conglomerate
and has become one of the largest public financial institutions in India. ICICI Bank has financed
all the major sectors of the economy, covering 6,848 companies and 16,851 projects.
ICICI Bank Fact Files:
Network: 530 branches
ATMs: Over 1,880
Abroad Subsidiaries: United Kingdom and Canada
Abroad branches: Singapore and Bahrain
Representative offices: United States, China, United Arab Emirates, and Bangladesh and South
Africa.
22
ICICI Bank currently has subsidiaries in the United Kingdom, Russia and Canada, branches in
Singapore, Bahrain, Hong Kong, Sri Lanka and Dubai International Finance Center and
representative offices in the United States, United Arab Emirates, China, South Africa and
Bangladesh. Our UK subsidiary has established a branch in Belgium. ICICI Bank is the most
valuable bank in India in terms of market capitalization.
Business Objectives
Vision
To be the leading provider of financial services in India and a major global bank.
Mission
They will leverage their people, technology, speed and financial capital to: be the banker
of first choice for our customers by delivering high quality, world-class service.
Expand the frontiers of our business globally.
Play a proactive role in the full realization of Indias potential.
Maintain a healthy financial profile and diversify our earnings across businesses and
geographies.
Maintain high standards of governance and ethics.
Contribute positively to the various countries and markets in which we operate.
Create value for our stakeholders.
Product and Services
Service and banking of ICICI bank categorized in to personal banking, business banking and
NRI banking services.
Personal banking- Deposit in form of saving, recurring, term deposit, senior citizen deposit and
children depository account are there for individual customer can also avail of their housing,
automobile, farm equipment, business or personal loan scheme. Personal client can also invest in
mutual funds and participate in stock trading through ICICI bank.
Business banking Business banking services of ICICI Bank are exhaustive. Project financing,
deal assessment, and land evaluation are investment banking services offered to corporate
clients. Global trade and cash management transaction services facilitate remittances and receipts
23
across important cities. Capital market and custodial services enable business houses to
participate in equity trading and transfer across major stock markets of world.
Customer
ICICI bank targets all segment of customer with various types of products and services. I
interacted with aa lot of customers and collect their feedback on the given services of company,
and feedback are positive response from all point of view. Customers are beneficiary from both
sides monetary as well as non monetary. The bank targets to add nearly 500,000 customers under
the new scheme in the next one year and plans to offer auto loans through the new online channel
in the future, ICICI Bank's Executive Director, V Vaidyanathan, said here.As of now, nearly 24
per cent of our customer transactions are happening through internet. We are primarily targeting
our urban customers, who constitute nearly 70 per cent of our total customer-base," Vaidyanathan
said.
Conform to legal requirements or comply with legal process;
Protect and defend ICICI bank's or its affiliates rights, interests or property;
Enforce the terms and conditions of the products or services; or
Act to protect the interests of ICICI bank, its affiliates, or its members, constituents or of
other persons.
Competitor
The main competitor of is ICICI bank is SBI because this bank is totally taken by government
after this bank HDFC bank is the main competitor of ICICI bank .There are different types of
segment operation semment, investment and services, demat and NRI services.The competitor
from the operation segment are State Bank of India(SBI), Axis, Housing Development and
Financial corporation(HDFC) etc.From the investment And service sector HDFC standard life
insurance corporation, Bharati Axa life insurance ,Reliance Life Insurance Corporation, Max
new work life insurance SBI Life insurance,Life Insurance Corporation of India.In demat section
24
India bull,Anangram,SBI,HDFC,India Infoline are the main competitor of ICICI bank.In the NRI
service section the Western Union bank is the main competitor of ICICI bank.There are some
other company who also compete with the ICICI bank After the SBI the HDFC bank is the main
competitor of ICICI bank.
HDFC Bank Ltd. is a commercial bank of India, incorporated in August 1994, after the Reserve
Bank of India allowed establishing private sector banks. The Bank was promoted by the Housing
Development Finance Corporation, a premier housing finance company (set up in 1977) of India.
HDFC Bank has 1,500 branches and over 2,890 ATMs, in 530 cities in India, and all branches of
the bank are linked on an online real-time basis. As of September 30, 2008 the bank had total
assets of INR 1006.82 billion.
State Bank of India is the largest bank in India. It is also, measured by the number of branch
offices and employees, the second largest bank in the world.[citation needed] The bank traces its
ancestry back through the Imperial Bank of India to the founding in 1806 of the Bank of
Calcutta, making it the oldest commercial bank in the Indian Subcontinent. There are some other
banks which gives challenging some how in the banking and service sectorthey are:
Allahabad Bank
Andhra Bank
Bank of Baroda
Bank of India
Bank of Maharashtra
Canara Bank
Central Bank of India
Corporation Bank
25
Dena Bank
IDBI Bank
Indian Bank
Indian Overseas Bank
Oriental Bank of Commerce
Punjab & Sind Bank
Punjab National Bank
Syndicate Bank
UCO Bank
Union Bank of India
United Bank of India
Vijaya Bank
Environment
An employer the bank extends a lot of authority along with justified accountability to you. The
working culture is very collaborative in nature. It can be owed to the fact that the bank is highly
segmented with a lot of overlapping and mostly distinct roles and responsibility.ICICI Bank has
established itself as a one stop solution (Universal Bank) for all financial need of individuals and
institutions alike. The credit for the same can be attributed to its vast network, probably the
largest among private sector banks.This makes the life of an employee a lot easier, especially for
those who face the external customers. You do not have to justify your organization, it is only the
product that has to be pitched. As far as employee benefits are concerned, ICICI Bank offers a lot
of financial benefits ranging from your family health insurance to your kids school donations.
26
The organization is sensitive to the needs of its employees as this quality is one of the building
blocks (DNA) of the organizational culture. The organization will be giving you enough
flexibility to innovate and come-up with new ideas. It will also exhibit its in terms of well laid
systems, processes and infrastructure.
Technology
ICICI use many type of advance technological software like Pinnacle 7.0 and
Pinnacle7.016.Among from this software ICICI bank uses the e-banking, core banking, mobile
banking electronic display sy ICICI Bank was using Teradata for its data warehouse. However,
due to its proprietary hardware, the cost of procurement, upgrades and administration was
soaring. The closed box architecture of Teradata imposed restrictions on scalability. Secondly,
querying and loading could not happen simultaneously. Queries could only be run during
business hours because the loading of data had to take place during off-business hours. This
meant that the refresh rate of EDW was delayed, so queries may not reflect the most current data.
ICICI Bank was also dependent on Teradata for support and other activities: The bank was
completely tied down to that solution.
1.5 Job Satisfaction An Overview

Job satisfaction refers to ones feeling towards ones job. It can only be inferred but not seen. Job
satisfaction is often determined by how well outcomes meet or exceed expectations. Satisfaction
in ones job means increased commitment in the fulfilment of formal requirements. There is
greater willingness to invest personal energy and time in job performance. The terms job
satisfaction and job attitudes are typically used interchangeably. Both refer to effective
orientation on the part of individuals towards their work roles which they are presently
occupying. Positive attitudes towards the job are conceptually equivalent to job satisfaction and
negative attitudes towards the job indicate job dissatisfaction.
Job satisfaction is an important indicator of how employees feel about their job and a predictor
of work behaviour such as organizational citizenship, Absenteeism, Turnover. Job
satisfaction benefits the organization includes reduction in complaints and grievances,
absenteeism, turnover, and termination; as well as improved punctuality and worker morale.
27
Job satisfaction is also linked with a healthier work force and has been found to be a good
indicator of longevity. Job satisfaction is not synonyms with organizational morale, which the
possessions of feeling have being accepted by and belonging to a group of employees
through adherence to common goals and confidence in desirability of these goals.
Job satisfaction is general attitude, which is the result of many specific attitudes in three
areas namely:
Specific job factors
Individual characteristics
Group relationship outside the job
History of Job Satisfaction

The term job satisfaction was brought to lime light by hoppock (1935). He revived 35 studies
on job satisfaction conducted prior to 1933.
Job satisfaction has been most aptly defined by pestonjee (1973) as a job, management,
personal adjustment & social requirement. Morse (1953) considers Job satisfaction as
dependent upon job content, identification with the co., financial & job status & priding group
cohesiveness
One of the biggest preludes to the study of job satisfaction was the Hawthorne study. These
studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought
to study about various conditions at workplace on level of satisfaction related to job
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. , he 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 labour and piecework
towards the more modern approach of assembly lines and hourly wages. The initial use of
scientific management by industries greatly increased productivity because workers were
28
forced to work at a faster pace. However, workers became exhausted and dissatisfied, thus
leaving researchers with new questions to answer regarding job satisfaction.
Importance of Job Satisfaction

Job satisfaction is an important indicator of how employees feel about their job and a
predictor of work behaviour such as organizational, citizenship, Absenteeism, Turnover.
Job satisfaction can partially mediate the relationship of personality variables and deviant work
behaviour.
Common research finding is that job satisfaction is correlated with life style. This correlation is
reciprocal meaning the people who are satisfied with the life tends to be satisfied with their
jobs and the people who are satisfied their jobs tends to satisfied with their life.
It gives clear evidence that dissatisfied employees skip work more often and more like to
resign and satisfied worker likely to work longer with the organization.
Importance to Worker and Organization

Job satisfaction and occupational success are major factors in personal satisfaction, self-respect,
self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable emotional
state that can often leads to a positive work attitude. A satisfied worker is more likely to be
creative, flexible, innovative, and loyal. For the organization, job satisfaction of its workers
means a work force that is motivated and committed to high quality performance.
Increased productivity- the quantity and quality of output per hour worked- seems to be a
byproduct of improved quality of working life. It is important to note that the literature on the
relationship between job satisfaction and productivity is neither conclusive nor consistent.
However, studies dating back to Herzbergs (1957) have shown at least low correlation between
high morale and high productivity and it does seem logical that more satisfied workers will tend
to add more value to an organization. Unhappy employees, who are motivated by fear of loss of
job, will not give 100 percent of their effort for very long. Though fear is a powerful motivator, it
is also a temporary one, and also as soon as the threat is lifted performance will decline.
29
Job satisfaction benefits the organization includes reduction in complaints and grievances,
absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job
satisfaction is also linked with a healthier work force and has been found to be a good indicator
of longevity. Although only little correlation has been found between job satisfaction and
productivity, Brown (1996) notes that some employers have found that satisfying or delighting
employees is a prerequisite to satisfying or delighting customers, thus protecting the bottom
line.
Workers Role in Job Satisfaction

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her
own satisfaction and well being on the job. The Job satisfaction following suggestions can help a
worker find personal job satisfaction:
a. Seek opportunities to demonstrate skills and talents. This often leads to more challenging
work and greater responsibilities, with attendant increases in pay and other recognition.
b. Develop excellent communication skills. Employers value and rewards excellent reading,
listening, writing and speaking skills.
c. Know more. Acquire new job related knowledge that helps you to perform tasks more
efficiently and effectively. This will relive boredom and often gets one noticed.
d. Demonstrate creativity and initiative. Qualities like these are valued by most organizations
and often results in recognition as well as in increased responsibilities and rewards.
e. Develop teamwork and people skills. A large part of job success is the ability to work well
with others to get the job done.
f. Accept the diversity in people. Accept people with their differences and their imperfections
and learn how to give and receive criticism constructively.
g. See the value in your work. Appreciating the significance of what one does can lead to
satisfaction with the work itself. This help to give meaning to ones existence, thus playing a
vital role in job satisfaction.
h. Learn to de-stress. Plan to avoid burn out by developing healthy stress management
techniques.
Factors of Job Satisfaction

30
Hoppock, the earliest investigator in this field, in 1935 suggested that there are six major
components of job satisfaction. These are as under:
The way the individual reacts to unpleasant situations,

The facility with which he adjusted himself with other person
The relative status in the social and economic group with which he identifies himself
The nature of work in relation to abilities, interest and preparation of worker
Security
Loyalty
Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies and listed
various job factors of job satisfaction. These are briefly defined one by one as follows:
1. Intrinsic aspect of job
It includes all of the many aspects of the work, which would tend to be constant for the work
regardless of where the work was performed.
2. Supervision
This aspect of job satisfaction pertains to relationship of worker with his immediate superiors.
Supervision, as a factor, generally influences job satisfaction.
3. Working conditions
This includes those physical aspects of environment which are not necessary a part of the work.
Hours are included this factor because it is primarily a function of organization, affecting the
individuals comfort and convenience in much the same way as other physical working
conditions.
4. Wage and salaries
This factor includes all aspect of job involving present monitory remuneration for work done.
5. Opportunities for advancement
It includes all aspect of job which individual sees as potential sources of betterment of economic
position, organizational status or professional experience.
6. Security
It is defined to include that feature of job situation, which leads to assurance for continued
employment, either within the same company or within same type of work profession.
7. Company & management
31
It includes the aspect of workers immediate situation, which is a function of organizational

administration and policy. It also involves the relationship of employee with all company
superiors above level of immediate supervision.
8. Social aspect of job
It includes relationship of worker with the employees specially those employees at same or
nearly same level within the organization.
9. Communication
It includes job situation, which involves spreading the information in any direction within the
organization. Terms such as information of employees status, information on new developments,
information on company line of authority, suggestion system, etc, are used in literature to
represent this factor.
10. Benefits- It includes those special phases of company policy, which attempts to prepare the
worker for emergencies, illness, old age, also. Company allowances for holidays, leaves and
vacations are included within this factor
Reasons of Low Job Satisfaction

Reasons why employees may not be completely satisfied with their jobs:
1. Conflict between co-workers.
2. Conflict between supervisors.
3. Not being opportunity paid for what they do.
4. Have little or no say in decision making that affect employees.
5. Fear of losing their job
Effects of Low Job Satisfaction

1. High Absenteeism
Absenteeism means it is a habitual pattern of absence from duty or obligation.
If there will be low job satisfaction among the employees the rate of absenteeism will definitely
increase and it also affects on productivity of organization.
2. High Turnover
32
In human resource refers to characteristics of a given company or industry relative to the rate at
which an employer gains and losses the staff.
If the employer is said to be have a high turnover of employees of that company have shorter
tenure than those of other companies.
3. Training Cost Increases
As employees leaves organization due to lack of job satisfaction. Then Human resource manager
has to recruit new employees. So that the training expenditure will increase
Influences on Job Satisfaction

There is no. of factors that influence job satisfaction. However, the main influences can be
summarized along with the dimensions identified above.
The work itself
The concept of work itself is a major source of satisfaction. For example, research related to the
job characteristics approach to job design, shows that feedback from job itself and autonomy are
two of the major job related motivational factors. Some of the most important ingredients of a
satisfying job uncovered by survey include interesting and challenging work, work that is not
boring, and the job that provides status.
Pay
Wages and salaries are recognized to be a significant, but complex, multi dimensional factor in
job satisfaction. Employees often see pay as a reflection of how management views their
contribution to the organization. Fringe benefits are also important. If the employees are allowed
some flexibility in choosing the type of benefits they prefer within a total package, called a
flexible benefit plan, there is a significant increase in both benefit satisfaction and overall job
satisfaction.
Promotions
Promotional opportunities are seem to be having a varying effect on job satisfaction. This is
because of promotion take number of different forms.
Impact of Job Satisfaction

33
Many managers subscribe to the belief that a satisfied worker is necessarily good worker. In
other words, if management could keep the entire workers happy, good performance would
automatically fallow. There are two propositions concerning the satisfaction performance
relationship. The first proposition, which is based on traditional view, is that satisfaction is the
effect rather than the cause of performance. This proposition says that efforts in a job lead to
rewards, which results in a certain level of satisfaction .in another proposition, both satisfaction
and performance are considered to be functions of rewards.
Various research studies indicate that to a certain extent job satisfaction affects employee
turnover, and consequently organization can gain from lower turnover in terms of lower hiring
and training costs. Also research has shown an inverse relation between job satisfaction and
absenteeism. When job satisfaction is high there would be low absenteeism, but when job
satisfaction is low, it is more likely to lead a high absenteeism. What job satisfaction people
need? Each employee wants:
1. Recognition as an individual
2. Meaningful task
3. An opportunity to do something worthwhile.
4. Job security for himself and his family
5. Good wages
6. Adequate benefits
7. Opportunity to advance
8. No arbitrary action- a voice a matters affecting him
9. Satisfactory working conditions
10. Competence leadership
Bosses whom he can admire and respect as persons and as bosses. However, the two concepts are
interrelated in that job satisfaction can contribute to morale and morale can contribute to job
satisfaction. It must be remembered that satisfaction and motivation are not synonyms.
Motivation is a drive to perform, where as satisfaction reflects the individuals attitude towards
the situation. The factors that determine whether individual is adequately satisfied with the job
differs from those that determine whether he or she is motivated. The level of job satisfaction is
largely determined by the comfits offered by the environment and the situation. Motivation, on
34
the other hand is largely determine by value of reward and their dependence on performance.
The result of high job satisfaction is increased commitment to the organization, which may or
may not result in better performance. A wide range of factors affects an individuals level of
satisfaction. While organizational rewards can and do have an impact, job satisfaction is
primarily determine by factors that are usually not directly controlled by the organization. a high
level of job satisfaction lead to organizational commitment, while a low level, or dissatisfaction,
result in a behavior detrimental to the organization. For example, employee who like their jobs,
supervisors, and the factors related to the job will probably be loyal and devoted. People will
work harder and derive satisfaction if they are given the freedom to make their own decisions.
Models of Job Satisfaction

There are various methods and theories of measuring job satisfaction level of employees in the
organization given by different authors. List of all the theories and methods measuring job
satisfaction level is given below:
A Model of Facet Satisfaction
Affect theory (Edwin A. Locke 1976)

Dispositional Theory ( Timothy A. Judge 1988)
Two-Factor Theory (Motivator-Hygiene Theory) (Frederick
Herzbergs)
Job Characteristics Model (Hackman & Oldham)
Rating scale
Personal interviews
Action tendencies
Job enlargement
Job rotation
Change of pace
Scheduled rest period
35
Figure 1.1
Edward E.lawler in 1973 propoed a model of facet satisfaction. This model is applicable to
understand what determines a persons satisfaction with any facet of job. According to this model
actual outcome level plays a key role in a persons perception of what rewards he receives. His
perception influenced by his perception of what his referent others receive. The higher outcome
level of his referent other the lower his outcome level will appear. This model also focuses on his
perception on reward level.
i.
Affect Theory
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
36
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.
ii.
Dispositional Theory
Another well-known job satisfaction theory is the Dispositional Theory it is a very general theory
that suggests that people have innate dispositions that cause them to have tendencies toward a
certain level of satisfaction, regardless of ones job. This approach became a notable explanation
of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across
careers and jobs. Research also indicates that identical twins have similar levels of job
satisfaction.
A significant model that narrowed the scope of the Dispositional Theory was the Core Selfevaluations Model, proposed by Timothy A. Judge in 1998. Judge 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 selfesteem (the value one places on his 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) lead to higher job
satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction
iii.
Two-Factor Theory (Motivator-Hygiene Theory)
Frederick Hertzbergs 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.
37
Motivating factors are those aspects of the job that make people want to perform, and provide
people with satisfaction. These motivating factors are considered to be intrinsic to the job, or the
work carried out. Motivating factors include aspects of the working environment such as pay,
company policies, supervisory practices, and other working conditions.
While Hertzberg's model has stimulated much research, researchers have been unable to reliably
empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's 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]
iv.
Job Characteristics Model
Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a
framework to study how particular job characteristicsimpact on job outcomes, including job
satisfaction.
The model states that there are five core job characteristics (skill variety, task identity, task
significance, autonomy, and feedback) which impact three critical psychological states
(experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the
actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work
motivation, etc.). The five core job characteristics can be combined to form a motivating
potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an
employee's attitudes and behaviors. A meta-analysis of studies that assess the framework of the
model provides some support for the validity of the JCM.
v.
Modern Method of Measuring Job Satisfaction
In this method of measuring job satisfaction the comparison between various organizational
terms and conditions at managerial level and also the organization at a large
38
Satisfaction with Human Resources Management Policies of the Organization:
1. Management has a clear path for employees advancement

2. Decisions are made keeping in mind the good of the employees
3. Management is extremely fair in personal policies
4. Physical working conditions are supportive in attaining targets
5. Innovativeness is encouraged to meet business problems.
Satisfaction with Supervision
1. I feel I can trust what my supervisor tells me

2. My supervisor treats me fairly and with respect
3. My supervisor handles my work-related issues satisfactorily
4. I get frequent appreciation of work done from supervisors
5. I get enough support from the supervisor
6. Individual initiative is encouraged
Satisfaction with Compensation Levels
1. Overall I am satisfied with the companys compensation package

2. I am satisfied with the medical benefits
3. I am satisfied with the conveyance allowance
4. I am satisfied with the retirement benefits
5. I am satisfied with the reimbursement of the expenses as per the eligibility
6. I am satisfied with the holiday (vacation) eligibilities
Satisfaction with Task Clarity
1. Management decisions are Ad Hoc and lack professionalism (reverse scaled)

2. Rules and procedures are followed uncompromisingly
3. My job responsibilities are well defined and clear
39
Satisfaction with Career Development
1. I have adequate opportunities to learn and grow

2. I get opportunities to handle greater responsibilities
3. My skills and abilities are adequately used at work
From all above we can conclude level of job satisfaction of our employees.
1. Rating Scale
It is one of the most common methods of measuring job satisfaction. The popular rating scale
used to measure Job satisfaction is to include: Minnesota Satisfaction Questionnaires: It helps to
obtain a clear picture of pertinent satisfactions and dissatisfactions of employees. Job Description
Index: it measures Job satisfaction on the dimension identified by Smith, Kendall, Hullin. Porter
Need Identification Questionnaires: It is used only for management personnel and revolves
around the problems and challenges faced by managers.
2. Critical Incidents
Fredrick Hertz berg and his Associates popularized this method of measuring Job satisfaction. It
involves asking employees to described incidents on job when they were particularly satisfied or
dissatisfied. Then the incidents are analyzed in terms of their contents and identifying those
related aspects responsible for the positive and negative attitudes.
3. Personal Interviews
This method facilitates an in-depth exploration through interviewing Of job attitudes. The main
advantage in this method is that additional information or clarifications can be obtained
promptly.
4. Action Tendencies
By this method, Job satisfaction can be measured by asking questions and gathering information
on how they feel like behaving with respect to certain aspects of their jobs. This method provides
employees more opportunity to express their in-depth feeling. In his study on American
40
employees, hop pock identified six factors that contributed to job satisfaction among them. These
are as follows:
1. The way individual reacts to unpleasant situations.
2. The facilities with which he adjust himself to other persons.
3. His relatives status in the social & economic group with which he identifies himself.
4. The nature of work in relation to the abilities, interest & preparation of the workers.
5. Security.
6. Loyalty.
Because human resource manager often serve as intermediaries between employees &
management in conflict. They are concern with Job satisfaction or general job attitudes with the
employees. Philip apple white has listed the five major components of Job satisfaction .as
1. Attitude towards work group.
2. General working conditions.
3. Attitude towards company.
4. Monitory benefits.
5. Attitude towards supervision
Other components that should be added to this five are individuals state of mind about the work
itself and about the life in general .the individuals health, age, level of aspiration. Social status
and political & social activities can all contribute to the Job satisfaction. A persons attitude
toward his or her job may be positive or negative.
5. Job Enlargement
The concept of job enlargement originated after World War II. It is simply the organizing of the
work so as to relate the contents of the job to the capacity, actual and potential, of workers. Job
enlargement is oblivious forerunner of the concept and philosophy of job design. Stephan offers
three basic assumptions behind the concept of job enlargement.
Output will increase if
1. Workers abilities are fully utilized
2. Worker has more control over the work
3. Workers interest in work and workplace is stimulated.
41
Job enlargement is a generic term that broadly means adding more and different tasks to a
specialized job. It may widen the number of task the employee must do that is, add variety. When
additional simple task are added to a job, the process is called horizontal job enlargement. This
also presumably adds interest to the work and reduces monotony and boredom.
To check harmful effects of specialization, the engineering factors involved in each individual
job must be carefully analyzed. Perhaps, the assembly lines can be shortened so that there will be
more lines and fewer workers on each line. Moreover, instead of assigning one man to each job
and then allowed to decide for himself how to organize the work. Such changes permit more
social contacts and greater control over the work process.
6. Job Rotation
Job rotation involves periodic assignments of an employee to completely different sets of job
activities. One way to tackle work routine is to use the job rotation. When an activity is no longer
challenging, the employee is rotated to another job, at the same level that has similar skill
requirements.
Many companies are seeking a solution to on-the-job boredom through systematically moving
workers from one job to another. This practice provides more varieties and gives employees a
chance to learn additional skills. The company also benefits since the workers are qualified to
perform a number of different jobs in the event of an emergency.
7. Change of Pace
Anything that will give the worker a chance to change his pace when he wishes will lend variety
to his work. Further if workers are permitted to change their pace that would give them a sense
of accomplishment.
42
SOURCE -1
Article: Retaining and motivating employees, Compensation preferences in
Hong Kong and China.
By Chiu & Tang, (2009)

The study of job satisfaction is a topic of wide interest to both people who work in organizations and
people who study them. Job satisfaction has been closely related with many organizational
phenomena such as motivation, performance, leadership, attitude, conflict, moral etc. Researchers
have attempted to identify the various components of job satisfaction, measure the relative
importance of each component of job satisfaction and examine what effects these components have
on employees productivity. Job satisfaction and dissatisfaction not only depends on the nature of the
job, it also depend on the expectation whats the job supply to an employee. Lower convenience
costs, higher organizational and social and intrinsic reward will increase job satisfaction (Ellickson &
Logsdon, 2009). Job satisfaction is complex phenomenon with multi facets (Friedlander &
Margulies, 2009); it is influenced by the factors like salary, working environment, autonomy,
communication, and organizational commitment
SOURCE -2
Article: A Study on Factors Influencing Employee Job Satisfaction-A Study in
Cement Industry of Chhattisgarh
By Wadhwa Singh Daljeet, Verghese Manoj & Wadhwa Singh Dalvinder,
September (2011)
Different people interpret compensation differently. In this paper compensation, reward,
recognition, and wages are terms used in different situations (Spector, 2011). The compensation
is defined by American Association is cash and non-cash remuneration provided by the
employer for services rendered . Salary was found to be the prime factor for the motivation and
job satisfaction of salaried employees of the automobile industry from the results of the survey.
The survey tried to assess the various job characteristics and the way the employees ranked them
as motivators and satisfiers. The results showed that compensation was ranked as the number one
job element for job satisfaction and increase in salary for performance was ranked as the number
43
one job element for motivation. Compensation is very valuable tool for retention and turnover. It
is also a motivator for an employee in commitment with the organization which in result
enhances attraction and retention. It also works as communicator when it is given to employee
against his services which shows how much an employee is valuable for its organization. The
mentoring is used for development-orientation. When a supervisor provides mentoring, the
relationship affects the protgs skill development and intentions to remain with the employer.
On the other hand non-supervisory mentor may increase mentees confidence by providing
access to outside organization. The immediate supervisor support is very important in
organizational change. Although the support of supervisor is not very crucial in satisfaction but it
has positive impact on satisfaction
SOURCE -3
Article: Job satisfaction and team work: the role of supervisor support
By Patterson & West, (2011)
According to the study conducted by Patterson & West, (2011), it was discovered that
management & friendly staff relationships contribute to the level of job satisfaction. According
to Politis, (2012) work conditions are defined as an employees work place, work instruments,
the work itself, organization policy, and organizational rules. He has promoted factors such as
temperature, lighting, ventilation, hygiene, noise, working hours, and resources as part of
working conditions. The worker would rather desire working conditions that will result in greater
physical comfort and convenience. The absence of such working conditions, amongst other
things, can impact poorly on the workers mental and physical well-being. He advocates that
working conditions will influence job satisfaction, as employees are concerned with a
comfortable physical work environment. In turn this will render a more positive level of job
satisfaction. It shows that factors such as temperature, lighting, ventilation, hygiene, noise,
working hours, and resources are all part of working conditions. Employees may feel that poor
working conditions will only provoke negative performance, since their jobs are mentally and
physically demanding.
44
SOURCE -4
Article: The motivation to work.
By Herzberg & Mausner, (2009)
According to Herzberg & Mausner, (2009) defines fairness as equal treatment, receiving the
same services and benefits as other people. Fairness means different things to different people,
and our view of whether or not something is fair often depends on the circumstances. Competent
employees are essential to the success of any organization. An important factor driving
satisfaction in the service environment is service quality. One school of thought refers to service
quality as a global assessment about a service category or a particular organization. Recently, it
has been argued that satisfaction is generally viewed as a broader concept and service quality is a
component of satisfaction. This is because satisfaction derives from various sources, such as
service encounter satisfaction and overall satisfaction. In other words, a little satisfaction from
each service encounter leads to overall satisfaction with the service. Various studies discussed
shows that job satisfaction has been studied with relevance to co-worker behavior supervisor
behavior, pay and promotion, organizational factors and other work related factors. In some
studies the employees were highly satisfied or otherwise. While going through the various
literature surveys the following points could be highlighted. Employers that are untrustworthy
are a burden to their employees and may cause stress. Distrust can result from a variety of
situations. Harassment, in any form, may cause a new level of stress for the employee. It
becomes increasingly difficult to do a respectable job at work when one is consistently faced
with an uncomfortable working environment. This anxiety is caused by trying to avoid
troublesome confrontations and situations. Workers may agonize about the consequences they
would face if the harassment were to be reported, as well as the repercussions of not reporting it.
Dissatisfaction with the job may come from sources other than stress Dissatisfaction may also
arise, with the same result in turnover, when the work environment fails to have any flexibility or
any source of amusement for the employees; the tone of the business will become stressful or
tedious
45
Arnolds, C.A., & Boshoff, C. (2010). The challenge of motivating top management: A
need satisfaction perspective [Electronic version]. Journal of Industrial Psychology,
27(1), 39-42.
SOURCE -5
Article: The challenge of motivating top management: A need satisfaction
perspective
By Arnolds & Boshoff, (2010)
Lack of communication in the workforce is a major contributor to dissatisfaction. This is usually
the result of managerial staff that is isolated and does not know how to relate to their employees
on a personal or professional level. Often companies become more focused on production and
revenues, rather than with their own employees, or even their customers. In the case of
employees, the employees may rarely be praised for the quality of their performance. If a
company does performance appraisals, the results may be given in such a harsh tone that, rather
than motivating an employee, it intimidates and an employee may feel uncomfortable in the
workplace, rather than encouraged to achieve more. It may be common for upper management in
some workplaces, to take the ideas of lower level employees lightly, which leaves these
employees feeling neglected and worthless. It becomes difficult for workers to see a bright future
while working for the company. Those employees who do work well to support the company
may not be compensated for their efforts. Employers that choose to under-compensate know that
these employees will work hard for minimal pay, and these employers will compensate
accordingly. At the same time, the same employers will pay more to other employees who are not
willing to work for minimal compensation. This compensation disparity leads to dissatisfaction
because eventually the hard worker will notice that he or she is not being compensated fairly for
the amount of work they are doing, and will begin searching for another company that will
appreciate his or her labor. Employers should prepare for the interview by doing a job assessment
to see what skills are necessary for the position, then testing applicants to see if they have the
ability to be trained to the position and have the skills and knowledge that correspond with the
job description. It is critical that during this phase, the employer give an accurate description of
the job to candidates so they can prepare for the challenges ahead.
46
SOURCE -6
Article: A Study on Job Satisfaction of Paper Mill Employees with Special
Reference to Udumalpet and Palani Taluk
By Dr. Anitha, (2011)
Staff well-being and their level of satisfaction and engagement have been found to directly
impact on organizational performance and ultimately organizational success. It is an obvious
statement but high employee satisfaction levels can reduce employee turnover. Dissatisfied
employees tend to perform below their capabilities, result in high turnover of staff and leave their
jobs relatively quickly, and are not very likely to recommend your company as an employer.
Satisfied employees tend to contribute more in terms of Organizational productivity and
maintaining a commitment to customer satisfaction. Staff satisfaction surveys give employees a
voice and also allows the pinpointing of problematic areas, leading to the raising of staff
satisfaction levels, developing and reviewing of staff management, and optimizing corporate
communications. This is a Research work done in the similar field with special reference to
KRIBHCO, Surat. Many researchers have done such surveys with different organizations before
also. Dr. R. Anitha (2011) studied the Job Satisfaction of Paper Mill Employees with Special
Reference to Udumalpet and Palani Taluk. Satisfaction level of the employees was measured on
the basis of employees working conditions, rewards, welfare measures & job security. The 100
employees were selected after considering time and cost. The method of simple random
sampling was undertaken for the research purpose. The Convenience method of sampling is used
to collect the data from the respondents. The collected data had been analyzed by using
Percentage analysis& Chi square test. Halil Zaim, Selim Zaim, measured Employee Satisfaction
in Small and Medium Sized Enterprises, by using factors such as pay and benefits, peers,
management, working environment and superiors. The survey instrument was composed of
questions relating to employee satisfaction and loyalty. A multi-item scale was developed to
operationalise the employee satisfaction construct in a manufacturing context. In the second part
of the survey instrument, a single question regarding employees overall evaluation of
organization loyalty was asked. Each item related to employee satisfaction context and employee
loyalty was rated on a five-point scale, ranging from very low to very high. The sample of
47
the study was selected randomly from the database of Turkish Small Business Administration
(KOSGEB). The study focused on the textile industry including textile mill products and apparel.
The findings showed that there is a positive linear relationship between all these five factors of
employee satisfaction and employee loyalty. However, among these factors, pay and benefits was
found to be the most important criterion followed by management and working environment.
SOURCE -7
Article: Job Satisfaction
By Brikend, (2011)
Brikend Aziri, (2011) studied Job Satisfaction and found that Job satisfaction is under the
influence of a series of factors such as: The nature of work, Salary, Advancement opportunities,
Management, Work groups and Work conditions. It is one of the major challenges for todays
organization. Job satisfaction represents a combination of positive or negative feelings that
workers have towards their work. Meanwhile, when a worker employed in a business
organization, brings with it the needs, desires and experiences which determinates expectations
that he has dismissed. Job satisfaction represents the extent to which expectations are and match
the real awards. Job satisfaction is closely linked to that individual's behavior in the work place .
Job satisfaction is a workers sense of achievement and success on the job. It is generally
perceived to be directly linked to productivity as well as to personal well-being. Job satisfaction
implies doing a job one enjoys, doing it well and being rewarded for ones efforts. Job
satisfaction further implies enthusiasm and happiness with ones work. Job satisfaction is the
key ingredient that leads to recognition, income, promotion, and the achievement of other goals
that lead to a feeling of fulfillment
48
Research Methodology
Another important part related to any research proposal is to decide about the research design,
methods of data collection, sample size etc. These decisions are very difficult to make. Here
research methodology means steps or process followed for the purpose of finding out the best
solution related to the specific research problem. Various steps that are generally followed in
order to conduct any research work are as followsa. First step is to decide about the research problem. In order to identify a research problem,
various articles and journals will be studied by the researcher
b. After studying various articles and journals in specific area, it is possible to reach to
research gap
c. After finding out the research gap, next step is to decide about the objectives related to
the study
d. Then decide about the research design, methods of data collection, sample size etc
e. After this, data is collected either from primary or secondary sources depending upon the
time availability
f. Then data collected is analyzed in order to reach to final conclusion.
Research Design
This is a general tendency that, a research is conducted to achieve some objectives or purpose.
There are no of research questions in the study and study is conducted in order to explore
answers of all these questions. According to purpose, there are no of research designs that can be
used in the studya. Exploratory Research
In this type of research design, research is conducted in order to explore the research problem. In
this researcher is having broad idea in his mind and by performing literature review, it is possible
to identify a research problem.
49
b. Descriptive Research
In descriptive research, problem is already known to researcher. Here research is carried out to
find out solutions for solving the research problems.
In the present study, descriptive research design is considered to be an appropriate research
design as the problem is known to researcher and she is carried out the research to find out
solutions to this research problem As the research problem of the present study is known to
researcher, so descriptive research design is used in present study in order to achieve the
objectives in an effective way
The Research Design Include Sample design: Before the process of data collection began I started a detailed yet specific
description about the target group which was the employees of the various reputed
organizations.
Clear instructions on the preview of the mindset of the people to be
monitored were drafted to precisely capture the behavior and attitude of the employees of
such organizations towards the satisfaction of their job respectively and finalized a figure of
100 as the sample size.

Questionnaire: A question bank was prepared which later got short listed to form the final
draft. Due care was taken to ensure that the questionnaire so prepared was limited to 2 pages
for the convenience of the target respondents. The language used was simple & easily
comprehendible by common man. All the questions were close ended to get clear &
consistent results. The questionnaire began with simple questions about the various factors
that influence the contentment and satisfaction of the employees including both those affect
favorably and those who dont.

Personal interviewing: The research was designed in such a way that it gave clarity to
people answering the questions and granted me as a researcher the liberty to analyze &
document the observations according to the behavior of the respondents.

Internet studies: It comes under the data collection from the secondary sources. Before the
process of data collection is started the research teams searches for the facts through
internet.
50
Justification of the Study
The study is significant as it helps to find out the needs of the employees in the organization and
the things which satisfy the employees. HR management plays very vital role in todays business
firms.
It is very challenging part of Business Management. Proper programs and skill analysis of
workers is very compulsory for every organization in todays Competitive Business
Environment. In modern era, it is necessary to have multi skilled employees so that productivity
can be increased as well as it is also the organizations duty to satisfy the employees in all
manners. The study helps to develop the needs and requirement which are helpful for employees
to perform various jobs in good manner in the organization. The study explains the various
welfare facilities provided to employees.
On the basis of existing skills possessed by the employees, welfare needs are identified. This
study helps to implement the welfare programs according to the needs of the employees. So the
study becomes relevant to understand the employee welfare.
Sampling process and methods

Sampling process means the process followed by researcher to select samples from the universe.
While selecting the sample, one important thing needs to be considered is sample chosen should
represent the entire population. After deciding about the steps followed in choosing the sample,
next important thing that will need to decide in the proposed study is to select the appropriate
sampling methods. There are two important sampling methods- probability and non probability
sampling methods
Probability sampling means when there is no biasness in choosing the sample. It means every
respondent gets equal opportunity for their selection. On the other hand, non probability
51
sampling includes all those methods in which sample are chosen by researcher by using their
own experience.
In the present study, simple random sampling is used for the purpose of choosing the
appropriate samples and then information is collected from these samples in order to reach to
final conclusion. Simple random sampling means when any unit is selected from the population
randomly without any biasness. Sample of 100 employees are taken in order to know about their
opinion.
IDBI Bank -50 Employees
ICICI Bank -50 Employees
As there is no biasness in choosing the sample, chances of getting reliable & accurate
information is more. If information collected is reliable, then results of the study are also reliable
and it is also possible to achieve the objectives of the study in better way.
Data Collection
The two main methods of collecting data are
1. Primary data
2. Secondary data
Primary Data: The primary data are those, which are collected for first time hence, which are
fresh and thus, happen to be original in character. Such data are published by authority who
themselves are responsible for their collection.
Hence the Primary data utilized was as follows.
Questionnaires.
Personal observations.
Secondary Data: The secondary data are those records which have already been collected by
organisation and which have already been processed. Secondary data are information which has
previously been collected by respective section/unit/departments of an organisation to satisfy its
own need but it is being used by the management under references for an entirely optimistic
reasons. The data was collected through survey and books, reports, newspapers and internet etc.,
and the survey was conducted among the employees. The data collected by the researcher are
tabulated and analyzed in such a way to make interpretations.
52
Tools Used For the Analysis

1. Graphical tools: Graph, Tables.
Objective of the Study

Objectives of the present study area) To ascertain the satisfaction level of employees at IDBI Bank & ICICI Bank
b) To analyze the benefits given by IDBI Bank & ICICI Bank to the employees
c) To know the opinion of employees about the working environment at IDBI Bank & ICICI
Bank
d) To offer suggestions to improve the satisfaction level of employees at IDBI Bank & ICICI
Bank
53
Analysis and Interpretations

Demographical Analysis
Table 4.1
Gender
Male
Female
N(100)
58
42
%
58
42
Gender(%)
70
60
58
50
42
40
30
20
10
0
Male
Female
Figure 4.1
Interpretation
From 100 employees, 58% of them are male and 42% of employees are females.
54
Age
Table 4.2
Age
Male
Female
20-35
35-40
More than 40
%
19
26
13
%
21
19
2
Age
Male %
Female %
26
19
21
19
13
2
20-35
35-40
Figure 4.2
55
More than 40
Opinion of Employees of IDBI Bank & ICICI Bank

Question 1-What is your tenure in the organization?
Table 4.1
Tenure of
respondents
Less than 3 years
3-5 years
5-7 years
More than 7 years
IDBI Bank
N(50)
12
19
10
9
IDBI Bank
Percentage
24
38
20
18
ICICI Bank
N(50)
16
21
10
3
ICICI Bank
Percentage
32
42
20
6
Tenure of respondents
IDBI Bank(%)
42
38
ICICI Bank(%)
32
24
20
20
18
6
Less than 3 years
3-5 years
5-7 years
More than 7 years
Figure 4.1
Interpretation
From the above analysis it is clear that 24% of the employees working at IDBI Bank from less
than 3yrs, 38% of them are from 3-5yrs, 20% of them are 5-7yrs, and 18% of them are more than
56
7yrs. 32% of the employees working at ICICI Bank worked there from less than 3yrs, 42% of
worked there from 3-5yrs, 20% of them are from 5-7yrs, and 6% of them are more than 7yrs.
Question 2-What is your opinion about working environment?

Table: 4.2
Opinion about Work
environment
IDBI Bank
N(50)
Percentage
17
18
12
3
0
34
36
24
6
0
Highly satisfied
Satisfactory
Neutral
Not satisfactory
Highly dissatisfied
ICICI
Bank
N(50)
18
20
9
3
0
Percentage
36
40
18
6
0
Opinion about Work environment

45
40
35
30
25
20
15
10
5
0
34
36
36
40
24
18
6
6
0
IDBI Bank(%)
ICICI Bank(%)
Figure 4.4
Interpretation- From the above analysis it is clear that 34% of the employees of IDBI Bank
have highly satisfied opinion regarding working environment, 36% of the employees are
57
satisfactory, 24% of them are neutral, 6% of them are not satisfactory and none of the employees
are highly dissatisfied. 36% of the employees of ICICI Bank have highly satisfied opinion
regarding working environment, 40% of the employees are satisfactory, 18% of them are neutral,
6% of them are not satisfactory and none of the employees are highly dissatisfied
Question 3-Do you agree that the resources provided to you are sufficient to
perform the job or not?
Table: 4.3
Availability of required resources to
perform the job
IDBI Bank
N(50)
Perce
ntage
Strongly agree
Agree
Neutral
Do not agree
Strongly disagree
15
31
3
1
0
30
62
6
2
0
ICICI
Bank
N(50)
13
30
4
3
0
Percen
tage
26
60
8
6
0`
Availablity of Resources
70
60
50
40
30
20
10
0
62
30
60
26
6
6
0
IDBI Bank(%)
ICICI Bank(%)
Figure 4.3
Interpretation- From the above analysis it is clear that 30% of the employees worked at IDBI
Bank are strongly agreed about the availability of required resources to perform job, 62% of
them agree on this, 6% of them feel neutral, 2% of them do not agree with this, and none of them
strongly disagree.
58
26% of the employees worked at ICICI Bank are strongly agreed about the availability of
required resources to perform job, 60% of them agree on this, 8% of them feel neutral, 6% of
them do not agree with this, and none of them strongly disagree.
Question 4-Do you agree that you are having good relationship with your peer
members?
Table: 4.4
Opinion about Relationship with
Colleagues
IDBI Bank
N(50)
Perce
ntage
Strongly agree
Agree
Neutral
Do not agree
Strongly disagree
10
21
15
4
0
20
42
30
8
0
ICICI
Bank
N(50)
23
17
6
4
0
Percen
tage
46
34
12
8
0`
Relationship with colleagues

50
40
30
20
10
0
46
42
34
30
20
12
8
0
IDBI Bank(%)
ICICI Bank(%)
Figure 4.4
Interpretation- From the above analysis it is clear that 20% of the employees worked at IDBI
Bank strongly agreed that they have very good relationship with colleagues, 42% of them agree,
30% of them feel neutral, 8% of disagreed, and none of them strongly disagreed with this.
59
46% of the employees worked at ICICI Bank strongly agreed that they have very good
relationship with colleagues, 34% of them agree, 12% of them feel neutral, 8% of disagreed, and
none of them strongly disagreed with this.
Question 5-Do you agree that you are having healthy and hygienic working
environment at workplace?
Table: 4.5
Healthy & hygienic work
environment
Yes
No
IDBI
Bank
N(50)
50
0
Percentag
e
ICICI
Bank
N(50)
49
1
100
0
Percentag
e
98
2
Healthy and hygienic working environment

120
100
100
98
80
60
40
20
0
2
IDBI Bank(%)0
ICICI Bank(%)
Yes
No
Figure 4.5
Interpretation
From the above analysis it is clear that 100% of the employees at IDBI Bank feel they have
healthy and hygienic work environment and none of them feel no.
60
On the other hand, 98% of employees at ICICI Bank feel they have healthy and hygienic work
environment and only 2% of them considered it as unhealthy and unhygienic.
Question 6-Do you agree that you are being equally treated at workplace or
not?
Table: 4.6
Employees in company are treated equally &
with respect
IDBI
Bank
N(50)
13
30
5
2
0
Strongly agree
Agree
Neutral
Do not agree
Strongly disagree
Perce
ntage
26
60
10
4
0
ICICI
Bank
N(50)
16
25
6
3
0
Employees in company are treated equally & with respect

70
60
50
40 26 32
30
20
10
0
60
50
10 12
6
0
IDBI Bank(%) ICICI Bank(%)
Figure 4.6
Interpretation
61
Perce
ntage
32
50
12
6
0
From the above analysis it is clear that 26% of the employees at IDBI Bank feel strongly agreed
regarding treating all with equality and respect, 60% of them agreed on this, 10% of them feel
neutral, 4% of them donot agree for this, and none of them feel strongly disagreed with this.
32% of the employees at ICICI Bank feel strongly agreed regarding treating all with equality and
respect, 50% of them agreed on this, 12% of them feel neutral, 6% of them donot agree for this,
and none of them feel stronglydisagree.
Question 7-Do you satisfy with the benefits provided by the organization?
Table: 4.7
Satisfaction level of benefits given by the
IDBI
Bank
N(50)
13
19
16
2
0
firm
Highly satisfied
Satisfied
Neutral
Not satisfied
Highly unsatisfied
Percentage
ICICI
Bank
N(50)
11
20
15
4
0
26
38
32
4
0
Satisfaction level of benefits given by the firm

45
40
35
30
25
20
15
10
5
0
38
40
32
26
30
22
IDBI Bank(%)
62
ICICI Bank(%)
Percenta
ge
22
40
30
8
0
Figure 4.7
Interpretation- From the above analysis, it is clear that 38% of them are satisfied, 32% of them
feel neutral, 4% of them feel are not satisfied and none of them feel unsatisfied. It is clear that
22% of the employees at ICICI Bank are highly satisfied with the benefits given to them by the
firm.
Question 8-Do you satisfied with the policies and practices of company?
Table: 4.8
Opinion regarding companys policy and
IDBI Bank
N(50)
practices
Very good
Good
Neutral
Poor
Very poor
Perc
enta
ge
48
46
06
0
0
24
23
3
0
0
ICICI
Bank
N(50)
Percenta
ge
21
19
10
0
0
42
38
20
0
0
Opinion regarding companys policy and practices

60
50
48
42
40
46
38
30
20
20
6
10
0
Very good
Good
Neutral
IDBI Bank(%)
0Poor0
Very
0 poor
0
ICICI Bank(%)
Figure 4.8
Interpretation- From the above analysis, it is clear that 48% of the employees at IDBI Bank feel
excellent regarding company policies and practices, 46% of them feel good, 6% of them feel
neutral; none of the employee feels poor and very poor. 42% of the employees at ICICI Bank feel
63
excellent regarding company policies and practices, 38% of them feel good, 20% of them feel
neutral; none of the employee feels poor and very poor
Question 9-Do you agree that you are having opportunities related to learning
and growth at workplace?
Table: 4.9
Opportunities to learn and grow
IDBI Bank
N(50)
Percentage
Strongly agree
Agree
Neutral
Do not agree
Strongly disagree
5
16
20
5
3
10
32
40
10
06
ICICI
Bank
N(50)
7
14
22
3
4
Percentage
14
28
44
6
8

50
40
30
20
10
0
32
10
40
44
28
14
10
IDBI Bank(%)
ICICI Bank(%)
Figure 4.9
Interpretation- From the above analysis it is clear that 10% of employees at IDBI Bank strongly
agreed that they are getting opportunity to learn and grow, 32% of them agreed with this, 40% of
them are having neutral opinion, 10% of them do not agree, and 6% of them strongly disagreed
64
with the statement. Now comes to analysis of opinion of employees in context of ICICI Bank,
14% of employees strongly agreed that they are getting opportunity to learn and grow.
Question 10-Do you agree that you are having sufficient responsibilities to
perform the job?
Table 4.10
Sufficient responsibility provided in the
IDBI Bank
N(50)
job
Strongly agree
Agree
Neutral
Do not agree
Strongly disagree
Perc
enta
ge
40
38
20
02
0
20
19
10
1
0
ICICI
Bank
N(50)
Percent
age
9
28
11
2
0
18
56
22
4
0
Sufficient responsibility provided in the job

60
50
40
30
20
10
0
56
40
38
18
20
22
2
4
0
IDBI Bank(%)
ICICI Bank(%)
Figure 4.10
Interpretation From the above analysis it is clear that 40% of employees at IDBI Bank are
strongly agreed with the statement that they are provided sufficient responsibility at workplace,
38% of them agreed with this, 20% of them are neutral, 2% of them do not agree on this
statement. 18% of employees at ICICI Bank are strongly agreed with the statement that they are
65
provided sufficient responsibility at workplace, 56% of them agreed with this, 22% of them are
neutral, 4% of them do not agree on this statement
Question 11-What is your frequency of involving in the decision making

process?
Table: 4.11
Involvement in decision
making
Every time
Most of the times
Often
Rarely
Never
IDBI Bank
N(50)
Percenta
4
13
9
16
8
08
26
18
32
16
ge
ICICI
Bank
N(50)
6
11
6
18
9
Percen
tage
12
22
12
36
18
Involvement in decision making

40
35
30
25
20
15
10
5
0
26
8
12
32
22
18
IDBI Bank(%)
12
36
16
18
ICICI Bank(%)
Figure 4.11
Interpretation From the above analysis it is clear that 32% of employee at IDBI Bank rarely
involve in decision making, 26% say they involve most of the time.36% of employee at ICICI
Bank rarely involve in decision making, 22% say they involve most of the time, 12% say often
they involve, 18% of them say they never involve and only 12% says they involve every time in
taking decision.
66
Question 12-Have you faced situation of stress at workplace and how many
times?
Table: 4.12
Stress at work
IDBI Bank
N(50)
2
8
22
18
Everyday
2-3 days a week
Once in a week
No stress at work
Percentage
04
16
44
36
ICICI Bank
N(50)
6
11
24
9
Percentage
12
22
48
18
Stress at work
60
50
40
30
20
10
0
44
12
16
48
22
36
18
IDBI Bank(%)
ICICI Bank(%)
Figure 4.12
Interpretation- From the above analysis, it is clear that 44% of employees at IDBI Bank feel
stressed once in a week, 36% of them feel no stress at work, 16% of them feel they may get
stressed 2 to 3 days in a week and only 4% of the feel they undergo stress every day. 48% of
employees at ICICI Bank feel stressed once in a week, 18% of them feel no stress at work, 22%
of them feel they may get stressed 2 to 3 days in a week and only 12% of the feel they undergo
stress every day.
67
Question 13- Do you agree that you are getting achievable targets at
workplace?
Table: 4.13
Achievable targets assigned
IDBI Bank
N(50)
Strongly agree
Agree
Neutral
Do not agree
Strongly disagree
Percentag
e
42
38
18
02
0
21
19
9
1
0
ICICI Bank
N(50)
Percentage
17
23
4
6
0
34
46
8
12
0

50
40
30
20
10
0
42
34
38
46
18
8
12
2
0
IDBI Bank(%)
ICICI Bank(%)
Figure 4.13
Interpretation
From the above analysis it is clear that that 42% of employees at IDBI Bank strongly agreed that
they are assigning achievable targets, 38% of them agreed with it, 18% feel neutral opinion and
only 2% do not agree with it. 34% of employees at ICICI Bank strongly agreed that they are
assigning achievable targets, 46% of them agreed with it, 8% feel neutral opinion and only 12%
do not agree with it.
68
Question 14- Do you agree that organization is having grievance redressal

policy?
Table: 4.14
Opportunity to air grievances
without fear of retaliation
Strongly agree
Agree
Neutral
Do not agree
Strongly disagree
IDBI Bank
N(50)
Percentage
ICICI Bank
N(50)
Percentage
16
14
11
9
0
32
28
22
18
0
19
10
15
6
0
38
20
30
12
0
Opportunity to air grievances without fear of retaliation

40 32
35
30
25
20
15
10
5
0
38
30
28
20
22
18
12
IDBI Bank(%) ICICI Bank(%)
Figure 4.14
Interpretation: From the above analysis it is clear that 32% of employees at IDBI Bank strongly
agreed with opportunity to air grievances without fear of retaliation, 28% agreed on this, 22%
feel neutral, 18% do not agree with it. 38% of employees at ICICI Bank strongly agreed with
opportunity to air grievances without fear of retaliation, 20% agreed on this, 30% feel neutral,
12% do not agree with it.
Question 15-Do you satisfied with the rewards and recognition programme?
69
Table: 4.15
Rewards and recognition
programme
IDBI Bank
N(50)
Perce
5
19
25
1
0
10
38
50
02
0
Highly satisfied
Satisfied
Neutral
Not satisfied
Highly unsatisfied
ntage
ICICI Bank
N(50)
11
21
15
3
0
Per
cen
tag
e
22
42
30
9
0
Rewards and recognition programme

60
50
40
30
20
10
0
38
42
50
30
22
10
9
0
IDBI Bank(%)
ICICI Bank(%)
Figure 4.15
Interpretation: From the above analysis it is clear that 10% of employees at IDBI Bank are
highly satisfied with reward and recognition programme run by company, 38% are satisfied with
it, 50% employees carried neutral opinion, only 2% are not satisfied.
22% of employees at ICICI Bank are highly satisfied with reward and recognition programme
run by company, 42% are satisfied with it, 30% employees carried neutral opinion, only 9% are
not satisfied.
Question 16-Do you satisfied with your existing pay scales?

Table: 4.16
70
Satisfaction level of Pay scale
Highly satisfied
Satisfied
Neutral
Not satisfied
Highly unsatisfied
IDBI Bank
N(50)
Percen
0
17
26
7
0
0
34
52
14
0
tage
ICICI Bank
N(50)
2
16
24
8
0
Perc
entag
e
4
32
48
16
0

60
50
40
30
20
10
0
52
34
48
32
14
4
0
16
0
IDBI Bank(%)
ICICI Bank(%)
Figure 4.16
Interpretation: From the above analysis it is clear that 52% of the employees at IDBI Bank are
neutral in satisfactory level of pay scale, 34% are satisfied, 14% are not satisfied with their
existing pay scale. 48% of the employees at ICICI Bank are neutral in satisfactory level of pay
scale, 32% are satisfied, 16% are not satisfied with their existing pay scale and 4% are highly
satisfied with it.
Question 17-Do you satisfied with your job?

Table: 4.17
71
Job satisfaction
IDBI Bank
N(50)
Highly satisfied
Satisfied
Neutral
Not satisfied
Highly unsatisfied
11
16
18
5
0
Percentag
e
22
32
36
10
0
ICICI Bank
N(50)
Percentag
e
15
20
8
7
0
30
40
16
14
0
Job satisfaction
45
40
35
30
25
20
15
10
5
0
22
30
32
40
36
16
10
14
IDBI Bank(%)
ICICI Bank(%)
Figure 4.17
Interpretation: From the above analysis it is clear that 22% of the employees at IDBI Bank are
highly satisfied with their job satisfaction, 32% of them are satisfied, 36% of them are neutral,
10% of them are not satisfied and none of them are highly unsatisfied. 30% of the employees at
ICICI Bank are highly satisfied with their job satisfaction, 40% of them are satisfied, 16% of
them are neutral, 14% of them are not satisfied and none of them are highly unsatisfied
Findings & Conclusions

Findings
72
38% of employees working at Standard Charted Bank from 3-5yrs, 42% of the employees
working at ICICI Bank worked there from 3-5 years

42% of the employees worked at IDBI Bank agreed that they have very good relationship
with colleagues and on the other hand, 46% of the employees worked at ICICI Bank
strongly agreed that they have very good relationship with colleagues.
The company has taken utmost importance in providing a healthy and hygienic work
environment to all the employees both in case of IDBI Bank & ICICI Bank
60% of employees at IDBI Bank feel strongly agreed regarding treating all with equality
and respect and 50% of the employees at ICICI Bank feel strongly agreed regarding
treating all with equality and respect.

32% of the employees expressed neutral opinion relating to the Satisfaction level of
benefits given by IDBI Bank and 40% employees at ICICI Bank are satisfied with the
benefits given to them.

The Companys policies and practices seem to be employee friendly as none of the
employees said it is poor in context of both IDBI Bank & ICICI Bank. Almost everyone
expressed that it is either excellent or good.

Most of the employees i.e. 32% of employee at IDBI Bank rarely involve in decision
making and also in context of ICICI Bank, majority i.e. 36% of employee rarely involved
in decision making process.
Suggestions
The following suggestions or rather recommendations can be cited as a conclusion to the project
report entitled A study on Employee Job Satisfaction
73
1. Job autonomy
A sense of freedom will have to be given in an employees regular course of his/her job so as to
ensure his participation in decision making and management which would further boost his
morale and generate job satisfaction.
2. Challenging jobs
The content of an individuals job is to be made challenging; if this is not the case, then jobs
would rather seem repetitive and boring to be performed in the same wavelength all the time.
3. Job rotation
The Company can also think of changing the profile of the worker for some days by using a job
rotation strategy, whereby he would be given an opportunity to experience different kinds of jobs
apart from his usual ones.
4. Promotional opportunities
The careers of the employees in the organizations should be modified so as to include a fast pace
in their career slope and include more rewarding jobs.
5. Training
Amount of discomfort experienced by an individual in his work can be combated by making use
of appropriate training methodologies. if this is not the case, then employees may feel isolated
from their work and job dissatisfaction may be the result.
Limitation of the Study

Every survey has some sort of limitations and this survey also has some limitations:
Time Constraint
74
The major limitation of the study was time constraint as only few days were available for the
study.
Lack of information
Limited information was made available from the organization.
Small Sample Size:
Sample size was very small and sample of 100 employees taken only.
Lack of knowledge:
Proper information and knowledge are basis of any research but there was lack of information
and knowledge. Employees were not ready to provide the information.
Conclusion
From the above study on Employee Job Satisfaction at IDBI Bank & ICICI Bank, the
following conclusions have been drawn out:
75
1. In most of the cases, the organizational factors have had little impact on the overall job
satisfaction (that is to say that the organizational factors have caused little dissatisfaction
in the individuals)
2. Most of the respondents are satisfied with the work environment at IDBI & ICICI Bank.
Almost all the employees of both banks have an opinion or agreed that they have
sufficient resources to perform the job assigned to them.
3. The company has taken utmost importance in providing a healthy and hygienic work
environment to all the employees both in case of IDBI & ICICI Bank.
4. The Companys policies and practices seem to be employee friendly as none of the
employees said it is poor in context of both IDBI & ICICI Bank.
5. Job satisfaction of respondents is high in terms of pay, cohesion in work groups,
coordination among other departments and the like.
6. None of the employees are highly satisfied or highly unsatisfied with the pay scale
offered by the company. This indicates that all the employees are paid on par with the
standards. However, more than half of the respondents are neutral in their opinion.
Job satisfaction is also high as far as the interpersonal relationships in the organization
are concerned.
7. Personal factors have a more dent on the overall job satisfaction of the respondents.
8. Both banks need to incorporate and implement certain important probabilities in the areas
of feedback, establishing sound human resource policies etc.
Bibliography
A.H. Maslow (2010) Motivation and Personality. New York: Harper & Row.
AL-Hussami M (2010). A Study of nurses' job satisfaction: The relationship to

organizational commitment, perceived organizational support, transactional leadership,
transformational leadership, and level of education. Eur. J. Sci. Res., 22(2): 286-295.
76
Arnolds, C.A., & Boshoff, C. (2010). The challenge of motivating top management: A
need satisfaction perspective [Electronic version]. Journal of Industrial Psychology,
27(1), 39-42.
Aziri Brikend (2011), Job Satisfaction, Management Research and Practice vol. 3 issue
4, pp: 77-86
Chiu KR, Luk VW, Tang TL (2009). Retaining and motivating employees, Compensation
preferences in Hong Kong and China. Personnel Rev., 31(4): 402-431.
Chakrabarty S, Oubre DT, Brown G (2010). The impact of supervisory adaptive selling
and supervisory feedback on salesperson performance. Ind. Mark. Manage., 37: 447-454.
C.R.Reilly (2011) Organizational Behavior. Annual Review of Psychology, pp. 427- 458
Dr. Anitha R., Sep (2011), A Study on Job Satisfaction of Paper Mill Employees with
Special Reference to Udumalpet and Palani Taluk, Journal of Management and Science,
Vol. 1, No.1, pp. 36-47.
E. A Locke (2010)The Nature and Causes of Job Satisfaction. M.D Dunnette (Ed.),
Handbook of Industrial and Organizational Psychology, Chicago, Rand McNally.
pp.1297-1349
Ellickson. M.C., & Logsdon, K. (2009). Determinants of job satisfaction of municipal

government employees [Electronic version]. Public Personnel Management, 31(3), 343358.
F. Friedlander, and N. Margulies (2009) Multiple Impacts of Organization Climate and

Individual Values System upon Job Satisfaction,Personnel Psychology. 22, pp. 177-183.
F. Herzberg (2010) Work and the Nature of Man. Staple Press. London.
Greenberg, J., & Baron, R. A. (2011). Behavior in organizations (4th ed.). Needham
Heights, MA: Allyn and Bacon.
Greenberg, J., & Baron, R. A. (2010). Behavior in organizations (5th ed.). Needham
Heights, MA: Allyn and Bacon.
Griffin MA, Patterson MG, West MA (2011). Job satisfaction and team work: the role of
supervisor support. J. Organ. Behav., 22: 537-550.
77
Herzberg F, Mausner B, Snyderman BB (2009). The motivation to work. New York

Wiley. pp. 157.
J.D. Politis (2012) The relationship of various Leadership Styles to Knowledge

Management. Leadership and Organization Development Journal, 22(8), p.354-64.
Lane KA, Esser J, Holte B, McCusker MA (2010). A study of nurse faculty job
satisfaction in community colleges in Florida. Teach. Learn. Nurs., 5: 16-26.
Meena M. L. and Dangayach G.S.,(2012), Analysis of Employee Satisfaction in

Banking Sector, International Journal of Humanities and Applied Sciences (IJHAS) Vol.
1, No. 2, ISSN 2277 4386
Mulinge M, Muller CW (2009). Employee Job Satisfaction in Developing Countries: The

Case of Kenya. World Dev., 26(12): 2181-2199
Scanduraa TA, Williams EA (2010). Mentoring and transformational leadership: The role
of supervisory career mentoring. J. Vocat. Behav., 65: 448-468.
Spector, P. E. (2011). Industrial & organizational psychology (2nd ed.). New York: John
Wiley & Sons.
Wadhwa Singh Daljeet, Verghese Manoj & Wadhwa Singh Dalvinder, September (2011),
A Study on Factors Influencing Employee Job Satisfaction-A Study in Cement Industry
of Chhattisgarh, International Journal of Management & Business studies (IJMBS) Vol.
1, Issue 3
Annexure
On
Job Satisfaction
78
Gender
a. Male
b. Female
Age
a) 20-35
b) 35-40
c) More than 40
Question 1-What is your tenure in the organization?
Tenure of respondents
Please Tick here
Less than 3 years

3-5 years
5-7 years
More than 7 years
Question 2-What is your opinion about working environment?
Opinion about Work
Please Tick here
environment
Highly satisfied
Satisfactory
Neutral
Not satisfactory
Highly dissatisfied
Question 3-Do you agree that the resources provided to you are sufficient to perform the
job or not ?
Availability of required resources to perform the

job
Strongly agree
79
Agree
Neutral
Do not agree
Strongly disagree
Pleas
e
Tick
here
Question 4-Do you agree that you are having good relationship with your peer members ?
Opinion about Relationship with
Colleagues
Please Tick here
Strongly agree
Agree
Neutral
Do not agree
Strongly disagree
Question 5-Do you agree that you are having healthy and hygienic working environment at
workplace?
Healthy & hygienic work environment
Please
Tick
here
Yes
No
Question 6-Do you agree that you are being equally treated at workplace or not ?
Employees in company are treated equally & with
respect
Strongly agree
Agree
80
Neutral
Do not agree
Strongly disagree
Pleas
e
Tick
Here
Question 7-Do you satisfying with the benefits provided by the organization ?
Satisfaction level of benefits given by the firm
Pleas
e
Tick
here
Highly satisfied
Satisfied
Neutral
Not satisfied
Highly unsatisfied
Question 8-Do you satisfied with the policies and practices of company?
Opinion regarding companys policy and practices
Question
agree that
having
Pleas
e
Tick
here
Very good
Good
Neutral
Poor
Very poor
opportunities related to learning and growth at workplace?
Strongly agree
Agree81
Neutral
Do not agree
Strongly disagree
Pleas
e
Tick
here
9-Do you
you are
Question 10-Do you agree that you are having sufficient responsibilities required to
perform the job?
Sufficient responsibility provided in the job
Pleas
e
Tick
here
Strongly agree
Agree
Neutral
Do not agree
Strongly disagree
Question 11-What is your frequency of involving in the decision making process?

Involvement in decision making
Question
you faced
of stress
Pleas
e
Tick
here
Every time
Most of the times
Often
Rarely
Never
workplace and how many times?

Stress at Work
Every time
Most of the times
Often
Rarely
Never
82
Pleas
e
Tick
here
12-Have
situation
at
Question 13- Do you agree that you are getting achievable targets at workplace?
Please Tick
here
Strongly agree
Agree
Neutral
Do not agree
Strongly disagree
Question 14- Do you agree that organization is having grievance redressal policy?
Opportunity to air grievances without fear of retaliation
Pleas
e
Tick
Here
Strongly agree
Agree
Neutral
Do not agree
Strongly disagree
Question 15-Do you satisfied with the rewards and recognition programme?
Rewards and recognition programme
Highly satisfied
Satisfied
Neutral
Not satisfied
Highly unsatisfied
83
Pleas
e
Tick
here
Question 16-Do you satisfied with your existing pay scales?

Pleas
e
Tick
here
Highly satisfied
Satisfied
Neutral
Not satisfied
Highly unsatisfied
Question 17-Do you satisfied with your job?

Job satisfaction
Highly satisfied
Satisfied
Neutral
Not satisfied
Highly unsatisfied
84
Pleas
e
Tick
here

Project On Job Satisfcation

Uploaded by

Copyright:

Available Formats

You might also like

Project On Job Satisfcation

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Project On Job Satisfcation

Uploaded by

Copyright:

Available Formats

A comparative study of job satisfaction at IDBI bank and ICICI bank

A comparative study of job satisfaction at IDBI bank and ICICI bank

Deficiencies of Indian Banking System before Nationalization

A comparative study of job satisfaction at IDBI bank and ICICI bank

Initial Phase of Nationalization

A comparative study of job satisfaction at IDBI bank and ICICI bank

Assessment of Positive Results of the Steps taken By Government after

Shortcomings in the Functioning of Nationalized Banking Institutions

A comparative study of job satisfaction at IDBI bank and ICICI bank

Composition of Indian Banking System

Scheduled & Non Scheduled Banks

A comparative study of job satisfaction at IDBI bank and ICICI bank

A comparative study of job satisfaction at IDBI bank and ICICI bank

Composition of the Banking System as at the Beginning of New Millennium

Reserve Bank of India

State Bank of India and its 7 associate Banks

Nationalized Banks (20 in number)

Regional Rural Banks sponsored by Public sector Banks

Private Sector Banks

A comparative study of job satisfaction at IDBI bank and ICICI bank

Old Generation Private Banks

New Generation Private Banks

Foreign Banks in India

Scheduled Co-operative Banks

Non Scheduled Banks

Co-Operative Sector Banks

State Co-operative Banks

Central Co-operative Banks

Primary agriculture Credit Societies

Land Development Banks

Urban Co-operative Banks

State Land Development Banks

Industrial Finance Corporation of India (IFCI)

Industrial Development bank of India (IDBI)

\Industrial Credit & Investment corporation of India (ICICI)

Industrial Investment Bank of India (IIBI)

Small Industries Development Bank of India (SIDBI)

National Bank for Agriculture & Rural Development (NABARD)

A comparative study of job satisfaction at IDBI bank and ICICI bank

Export-Import Bank of India

IDBI Bank Ltd. A Profile

A comparative study of job satisfaction at IDBI bank and ICICI bank

A comparative study of job satisfaction at IDBI bank and ICICI bank

countrys growth process.

Management and Organization

R M Malla-Chairman and Managing director

IDBI- Its Products and Services

A comparative study of job satisfaction at IDBI bank and ICICI bank

Suvidha Tax Saving Fixed Deposit

Super Shakti Account for Women

Jubilee Plus Account

Loans Against Property

Loan Against Securities

Reverse Mortgage Loan

Stamp Duty payments

Card to Card Money Transfer Online Payments

Smart Financial Planning Mutual Fund