DECLARATION 

 

I, Kajal Nagar hereby declare that the project entitled  “Quality of work life and

job satisfaction of employees” is submitted by partial fulfillment of master of business

administrator to Sacred Heart Institute Of Management And Technology affiliated to

Gautam Buddha Technical University, Lucknow. It is my original work and is not

submitted for the award of the degree, diploma and fellowship or my other similar title

or prize and is not submitted to any other university and college

                                                                                KAJAL NAGAR

PREFACE 

 

MBA course is one of the most professional courses among other course, so

research play a very important role among them. I feel encouraged by the

widespread response from teachers and student alike from a research. I am

presenting this, of Quality of work life and job satisfaction of employees in Urban Co-

operative Bank, Lakhimpur. In this project I am collecting the primary data by the

questionnaire to know the employees perception about job. I am grateful to all those

employees who help me directly or indirectly in preparing the research. 

ACKNOWLEDGEMENT 

First of all I praise and thank God Almighty for all his blessings and graces he

has bestowed on me throughout this research work.

I would like to acknowledge with extreme gratitude to Fr. Denny Mathew CMI,

Principal, Sacred Heart Institute of Management and Technology (SHIMT), Sitapur.

His vital suggestions have led to the thriving conclusion of the work and completion

in the form of the present exposition.

I am deeply indebted to my supervisor Mrs. Ruchi Thakur (HOD of MBA

department) from the Sacred Heart Institute of Management and Technology

whose help, stimulating suggestions and encouragement helped me in all the time of

research and writing of this project.

I would like to express my gratitude to all those who gave me the possibility to

complete this project. I want to thank the Departments of Urban Co-Operative Bank

Limited, Lakhimpur for giving me permission to commence this project in the first

instance, to do the necessary research work and to use bank data. I have

furthermore to thank the Branch Head Mr. Sontos Gupta who gave and confirmed

this permission and encouraged me to go ahead with my Project.

I would also like to thanks to my entire respected Librarian and all those who directly

or indirectly rendered their help in completing this research project report. I also like

to thanks my family and friends who have been of great help directly and indirectly.

 

ABSTRACT

To study the Quality of work life environment and job satisfaction of

employees in Urban Co-Operative Bank Limited, Lakhimpur.  

The objective of my project is to illustrate and explain the concepts of  Work

Life Environment &Job Satisfaction of Employee. 

       While going through the project I used data collection technique methodology

through making questionnaire, and in this I compiled all the questions which were

having the expectation of knowing to the perception of employees towards their work

life environment at their work stations and respective job satisfaction towards their

job allotted to them in their respective departments.  

After completing this project in two months duration I got filled 50 questioners

from all level employees of the bank, and I got a unexpected results after doing

complete data analysis of the available data. In the conclusion of the project I have

quoted all of my finding form this project. 

TABLE OF CONTENTS 

Chapter 1

1. Introduction

1.1 Introduction of topic

1.2 Objective of the study

1.3 Scope of the study

1.4 Limitation

1.5 Executive summary

Chapter 2.

2. Company profile

2.2 History

2.3 Business

2.4 Hierarchy

2.5 Products

Chapter 3.

3. Review of literature

4. Theoretical overview

5. Research Metrology

5.1 Universe

5.2 Hypothesis

5.3 Population

5.4 Sampling Technique

5.5 Sampling procedure

5.6 Tools of data collection

5.7 Statistical Tools

6. Data analysis & Interpretation

7. Findings & Recommendation

Conclusion

Bibliography

Appendix

 

                                                                         

INTRODUCTION 

INTRODUCTION OF TOPIC

“To study the Quality of work life environment and job satisfaction of

employees in UCB, Lakhimpur.”  

In summer training I tried to implement and illustrate the following two theoretical

concepts of Human Resource. 

Quality of work Life.

Job Satisfaction. 

Before going two brief and explain my practical approach in my summer training with

Urban Co-Operative Bank, I would like to go through the theory of above mentioned

concepts. 

Quality of work Life.

The success of any organization is highly dependant on how it attracts, recruits,

motivates, and retains its workforce. Today's organizations need to be more flexible

so that they are equipped to develop their workforce and enjoy their commitment .

Therefore, organizations are required to adopt a strategy to improve the employees'

‘quality of work life'(QWL) to satisfy both the organizational objectives and employee

needs. These case lets discuss the importance of having effective quality of work life

practices in organizations and their impact on employee performance and the overall

organizational performance. 

DEFINITION

Various authors and researchers have proposed models of Quality of working

life which include a wide range of factors. Selected models are reviewed below.

Hackman and Oldham (1976) drew attention to what they described as

psychological growth needs as relevant to the consideration of Quality of working life.

Several such needs were identified; Skill variety, Task Identity, Task significance,

Autonomy and Feedback. They suggested that such needs have to be addressed if

employees are to experience high quality of working life.

In contrast to such theory based models, Taylor (1979) more pragmatically

identified the essential components of Quality of working life as; basic extrinsic job

factors of wages, hours and working conditions, and the intrinsic job notions of the

nature of the work itself. He suggested that a number of other aspects could be

added, including; individual power, employee participation in the management,

fairness and equity, social support, use of one’s present skills, self development, a

meaningful future at work, social relevance of the work or product, effect on extra

work activities. Taylor suggested that relevant Quality of working life concepts may

vary according to organization and employee group.

Warr and colleagues (1979), in an investigation of Quality of working life,

considered a range of apparently relevant factors, including work involvement,

intrinsic job motivation, higher order need strength, perceived intrinsic job

characteristics, job satisfaction, life satisfaction, happiness, and self-rated anxiety.

They discussed a range of correlations derived from their work, such as those

between work involvement and job satisfaction, intrinsic job motivation and job

satisfaction, and perceived intrinsic job characteristics and job satisfaction. In

particular, Warr et al. found evidence for a moderate association between total job

satisfaction and total life satisfaction and happiness, with a less strong, but significant

association with self-rated anxiety.

Thus, whilst some authors have emphasised the workplace aspects in Quality

of working life, others have identified the relevance of personality factors,

psychological well being, and broader concepts of happiness and life satisfaction.

Factors more obviously and directly affecting work have, however, served as

the main focus of attention, as researchers have tried to tease out the important

influences on Quality of working life in the workplace.

Mirvis and Lawler (1984) suggested that Quality of working life was associated

with satisfaction with wages, hours and working conditions, describing the “basic

elements of a good quality of work life” as; safe work environment, equitable wages,

equal employment opportunities and opportunities for advancement.

Baba and Jamal (1991) listed what they described as typical indicators of

quality of working life, including: job satisfaction, job involvement, work role

ambiguity, work role conflict, work role overload, job stress, organisational

commitment and turn-over intentions. Baba and Jamal also explored routinisation of

job content, suggesting that this facet should be investigated as part of the concept

of quality of working life.

Some have argued that quality of working life might vary between groups of

workers. For example, Ellis and Pompli (2002) identified a number of factors

contributing to job dissatisfaction and quality of working life in nurses, including: Poor

working environments, Resident aggression, Workload, Unable to deliver quality of

care preferred, Balance of work and family, Shiftwork, Lack of involvement in

decision making, Professional isolation, Lack of recognition, Poor relationships with

supervisor/peers, Role conflict, Lack of opportunity to learn new skills.

Need satisfaction based on job requirements, Need satisfaction based on

Work environment, Need satisfaction based on Supervisory behaviour, Need

satisfaction based on Ancillary programmes, Organizational commitment. They

defined quality of working life as satisfaction of these key needs through resources,

activities, and outcomes stemming from participation in the workplace.

Maslow’s needs were seen as relevant in underpinning this model, covering

Health & safety, Economic and family, Social, Esteem, Actualisation, Knowledge and

Aesthetics, although the relevance of non-work aspects is play down as attention is

focussed on quality of work life rather than the broader concept of quality of life.

These attempts at defining quality of working life have included theoretical

approaches, lists of identified factors, correlational analyses, with opinions varying as

to whether such definitions and explanations can be both global, or need to be

specific to each work setting.

Bearfield, (2003) used 16 questions to examine quality of working life, and

distinguished between causes of dissatisfaction in professionals, intermediate

clerical, sales and service workers, indicating that different concerns might have to

be addressed for different groups.

The distinction made between job satisfaction and dissatisfaction in quality of

working life reflects the influence of job satisfaction theories. Herzberg at al., (1959)

used “Hygiene factors” and “Motivator factors” to distinguish between the separate

causes of job satisfaction and job dissatisfaction. It has been suggested that

Motivator factors are intrinsic to the job, that is; job content, the work itself,

responsibility and advancement. The Hygiene factors or dissatisfaction-avoidance

factors include aspects of the job environment such as interpersonal relationships,

salary, working conditions and security. Of these latter, the most common cause of

job dissatisfaction can be company policy and administration, whilst achievement can

be the greatest source of extreme satisfaction.

An individual’s experience of satisfaction or dissatisfaction can be

substantially rooted in their perception, rather than simply reflecting their “real world”.

Further, an individual’s perception can be affected by relative comparison – am I paid

as much as that person - and comparisons of internalised ideals, aspirations, and

expectations, for example, with the individual’s current state (Lawler and Porter,

1966).

In summary, where it has been considered, authors differ in their views on the

core constituents of Quality of Working Life (e.g. Sirgy, Efraty, Siegel & Lee, 2001

and Warr, Cook & Wall, 1979).

It has generally been agreed however that Quality of Working Life is

conceptually similar to well-being of employees but differs from job satisfaction which

solely represents the workplace domain (Lawler, 1982).

Quality of Working Life is not a unitary concept, but has been seen as

incorporating a hierarchy of perspectives that not only include work-based factors

such as job satisfaction, satisfaction with pay and relationships with work colleagues,

but also factors that broadly reflect life satisfaction and general feelings of well-being

(Danna & Griffin, 1999). More recently, work-related stress and the relationship

between work and non-work life domains (Loscocco & Roschelle, 1991) have also

been identified as factors that should conceptually be included in Quality of Working

Life.

Measurement

There are few recognised measures of quality of working life, and of those that exist

few have evidence of validity and reliability, that is, there is a very limited literature

based on peer reviewed evbaluations of available assessments. A recent statistical

analysis of a new measure, the Work-Related Quality of Life scale (WRQL), indicates

that this assessment device should prove to be a useful instrument, although further

evaluation would be useful. The WRQL measure uses 6 core factors to explain most

of the variation in an individual’s quality of working life: Job and Career Satisfaction;

Working Conditions; General Well-Being; Home-Work Interface;

Stress at Work and Control at Work. 

 

 

 

  Applications

Regular assessment of Quality of Working Life can potentially provide

organisations with important information about the welfare of their employees, such

as job satisfaction, general well-being, work-related stress and the home-work

interface.

Worrall and Cooper (2006) recently reported that a low level of well-being at

work is estimated to cost about 5-10% of Gross National Product per annum, yet

Quality of Working Life as a theoretical construct remains relatively unexplored and

unexplained within the organisational psychology research literature.

A large chunk of most peoples’ lives will be spent at work. Most people

recognise the importance of sleeping well, and actively try to enjoy the leisure time

that they can snatch. But all too often, people tend to see work as something they

just have to put up with, or even something they don’t even expect to enjoy.

Some of the factors used to measure quality of working life pick up on things

that don’t actually make people feel good, but which seem to make people feel bad

about work if those things are absent. For example, noise – if the place where

someone works is too noisy, they might get frequent headaches, or find they cannot

concentrate, and so feel dissatisfied. But when it is quiet enough they don’t feel

pleased or happy - they just don’t feel bad. This can apply to a range of factors that

affect someone's working conditions.

Other things seem to be more likely to make people feel good about work and

themselves once the basics are OK at work. Challenging work (not too little, not too

much) can make them feel good. Similarly, opportunities for career progression and

using their abilities can contribute to someone's quality of working life. 

JOB SATISFACTION

Definitions

Job satisfaction has been defined as a pleasurable emotional state resulting

from the appraisal of one’s job; an affective reaction to one’s job; and an attitude

towards one’s job.

Weiss (2002) has argued that job satisfaction is an attitude but points out that

researchers should clearly distinguish the objects of cognitive evaluation which are

affect (emotion), beliefs and behaviours. This definition suggests that we form

attitudes towards our jobs by taking into account our feelings, our beliefs, and our

behaviors. 

 

  History

One of the biggest preludes to the study of job satisfaction was the Hawthorne

studies. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard

Business School, sought to find the effects of various conditions (most notably

illumination) on workers’ productivity. These studies ultimately showed that novel

changes in work conditions temporarily increase productivity (called the Hawthorne

Effect). It was later found that this increase resulted, not from the new conditions, but

from the knowledge of being observed. This finding provided strong evidence that

people work for purposes other than pay, which paved the way for researchers to

investigate other factors in job satisfaction.

Scientific management (aka Taylorism) also had a significant impact on the

study of job satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of

Scientific Management, argued that there was a single best way to perform any given

work task. This book contributed to a change in industrial production philosophies,

causing a shift from skilled labor and piecework towards the more modern approach

of assembly lines and hourly wages.

The initial use of scientific management by industries greatly increased

productivity because workers were forced to work at a faster pace. However, workers

became exhausted and dissatisfied, thus leaving researchers with new questions to

answer regarding job satisfaction. It should also be noted that the work of W.L.

Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylor’s work.

Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid

the foundation for job satisfaction theory. This theory explains that people seek to

satisfy five specific needs in life – physiological needs, safety needs, social needs,

self-esteem needs, and self-actualization. This model served as a good basis from

which early researchers could develop job satisfaction theories.

MODELS OF JOB SATISFACTION

Affect Theory

Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous

job satisfaction model. The main premise of this theory is that satisfaction is

determined by a discrepancy between what one wants in a job and what one has in a

job. Further, the theory states that how much one values a given facet of work (e.g.

the degree of autonomy in a position) moderates how satisfied/dissatisfied one

becomes when expectations are/aren’t 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

doesn’t 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.

 

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 one’s

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 Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge

argued that there are four Core Self-evaluations that determine one’s disposition

towards job satisfaction: self-esteem, general self-efficacy, locus of control, and

neuroticism. This model states that higher levels of self-esteem (the value one places

on his self) and general self-efficacy (the belief in one’s own competence) lead to

higher work satisfaction. Having an internal locus of control (believing one has

control over her\his own life, as opposed to outside forces having control) leads to

higher job satisfaction. Finally, lower levels of neuroticism lead to higher job

satisfaction. 

 

  Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzberg’s 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. Motivating factors are those aspects of the job that

make people want to perform, and provide people with satisfaction, for example

achievement in work, recognition, promotion opportunities. These motivating factors

are considered to be intrinsic to the job, or the work carried out. Hygiene factors

include aspects of the working environment such as pay, company policies,

supervisory practices, and other working conditions.

While 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 criticised in that it

does not specify how motivating/hygiene factors are to be measured.

 

 Job Characteristics Model

Hackman & Oldham proposed the Job Characteristics Model, which is widely

used as a framework to study how particular job characteristics impact 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. 

Measuring Job satisfaction

There are many methods for measuring job satisfaction. By far, the most

common method for collecting data regarding job satisfaction is the Likert scale

(named after Rensis Likert). Other less common methods of for gauging job

satisfaction include: Yes/No questions, True/False questions, point systems,

checklists, and forced choice answers. This data is typically collected using an

Enterprise Feedback Management (EFM) system.

The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969),

is a specific questionnaire of job satisfaction that has been widely used. It measures

one’s satisfaction in five facets: pay, promotions and promotion opportunities,

coworkers, supervision, and the work itself. The scale is simple, participants answer

either yes, no, or can’t decide (indicated by ‘?’) in response to whether given

statements accurately describe one’s job.

The Job in General Index is an overall measurement of job satisfaction. It is

an improvement to the Job Descriptive Index because the JDI focuses too much on

individual facets and not enough on work satisfaction in general.

Other job satisfaction questionnaires include: the Minnesota Satisfaction

Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The

MSQ measures job satisfaction in 20 facets and has a long form with 100 questions

(five items from each facet) and a short form with 20 questions (one item from each

facet). The JSS is a 36 item questionnaire that measures nine facets of job

satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used

widely, measured overall job satisfaction with just one item which participants

respond to by choosing a face. 

Relationships and practical implications

Job Satisfaction can be an important indicator of how employees feel about

their jobs and a predictor of work behaviours such as organizational citizenship,

absenteeism, and turnover. Further, job satisfaction can partially mediate the

relationship of personality variables and deviant work behaviors.

One common research finding is that job satisfaction is correlated with life

satisfaction. This correlation is reciprocal, meaning people who are satisfied with life

tend to be satisfied with their job and people who are satisfied with their job tend to

be satisfied with life. However, some research has found that job satisfaction is not

significantly related to life satisfaction when other variables such as non work

satisfaction and core self-evaluations are taken into account.

An important finding for organizations to note is that job satisfaction has a

rather tenuous correlation to productivity on the job. This is a vital piece of

information to researchers and businesses, as the idea that satisfaction and job

performance are directly related to one another is often cited in the media and in

some non-academic management literature. A recent meta-analysis found an

average uncorrected correlation between job satisfaction and productivity to be

r=.18; the average true correlation, corrected for research artifacts and unreliability,

was r=.30[14]. Further, the meta-analysis found that the relationship between

satisfaction and performance can be moderated by job complexity, such that for high-

complexity jobs the correlation between satisfaction and performance is higher

(ρ=.52) than for jobs of low to moderate complexity (ρ=.29). In short, the relationship

of satisfaction to productivity is not necessarily straightforward and can be influenced

by a number of other work-related constructs, and the notion that "a happy worker is

a productive worker" should not be the foundation of organizational decision-making.

With regard to job performance, employee personality may be more important

than job satisfaction. The link between job satisfaction and performance is thought to

be a spurious relationship; instead, both satisfaction and performance are the result

of personality.

  Contents and Concern Areas

In my projects as by this moment I have brief all the theoretical part of  my

area of concern, and in next few chapters I will discusses in short about research and

methods of research, and will apply my tools and Techniques, to interpret my

information from the available Data. 

And in short my concern area in this project are – 

To know about work life environment condition of Urban Co-Operative Bank Ltd., and

to know the reaction for the same of the employees. & To rank the level of job

satisfaction of employees, towards their jobs, management and other factors which

have consideration in job.

OBJECTIVES OF THE STUDY

The following are the objectives of the study

To find the level of attitudes of the employees in a cooperative organization

To find the bottle necks in the employees attitude in achieving the organizational success

To find the effect of the attitudes on the organizational success

To create awareness among employees about the areas of work related attitude where they are generally weak.

To give suitable suggestions and recommendations to the management based on the findings of the study.

 

 

 

SCOPE OF THE STUDY

This study is conducted in cooperative banking sector. Very few studies are

conducted in human resource management of cooperative sector. The findings of

this study can be utilized to create positive attitude among the employees of The

Lakhimpur district cooperative bank Ltd and similar institutions. The attitudinal

training based on the findings of this study will contribute to the organizational

success. The employees can work for political parties and many of them are district

level leaders also. These leaders can indirectly control the managing committee as

the committee members come below their rank in the respective party setup. Hence

the human resource management is unique in such type of institutions and so the

results of this attitude related study is helpful to this type of organization for the

organizational success.

Limitations

This study is conducted in an apex district level financial Institution. The study is in

cooperative sector. The Sample contains managers, accountants and clerks (middle

level staff) only. The sample size is fifty only. As the size of the sample is small and

it is conducted in a limited span of time the generalization is difficult. As the HR

conditions of cooperative sector is unique the generalizations of the findings to

other areas is also difficult.

1.5 EXECUTIVE SUMMARY

The employees’ attitude is studied to find its relation with the success of the

organization. The study is conducted in ‘The lakhimpur district cooperative bank Ltd,

lakhimpur’. A sample survey is conducted for the study. Fifty samples are selected at

random from two branches and the head office of the organization. The

questionnaire is prepared in such a way that the analysis of the questions from areas

of different attitudes can measure the attributes of success belongs to the following

list. The list of benefits which contributes to success are: Increases productivity,

solves problems, fosters teamwork, improves quality, makes congenial atmosphere,

breeds loyalty, increases profits, fosters better relationships with employer, employee

& customers, helps a person to become a contributing member and makes for a

pleasing personality. From different questions of the questionnaire, scores are

generated to quantify these attributes. The Microsoft excel software is used to

analyze the results. The attributes of success measured in the study shows that ‘the

attitude which helps to become employees contributing members is the attribute

which has the highest percentage score in the organization and ‘Breeds loyalty’ is the

lowest percentage score .All the success attributes are scored above 76% and the

average of all the scores is 81%. This is a very high level of success rating. Here the

work related attitude of the employees is on a highly positive level and it has

contributed to the success of the organization.

Chapter - 2

Company Profile

2.1 History

The term Urban Co-operative Banks (UCBs), though not formally defined, refers to

primary cooperative banks located in urban and semi-urban areas. These banks, till

1996, were allowed to lend money only for non-agricultural purposes. This distinction

does not hold today. These banks were traditionally centred around communities,

localities work place groups. They essentially lent to small borrowers and

businesses. Today, their scope of operations has widened considerably.

The origins of the urban cooperative banking movement in India can be traced to the

close of nineteenth century when, inspired by the success of the experiments related

to the cooperative movement in Britain and the cooperative credit movement in

Germany such societies were set up in India. Cooperative societies are based on the

principles of cooperation, - mutual help, democratic decision making and open

membership. Cooperatives represented a new and alternative approach to

organisaton as against proprietary firms, partnership firms and joint stock companies

which represent the dominant form of commercial organisation.

TRANSFORMATION JOURNEY IN

Urban Co-Operative Bank Ltd

                                                          

The Urban Co-operative Bank is, the District oldest Bank and a premier in terms of

having a clientele of local businessmen, balance sheet size, number of branches,

market share and profits is today going through a momentous phase of Change and

Transformation – the two decades old private sector behemoth is today stirring out of

its Public Sector legacy and moving with an agility to give the Private and Public

Banks a run for their money.

The bank is entering into many new businesses with strategic tie ups – Pension

Funds, General Insurance, Custodial Services, Private Equity, Point of Sale

Merchant Acquisition, Advisory Services, structured products etc – each one of these

initiatives having a huge potential for growth. 

The Bank is forging ahead with cutting edge technology and innovative new banking

models, to expand its Rural Banking base, looking at the vast untapped potential in

the hinterland and proposes to cover 1000 villages in the next two years.   

It is also focusing at the top end of the market, on whole sale banking capabilities to

provide India’s growing mid / large Corporate with a complete array of products and

services.

It is consolidating its local treasury operations and entering into structured products

and derivative instruments. Today, the Bank is the largest provider of infrastructure

debt, educational loan and the largest arranger of external commercial borrowings in

the District. It is the only bank to presently in the district which is providing all seven

days banking to its customers. 

The Bank is changing outdated front and back end processes to modern customer

friendly processes to help improve the total customer experience. With about 15 of its

own 2 extension branches and another 3 branches of its Associate Banks already

networked, today it offers the largest banking network to the local customer. The

Bank is also in the process of providing complete payment solution to its clientele

with its over 20 branches, and other electronic channels such as Internet banking,

debit cards, mobile banking, etc. 

Throughout all this change, the Bank is also attempting to change old mindsets,

attitudes and take all employees together on this exciting road to Transformation.  

2.2 Business Of UBC

Progress detail of organization

  S.no. Account Year 2007-08 Year 2008-09

1 Current account 380.17 319.55

2 Saving Account 4564.56 5437.45

3 Recurring Account 131.81 168.16

4 Home Deposit 456.23 490.83

5 Fixed Account 6637.33 8435.22

TOTAL 12170.10 14851.23

 

 

Note: All figures are in Crores.

2.3 Hierarchy

2.5 Products:

Urban Co-Operative Bank Limited is presently providing following range of products

to their Customers. 

1. Saving Accounts

2. Current Account

3. Fixed Deposits

4. Recurring Deposits

5. Home Deposits

6. Loan

 Saving Account is specially designed for the customers who’s are willing to keep

their money in safe avenues for the future short come requirements.  

Current Accounts are a daily use instruments for the business persons operating

their business in city. 

Fixed Deposits are one time short come as well as long term investment

instrument. 

Recurring Deposits are designed for those customers who like to save money for

their future requirement on daily basis.  

Home Deposits are deposits which are being collected by bank people from the

door step of customer on daily basis frequency. 

Loans are given to customer for their immediate requirement of money for different

proposes like

Home Loan

Car loan

Education Loan

Agriculture

Chapter – 3 & 4

LITERATURE REVIEW & THEORETICAL OVERVIEW

 Human Resource (or personnel) management, in the sense of getting things done

through people, is an essential part of every manager’s responsibility, but many

organizations find it advantageous to establish a specialist division to provide an

expert service dedicated to ensuring that the human resource function is performed

efficiently.

“People are our most valuable asset” is a cliché, which no member of any senior

management team would disagree with. Yet, the reality for many organizations are

that their people remain under valued, under trained and underutilized.

Following are the various functions of Human Resource Management that are

essential for the effective functioning of the organization:

1.    Recruitment

2.    Selection

3.    Induction

4.    Performance Appraisal

5.    Training & Development

INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

Human Resource (or personnel) management, in the sense of getting things done

through people, is an essential part of every manager’s responsibility, but many

organizations find it advantageous to establish a specialist division to provide an

expert service dedicated to ensuring that the human resource function is performed

efficiently.

“People are our most valuable asset” is a cliché, which no member of any senior

management team would disagree with. Yet, the reality for many organizations are

that their people remain under valued, under trained and under utilized.

The market place for talented, skilled people is competitive and expensive. Taking on

new staff can be disruptive to existing employees. Also, it takes time to develop

‘cultural awareness’, product / process / organization knowledge and experience for

new staff members.

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT

Following are the various functions of Human Resource Management that are

essential for the effective functioning of the organization:

1.    Recruitment

2.    Selection

3.    Induction

4.    Performance Appraisal

5.    Training & Development

Recruitment

The process of recruitment begins after manpower requirements are determined

in terms of quality through job analysis and quantity through forecasting and

planning.

Selection

The selection is the process of ascertaining whether or not candidates possess

the requisite qualifications, training and experience required.

Induction

Induction is the technique by which a new employee is rehabilitated into the

changed surroundings and introduced to the practices, policies and purposes

of the organization.

Chapter 5

RESEARCH METHODOLOGY

BASIC RESEARCH

Basic research (also called fundamental or pure research) has as its primary

objective the advancement of knowledge and the theoretical understanding of the

relations among variables. It is exploratory and often driven by the researcher’s

curiosity, interest, and intuition. It is conducted without any practical end in mind,

although it may have unexpected results pointing to practical applications. The terms

“basic” or “fundamental” indicate that, through theory generation, basic research

provides the foundation for further, sometimes applied research. As there is no

guarantee of short-term practical gain, researchers may find it difficult to obtain

funding for basic research.

Traditionally, basic research was considered as an activity that preceded

applied research, which in turn preceded development into practical applications.

Recently, these distinctions have become much less clear-cut, and it is sometimes

the case that all stages will intermix. This is particularly the case in fields such as

biotechnology and electronics, where fundamental discoveries may be made

alongside work intended to develop new products, and in areas where public and

private sector partners collaborate in order to develop greater insight into key areas

of interest.

But now a days research in Mnanagement is a very vast and growing

phenomeneon, and for that many tools and techniques have been developed.

RESEARCH METHODS

The goal of the research process is to produce new knowledge, which takes three

main forms (although, as previously discussed, the boundaries between them may

be fuzzy):

Exploratory research, which structures and identifies new problems

Constructive research, which develops solutions to a problem

Empirical research, which tests the feasibility of a solution using empirical

evidence

Research can also fall into two distinct types:

Primary research

Secondary research

Research methods used by scholars include:

Action research

Cartography

Case study

Classification

Citation Analysis

Consumer ethnocentrism and CETSCALE

Content or Textual Analysis

Delphi method

Ethnography

Experience and intuition

Experiments

Interviews

Mathematical models

Participant observation

Q methodology

Questionnaires

Simulation

Statistical analysis

Statistical surveys

Research is often conducted using the hourglass model. The hourglass model starts

with a broad spectrum for research, focusing in on the required information through

the methodology of the project (like the neck of the hourglass), then expands the

research in the form of discussion and results.

In collection of data form the source(Urban Co-operative Bank) I used tool of

collecting data through questioners, which were got filled by all level of Employees,

whether of top rank, or peon, because my cause of concern was to analyze the job

satisfaction of all level employees, not of only specific level.   

      And in the process of going through the research with the bank I broke my

research in to some regular process, to make the things easy and understandable.

And my regular break ups are given below -

Sources of data

Sample size, if any

Methods of data collection

Tools and techniques of analysis

 

   SOURCE OF DATA

Data refers to a collection of organised information, usually the result of experience,

observation or experiment, other information within a computer system, or a set of

premises. This may consist of numbers, words, or images, particularly as

measurements or observations of a set of variables.

Data can easilly be classified in two cataegories :-

- Primary Data

- Secondary Data

PRIMARY DATA OR RAW DATA

Raw data is a term for unprocessed data, it is also known as primary data. It is a

relative term. Raw data can be input to a computer program or used in manual

analysis procedures such as gathering statistics from a survey. It can refer to the

binary data on electronic storage devices, and as well s can be refer to the statistical

data to management projects. 

SECONDARY DATA

In research, Secondary data is collecting and possibly processed by people

other than the researcher in question. Common sources of secondary data for social

science include censuses, large surveys, and organizational records. In sociology

primary data is data you have collected yourself and secondary data is data you

have gathered from primary sources to create new research. In terms of historical

research, these two terms have different meanings. A primary source is a book or set

of archival records. A secondary source is a summary of a book or set of records. 

Sources of secondary data may be classified into qualitative and quantitative.

Examples of qualitative sources are biographies, memoirs, newspapers, etc.

Quantitave sources include published statistics (e.g., census, survey), data archives,

market research, etc.[1] Today, with Internet capabilities, thousands of large scale

datasets are at the click of a mouse for secondary data analyst. Globally, there are

many sources available. These sources can arrive from the data arranged by

governmental and private organizations, to data collected by any social researcher.

Secondary data analysis is a growing research tool in our modern day society. Social

scientists have the opportunity to explore massive amounts of secondary data. 

 

In my project study because of not being any well stablished HR department

in Urban Co-Operative Bank, it were not possible to gather secondary data form any

source for my project, and so I got totally dependent on the Primary data to which I

collected. 

 

 RESEARCH DESIGN:

Research Design refers to "framework or plan for a study that guides the collection

and analysis of data". A typical research design of a company basically tries to

resolve the following issues:

Determining Data Collection Design

Determining Data Methods

Determining Data Sources

Determining Primary Data Collection Methods

Developing Questionnaires

Determining Sampling Plan

(1) Explorative Research Design:

Explorative studies are undertaken with a view to know more about the problem.

These studies help in a proper definition of the problem, and development of specific

hypothesis is to be tested later by more conclusive research designs. Its basic

purpose is to identify factors underlying a problem and to determine which one of

them need to be further researched by using rigorous conclusive research designs.

(2) Conclusive Research Design:

Conclusive Research Studies are more formal in nature and are conducted with a

view to eliciting more precise information for purpose of making marketing decisions.

These studies can be either:

a) Descriptive or

b) Experimental   

Thus, it was mix of both the tools of Research Design that is, Explorative as well as

Conclusive.

SAMPLING SIZE

The sample size of a statistical sample is the number of observations that

constitute it. It is typically denoted n, a positive integer (natural number).

Typically, all else being equal, a larger sample size leads to increased

precision in estimates of various properties of the population. This can be seen in

such statistical rules as the law of large numbers and the central limit theorem.

Repeated measurements and replication of independent samples are often required

in measurement and experiments to reach a desired precision

It is easy to show that as n becomes large, this variability becomes very small.

This yields to more sensitive hypothesis tests with greater statistical power and

smaller confidence intervals. 

Sample Size for Primary Data in my project is 50 

           

DATA COLLECTION

Data Sources:

(i) Secondary Data through Internet

(ii) Primary Data through Questionnaire

(iii) Contact Method

(iv) Personal Interaction

DATA PRESENTATION AND ANALYSIS:

1.    Bar graphs

2.    Pie Diagrams

3.    Doughnuts

Repeated measurements and replication of independent samples are often

required in measurement and experiments to reach a desired precision

It is easy to show that as n becomes large, this variability becomes very small.

This yields to more sensitive hypothesis tests with greater statistical power and

smaller confidence intervals. 

Sample Size for Primary Data in my project is 50 

3.3   METHODS OF DATA COLLECTION

In project I used only one method for data collection and that is

QUESTIONNAIRE. For collection of primary data I prepared a questionnaire of 16

Questions and all the questions were designed in such a manner, so that they can

extract out the response of sample on two parameters only, which are Work Life

Environment

Job Satisfaction

   3.4        TOOLS AND TECHNIQUES OF ANALYSIS 

After got filled all the questionnaire, I found the challenge to get out the information

form the available data through bank.

Because sample size was not very big so, it was not relevant to apply any complex

statistical tool, and because of being small sample size I used tables and chart to

illustrate the information I received form the primary data.

For the consolidation of information I have prepared a consolidated master table

which consist all aspect of data I picked, and information received. 

Chapter 6.

DATA ANALYSIS

  

  

    

  Data analysis is the process of looking at and summarizing data with the

intent to extract useful information and develop conclusions. Data analysis is closely

related to data mining, but data mining tends to focus on larger data sets, with less

emphasis on making inference, and often uses data that was originally collected for a

different purpose. In statistical applications, some people divide data analysis into

descriptive statistics, exploratory data analysis and confirmatory data analysis.

Data analysis assumes different aspects, and possibly different names, in

different fields.

For the next couple of pages you will be going through the analysied data. 

ANALYSIS AND FINDING

1. Do the employee get equla pay – out for their work ?

Response No. Of Employees Percentage (%)

Yes 26 52

No 10 20

Differ form Designation 14 28

 

  In the above mentioned pie chart, study prove that 52% of employees are getting

equal pay-out of their work. Further 28% of employees are get pay differ from

designation and rest of 20% of employees are not getting equal pay-out of their work.

So study prove that pay-out of employees are equal for everyone.

3. What do you think about your work Environment ?

Response No. Of Employees Percentage (%)

Outstanding 6 12

It is very Good 24 48

It is Fair 18 36

It is not Fair 1 2

It is Poor 1 2

   During  the analysis of environment of organization survey’s questionnaire 2% of

employees are feeling working environment is poor, 2%  of employees are feeling it

is not fair, further 12% of employees feel their working environment is outstanding,

36% of employees feel it is fair and rest of 48% of employees feel it is very good. So

study prove that working environment of UCB is very good. 

  

4. What do you think about your working hours?

Response No. Of Employees Percentage (%)

It is Very Good 30 60

It is Fair 18 36

It is Not Fair 1 2

It is Poor 1 2

   In the above mentioned pie chart , study prove that 2% of employees said that

working hours are poor, 2% of employees are said that it is not fair, 36% of

employees are said that it is fair and rest of 60% of employees are said that it is very

good. So study proves that working hours in UCB is very good.  

5. Comment on the behavior and attitude of you seniors.

Response No. Of Employees Percentage (%)

Rough Way 1 2

Very fine 30 60

Neither Rough Nor Fine 6 12

Improvements required 13 26

 

 

 

  In the above mentioned pie chart shows that 2% of employees are feel attitude of

their senior is rough, 12% of employees are said that the attitude and behavior of

their senior is neither rough nor fine, 26% of employees are feel it requires some

improvement and rest of 60% of employees said that it is very fine. So study prove

that the attitude and behavior of senior is fine not so good so that it should require

some improvement.

6. Comment on the behavior of the subordinates at the course of

Employment.

Response No. Of Employees Percentage (%)

Very Fine 32 64

Rough 1 2

Neither Rough Nor Fine 10 20

Improvements required 7 14

     

 

 

In the above mentioned pie chart , study prove that 2% of employees feel the

behavior of their subordinate is rough, 14% of employees said it requires some

improvement, 20% of employees said it is neither rough nor fine and rest of 64%

employees feel it is very fine. So study proves that behavior of their subordinate is

very fine.     

7. Do you feel secure (Job Security), at your work Place?

Response No. Of Employees Percentage (%)

Yes 44 88

NO 6 12

Yes

No. Of Employees

Percentage (%)

In the above mentioned pie chart ,analysis prove that 12% of employees  feel

insecure at their workplace and 88% of employees feel secured at their workplace .

So study proves that employees job are secured. But 12% of employees job are not

secured may be because of they are not permanent.    

 

 

8. Does the management listen requisite demand of the employees?

Response No. Of Employees Percentage (%)

Yes 38 76

NO 12 24

Yes

No. OfEmployees

Percentage (%)

 

In the above mentioned picture graph, study proves that 24% of employees

are said management not listen their requisite demand and 76% of employees are

said to that management listen their requisite demand.

 

9. Do you satisfied with seven days working?

Response No. Of Employees Percentage (%)

Yes 34 68

NO 16 32

 

Yes

No. Of Employees

Percentage (%)

  In the above mentioned pie chart study prove that 32% of employees are not happy

with seven days working and 68% of employees are satisfied with seven days

working. So after analysis we can say that most of the employees are satisfied with

seven days working.  

 

10. Are you satisfied with your job?

Response No. Of Employees Percentage (%)

Highly Satisfied 8 16

Satisfied 34 68

Dissatisfied 8 16

 

No. Of Employees

Highly Satisf ied

Satisf ied

Dissatisf ied

 

In the above mentioned pie chart analysis prove that 16% of employees are

dissatisfied with their job, 16% of employees are highly satisfied with their job and

other 68% of employees are satisfied with their job. So after above finding we can

say that employees are satisfied with their job.

11. Give your view regarding employee welfare program.

 

Response No. Of Employees Percentage (%)

Satisfactory 18 36

Not Satisfactory 4 8

No. Such Welfare Program 28 56

 

  In the above mentioned pie chart we see 8% of employees are not satisfied with

welfare program ,36% of employees are satisfied with welfare program and rest of

56% of employees are said that no such welfare program for employees. So study

proves that no such welfare program for employees. So UCB has to start some

welfare program for their employees.

12. Does your bank provide any means of conveyance by any mean?

Response No. Of Employees Percentage (%)

Yes 14 28

No 36 72

Yes

No. OfEmployees

Percentage (%)

From the above pie chart it can be concluded that 28% of employees shows their

contentment in regard of the statement. They agree with the fact that the bank is

providing means of conveyance to them while rest 72% of employees deny with the

fact. So overall conclusion drawn improvement is needed in this field. 

  

 

 

13. Are you provided with all the benefits improved by the government for the

social security of the employees?

Response No. Of Employees Percentage (%)

Under C. B. I. 0 0

Under workmen's act 6 12

Under Provident Fund 24 48

Under Gratuity 20 40

No. Of Employees

Under C. B. I.

Underworkmen's act

Under ProvidentFund

Under Gratuity

From the above pie chart it can be concluded that no one aware about the C.B.I.

provide which benefits for employees, 12% of  employees get benefits under

workmen act, 40% of employees are under gratuity, and rest of 48% of employees

are under provident fund. So after overall conclusion study prove that variation

between the results so the employees are not aware about their benefits.  

14. How do you feel about your wages payable by the organization as

compared to the standard rate paid by the other organization?

 

Response No. Of Employees Percentage (%)

It is higher than standard rate 8 16

It is approximately equal to standard rate 32 64

It is lower than standard rate 10 20

It is very lower than standard rate 0 0

 

No. Of Employees It is higher thanstandard rate

It isapproximatelyequal tostandard rate

It is low er thanstandard rate

It is very low erthan standardrate

   

From the above pie chart it can be concluded that 16% of employees wages are

higher than standard rate, 20% of employees wages are lower than standard rate,

and rest of 64% of employees wages are approximately equal to standard rate. So

overall conclusion drawn wages are approximately equal to standard rate.  

15. Does your job fulfill your expectation?

Response No. Of Employees Percentage (%)

It is very below your expectation 8 16

It is below your expectation 12 24

It just fulfill your expectation 21 42

Higher then expectation 8 16

Very higher then expectation 1 2

 

 

No. Of Employees It is very belowyourexpectation

It is below yourexpectation

It just fulfill yourexpectation

Higher thenexpectation

Very higherthenexpectation

 

  From the above pie chart it can be concluded that 2% of employees’ job expectation

is very high, 16% of employees job expectation is very below, 165 of employees job

expectations are higher, 24% of employees job expectation are below and rest of

42% employees job expectation are just fulfill. So overall conclusion drawn that

employees job not fulfill their expectations.

16. Comment upon the safety and accident preservation measures provided

by your organization.

Response No. Of Employees Percentage (%)

Sufficient 20 40

Not Sufficient 12 24

Just prevents normal accident 4 8

No concern regarding 0 0

Requires Modification 14 28

No. Of Employees Sufficient

Not Sufficient

Just preventsnormalaccident

No concernregarding

RequiresModification

    

  From the above pie chart it can be concluded that 8% of employees just prevent

normal accident, 24% of employees not get any safety measures, 28% of employees

want some requirement in accident prevention it is not sufficient, and rest of 40%

employees are satisfied with accident prevention. So overall conclusion drawn out it

requires some improvement.  

Chapter 7

FINDINGS AND RECOMMENDATION

CONCLUSION 

High employee satisfaction level can reduce turnover optimizing employee

satisfaction is the key to success of any business. And sound, insightful employees

satisfaction research is the key to understanding how to achieve that optimization.

Employee satisfaction leads to-

Enhance workforce productivity, rotation, satisfaction.

Reduce turnover, recruiting, and training cost.

Anticipate and respond to workforce issue before they escalate.

Enhance customer satisfaction and loyalty.

Enable more effective and cost effective reward recognition.

INFORMATION OUTCOME 

Pay-out-Through the analysis of chart 1 shows that majority of employees are

satisfied with pay-out. The suggestion given by employees most of the employees

get equal pay-out of their work.

Work environment- Through the analysis of chart 2 shows that majority of

employees said the environment is good. So after overall study prove that it needed

some improvement.

Working hours- After the analysis of chart 3 shows that 60% of employees said it is

very good. In UCB working hours are 10:00 to 8:00. They are working in a two sift

10:00 to 5:00 and 5:00 to 8:00.

Attitude of senior- After the analysis of chart 4 the study shows that majority of

employees feel the attitude of senior is fine. But it requires some improvement.

Behavior of subordinate- Through the analysis of chart 5 shows that majority of

employees feel behavior of subordinate is fine. But on the other hand it is neither

rough nor fine. So it requires some improvement.

Encouragement for their work- Through the analysis it is found that majority of

employees are encouraged at workplace but rest of employees are not. So that

senior staff should give bonus, incentives to their employees for giving them

encouragement.

Management listen demand- Trough the analysis of chart 8 it is found that 76% of

employees demand are listen by the management but rest of 24% of employees

demand are not listen by the management. After above analysis it is recommended

that management should listen requisites demand of employees.

Seven days working- Through the analysis of chart 9. It can be concluded that

majority of employees are satisfied with seven days working but rest of employees

are not satisfied with seven days working.

Job satisfaction- From the analysis of chart 10 shows that majority of employees

are satisfied. So overall study proves that they are satisfied.

Employees welfare program- Trough the analysis of chart 11 it can be concluded

that majority of employees said that no such welfare program for the employees and

rest of are satisfied. So overall conclusion find out there is no welfare program for

employees in UCB.

Conveyance- Trough the analysis of chart 12 it can be concluded that majority of

employees said that there is no conveyance allowance. So UCB should provide

conveyance allowance to their employees

. 

 

 

 

CHAPTER - 7

SUGGESTIONS

After having analyzed the data, it was observed that practically there was no

appraisal in the organization. To be an effective tool, it has to be on the

continuous basis. This is the thing that has been mentioned time and again in the

report, as, in the absence of continuity, it becomes a redundant exercise. Before

actually deciding drafting what should be the kind of appraisal the following

things should be taken care of:

1.    The very concept of performance appraisal should be marketed throughout

the organization. Unless this is done, people would not accept it, be it how

important to the organization.

2.    To market such a concept, it should not start at bottom, instead it should be

started by the initiative of the top management. This would help in percolating

down the concept to the advantage of all, which includes the top management as

well as those below them. This means that the top management has to take a

welcoming and positive approach towards the change that is intended to be

brought.

3.    Further, at the time of confirmation also, the appraisal form should not lead

to duplication of any information. Instead, detailed appraisal of the employee’s

work must be done – which must incorporates both the work related as well as

the other personal attributes that are important for work performance.

4.    It should be noted that the appraisal form for each job position should be

different as each job has different knowledge and skill requirements. There

should not be a common appraisal form for every job position in the

organization.

5.    The job and role expected from the employees should be decided well in

advance and that too with the consensus with them.

6.    A neutral panel of people should do the appraisal and to avoid subjectivity

to a marked extent, objective methods should be employed having quantifiable

data.

7.    The time period for conducting the appraisal should be revised, so that the

exercise becomes a continuous phenomenon.

8.    Transparency into the system should be ensured through the discussion

about the employee’s performance with the employee concerned and trying to

find out the grey areas so that training can be implemented to improve on that.

7.1 CONCLUSION

Ideally in the present day scenario, appraisal should be done, taking the views of

all the concerned parties who have some bearing on the employee. But, since a

change in the system is required, it cannot be a drastic one. It ought to be

gradual and a change in the mindset of both the employees and the head is

required. 

Performance appraisal refers to the assessment of and employee’s actual

performance, behavior on jobs and his or her potential for future performance.

Appraisal has several objective but the main purposes are to asses training needs

effect, effect promotion, and to give pay increases.

Appraisal of performance proceeds in a set pattern. The steps are defining

appraisal objectives establishing job expectations; design the appraisal

programme, conduction performance interview, and using appraisal data for

different HR activities. Edward Deming disfavored performance appraisal,

instead he stressed on effective leader4ship for organizational effectiveness but

now performance appraisal system has become an inherent part of the modern

corporate organizations and through this management system one can asses the

performance of the employees. Through this I have tried to highlight the

performance appraisal system its need and importance in mordent corporate

organizations and its key role in checking the performance and progress of the

employees in the current job.

7.2 BIBLIOGRAPHY

1- BOOK

Marketing Management

By- Kotler Philip

Research Methodology

By- Kothari C.R

2- MAGAZINE

Annual year magazine published by Bank

3-WEBSITES

www.google.com

www.rbi.co.in

www.lkgb.in

4-Brouchures of the Bank

 RECOMMENDATION

The management should try to make some new policies to motivate the

workforce and should implement these to all the workers.

Apart from lunch breaks some refreshment should be given to the workers. So

to maintain their energy level.

Transportation facility should be given to all the workers from the lower staff to

the top executive.

There are two shifts running in the UCB. One is from

10:00 to 5:00

5:00 to 8:00

         But the ladies staffs don’t want to work in second shift so the management 

        should take care of this. In second shift employees should be increased so all

       burden is not come on the first shift employees.

From the survey, I also concluded that behavior of some senior needs to be

improved and interpersonal relationship at all level needs to be somewhat

improved.

More welfare program should be implemented in the bank.

Management should increase the wages of lower level employees as they are

not satisfied with the present wages given to them.

Management should take prompt action regarding the grievance of any

employees and should solve it out as early as possible.

Give encouragement to the employees given by them some fringe benefits.

QUESTIONNAIRE

Questionnaire for the purpose of studying the quality of work life and job

satisfaction of employees in Urban Cooperative Bank Lakhimpur-Kheri 

Name of the employee-_ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __

Post of the employee-_ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __

_  

Contact number-_ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __

_  

1. Do the employees get equal pay-out for equal work?

     Yes

    No

   Differ from designation 

2. What do you think about your working environment?

       Outstanding/Excellent

       It is very good

       It is fair

It is not fair

       It is poor 

3. What do you think about your working hours?

       It is very good

       It is fair

       It is not fair

       It is poor 

4. Comment on the behavior and attitude of your senior supervision?     

       Rough way

Very fine

       Neither rough nor fine

It requires some improvement  

5. Comment on the behavior of the subordinate at the course of

          employment.

    Rough way

Very fine

       Neither rough nor fine

    It requires some improvement 

6. Do you feel secured at your work place (job security)?

       Yes

No 

7. Comment upon the safety and accident prevention measures provided by your

organization.

    It is sufficient

       It is not sufficient

    It just prevents accident

       Company is least concerned regarding accident

    It requires modification 

8. Are the employees encouraged at work?

Yes

      No 

9. Does your job fulfill your expectations?

      It is very below your expectation

   It is below your expectation

It just fulfill your expectation

       It is higher than your expectation

It is very higher than your expectation 

10.How do you feel about your wages payable by the organization as compared

to the standard rate paid by the other organizations?

       My wages is very high than the standard rate

  My wages is approximately equal to the standard rate

       My wages is lower than the standard rate

My wages is very low as compared to the standard rate 

11.Does the management listen requisites demand of the employees?

       Yes

No 

12.Give your view regarding employees welfare program

  Satisfactory

       Not satisfactory

  No such welfare program 

13.Are you provided with all the benefits improved by the government

         for the social security of employees?

 Under C.B.I.

      Under workmen’s act

Under provident fund

       Under gratuity 

14.Does your bank provide any means of conveyance?

    If yes, is it by staff bus

       If no, do they provide any conveyance allowance? 

15. Are you satisfied with your job?

       Highly satisfied

       Not satisfied

       Satisfied