Job Satisfaction Levels among Employees of Private Commercial Banks at Chuadanga District in BangladeshRahman M1*, Ashraf A2, Hasan N1, Hoshen S1, Chowdhury RHK1 and Moni MA3
- *Corresponding Author:
- Mostafijur Rahman
Department of Business Administration
First Capital University of Bangladesh
Shahnaz Mansion, Alamdanga Road (Pouro College Para)
E-mail: [email protected]
Received Date: March 24, 2017; Accepted Date: April 05, 2017; Published Date: April 15, 2017
Citation: Rahman M, Ashraf A, Hasan N, Hoshen S, Chowdhury RHK, et al. (2017) Job Satisfaction Levels among Employees of Private Commercial Banks at Chuadanga District in Bangladesh. J Bus Fin Aff 6: 256. doi: 10.4172/2167- 0234.1000256
Copyright: © 2017 Rahman M, et al. This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.
Job satisfaction among employees in banking sector is an important issue. The purpose of the study is to measure the level of job satisfaction among bank employees from socio-demographic context at Chuadanga District, in Bangladesh. The cross-sectional study sample consisted of 56 (male 89.3% and female 10.7%) respondents and used semistructured questionnaire containing pre-coded and open-ended questions. The job satisfaction was estimated using dimension index. Thereafter, ANOVA-test and t-test were used to estimate the level of job satisfaction. In this study, several indicators, such as, salary, sympathetic view to officers, increment allocation method, welfare facilities, bonus facilities, reward, working with present colleagues, leadership style, leave rules, job security, performance appraisal and evaluation process, working schedule and teamwork were recorded higher level of job satisfaction among bank employees. Significance means variation of low level of job satisfaction were found among age (76.04%), designation (72.31%), salary (70.77%), marital status (83.36%), service period (68.27%) and working environment (79.38%) which can be recovered by ensuring equitable and competitive compensation system, periodical increments, allowances, promotion, redesigning of working hour and environment, opportunities to participation in decision making and effective training and development program. More studies are essential to spotlight the issue that helps stakeholders to formulate strategies.