0820544EMPLOYEES JOB SATISFACTION IN BANKING SECTOR OF BANGLADESH: - A CASE STUDY OF “JAMUNA BANK LIMITED”

EMPLOYEES JOB SATISFACTION IN BANKING SECTOR OF BANGLADESH: - A CASE STUDY OF “JAMUNA BANK LIMITED”By Oishee Manee ID: 0820544 An Internship Report Presented in Partial Fulfillment Of the Requirements for the Degree Bachelor of Business Administration INDEPENDENT UNIVERSITY, BANGLADESH April 29, 2012 EMPLOYEES JOB SATISFACTION IN BANKING SECTOR OF BANGLADESH: - A CASE STUDY OF “JAMUNA BANK LIMITED” By Oishee Manee ID: 0820544 Has been approved April 29, 2012 ____________________ Dr. A.N.M. Shibly Noman Khan Assistant Professor School of Business Independent University, Bangladesh TABLE OF CONTENTS 1.0 Introduction ......................................................................................................................1 1.1 Statement of the Problem ............................................................................................2 1.2 Purpose of the Study ...................................................................................................2 2.0 Literature Review............................................................................................................3 2.1Job Satisfaction …………………………………………………………………………. 3 2.1.1 Facet Satisfaction …………………………………………………………………..4 2.1.2 Overall Satisfaction…………………………………………………………………5 2.2 Selection ....................................................................................................................5 2.3 Training…..................................................................................................................6 2.4 Performance Based Compensation ...........................................................................7 2.5 Motivation .................................................................................................................8 3.0 Conceptual framework……………………………………………………………………..9 3.1 Research Questions ...................................................................................................10 3.2 Research Hypotheses..................................................................................................10 4.0 Research Methodology ..................................................................................................10 4.1 Research Design ........................................................................................................10 ......................................................................2Research Approach..................12 5............15 7....21 Appendix-A…………………………………………………………………………….........................................3 Sampling Method .........................................................................................................................................4............................................6 Data Analysis ..............................12 4....................................................................2 Correlation Analysis…………………………………………………………………14 6............21 Appendix-B…………………………………………………………………………………25 .....5 Data Collection …................1Reliability Coefficient &Descriptive Statistics...........................0Conclusion………………………………………………………………………………........0 Result Analysis ...........................................................13 5................................................13 5..................11 4.....................................................17 Appendixes .....11 4.................4 Survey Instrument………………………………………………………………11 4....................................15 References..................................................................0 Recommendation………………………………………………………………………............. A.N. It was a great opportunity to do internship in such an organization. The experiences I have gathered will be very beneficial for building my career. I would like to express my gratitude to all employees of the Department of Credit of Jamuna Bank Ltd at this branch. as a student of the department I go attached to Jamuna Bank Ltd to complete my supervisor Dr. According to his valuable guidance. My placement of internship program was at Mohakhali Branch. They are eagerness helps me in every step of the way and encouraged me to propel myself higher. This report would not have been possible without the dedication and contribution of a number of individuals. Shibly Noman Khan Department of Business Administration. They never hesitated or did not feel disturbed when I asked questions. I offer my most sincere appreciations. supervision. constructive. . First.Acknowledgement This is my humble attempt to present gratitude in preparing this report. Jamuna Bank Ltd for giving me opportunity to undergo the internship program. At the same time. Independent University of Bangladesh. instructions and advice and for motivating me to do this report. This is the final requirement of BBA program to get attached to an internship for three months to any organization. To all those so freely offered their advices and encouragements in this endeavor. Therefore. They have been very helpful in showing me the work process and provided relevant information for my report whenever I approached. Head office. I am also grateful to the Human resource division.M. some recommendations are make to improve the situation of employee’s job satisfaction. Job satisfaction had significant positive correlation with performance-based compensation but significant negative correlation with selection and training.Executive Summary This study attempts to evaluate job satisfaction of “Jamuna Bank Ltd” employees. Banking sector plays a pivotal role in the economic development of a country. Finally. Since one of the key factors of an organization is its employees. Thus. the success or failure of the organization largely depends on their satisfaction or dissatisfaction. . Job satisfaction had no significant contribution to motivation. A total number of 35 employees from the bank were randomly selected as sample for the present study. the present study focuses on the relative importance of job satisfaction factors and their impacts on the overall jab satisfaction of officers. The Bank has made a significant progress within a very short period of its existence and occupied an enviable position among its competitors after achieving remarkable success in all areas of business operation. The “JAMUNA BANKA LIMITED” is one of the public limited company in this country and has been operating for over 10 years. A group of highly acclaimed businessmen of the country grouped together to responded to this need and established Jamuna Bank Limited in the year 2001 and started its commercial operation on 3rd June. The bank has already ranked as one of top quality service providers & known for its reputation. The scenario of banking business is changing day by day. The bank undertakes all types of banking transaction to support the development of .0 Introduction Bangladesh economy has been experiencing a rapid growth since the '90s. 3. Urbanization and lifestyle changes concurrent with the economic development created a demand for banking products and services to support the new initiatives as well as to channelize consumer investments in a profitable manner. trade finance SME finance Retail credit and finance to woman Entrepreneur. Dhaka-1000. Dilkusha C/A. so the bank's responsibility is to device strategy and new products to cope with the changing environment. The Bank is being managed and operated by a group of highly educated and professional team with diversified experience in finance and banking.1. Bangladesh bank has awarded this Bank as the best primary dealer bank. The Management of the bank constantly focuses on understanding and anticipating customers' needs. Jamuna Bank Limited (JBL) is a Banking Company registered under the Companies Act 1994 with its Head Office at Chini Shilpa Bhaban. The bank gives special emphasis on export.800 employees and they take pride in being one of the preferred employers in Bangladesh. import. has already achieved tremendous progress within only ten years. Jamuna Bank Ltd. This bank has 73 branches all over the Bangladesh. They have over 1. Guest 1997. and Motivation in Jamuna Bank Ltd. From the literature review. 1. and Simmons (2008) found that several HRM practices raise employees overall job satisfaction. the researchers intend to examine whether there are relationships HRM practices (Selection. and Arif (2009) have conducted a study on the relationship between HR practices (Selection. 1999.trade and commerce in the country. Jan. Motivation. my focus would be Job satisfaction. Another research conducted by Petrescu. 2000. Performance based compensation. Job satisfaction is the reaction of the workers against the role they play in their work (Vroom) (1967. Huselid 1995. it was revealed that employees work related attitudes are related to organizations HRM practice. 1. Training. Motivation. Marwat.1 Statement of the Problem The study ((Dyer & Reeves 1995. Training and pay for performance). Training and Performance based compensation) and Job Satisfaction in context of Jamuna Bank Ltd. Cully et al. Harel & Tzafrir 1999. The profits of an organization is very much vulnerable with performance of employees and if the organizations. in the current study. Becker & Gerhart 1996.2 Purpose of the Study The purpose of this study is to present and test a model that identifies employees job satisfaction enhance organizational goals in relationship with the practices of selection.HRM practice is not appropriate employees also will not to going to perform up to . Appelbaum et al. In this research. Kuldeep Singh 2004) found that employees performance is related with organizational profit margin. 1999). Hence. The studies will designee to investigate the level of achievement of employee’s job satisfaction of Jamuna Bank Limited in Bangladesh. JBLs service is also available for the entrepreneurs to set up new ventures and BMRE of industrial units. Sex and age differences have relatively lower level of impact on it. Kalleberg A. work experience. Karatepe. Each employee may be satisfied with some aspects of . Avci.L. and sex differences on the attitudes toward job Satisfaction. Work experience is found as the second most important factor affecting job satisfaction. 2003). 2. age. and co-worker relation are the most important factors contributing to job satisfaction. 2.the mark.0 Literature Review This study attempts to evaluate job satisfaction of bank officers in Bangladesh. The overall job satisfaction of the bank officers is at the positive level. to improve workplace satisfaction and thereby improve productivity of work leading to long-term benefits to the national economy. Yavas. efficiency in work. The result shows that salary. Private bank officers have higher levels of job satisfaction than those from public sectors as they enjoy better facilities and supportive work environment. This research concentrated on specific attitudes like job satisfaction. It focuses on the relative importance of job satisfaction factors and their impacts on the overall job satisfaction of officers. The study of Job Satisfaction was found to be an essential factor towards to develop the employees’ service ability and still strongly affected the quality of service (Babakus. The study will further attempt to study and analyze whether practical and possible changes can be made in the working environment of Jamuna Bank Ltd. (1977) gave the meaning of working satisfaction as each employee’s integration effective results towards working role. fringe supervision.1 Job Satisfaction Job satisfaction or employee satisfaction is one of the most used variables in organizational behavior. It is an employee’s attitudinal response to his/her organization. It also investigates the impacts of bank type. E.whether it is challenging. stimulating and attractive. These two concepts explained as follows: 2. some of which are contradictory in nature. remuneration and extrinsic rewards.1 Facet Satisfaction Facet satisfaction refers to the tendency for an employee to be more or less satisfied with various facets or aspects of the job (Johns. supervision. Snipes. 1988). co-worker relationships. Locke.1. promotion and physical conditions of the work environment. namely. as well as organizational structure. the work itself . Oswald & Armenakis. (2004) explained that Intrinsic factors effect job satisfaction more than extrinsic factors except in rewards or aspects gained. job content. he may not be satisfied with other aspects of the job which may have a total affect on job satisfaction. There are plethoras of definitions of job satisfaction. Spector (1997) refers to job satisfaction in terms of how people feel about their jobs and different aspects of their jobs. Schermerhorn (1993) defines job satisfaction as an affective or emotional response towards various aspects of an employee’s work. .work but at the same time. According to Cherrington (1994). and the supervisors . Cherrington (1994) refers to the various aspects or facets of the job as the individual’s attitude about their pay. Ellickson and Logsdon (2002) support this view by defining job satisfaction as the extent to which employees like their work.whether they possess the softer managerial skills as well as being competent in their jobs. research on job satisfaction has identified two aspects to understanding the concept of job satisfaction. the facet satisfaction and overall satisfaction. (1998) found that working environments affect job satisfaction level. A. Mulige & Mueller. The author emphasis is that likely causes of job satisfaction include status. (1996) defined job satisfaction as a satisfactory emotion level that results from the success of the appraisement working value. 2003). Positive experiences in terms of friendly colleagues.Gloet and Berrell (2003) point out that in firms which adopt the codification strategy the development of technological solutions are encouraged. personalities. Judge and Cable. Negative experiences emanating from low pay. 1994). inflow of best quality of skill set will be inducted adding value to skills inventory of the organization.1. He stressed upon the alignment between selection as the skills of employees selected through a rigorous and competitive process can be polished more by way of formal and informal training. good remuneration. Internal promotion is generally seen as a critical way to retain key members of the workforce (Pfeffer.2. 2. the feeling of overall satisfaction or dissatisfaction is a holistic feeling that is dependent on the intensity and frequency of positive and negative experiences (Cherrington. as well as the socialization of individuals into the culture of the firm (Kristof. they can strengthen the sub-cultures of functions and make knowledge sharing between functions very difficult (Currie and Kerrin. compassionate supervisors and attractive jobs create a positive internal state. particularly in electronic recruitment and psychometric testing. Where assessment centers are functionally focused.2 Overall Satisfaction Overall satisfaction focuses on the general internal state of satisfaction or dissatisfaction within the individual. 1997). less than stimulating jobs and criticism create a negative internal state. Selection practices can block knowledge sharing between groups or departments in firms organized according the functional principle.2 Selection Various theories of selection have been developed by psychologists and management scholars Huselid (1995) pointed out earlier that by adopting best practices in selection. 1996. . Therefore. the environment in which the trainee works and the support from the trainee's immediate supervisor (Montesino. According to Palo & Padhi (2003). 2. 2008). Rainbird (1994) and Heyes and Stuart (1996) defined Training and employee development as a means of engaging the commitment of employees to the enterprise and development of organizational commitment is a process that evolves through stages over a period of time. 1999). 2002).2005). it is unlikely that managers want to see these workers. a process of updating the knowledge. Several factors are known to affect the effectiveness of training: behavior of individual learner. the training program. Bartlett (2001) defined training can be viewed as a management practice that can be controlled or managed to elicit a desired set of unwritten. Having recruited. developed and trained the “right sort of people”. developing skills.3 Training Training is an ideal way to learn a job. Training has been identified as an example of a human resource management practice that contributes to gains in competitive advantage. According to Schuler and MacMillan (1984). Management of individual skills is an important aspect of doing business today. including job involvement. and employee development will likely grow in the future (Noe. reciprocal attitudes and behaviors. motivation and organizational commitment. . bringing about attitudinal and behavioral changes and improving the ability of the trainee to perform his/her tasks efficiently and effectively. Sparrow (1998). A table is constructed to present an overview of the different historical definitions of the construct training. The benefits of employee development extend beyond the actual skills gained and their contribution to an individual’s productivity (Benson. the company can elicit specific activities and level of performance from employee (Noe et al. First. significant drives for achievement. The pay has an important role in implementation strategies. Second. However. Horowitz et al. Allen and Kilmann (2001) found a moderator effect of reward practices between TQM and performance. Ehigie and Akpan (2005) did not find a positive relationship between reward level and TQM implementation. 1995. but this might have a negative impact on the company’s overall labor costs. 2003) ..Accordingly.4 Performance Based Compensation There are a growing number of managers within the private sector who now reason that if employee performance results in enhanced organizational performance. a high level of pay and/or benefits relative to that of competitors can ensure that the company attract and retains high-quality employee. These characteristics make them likely to resist the authoritarian imposition of views. rules and structures (Despres and Hiltrop. salary and benefit etc. Reward systems indicate what the organization values and shapes individuals’ behavior. Finally. then employees should share in the benefits received. they found that when rewards are accompanied by a desirable leadership style. stronger identity and affiliation with a profession than a company. they feel that workers should be appropriately and equitably rewarded for their effort. Studies on knowledge workers have found that they tend to have a high need for autonomy.2. by tying pay to performance. Thor (1994) and Okokie (1996) suggest that reward is an important influence on employees because it creates satisfaction and eventually firms overall performance. 1997. the employees are inclined to practice TQM. . and a greater sense of self-direction. In other words. The results of Gomez-Mejı´a and Balkin (1992) show how group incentives may complement individual incentives rather that substitute for them.. Pay practice is one of human resources management practice which normally refers to pay. wage. 2006). Herzberg. In spite of this. For instance. rewards. According to Calder (2000). 1998). 2. a variety of employee benefits. wealth. whereas another employee may be more interested for its satisfaction or the surrounding environment solely (Tietjen & Myers. Performance measurement is a critical characteristic of organization’s management since it reflects the progress and achievement of the organization. Motivation and Performance of employees are powerful tools for the long-term success of the organization. p. Moreover. 1990). The root of motivation to achieve the desired goal can vary from individual to individual. Mullins (1996. beliefs and dignity (Vroom.mixtures of rewards is needed to motivate knowledge workers. profit-sharing or equity-based rewards. determined goals. namely. achievement or else liability may motivate employees to carry out forceful devotion to their work. motivational theories can be classified into two categories. individuals with high self perceived ability and self-image are more likely to be higher achievers . There are a number of methods to motivate people such as rewards. while the process theories contemplate in more detail the relationship between motivation. content theories and process theories. psychological processes. actions to satisfy needs. 520) states that “motivation is a process which may lead to job satisfaction. satisfaction and performance.” Mullins (1996) concludes that the content theories of motivation are specifically related to job satisfaction and assume a direct relationship between job satisfaction and improved performance. one employee may be motivated in his work to earn higher commission. According to Korman (1971) and Tharenou (1979) cited in Arnolds and Boshoff (2001). failure. The major factors of motivation are one’s needs. etc. as well as being given credit for significant pieces of work. punishments. flexibility over working time and location.5 Motivation Numerous organizations are competing to survive in this ever increasing challenging and volatile market environment. These include: equitable salary structures. low success expectancy and low self-image. 2001. Focusing on the research problem. Du Toit. this study will utilize (Armstrong. p. 155). Marais and Motlatta (2003) further posit that content theories highlight the factors within people that guide behavior.on task performance than those who have a low self-perceived ability. 3. 3.in Bangladesh? 3.2 Hypothesis . 155).1 Research Question 1. Cronje. Motivation explains what organizations can do to encourage people to apply their efforts and abilities in ways that will further the achievement of the organization’s goals as well as satisfying their own needs (Armstrong. Is there a significant relationship between HRM Practices and employees Job Satisfaction in context of Jamuna Bank Ltd. p.0 Development of Conceptual Framework The developed conceptual framework for the proposed study is presented below: Selection HRM Practices Performance based compensation Motivation Training Job Satisfaction Figure 1: Developed Conceptual Framework of Research Variables and their relationships. whereas process theories focus largely on why individuals opt for certain behavioral choices to satisfy their desires and how they assess their satisfaction after they have attained their objectives. 2001. the design is known as Co.in Bangladesh. the researchers are going to investigate the relationship between HRM practices and employees job satisfaction of Jamuna Bank Ltd. training. The research questions and hypotheses clearly support this model. HRM practices like. . Therefore. In this research. and motivation are independent variables and job satisfaction is considered as dependent variable. A Co. the present study will be characterized as a co-relational study. 4. the researchers intend to identify whether any relationships exists between these measured variables or not.relational (Graziano & Raulin. That is why a Co-relational research design has been selected in order to find out the appropriate answers of the research questions and to test the hypotheses. Zikmud. In this study. When researchers investigates the effects of the measuring variables and analyses the relationships among the variables. 2000). 1997.1 Research Design The conceptual framework (Figure 1) illustrates the name of research variables and relationship within them. The model also suggests this type of design. selection.0 Research Methodology 4.relational study provides a measure of the degree between two or more variables. There is a significant relationship between HRM Practices and employees Job Satisfaction in context of Jamuna Bank Ltd.1. the researchers will gather information from all the employees of JBL who is currently appointed at Mohakhali branch of JBL at Dhaka. And use questionnaire for collecting information. 4. The research will use a correlation study to establish the existence of relationships between the measured variables. Hence. performance based compensation.2 Research Approach To investigate research questions. experience in existing organization and yearly income. “Yes” responses were coded as 1. All are five point liker . journals.The last part contains 10 job satisfactions. and employees might felt unenthusiastic to confer these issues with an interviewer. “No” responses were coded as 2. articles. Second. The first part is about the demographic characteristics of the respondents such as age. educational background. The sample size was 35 in this case.The research will be conducted only to the employees of Mohakhali branch of Jamuna Bank. the researcher used questionnaire and interview methods. No. survey about 35 employees of the Mohakhali branch of JBL. In order to gain information from the bank employees the researcher used the questionnaire method. 4. The second part is in regard to HRM practice. The questionnaire was a useful method to collect data from employees for the following reasons. it was found that there was lack of secondary data (e. All answers to the questions are Yes.4. the existing study was about achievement motivation and employees’ performance.3 Sampling Method The study will be conducted at Mohakhali branch of Jamuna Bank in Dhaka . Because. The survey questionnaire consists of three parts. magazine. “I don’t know” responses were coded as 3. First. I Don’t Know. The question items of HRM practices used in this part are based on the study done by Drockel (2003) and it contains 8 questions. the question will be distributed via a convenience and it is a probability sampling method. gender. and records on human resource management) in the case of JBL.4 Survey Instrument The researcher required primary data to investigate the research problem. Therefore. To collect data from the primary sources.g. As a result.relational matrix to identify whether relationships exists between the measured variables or not. secondary sources of data were not available for the present study. 4. to identify the variable have most influence on job satisfaction or not.0 because it is such a statistical data analysis tool that offers greater flexibility in data analysis and visualization. Beside this the researcher calculated the mean and standard deviation of the four independent variables.scales ranges from 1 (Strongly Disagree) to 5 (Strongly Agree). the study will require primary data to investigate the research questions.The researchers will follow one to one interview for the intension of collecting in depth information. after collecting the data the study used co.5 Data collection The present research is a unique and new for Jamuna-Bank Ltd. As a result. .6 Data analysis The proposed study was a correlation study. For this researcher used SPSS 12. 4. To collect data from the primary sources. the study will use questionnaire survey method. Therefore. 20 (SD = 0. the mean score for job satisfaction is 3. the mean score for selection is 1.50293 and alpha = 0.639).06 (SD = 0.721).58 .86347 1.721 .20 1. The mean score for performance based compensation is 1.50293 . Variable Number of Items M SD Alpha Selection Performance based compensation Motivation Training Job satisfaction 2 2 1.30 (SD = 0. The mean score for motivation is 1.30 1.000 . Mean scores have been calculated by equally weighting the mean scores of all the items.20188 and alpha = 0.721 .58 (SD = .639 2 2 10 1.06 .50293and alpha = 0.47279 .000). motivation and training with job satisfaction. The mean score for training is 1.30 3. On the basis of three-point scale.30 (SD = 0. performance based compensation.721) and On the basis of five-point scale.50293 .20188 .0 Result Analysis 5.1 Reliability coefficient and descriptive statistics Table: 1 Reliability Coefficient and Descriptive Statistics of selection.47279 and alpha = 1.5. standard deviations and coefficient alpha or Cronbach’s alpha of all the constructs in the current study are displayed in Table: 1.912 Note: N=35 The means. Table 2: Correlation Matrix for Selection. As much as the lower value of the SD is better for the accurate value of mean.188* Motivation Trainin g 1.000** Job satisfaction -. The higher value of alpha is higher to represent the reliability of the questionnaire. Variables Selection Performance based compensation .Here standard deviation means how much the mean value deviates. 5. Correlation is a vibrate measure of association or strength of the relationship between two variables.853** _ _ .030 -.912).05.01 . training and Job satisfaction.2 Correlation analysis A correlation analysis was conducted on all variables to explore the relationship between variables. Here alpha denotes reliability of questionnaire.1000 Note:* p< . Performance based compensation. **p<.188 _ .853** .0.217* .185* .1000 Selection Performance based compensation Motivation Training Job satisfaction _ _ .86347and alpha = 0. Motivation. which will help to develop employee job satisfaction.No significant correlations was found between motivation and job satisfaction. it will be required to clearly design. motivation and training with job satisfaction in the context of Jamuna Bank Ltd. It examines the correlations among selection. performance based compensation. p<. 6. training and job satisfaction) in the context of Jamuna Bank Ltd. establish and improve HR policies. motivation.Here. HRM practices (selection.0 Recommendation Therefore analyzing the study considered variables (selection. performance based compensation. the result of correlation analysis for all the measured variables is shown in Table 2. As depicted in Table: 2. The correlation between training and job satisfaction was also found to be negative. The correlation between selection and job satisfaction were found to be negative. A significant correlation was found between performance based compensation and job satisfaction (r =.217. no statistically significant correlation was found between selection and job satisfaction. motivation. performance based compensation and training) have influence on job satisfaction. Here “r” denotes how strong or weak relationship among the independent variable and dependent variable.05). Therefore. . in Bangladesh the researcher can recommend that: In context of Jamuna Bank Ltd. which may ensure continuous profit for the organization.0 Conclusion In view of the findings. the above relationship provides significant insight to improve the employee job satisfaction. motivation and training) independent variables and job satisfaction (dependent variable). The study may conclude that in the context of Jamuna Bank Ltd. The improvising of high standard selection process and maintaining a significant level of performance based compensation will make high employee satisfaction for job. the study proves the relationship between HRM practices (selection.7. Overall motivation and training in turn will boost employee job satisfaction of Jamuna-Bank Ltd. this research will encourage further study and also useful guidelines for these types of researches. Finally. . performance based compensation. 31(3). Calder. M. 33.C.. Huselid M (1995).C. A. The nature of measurement of multiple commitment foci amongst South African knowledge workers. Introduction to business management (6th ed. (2002). & Logsdon. J. and Stuart. (1992) The empowerment of service workers: what. 176 pp. and when? SloanManagement Review. D.B.. Management Dynamics. 12(2). productivity. Public Personnel Management. G. Ellickson. E.R.J. Bowen. (1992). Gomez-Mejı´a. (2003). Dockel A (2003). 6 (3): 7-21. and Balkin. 13-23. M.. Cronje. (2003). 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Vol. 241-255. (1964). (2003). “The other side of quality: ‘soft’ issues and the human resource dimension”. 323-9. (1992).H. Individual work orientations and teacher outcomes. In Sisson. A. ‘Motivation and job satisfaction’. . Moynihan L. H. V. P.C. 173-194. 1998. Gardener T. R. Moynihan L (2003). nd Rainbird. (1993). pp. Weiss. I. H. Vroom. Wiley. pp. M. Work and Motivation. S. ‘Measuring effectiviness of TQM training: an Indian study’. (2001). 2 edn. (1994) ‘Continuing Training’. Schuler. 7. Wilkinson. Personnel Psychology 58 409-466. Circle the number.APPENDIX-A Research Questionnaire Dear Sir/madam.000 .000-100.000 51. Please carefully read each statement and give me an honest opinion about the mentioned questions. Question items relating Demographic Information Age (Please Tick your age Group) a) 25-35 b) 36-45 c) 46-55 d) 56-65 e) Above 65 Gender (Please Tick applicable) Male b) Female Education (Please Tick your Education Group) a)Matriculation b)Intermediate c) Graduation d)Masters e) Diploma with Metric /Inter f)Other Total years of Experience with this Organization (Please Tick your Experience Group) a)1-3 b)4-6 c)7-9 d)10 or above Total Income (yearly in Bangladeshi TK) Up to 50. I guarantee that your information will remain confidential and will only be used for as a source of my internship report. which is the closest match to your thinking. Yes No I don’t know Yes No I don’t know 3. Employees in this job regularly (at least once a year) receive a formal evaluation of their performance (ACR). you are asked to describe HR Practices of your organization in which you are working. same questions asked of all applicants) before being hired. Yes No I don’t know 5.101. Are covered by a bonus scheme based on the performance of the establishment or organization as a whole? Yes No I don’t know .000 Question items concerning HR Practices In this questionnaire. Yes No I don’t know 4. as you perceive it: 1.000-150.000 More than 200. 2. Employees in this job have a reasonable and fair complaint process. Pay raises for employees in this job are based on job performance.000 151.000-200. Applicants undergo structured interviews (job-related questions. The working conditions are good and safe.6. Yes No I don’t know 7. I get support and teamwork from other departments in the Company. . five years from now. Involve on-the-job training or not. 1 2 3 4 Statements 1 2 3 4 5 My job is appreciated. Do you have passion for what you do. one year from now? Yes No I don’t know 8. I feel stressed in my job. and are you passionate about the goals that you would like to achieve? Yes No I don’t know Question items relating Job Satisfaction 1 = Strongly Disagree 2= Disagree 3=Indifferent 4=Agree 5=Strongly Agree SL No. Do you have a clear vision of where you want to be in 10 years from now. 5 6 7 8 9 10 The organization views its employees as assets. I am satisfied with the gratuity policy adopted by the company. My views and participation are valued. Management is flexible and understands the importance of balancing my work and personal life. The organization gives adequate paid leave. . The compensation is satisfactorily reviewed from time to time. 2000 1.(a) Scale Mean if Item Deleted q1 q2 1. That is.593 Cronbach's Alpha if Item Deleted . You may want to check item coding.721 N of Items 2 Item-Total Statistics Corrected Item-Total Correlation .20188 .00 2.60 Maximum 3.0 100.00 1.47279 .00 1.40 1.00 1.5829 Std.20 Scale Variance if Item Deleted .0571 1. Reliability Statistics Cronbach's Alpha .224 a) The value is negative due to a negative average covariance among items.50293 . Case Processing Summary N Cases Valid Excluded(a) Total 35 0 35 % 100.00 5.593 .00 3.00 3. This violates reliability model assumptions. the covariance matrix is not calculated or used in the analysis.86347 Reliability of selection Warnings The space saver method is used.424 .3000 3.3000 1.0 .00 Mean 1. .50293 . Deviation .APPENDIX-B SPSS Output Descriptive of Studied Variables Descriptive Statistics N selection per_com motivation training job_sat Valid N (list wise) 35 35 35 35 35 35 Minimum 1.00 1.(a) .0 a) List wise deletion based on all variables in the procedure. 0 a) List wise deletion based on all variables in the procedure.Scale Statistics Mean 2.470 Cronbach's Alpha if Item Deleted .404 N of Items 2 .163 Std. Deviation 1. This violates reliability model assumptions.006 N of Items 2 Reliability of performance based compensation Warnings The space saver method is used.(a) .012 Std.470 . Deviation . You may want to check item codings.055 a The value is negative due to a negative average covariance among items.0 100.(a) Scale Mean if Item Deleted q3 q4 1.11 Variance . Case Processing Summary N Cases Valid Excluded(a) Total 35 0 35 % 100. Reliability Statistics Cronbach's Alpha . Scale Statistics Mean 2.06 1.055 . the covariance matrix is not calculated or used in the analysis. That is.639 N of Items 2 Item-Total Statistics Corrected Item-Total Correlation .60 Variance 1.06 Scale Variance if Item Deleted .0 . 0 100.0 a) List wise deletion based on all variables in the procedure.20 Scale Variance if Item Deleted .000 Cronbach's Alpha if Item Deleted . This violates reliability model assumptions. .20 1.000 Item-Total Statistics Corrected Item-Total Correlation 1. That is. That is.Reliability of motivation Warnings The space saver method is used. Scale Statistics Mean 2.0 100.946 N of Items 2 Reliability of training Warnings The space saver method is used. You may want to check item codings. the covariance matrix is not calculated or used in the analysis. Case Processing Summary N Cases Valid Excluded(a) Total 35 0 35 % 100. the covariance matrix is not calculated or used in the analysis. Reliability Statistics Cronbach's Alpha 1. The value is negative due to a negative average covariance among items.224 . Deviation .0 a) List wise deletion based on all variables in the procedure.(a) .0 .0 .40 Variance .224 a.(a) N of Items 2 q5 q6 Scale Mean if Item Deleted 1.000 1. Case Processing Summary N Cases Valid Excluded(a) Total 35 0 35 % 100.894 Std. 0 100.(a) .40 Scale Variance if Item Deleted .60 Variance 1.0 a) List wise deletion based on all variables in the procedure.424 a.593 Cronbach's Alpha if Item Deleted . Deviation 1.593 .20 1.Reliability Statistics Cronbach's Alpha . Case Processing Summary N Cases Valid Excluded(a) Total 35 0 35 % 100.006 N of Items 2 Reliability of job satisfaction Warnings The space saver method is used. Reliability Statistics Cronbach's Alpha . You may want to check item codings.012 Std.(a) q7 q8 Scale Mean if Item Deleted 1.721 N of Items 2 Item-Total Statistics Corrected Item-Total Correlation .0 . Scale Statistics Mean 2.224 .912 N of Items 10 . That is. This violates reliability model assumptions. the covariance matrix is not calculated or used in the analysis. The value is negative due to a negative average covariance among items. 188 .519 Cronbach's Alpha if Item Deleted .853(**) .863 35 training 1.291 60.188(*) .903 .859 .185(*) .030 .000 35 1.06 32.692 56. 35 . 35 .09 32.432 56.Item-Total Statistics Corrected Item-Total Correlation .569 35 .03 32.46 32.894 .569 35 job_sat -.279 35 .000 35 1 .576 .569 35 1 . Deviation 8.57 Scale Variance if Item Deleted 59.500 .20 32.891 .853(**) .064 68.850 .188(*) .279 35 1 . 35 -.961 63.635 N of Items 10 Correlations Correlations selection selection Pearson Correlation Sig.211 35 .23 32.100 . (2-tailed) N 1 . 35 -.558 Std.029 58.375 63.812 . 35 .838 .279 35 .569 35 per_com .31 32.279 35 . (2-tailed) N motivation Pearson Correlation Sig.892 . (2-tailed) N per_com Pearson Correlation Sig.487 Scale Statistics Mean 35.997 57.288 35 .217(*) .912 q9 q10 q11 q12 q13 q14 q15 q16 q17 q18 Scale Mean if Item Deleted 32.922 .894 .912 . 35 ** Correlation is significant at the 0.06 32.46 32.100 .675 .185(*) .863 35 -.518 65.188 .288 35 1 .000(**) .850 .000 35 .100 . (2-tailed) N training Pearson Correlation Sig.893 .305 .83 Variance 74.908 .030 .000(**) . (2-tailed) N job_sat Pearson Correlation Sig.000 35 .853(**) .01 level (2-tailed) *Correlation is significant at the 0.853(**) .217(*) . 35 .05 level (2-tailed) .211 35 motivation .100 .