ACADEMIC TASK -III

(Questionnaire and Analysis)

A COMPARITIVE STUDY ON JOB SATISFACTION

OF EMPLOYEES IN PUBLIC SECTOR AND
PRIVATE SECTOR BANKS

STUDENT 1: IRSHAD AHMED MD: 12006428, B66

STUDENT 2: MINNU:12005776, B63
STUDENT 3: MUHAMMED RANEEB:12010672, B93
 TABLE OF CONTENT

SL NO CONTENT PAGE NUMBER

1 Identification of Variables 01

2 Questionnaire 02

3 Data analysis and Interpretation 07

4 Limitations of the study 15

5 Findings of the study 15

6 Recommendations 17

7 Conclusion 19
 TABLE OF FIGURES

SL NO FIGURE PAGE NUMBER

1 Satisfaction level of working hours 07

2 Satisfaction level with the top management 08

3 Option of career prospects 08

4 Satisfaction towards the training given 09

5 Satisfaction towards the Work life balance 09

6 Involvement in managerial decision 10

7 Medical facilities and insurance for the employees 11

8 Salary of the employees 11

9 Working hours of public and private sector banks 12

10 Physical working condition of the bank 12

11 Overall satisfaction level of the employees 13

12 Descriptive statistics of collected data 14

13 Independent sample T-test of the data 14

14 Independent sample effect sizes 15

15 Response towards Overall satisfaction in public and

private sector 17
 PEER RATING

NAME REGISTER ROLL RATING OUT OF

NUMBER NUMBER 10

MINNU 12005776 B63 10

IRSHAD AHMED 12006428 B66 10

MD

MUHAMMED 12010672 B93 7

RANEEB
 1. IDENTIFICATION OF VARIABLES

S. No. Identified Variables Source

1 Rewаrd, Mоtivаtiоn Аnd Jоb Khwaja,mazen,Anwar and Alamzed (2012)
Sаtisfасtiоn
2 Jоb Sаtisfасtiоn Аnd Оrgаnizаtiоnаl Ahmed, Minhooon and Falah-ud (2012)
Сlimаte
3 Jоb Sаtisfасtiоn Аnd Jоb Relаted Elizabeth аnd Zаkkаriyа(2015)
Stress
4 Mоtivаtiоn Fасtоrs Sadia аnd Uzmа (2010)
5 Humаn Resоurсe Serviсe Quаlity Asif, Kаshif, Ijаz, Nаdeem аnd Аsfаq
(2011)
6 Sаtisfасtiоn Level Salman аnd Irshаd (2010)
7 Рerfоrmаnсe Аррrаisаl Effeсt Shrivastava аnd Рurаng (2011)
8 Mоtivаtiоn, Rewаrds Аnd Jоb Usha аnd Shаkthi(2014)
Sаtisfасtiоn
9 Grаtifiсаtiоn Оf Needs Azash, Rаmesh аnd Sudheer(2011)
10 Jоb Sаtisfасtiоn Ranbir, Deeра аnd Nаvneet(2016)
11 Humаn Resоurсe Funсtiоning Suman, Seemа аnd Rасhnа(2012)
12 Mоtivаtiоnаl Factors Kamrul (2017)
13 Emоtiоnаl Exрerienсe Mallika аnd Rаmesh (2010)
14 Соngeniаl Humаn Resоurсe Сlimаte Adeep and Venkatesan (2016)
15 Mоtivаtiоn Fасtоrs Monica, Рriyа, Sоnаli аnd Netrа (2017)
16 Рerfоrmаnсe Аррrаisаl Effeсt Ankita (2018)
17 Wоrk Mоtivаtiоn Аnd Jоb Azash, Rаmesh,Thiruраlu аnd Bаnde
Sаtisfасtiоn (2012)
18 Mоrаle, Wоrk Сulture, The Сreаtive Shradha (2012)
Аnd Mоtivаtiоnаl Fасtоrs
19 Serviсe Quаlity Samuel аnd Vаnniаrаjаn (2015)
20 Jоb Invоlvement Akthar, Zаkri аnd Nаdir(2016)

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2. QUESTIONNAIRE

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 3. DATA ANALYSIS AND INTERPRETATION

➢ Job is not only “just obey the boss” but it also provides internal satisfaction.
➢ Satisfaction level of public bank employees is higher than that of private banks.
➢ Job is something for which employees bear to live and dare to die.
➢ Banks put efforts for satisfying their employees.
➢ Banks provide excellent conditions to satisfy their employees.
Study design: The study conducted would be mainly descriptive and analytical. It is mainly to
comparative analysis of job satisfaction among public and private bank employees.
Data sources
Primary data source: 1-5 Likert scale questionnaires
Secondary data source: books, internet
Sample size: 30 (15 employees at each sector bank under study)
Sample unit:1
Analysis pattern: Through bar diagrams and pie chart

1. Satisfaction with the working hours at bank

General Working Conditions
• Hours worked each week.
• Flexibility in scheduling
• Location of work
• Amount of paid vacation time/sick leave offered.

PRIVATE SECTOR BANK PUBLIC SECTOR BANK

20%
13%
20%
Maybe

No
No
Yes
Yes

67% 80%

Figure 1: Satisfaction level of public and private sector bank employees with the working
hours at the bank

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Satisfaction level of employees from general working conditions is almost equal but private sector
employees are dissatisfied due to less flexibility and location of work. About 67 % employees of
private sector are dissatisfied from general working conditions of their organization. Hence public
sector employees are more satisfied than private sector employees.

2. Satisfaction with The Top Management

• Relationships with your co-workers
• Relationship with your supervisor
• Relationships with your subordinates

PRIVATE SECTOR BANKS PUBLIC SECTOR BANKS

13%
20% 13%
Maybe
No
No
Yes
Yes

67% 87%

Figure 2: Satisfaction level of public and private sector bank employees with the top
management at the bank

67% employees of private sector and 13% employees of public sector are not satisfied with their
work relationships with top management. Satisfaction is due to good relationships with their
coworkers. It shows that public sector employees are more satisfied than private sector employees.

3. Is there a good career prospects in the bank

• Opportunity to utilize your skills and talents.
• Opportunity to learn new skills.
• Support for additional training and education

PRIVATE SECTOR BANKS PUBLIC SECTOR BANKS

20% 20%
Maybe
40% No
No
Yes
Yes 60%

60%

Figure 3: Option of career prospects at the bank

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Due to not having opportunity to learn new skills and not proper training here, 60% dissatisfaction
and 40% neutral among public sector employees. 60% among private sector are extremely
dissatisfied due to lack of proper training and not having opportunity to learn new skills timely.
Thus, public sector employees are more satisfied than private sector employees.

4. Satisfaction level with the way the bank provides training on new
technologies that helps in career.

PRIVATE SECTOR BANKS PUBLIC SECTOR BANKS Neither

Neither satisfied satisfied nor
nor dissatisfied dissatisfied
6% Somewhat
20% 20% 7% dissatisfied
Somewhat
dissatisfied
Somewhat
Somewhat 20% satisfied
satisfied
20% 60% Very
Very dissatisfied dissatisfied
33% 7%
7%
Very satisfied
Very satisfied

Figure 4: satisfaction level of employees towards the training on new technologies

provided by the bank

60% of employees of public sector bank and 20% of private sector banks are satisfied with the
training on new technologies at their banks and this shows that public sector bank employees are
more satisfied.

5. Does the bank is in support of work-life balance

PRIVATE SECTOR BANKS PUBLIC SECTOR BANKS

13% 13%
20%

Maybe No

No
Yes

Yes
87%
67%

Figure 5: Response of private sector and public sector bank employees towards the work
life balance support provided by bank

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67% of the employees of private sector banks are not having proper work life balance and 13%
are in neutral. But only 13% of public sector employees are dissatisfied with their work life balance
which clearly shows that public sector employees are more satisfied.

6. Count of Does top management involve employees in the managerial

decisions?

PRIVATE SECTOR BANKS PUBLIC SECTOR BANKS

Agree Agree
1, 7%
3, 20%
Disagree 20% Disagree
27%

Neutral Neutral
2, 13% 6, 40%
Strongly 7% Strongly agree
agree 33%
13%
3, 20% Strongly Strongly
disagree disagree

Figure 6: response of employees of public and private sector banks about their
involvement in managerial decisions

40% employees of private sector are dissatisfied from their direction and feedback system. Some
of them are disagreeing at direction system and other at feedback system. 13% public sector
employees are neutral as they do not get appropriate recognition for their performance timely.
Hence public sector employees are more satisfied than private sector employees.

7. Count of Does the bank provide medical, Insurance benefits for

employees.

• The company provides you with the type of benefits you need.
• The company provides the type of benefits your family needs.
• The company provides benefits that compare favorably with other companies in the

60% employees of private sector are dissatisfied because their company provides the benefits, they
need but not providing benefits their family needs. Public sector employees are satisfied due to
their company provides benefits that compare favorably with other companies in the industry.
Hence public sector employees are more satisfied than private sector employees.

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 PRIVATE SECTOR BANKS PUBLIC SECTOR BANKS

20% 20% 0%
Maybe
YES
No
NO
Yes

100%
60%

Figure 7: Response of public and private sector bank employees towards the medical
facilities and insurance provided by their banks

8. Count of Do bank provide satisfactory Salary as per your work.

• Salary
• Opportunities for Promotion
• Benefits (Health insurance, life insurance, etc.)
• Job Security
• Recognition for work accomplished.

PRIVATE SECTOR BANKS PUBLIC SECTOR BANKS

0%
13%
27%
Maybe YES

No
NO
Yes
60%
100%

Figure 8: Response of public and private sector bank employees towards the salary provided to
them.

About 60% employees of private sector are dissatisfied, 13% neutral and only 27% are satisfied.
Major cause of dissatisfaction is not having job security. 100% extremely satisfied in public sector
due to having job security in their jobs. Thus, public sector employees are happy and satisfied due
to job security even having less salary.

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 Figure 9: Working hours of public sector and private sector bank employees.
Interpretation
In the above graph on X- axis 1 represents public sector and 2 represents private sector. On Y-axis
which represents average working hours here 1 represents 6-7 hours, 2 represents 7:30-9 hours,
3 represents 10 -12 hours. We know that average working hours for government bank employee
is 6 hours and we can see in graph above that public sector bank employees are following the same.
Whereas we know in private sector bank the average working hours is 8 hours, but we can see in
graph that they are working more than 8 hours i.e., 10-12 hours. From above we can also conclude
that public sector bank employees are more satisfied in terms of working hours than private bank
employees.

Figure 10: Physical working condition of public sector and private sector bank employees

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Interpretation:
In the above graph we have made clustered of public and private sector bank with working
conditions distributed as Good, Average, and Poor. On Y-axis I have counted the number of people
who opted the different physical working conditions. We can see that most of the people out of 15
people in public sector have opted good and average physical condition but the number of private
people who opted good are less. The number of people from private sector bank who opted poor
are more than public sector bank. It is clearly visible that public sector bank people are more
satisfied in terms of physical working conditions than private sector bank.

Figure 11: Overall satisfaction level of public sector and private sector bank employees

Interpretation:
In the above graph, on Y-axis we have took overall satisfaction count of employees and on X-axis
we have took public and private sector and clustered on overall satisfaction. Blue color represents
“Yes”, and orange color represents ‘’No”. We can see in the graph that public sector employees
all have opted for yes and whereas in private sector some people opted and other opted No. From
the above graph we can conclude that public sector bank employees are more satisfied than private
sector bank in terms of overall satisfaction.

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Descriptive Statistics:

Figure 12: Descriptive statistics of the collected data

Interpretation:
From the above statistics we can conclude that factors or variables like working hours, overall
satisfaction are more in positive way in public sector bank employees than private sector bank
employees.

Independent Sample T-Test:

Figure 13: Independent sample T-test of the data

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 Figure 14: Independent sample effect sizes

Interpretation:
We have used Independent sample t-test because we have two population i.e Public and Private
.Here p-value is less than 0.05 so we reject the null hypothesis and we can conclude that public
sector and private sector bank employees are not equal in terms of overall satisfaction. We have
already seen in one of the above graphs that public sector bank employees are more satisfied than
private sector bank in overall satisfaction.

LIMITATIONS OF THE STUDY

• Sample may not represent the true population.
• Satisfaction level to various factors may differ from person to person.
• Study may be obsolete because of changing environment and needs.
• Employees may not will to co-operate.

FINDINGS OF THE STUDY

Subjects of the present study were selected from managerial and non-managerial staff of public
and private sector banks. Two public sector banks and two private sector banks were selected for
the study. A total of 30 subjects were selected equally from the four organizations selected for the
study. Job satisfaction was measured using the Likert scale. A single item on five-point rating
scale ranging from quite dissatisfied to quite satisfy was taken. These items were,
➢ Pay
➢ Working conditions (for example, safety, heat, noise, dust)

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 ➢ Service conditions (for example, security, promotion, welfare)
➢ Relation with superiors, peers, and workers, and
➢ Bank as a whole
The means of four organizations taken in the present study are significantly different from one
another. Briefly it seems that there is a big difference between private and public sector banks in
terms of the degree of job satisfaction. It has been observed that degree of job satisfaction of
private sector banks was found to be significantly lower than in public sector banks. At least two
reasons were found to be responsible for the low job satisfaction level of employees of private
sector banks. When data were analyzed, surprising results were found. Job satisfaction was
measured based on five variables. These are (i) pay, (ii) work condition (for example, safety, heat,
noise, and dust), (iii) service conditions (for example) security, promotion, and welfare), (iv)
relation with superiors, peers, and workers, and (v) bank. Among four variables, the degree of
difference is not noticeable. But low scores of the third variable, service conditions, were found to
be responsible for overall low degree job satisfaction in private sector banks. Employees of private
sector banks perceive that their jobs are not secure. In fact, the effect of an open economy,
globalization, and privatization can be seen more easily in private sector banks than in public sector
banks. In private sector banks, the environment is highly competitive and job security is based on
performance and various other factors. Though it is true that this environment provides a
challenging job profile, it also creates a less secure environment. Industriousness, dedication,
devotion, and commitment are not enough to secure a job. The high level of performance of an
individual is also based on various factors. These may be market situation, existence of competitor,
and government policies. Where these factors are adverse in nature, performance automatically
suffers. During this period, employees feel insecure, this reduces overall job satisfaction. In public
sector banks, welfare policies are clearly defined and legally enforced. Retirement, pensions,
gratuity, and other related welfare policies are effectively executed. So, there is no problem with
social security. In private sector banks, welfare activities are neither well planned nor well
executed. Employee turnover is very high and job security is very low. Most employees are from
middle class Indian families. These employees have seen the golden period of public sectors and
government jobs during their growing stages. So, the effect of welfare schemes of government
jobs and public sectors cannot be easily eradicated from their psyche. Private sector employees are
ready to work hard but they demand pensions, security, and sometimes an easy lifestyle. These

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findings in the banking sectors could be extended to explain the job situation in other service
sectors. In terms of security, promotion, and welfare policy, there is a clear difference between
public and private sector employees.

PRIVATE SECTOR BANKS PUBLIC SECTOR BANKS

7% Average
20%
13%
Dissatisfied
40% Highly
7% Satisfied
Highly
Dissatisfied Satisfied
Highly
33% Satisfied 80%
Satisfied

Figure 15: Overall satisfaction of public sector and private sector bank employees

4. CONCLUSION AND RECOMMENDATIONS

For Public Banks
Though the Employees of Public Banks are much more satisfied than private bank employees but
there are always chances of improvement. Public banks can take steps to keep its employees more
satisfy as follows: -
• Recognition for work accomplished by employees is less in public banks, so banks can
provide recognition by giving rewards on timely basis, by praising employees in
meetings, by sending letters of good worker to their homes.
• Public banks can provide opportunity to learn new skills with the help of training and
education programs weekly for 2-4 hours.
• As duties of employees in public banks remain same, employees feel boredom, so
banks should provide variety of job responsibilities and adequate opportunity for
periodic changes in duties.
For Private Banks
• Most important cause of dissatisfaction in private employees is of job security. So,
private banks must provide an element of security to employees. Banks can provide

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 security in terms of conditions that until employee will fulfill these conditions; his/her
job will remain secure.
• Other important cause of dissatisfaction among private employees is their relationship
with supervisors. Supervisors must have a fair relationship with their employees to keep
them satisfied.
• It has been found that employees of private sector banks were less satisfied with their
jobs compared to employees of public sector banks. To increase their satisfaction,
private sector banks need to improve job security. Layoff threats are one of the greatest
blows to employee loyalty, even among those whose jobs are not immediately at risk.
• Long tenure of working in organizations increases the job satisfaction of employees.
the Indian middle class is very protective towards family members, so private sector
banks must launch special schemes to safeguard the interests of family members of
employees. This may be education facilities for children, pension schemes for
employees, accommodation for employees, gratuity, and other retirement benefits.
• In the light of the findings, job security is one of the most important ingredients of job
satisfaction. Secure job environment enhances the degree of job satisfaction.
Management must create an environment of job security among employees. Indians
work with emotions, so any legal job contract will not motivate them. Instead, there
should be a psychological or emotional bond between employees and the organization.
• Due to the different social, economic and cultural backgrounds, the hire and fire system
is not effective in India. In fact, Indian culture is neither individualistic nor collective,
rather it is "Karm" (according to Indian mythology it is do your duty, don't worry about
results) oriented. Indians always accept effective leadership. So when management can
provide effective leadership and a secure job environment, Karma (job duty) will be in
the right direction.
• Apart from job security, management must provide job stability. There should be a
challenging environment. The job structure should comprise horizontal as well as
vertical growth. The job should provide enough scope for the employees in terms of
promotion and transfer.
General suggestions for any organization to keep its employees satisfied are
➢ Understand employee first.

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 ➢ Understand his/her requirement.
➢ Understand his/her interest of domain.
➢ Understand his/her problems.
➢ Understand how much time is devoted to his/her family.
➢ Understand his/her family problems.
➢ Understand his/her any financial issues.
➢ Understand what he/she is thinking about his/her manager or team lead.
➢ Understand any exploitation.
➢ Understand any mind teasing is any.

CONCLUSION
The result of the study indicates that layoff threats, quick turnover, less welfare schemes, and less
scope for vertical growth increase job dissatisfaction. On the other hand, secure job environment,
welfare policies, and job stability increase the degree of job satisfaction. Efficient human resource
management and maintaining higher job satisfaction level in banks determine not only the
performance of the bank but also affect the growth and performance of the entire economy. So, for
the success of banking, it is very important to manage human resource effectively and to find
whether its employees are satisfied or not. Only if they are satisfied, they will work with
commitment and project a positive image of the organization.

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