Job satisfaction

An Organisational Study on State Bank of India- Zonal Office, Bangalore

Executive Summary
Industry profile:
The banking industry in India today comprises of 27 public sectors, 31 private
banks and 29 foreign banks.
The Indian banking sector is headed for consolidation. The presence of many
regional players will see few banks emerging as global competitors.
Moreover, the likely rise in interest rates will see bank margins under pressure.
Treasury gains may wilt in the current scenario. Bank profits in future may again
be driven by core income.
Indian banking industry in general and SBI in particular has positioned itself to
take advantage of such economic growth, India is likely to achieve.

Company profile:
There are a total of 350 Commercial banks in the country, with more than 70,000
offices. STATE BANK OF INDIA owns 28% percent of these along with its seven
associates. The bank has reach. Its three-and-a-half times the size of the next
biggest bank, and bigger still than the next five banks put together. The bank has
dominance. It has 28% percent of the total banking business in India.
Despite its sheer size, and the legacy of the public sector, the bank is
surprisingly nimble. It’s computerizing its branches at a rapid pace, having
already done so in 4,000 branches. It hopes to computerize 95% of the branch
network by September 2005, and all the branches by December 2005. The bank
has tied with TCS to develop core banking solutions, which will help network the
branches.

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For the moment, SBI is distancing itself from its old ways and charting new
territories. A few years from now people will be asking whether it can remain
efficient despite the high -growth blueprint. But for now, it can be safely said; the
bank is moving forward and taking on competition head on.

Products, services and departments
The bank has brought about a lot of innovation in its products and departments
and has come out with various schemes.
SBI is providing quality services for its customers, and has been successful in
keeping their customers happy.
With the support of the investors and customers and the efficient endeavours of
the staff, the bank is living upto the expectations of all concerned.

My learning:
My internship training at State Bank of India was indeed a learning experience.
The organisation study has enhanced my knowledge regarding many aspects of
administration. .
I also got the opportunity to interact with the staff of SBI which proved to be very
educative.
It was overall a very wonderful and splendid experience which I wholly cherish.

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INDUSTRY PROFILE
Banking in India has its origin as early as the Vedic period. It is believed that the
transition from money lending to banking must have occurred even before. Manu,
the great Hindu jurist who has devoted a section of his work to deposits and
advances and laid down rules relating to rates of interest.
During the mogul period, the indigenous bankers played a very important role in
east India Company; it was the turn of the agency houses to carry on the banking
business. The general bank of India was the 1 st joint stock bank to be established
in the year 1786. The others that followed were the Bank of Hindustan and the
Bengal Bank failed in the meantime.
In the 1st half of 19th century the East India Company established 3 banks:
The Bank of Bengal in 1809.
The Bank of Bombay in 1840 and
The Bank of Madras in 1843.
These 3 banks also known as Presidency Banks were independent units and
functioned as well. These 3 banks were amalgamated in 1920 and a new bank,
the Imperial Bank of India was established on 27 th Jan 1921. With the passing
SBI act in 1955, the undertaking of the Imperial Bank of India was taken over by
the newly constituted State Bank of India.
The RBI which is the central bank of India was created in 1935, by passing RBI
act 1934. In the wake of the swadeshi movement, a no. of banks with Indian
management were established in the country namely, Punjab National Bank ltd.,
Bank of India ltd., Canara Bank Ltd., Indian Bank Ltd., the Bank of Baroda Ltd.,
the Central Bank of India Ltd.On July 19, 1969, 14 major banks of the country
were nationalised and on 15 th April 1980, 6 more commercial private banks were
also taken over by the Government.
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Today, the commercial banking system in India may be distinguished into:
1. public sector banks
o SBI and its associate banks called the State Bank group.
o 20 nationalised banks.
o Regional rural banks mainly sponsored by public sector banks.

2. private sector banks
o Old generation private banks.
o New generation private banks.
o Foreign banks in India.
o Scheduled co operative banks.
o Non-scheduled banks.

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Indian Financial System
The Indian Financial System is broadly classified into 2 groups:
1. Organised sector.
2. Unorganised sector.

The financial system is also divided into users of financial services and providers.
Financial institutions sell their services to households, businesses and
government

who

are

all

the

users

of

financial

services.

The providers of financial services are:
1. central Bank
2. other banks
3. Financial institutions.
4. money and capital markets
5. Informal financial enterprises.
The organised financial system comprises the following subsystems:
1. The Banking System.
2. The Cooperative System.
1. Development Banking System.
a. Public Sector
b. Private Sector.
2. Money Markets.
3. Financial companies/Institutions

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The unorganised sector comprises of money lenders, indigenous bankers, pawn
brokers, landlords, traders etc. there are also a host of financial companies, chit
funds etc. in the unorganised sector.
The central bank or the government does not regulate these in a systematic
manner.

Banking Scenario in India
A strong and vibrant banking sector with a network of over 54,500 branches
supports Indian economy. Besides, a no. of national and state level financial
institutions, a large no. of domestic and foreign institutional investors, investment
funds, equipment leasing companies and venture capitalists add vigour to Indian
banking arena.
In the recent years, Indian banking system is undergoing an existential crisis. In
the pre-privatization period, were never ensconced in the financial sector. Then
came the banking regulation act of 1993, which opened the floodgates for foreign
banks. Foreign banks are in the fray, forcing their Indian counterparts to adopt a
customer centric approach.
Merger of banks is also a recent phenomenon. Some of them are Times Bank
with HDFC Bank, Bank of Madura with ICICI Bank and the recent Global Trust
Bank with Oriental Bank of Commerce.

IT in Banking
Indian banking industry, today is in the midst of an IT revolution. A combination of
regulatory and competitive reasons has lead to increasingly importance of total
banking automation in the Indian banking industry.
Competition, growing expectations of customers and increased awareness
among customers has led to the IT aspect in banking.

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Evolution of State Bank of India
The origin of the State Bank of India goes back to the first decade of the
nineteenth century with the establishment of the Bank of Calcutta in Calcutta on
2 June 1806. Three years later the bank received its charter and was redesigned as the Bank of Bengal (2 January 1809). A unique institution, it was the
first joint-stock bank of British India sponsored by the Government of Bengal. The
Bank of Bombay (15 April 1840) and the Bank of Madras (1 July 1843) followed
the Bank of Bengal. These three banks remained at the apex of modern banking
in India till their amalgamation as the Imperial Bank of India on 27 January 1921.
Primarily Anglo-Indian creations, the three presidency banks came into existence
either as a result of the compulsions of imperial finance or by the felt needs of
local European commerce and were not imposed from outside in an arbitrary
manner to modernize India's economy. Their evolution was, however, shaped by
ideas culled from similar developments in Europe and England, and was
influenced by changes occurring in the structure of both the local trading
environment and those in the relations of the Indian economy to the economy of
Europe and the global economic framework.

Bank of Bengal H.O.

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Establishment
The establishment of the Bank of Bengal marked the advent of limited liability,
joint-stock banking in India. So was the associated innovation in banking, viz. the
decision to allow the Bank of Bengal to issue notes, which would be accepted for
payment of public revenues within a restricted geographical area. This right of
note issue was very valuable not only for the Bank of Bengal but also its two
siblings, the Banks of Bombay and Madras. It meant an accretion to the capital of
the banks, a capital on which the proprietors did not have to pay any interest.
The concept of deposit banking was also an innovation because the practice of
accepting money for safekeeping (and in some cases, even investment on behalf
of the clients) by the indigenous bankers had not spread as a general habit in
most parts of India. But, for a long time, and especially upto the time that the
three presidency banks had a right of note issue, bank notes and government
balances made up the bulk of the investible resources of the banks.
The three banks were governed by royal charters, which were revised from time
to time. Each charter provided for a share capital, four-fifth of which were
privately subscribed and the rest owned by the provincial government. The
members of the
board of directors, which managed the affairs of each bank, were mostly
proprietary directors representing the large European managing agency houses
in India. The rest were government nominees, invariably civil servants, one of
whom was elected as the president of the board.

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Group Photograph of Central Board (1921)

Business:
The business of the banks was initially confined to discounting of bills of
exchange or other negotiable private securities, keeping cash accounts and
receiving deposits and issuing and circulating cash notes. Loans were restricted
to Rs.one lakh and the period of accommodation confined to three months only.
The security for such loans was public securities, commonly called Company's
Paper, bullion, treasure, plate, jewels, or goods 'not of a perishable nature' and
no interest could be charged beyond a rate of twelve per cent. Loans against
goods like opium, indigo, salt woolens, cotton, cotton piece goods, mule twist and
silk goods were also granted but such finance by way of cash credits gained
momentum only from the third decade of the nineteenth century. All commodities,
including tea, sugar and jute, which began to be financed later, were either
pledged or hypothecated to the bank. Demand promissory notes were signed by
the borrower in favor of the guarantor, which was in turn endorsed to the bank.
Lending against shares of the banks or on the mortgage of houses, land or other
real

property

was,

however,

forbidden.

Indians were the principal borrowers against deposit of Company's paper, while
the business of discounts on private as well as salary bills was almost the
exclusive monopoly of individuals Europeans and their partnership firms. But the
main function of the three banks, as far as the government was concerned, was
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to help the latter raise loans from time to time and also provide a degree of
stability to the prices of government securities.

Old Bank of Bengal

Major change in the conditions
A major change in the conditions of operation of the Banks of Bengal, Bombay
and Madras occurred after 1860. With the passing of the Paper Currency Act of
1861, the right of note issue of the presidency banks was abolished and the
Government of India assumed from 1 March 1862 the sole power of issuing
paper currency within British India. The task of management and circulation of
the new currency notes was conferred on the presidency banks and the
Government undertook to transfer the Treasury balances to the banks at places
where the banks would open branches. None of the three banks had till then any
branches (except the sole attempt and that too a short-lived one by the Bank of
Bengal at Mirzapore in 1839) although the charters had given them such
authority. But as soon as the three presidency bands were assured of the free
use of government Treasury balances at places where they would open
branches, they embarked on branch expansion at a rapid pace. By 1876, the
branches, agencies and sub agencies of the three presidency banks covered
most of the major parts and many of the inland trade centres in India. While the
Bank of Bengal had eighteen branches including its head office, seasonal
branches and sub agencies, the Banks of Bombay and Madras had fifteen each.

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Bank of Madras Note Dated 1861 for Rs.10

Presidency Banks Act
The presidency Banks Act, which came into operation on 1 May 1876, brought
the three presidency banks under a common statute with similar restrictions on
business. The proprietary connection of the Government was, however,
terminated, though the banks continued to hold charge of the public debt offices
in the three presidency towns, and the custody of a part of the government
balances. The Act also stipulated the creation of Reserve Treasuries at Calcutta,
Bombay and Madras into which sums above the specified minimum balances
promised to the presidency banks at only their head offices were to be lodged.
The Government could lend to the presidency banks from such Reserve
Treasuries but the latter could look upon them more as a favor than as a right.

Bank of Madras

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The decision of the Government to keep the surplus balances in Reserve
Treasuries outside the normal control of the presidency banks and the connected
decision not to guarantee minimum government balances at new places where
branches were to be opened effectively checked the growth of new branches
after 1876. The pace of expansion witnessed in the previous decade fell sharply
although, in the case of the Bank of Madras, it continued on a modest scale as
the profits of that bank were mainly derived from trade dispersed among a
number

of

port

towns

and

inland

centres

of

the

presidency.

India witnessed rapid commercialization in the last quarter of the nineteenth
century as its railway network expanded to cover all the major regions of the
country. New irrigation networks in Madras, Punjab and Sind accelerated the
process of conversion of subsistence crops into cash crops, a portion of which
found its way into the foreign markets. Tea and coffee plantations transformed
large areas of the eastern Terais, the hills of Assam and the Nilgiris into regions
of estate agriculture par excellence. All these resulted in the expansion of India's
international trade more than six-fold. The three presidency banks were both
beneficiaries and promoters of this commercialization process as they became
involved in the financing of practically every trading, manufacturing and mining
activity in the sub-continent. While the Banks of Bengal and Bombay were
engaged in the financing of large modern manufacturing industries, the Bank of
Madras went into the financing of large modern manufacturing industries, the
Bank of Madras went into the financing of small-scale industries in a way which
had no parallel elsewhere. But the three banks were rigorously excluded from
any business involving foreign exchange. Not only was such business
considered risky for these banks, which held government deposits, it was also
feared that these banks enjoying government patronage would offer unfair
competition to the exchange banks which had by then arrived in India. This
exclusion continued till the creation of the Reserve Bank of India in 1935.

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Bank of Bombay

Presidency Banks of Bengal
The presidency Banks of Bengal, Bombay and Madras with their 70 branches
were merged in 1921 to form the Imperial Bank of India. The triad had been
transformed into a monolith and a giant among Indian commercial banks had
emerged. The new bank took on the triple role of a commercial bank, a banker's
bank

and

a

banker

to

the

government.

But this creation was preceded by years of deliberations on the need for a 'State
Bank of India'. What eventually emerged was a 'half-way house' combining the
functions

of

a

commercial

bank

and

a

quasi-central

bank.

The establishment of the Reserve Bank of India as the central bank of the
country in 1935 ended the quasi-central banking role of the Imperial Bank. The
latter ceased to be bankers to the Government of India and instead became
agent of the Reserve Bank for the transaction of government business at centers
at which the central bank was not established. But it continued to maintain
currency chests and small coin depots and operate the remittance facilities
scheme for other banks and the public on terms stipulated by the Reserve Bank.
It also acted as a bankers' bank by holding their surplus cash and granting them
advances against authorized securities. The management of the bank clearing
houses also continued with it at many places where the Reserve Bank did not
have offices. The bank was also the biggest tenderer at the Treasury bill auctions
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conducted

by

the

Reserve

Bank

on

behalf

of

the

Government.

The establishment of the Reserve Bank simultaneously saw important
amendments being made to the constitution of the Imperial Bank converting it
into a purely commercial bank. The earlier restrictions on its business were
removed and the bank was permitted to undertake foreign exchange business
and

executor

and

trustee

business

for

the

first

time.

Imperial Bank
The Imperial Bank during the three and a half decades of its existence recorded
an impressive growth in terms of offices, reserves, deposits, investments and
advances,
the increases in some cases amounting to more than six-fold. The financial
status and security inherited from its forerunners no doubt provided a firm and
durable platform. But the lofty traditions of banking which the Imperial Bank
consistently maintained and the high standard of integrity it observed in its
operations inspired confidence in its depositors that no other bank in India could
perhaps then equal. All these enabled the Imperial Bank to acquire a pre-eminent
position in the Indian banking industry and also secure a vital place in the
country's economic life.

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Stamp of Imperial Bank of India

When India attained freedom, the Imperial Bank had a capital base (including
reserves) of Rs.11.85 crores, deposits and advances of Rs.275.14 crores and
Rs.72.94 crores respectively and a network of 172 branches and more than 200
sub offices extending all over the country.

First Five Year Plan
In 1951, when the First Five Year Plan was launched, the development of rural
India was given the highest priority. The commercial banks of the country
including the Imperial Bank of India had till then confined their operations to the
urban sector and were not equipped to respond to the emergent needs of
economic regeneration of the rural areas. In order, therefore, to serve the
economy in general and the rural sector in particular, the All India Rural Credit
Survey Committee recommended the creation of a state-partnered and statesponsored bank by taking over the Imperial Bank of India, and integrating with it,
the former state-owned or state-associate banks. An act was accordingly passed
in Parliament in May 1955 and the State Bank of India was constituted on 1 July
1955. More than a quarter of the resources of the Indian banking system thus
passed under the direct control of the State. Later, the State Bank of India
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(Subsidiary Banks) Act was passed in 1959, enabling the State Bank of India to
take over eight former State-associated banks as its subsidiaries (later named
Associates)
At present the 7 associate banks are:
1. State Bank of Bikaner and Jaipur
2. State Bank of Hyderabad.
3. State Bank of Indore.
4. State Bank of Mysore.
5. State Bank of Patiala.
6. State Bank of Saurashtra.
7. State Bank of Travancore.

The State Bank of India was thus born with a new sense of social purpose aided
by the 480 offices comprising branches, sub offices and three Local Head Offices
inherited from the Imperial Bank. The concept of banking as mere repositories of
the community's savings and lenders to creditworthy parties was soon to give
way to the concept of purposeful banking sub serving the growing and diversified
financial needs of planned economic development. The State Bank of India was
destined to act as the pacesetter in this respect and lead the Indian banking
system into the exciting field of national development.

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Mission Statement
To retain the bank’s position as the premier Indian Financial Services Group, with
world class standards and significant global business committed to excellence in
customer, shareholder and employee satisfaction and to play a leading role in the
expanding and diversifying financial services sector while continuing emphasis
on its development banking role.

Vision Statement (Qualitative)
 Premier Indian Financial Services Group with global perspective, world class
standards of efficiency and professionalism and core institutional values.
 Retain its position in the country as a pioneer in development banking;
 Maximise shareholder value through high sustained earnings per share
 An institution with a culture of mutual care and commitment, a satisfying and
exciting work environment and continuous learning opportunities.

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Values
 Excellence in customer service
 Profit orientation
 Belonging and commitment to the bank.
 Fairness in all dealings and relations.
 Risk-taking and innovation.
 Team-playing.
 Learning and renewal.
 Integrity.
 Transparency and discipline in policies and systems.

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Board of Directors as on 15-09-2005
1.

Shri. Arun Kumar Purwar

---

Chairman

2.

Shri. K.Ashok Kini

---

Managing Director (National Banking Group)

3.

Shri. T.S.Bhattacharya

---

Managing Director (Corporate Banking)

4.

Shri. K.P.Jhuhjhunwala

5.

Shri. P.R.Khanna

6.

Shri. Suman Kumar Bery

7.

Shri. Ajay.G.Piramal

8.

Shri Ananta Chandra Kalita.

9. Shri N.S.Sisodia.
10. Smt. Shyamala Gopinath.
11. Shri. Arun Singh
12. Shri. Rajiv Pandey
13. Shri. Piyush Goyal

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ORGANISATION STRUCTURE
The structure of the corporate center and the business groups located at
Mumbai is as follows:

Chairman
CORPORATE
CENTER

DMD & CFO
DMD & CCO
DMD (I & MA)
DMD & CDO
CVO
DMD (IT)

BUSINESS
GROUPS

MD & GE
(CB)

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MD & GE
(NB)

DMD & GE
(IB)

DMD & GE
(A&S)

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The structure of Local Head Office (LHO) is as follows:

Chief General Manager
DGM
Circle Financial Officer
DGM
Circle Credit Officer
DGM
Circle Development Officer

General Manager
(Commercial Banking)

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DGM (Vigilance)
DGM (Law)
AGM (Public relations
and community services
banking)

General Manager
(Development & Personal Banking)

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Deputy General Manager (Module)

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SMGS IVGen. Banking/Bud & Per.Mon.Etc.

Manager MIS (Direct Branches)

SMGS IV- Personnel & HRD

SMGS IV
Advances, Rehab.Cum NPA Mgt.Cell

MMGS III – Official Languages

MMGS III
Adv. Cell

MMGS III – Disc.Pro.Cell

MMGS III NPA
MGA/REC.CELL

Chief Manager
Lead Bank Cell (in a few nodules)

MMGS II – Security Officer
CM Banking
Operations
JMGS I – Asst. Manager (Law)

Office
Computer Centre
MMGS III- Zonal

MMGS III – interoffice
reconciliation-

Government accounts
department.
SMGS IV – Office Administration
JMGS Medical
Officer

All branches headed by AGM’s

MMGS II
Premises

AGM’s (Region)

Head, Mortgage Sales

Retail Asset CPC

Credit Processing Cell (Temporary)

SE Credit Cell

Structure of Zonal Office

FINANCIAL VIEW
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The Bank posted a net profit of Rs 1222.83 cr for Q1 of 2005-06, recording a
growth of 15.54% compared to Rs. 1058.40 cr in Q1 of 2004-05.
Operating profit for the quarter stood at Rs.3439.48 cr. as against Rs. 2071.40 cr
in Q1 of 2004-05 a growth of 66.05%. Operating Profit excl. profit on sale of
investment, Dividend and one time item increased by 44.07%. Increase in net
interest income coupled with marginal decline in Operating Expenses led to
higher Operating Profit.

Ratio Analysis:
2004-05

05-06

Selected Ratios

FY

Q1

Q1

Earnings per share in Rs on Face Value of Rs 10

81.79

80.44

92.94

Return on shareholders equity

18.10

19.89

19.38

Net interest margin (Net Int Income/Avg Int Earning Assets)

3.39

2.99

3.77

NIM (Excl. one time items)

3.20

2.99

3.14

Other income to Total net operating income

33.80

34.25

27.04

Capital Adequacy Ratio (%)

12.45

13.82

11.63

Tier I

8.04

9.01

7.88

Tier II

4.41

4.81

3.75

Net NPA Ratio

2.65

3.45

2.44

GROUP PERFORMANCE HIGHLIGHTS:
•

The aggregate deposits and advances of the State Bank Group as at the

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end of first quarter of 2005-06 were Rs. 5, 28,125 crores and
Rs. 3, 00,122 crores respectively.
•

The Operating Profit and the Net profit of the Group for the Q1FY06 were
Rs. 4282.55 crores and Rs, 1322.67 crores respectively.

•

The major financial indicators of the Group as at the end of Q1 FY 06
were as under:

Financial Parameter

%

ROA

0.84

ROE

15.69

Expense Ratio

44.91

NIM

3.76

Yield on Advances

7.89

Cost of Deposit

4.65

Gross NPAs

5.13

Net NPAs

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Products and services
Being the largest bank in India, SBI aims at attracting customers from all sectors
of the society. In order to facilitate this, the bank has set up various strategic
business units called SBU’s to cater to different needs.
Some of them are as follows:
Strategic business units (SBU’s)
1. Corporate Banking Group.
2. National banking group
3. International banking
4. Associates and subsidiaries
5. Project finance.

National banking is further divided into:
1. personal banking
2. agricultural Banking
3. small and medium enterprises
4. development banking
Personal banking
State Bank of India offers a wide range of services in the Personal Banking
Segment.

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Some of them are as follows:

 SBI Term Deposits
 Savings Bank
 SBI Recurring Deposits
 Loan against Mortgage of property
 SBI Loan for Pensioners
 SBI Housing Loan
 Loan against Shares & Debentures
 SBI Car Loan Rent plus Scheme
 SBI Educational Loan Medi-Plus Scheme
 SBI Personal Loan Rates of Interest
A no. of personal banking branches are opened throughout, equipped with
customer friendly knowledgeable staff to cater to an individual’s financial
requirements State Bank of India offers a wide range of services in the Personal
Banking Segment. Here’s a brief look at one of the Personal Banking Product:

SBI HOUSING LOANS:
Home is where the heart is!
The Housing loan schemes are designed to make it simple to make a choice at
least as far as financing goes.
Some of the advantages are:
Excellent service and lower costs.
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Low Equated Monthly Instalments (EMI)
Low interest rates, currently between 8% p.a. and 9.25% p.a. on daily reducing
balances
No hidden costs or administrative costs
No prepayment penalties.
The loan could be taken for:
Purchase or construction of a new house/ flat.
Purchase an existing (old) house/ flat.
Extend, repair, renovate or alter a house/ flat.
Purchase a plot of land meant for construction of a dwelling unit.
Eligibility
Anyone who is over 21 years of age and has a steady source of income is
eligible.

Loan Amount
The actual loan amount is determined on the basis of repayment capacity taking
into account the income, age, assets and liabilities. As a rule of thumb - Upto 60
times the net monthly income will be sanctioned depending upon the age.
Usually, spouse's income and the expected rental would also be taken into
account.
Repayment

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The repayment terms are amongst the most flexible in the market. Depending on
the age and capacity to repay, the loan could be paid back the loan in easy
instalments spread over 20 years.
Agricultural Banking:

State Bank of India Caters to the needs of agriculturists and landless
agricultural labourers through a network of 6600 rural and semi-urban branches.
There are 972 specialized branches which have been set up in different parts of
the country exclusively for the development of agriculture through credit
deployment. These branches include 427 Agricultural Development Branches
(ADBs) and 547 branches with Development Banking Department (DBDs) which
cater to agriculturists and 2 Agricultural Business Branches at Chennai and
Hyderabad catering to the needs of hi-tech commercial agricultural projects.
The branches have covered a whole gamut of agricultural activities like crop
production

,

horticulture

,

plantation

crops,

farm

mechanization,

land

development and reclamation, digging of wells, tube wells and irrigation projects,
forestry, construction of cold storages and godowns, processing of agri-products,
finance to agri-input dealers, allied activities like dairy , fisheries, poultry, sheepgoat, piggery and rearing of silk worms.
SBI is the leader in agriculture finance in the country with a portfolio of Rs.
18,000

Corporate Banking
SBI provides financial products and services of wide range for large, medium and
small customers both domestic and international. The corporate banking unit is a
step towards providing services to corporates.

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Some of its products are:
Working capital financing
It is extended both as fund based and non-fund based facilities to corporates,
partnership firms, and proprietary concerns.
It also extends working capital finance to all segments of industries and services
sector such as IT.
Term Loans
The bank provides term loans to support capital expenditures for setting up new
ventures and also for expansion, renovation etc.
Deferred Payment Guarantees
This is given to provide support purchase of capital equipments.
Corporate loans.
This is provided to corporates for a variety of business related corporates.
Some of the loans are
Project finance and Lease Finance, which is a dedicated set up specialised in
financing of infrastructure and other large projects

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Project Export Finance

State Bank of India is an active participant in the area of finance of Project
export activities. These activities will mainly involve financing the fund based and
non fund based requirements of the project exporters.
• Export of engineering goods on deferred payment terms
• Execution of turnkey projects abroad
• Execution of overseas civil construction contracts abroad
• Exports of services are the contracts for export of consultancy, technical and
other services.
Project export contracts are generally of high value and exporters undertaking
them are required to offer competitive terms to be able to secure orders from
foreign buyers in the face of stiff international competition.
Various types of credit facilities, both non fund and fund based, that the project
exporters may need at the time of bidding and/ or for execution of the project are
extended by the Bank.

Non Fund Based Facilities

Letter of Credit facility on behalf of the customer enabling him to import raw
material required for manufacturing goods for project export is provided by the
bank and also all other types of guarantees required for project export contract
are issued by the bank:
Bid Bond Guarantee.
Advance Payment Guarantee
Performance Guarantee Down
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Payment Guarantee
Retention Money Guarantee
Maintenance Guarantee & Overseas Borrowing Guarantee
The fund based facilities are:

Pre-shipment credit
Rupee/ Foreign currency supplier's credit
Buyer’s credit

Merchant banking:
SBI’s Merchant Banking Group is strongly positioned to offer perfect financial
solutions to your business. We specialize in the arrangement of various forms of
Foreign Currency Credits for Corporates.

It provides resources, convenience and services to meet customer’s needs by
arranging Foreign Currency credits through:
• Commercial loans
• Syndicated loans
• Lines of Credit from Foreign Banks and Financial Institutions
• FCNRB loans
• Loans from Export Credit Agencies
• Financing of Imports.

International Banking:

International banking services of State Bank of India are delivered for the benefit
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of its Indian customers, non-resident Indians, foreign entities and banks through
a network of 52 offices/branches in 31 countries, spread over all time zones. The
network is augmented by a cluster of Overseas and NRI branches within India
and correspondent links with over 700 banks, the world over. Bank's Joint
Ventures and Subsidiaries abroad further underline the Bank's international
presence.
The Bank has carved a niche for itself in the Euro land with branches located in
Antwerp, Paris and Frankfurt. Indian banks and corporates are able to avail
single-window Euro services from the Bank's Frankfurt branch.

Some of the other services of the State Bank of India are:

SBI Life -

Insurance

SBI Cards -

Credit and Debit cards

SBI Mutual Funds

Some of the Internet Banking services include:
•

Self-account funds transfer across India.

•

Third party transfers in the same branch

•

New account opening

•

Demand Draft requests

•

Standing instructions

•

New Cheque-book request and much more.

Apart from these, the other salient value-added features available are:
•

Railway tickets booking,

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•

Utility bill payments

•

LIC and other insurance premium payments,

•

SBI Mutual funds Investments

•

Remit Subscription to PPF account,

•

Credit card dues payments,

•

Deposit your taxes,

•

Donations to your religious inspirations

•

Donations to Red Cross and such other organisations

•

Setting up SMS alerts for transaction information.

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STRUCTURE OF ZONAL OFFICE, BANGALORE
A Module in State Bank Of India, Comprises 100-200 branches. The HQ of a
Module is called as Zonal Office and is headed by a Deputy General Manager
who is responsible for the business growth; smooth functioning of the branches,
quality of assets, customer service and personnel Management. The DGM is
assisted in this by a set of officers, Assistant General Managers (AGMs) of
Regions and AGMs of Direct branches. The Organisational structure of a Module
is depicted in the schematic diagram.
• AGM(Operations) : Stationed at the Zonal Office is in charge of all
Banking Operations like , budgeting, Performance monitoring, Premises ,
Fixed Assets, all Banking activities other than Advances etc.. In the Region.
Chief Managers (GB) of the regions will report to him. He will report to the
Module DGM..
• AGM(Retail Assets Processing Cell(RACPC)): In order to reduce turn
around time in the processing of Personal segment advances like Housing
loans, Educational loans and Car loans,

the Bank has setup RACPCs

under its Business Process Reengineering(BPR) Project. While the
branches will source the applications and ensure KYC in respect of
customers, the processing of loans and sanctions will be made by RACPC.
They will also obtain legal opinions and valuation reports and conduct presanction inspections. An RACPC is functioning at Bangalore.

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• AGM(Small Enterprises Credit Cell(SECC)): In order to reduce turn
around time in the processing of small business and SSI advances the
Bank has setup SECCs under its Business Process Reengineering(BPR)
Project. While the branches will source the applications and ensure KYC in
respect

of

customers,

the

processing

of

loans,

sanctions

and

Documentation will be made by SECCS. They will also obtain legal opinions
and valuation reports and conduct pre-sanction inspections. An SECC is
functioning at Bangalore.
• AGM(RAPSECC): At centres where there is not sufficient work load to
setup RACPC & SECC separately a hybrid processing cell is set up to cater
to both Personal segment loans & Small enterprises. In Bangalore module
two such cells are in operation at Mysore & Mangalore.
• AGM(Outbound Sales force): He is in charge of a mobile marketing wing
of the Bank staffed with sales executives, who will contact prospective
customers in personal segment and direct them to the nearest branches.
One such wing is functioning at Bangalore

• AGM(Mortgage Loans)

He is responsible marketing Mortgage loans in

the module, particularly in Personal segment His responsibilities include
getting new business, exploring strategic tie-ups,co-ordinating with RACPC
& Outbound Sales force .
• AGM (Credit Processing cell) : In order to reduce turn around time in the
processing of small business and SSI advances the Bank has set up CPCS
.While the branches will source the applications and ensure KYC in respect
of customers, the processing of loans , sanctions will be made by CPCS.
One CPC is functioning in Bangalore Module.
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• Manager (Multi Sales Task Force) He is in charge of a mobile marketing
wing of the Bank staffed with sales executives, who will contact prospective
customers in Small & Medium enterprise segment and direct them to the
nearest branches. One such wing is functioning at Bangalore
•

Chief Manager (Advances, Rehabilitation

cum NPA management cell): Stationed at Zonal office and will monitor the
credit portfolio pertaining to direct branches & module and is in charge of
Advances, Rehabilitation & NPA management cell. He is also the secretary
of Zonal Office Credit Cell. He is assisted by

o Manager (NPA) : Stationed at Zonal office and will monitor the
NPAs in respect of direct branches & module
o Manager Advances cell : Stationed at

Zonal office and will

monitor the credit portfolio pertaining to direct branches and is in
charge of Advances, Rehabilitation
•

Chief Manager(General Banking): Stationed

at the Zonal Office is in charge of all Banking Operations like , budgeting,
Performance monitoring, Premises , Fixed Assets, all Banking activities
other than Advances in respect of direct branches. Compliance of
Inspection reports. He will also look after the issues relating to branch
premises, fixed assets. He will functionally report to AGM(Operations of the
Module)

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•

Chief Manager(Personnel & HRD) Stationed

at Zonal office and is in charge of staff matters including Staff budgeting
,transfers, training , leave, Medical Bills ,Staff Housing loans and
placements in the module. He will assess the training needs of the staff and
arrange for such training. He will also manage the service files and leave
records of the officers in the module. He is also staff in charge in respect of
staff working in direct branches.
• Chief Manager (Banking Operations): He is in charge of Inter Office
Reconciliation, Zonal Office Computer Centre(ZOCC), Govt Accounts MIS
depts in the Module. He is responsible for collection of various returns, data,
and analysis and follow-up with branches for attending to IOR memos,
Reconciliation, submission of data etc. He is responsible for preparation of
and submission of Annual returns. Completion of statutory Audit of the
returns and compliance of the Audit reports. He is assisted by ;
o Manager ZOCC: He is in charge of ZOCC, which will collect data
like weekly reports, Monthly P Forms, Credit Information System
(CIS) data, analyze them and prepare report to DGM.
o Manager (IOR Cell): He is in charge of Inter Office Reconciliation,
and will ensure timely reconciliation by the branches in the zone,
Submission of daily statements to the Reconciliation dept at
Belapur.
o Manager (MIS): He is responsible for collection of data and various
returns from the branches in the module. Analysis of these data
and providing information to the Management (DGM) and
submission of consolidated returns to Local Head office.
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• Manager Disciplinary Proceedings Cell (DPC): He is in charge of
Disciplinary & Vigilance matters in the module. He will arrange for
Investigation, calling of explanations, charge sheeting the errant staff,
arranging for Enquiry and follow-up of the pending cases with the
disciplinary authorities in the module. He will also appraise the management
from time to time progress in each case and the details of pending cases.
He will also ensure timely completion of Investigation and enquiry. He is
assisted by the Investigation officers, Presenting Officers and Enquiry
officers appointed in each case.
• Manager Security: He is responsible for ensuring proper security for the
branch premises and offices. He will visit branches and ensure required
security precautions are taken by the branches. He will recommend for
installation of CC TVs at branches. He will arrange for training to armed
guards. Ensure that Gun licences are renewed and up to date and Guns are
serviced regularly. He will also ensure that locking system is properly
managed.
• Dy. Manager Law: With a view to provide advises on legal matters to the
branches in the module, a law dept has been setup in each module. The
Law officer is a specialist officer with legal background. He will provide
expert opinion on legal matters, empanel the advocates and follow-up cases
with the advocates and branches. He will scrutinise agreements and study
the legal implications relating to various banking decisions. At times he will
oversee the cases relating to the Bank in Courts, Debt Recovery tribunals,
Ombudsman and Consumer forums.
• Dy. Manager Engineering: In order to enable the branches and the
operating staff to take decisions regarding Civil & Electrical works a section
headed by engineer is functional at the Zonal Office. The Engineer who will
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be reporting to the DGM will evaluate the estimates and plans .He will also
supervise the constructions and will also monitor the works subcontracted to
contractors. He will also scrutinise the Bills submitted by the contractors and
countersign the Bills.
• Sr. Medical Officer: With a view to provide Medical assistance to the
Staff, Bank has setup a Medical section headed by a senior medical officer
is set up at the Zonal Office. The Medical Officer will provide Health care
service to the staff. He will also scrutinise the medical bills of staff. He will
also undertake medical examination of new recruits.
• Manager Official Languages: He is responsible for the implementation of
the Official language policy of Govt of India, in the branches and module. He
has to ensure progressive use of Hindi and Regional language (Kannada in
Bangalore Module), in day to day operations within and with the customers.
He will receive quarterly returns from the branches and take steps to
achieve the targets. He will also arrange for training the staff in Hindi &
Kannada. Translate Circulars, letters etc from English to Hindi/ Kannada.
Ensure usage of Bi/ Tri lingual stamps, letter heads and computer
application packages.

• Manager Computer& Communications:

As the Bank is totally

computerised; there is a need to provide ongoing software & hardware
support to the branches. With the above in view a specialised section under
the Manager Computer& Communications is functional at the Zonal office.
He is assisted by Project officers who will help in computerising the
branches and software updates. A Communication Engineer in the section
will help manage the communication network & equipments

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• Chief Manager Office Administration: All payments including Salary and
allowances to the staff made in the Zonal office are made by the Office
Administration Dept in the Zonal Office. All the Clerical and Subordinate
staff working in the Zonal office are under the Chief Manager Office
Administration.
•

AGMs of Regions:

A Module in SBI comprises of 3-6 regions

which are headed by AGMs. Each region is a mini module controlling 25-35
branches and is responsible for the business growth; smooth functioning of
the branches, quality of assets, customer service and personnel
Management. There are 5 Regions in Bangalore Module .The AGM of the
region is assisted by the following officials :
o Branch Managers: The Heads of branches who will ensure
smooth functioning of the branches and are responsible for branch
operations.
o Chief Manager (Credit Support cell): Stationed at Regional office
and will monitor the credit portfolio in the region.
o Chief Manager(General Banking): Stationed at the Regional
Office is in charge of all Banking Operations like , budgeting,
Performance monitoring, Premises , Fixed Assets, all Banking
activities other than Advances etc.. In the Region. He will
functionally report to AGM(Operations of the Module)
o Manager (NPA): Stationed at Regional office and will monitor the
NPAs in the region.
o Manager(Staff in charge) Stationed at Regional office and is in
charge of staff matters including transfers, training and disciplinary
matters
o Dy. Manager (I&A): Stationed at Regional office and will oversee
the Compliance of Inspection reports, ensuring the health of
branches.
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• AGM (Regional Business Office): With a view to take the controllers
nearer to place of operations some of the AGMs of regions will be stationed
out side the module HQ. Their functions are same as that of AGMs of
regions. RBO of Region III in Bangalore module is located at Mangalore.

• AGMs of Branches: All Branches with more than Rs.1000million
business are headed by AGMs, who in turn manage these branches
through Divisional Managers heading various business segments in the
branch. and will ensure smooth functioning of the branches and are
responsible for branch operations. He will directly report to the DGM of the
module. There are 18 direct branches in Bangalore Module

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SWOT ANALYSIS
STRENGTH:
Many new generation banks both private and foreign have entered the banking
industry and these banks offer new products at competitive rates.
In this scenario, the bank has defined its competitive advantage as:



Vast branch network spread all over the country.



Advancement in technology upgradation.



Low NPA ratio



SBI & Associates is the largest bank in India



Branch network has also spread overseas.



Well trained personnel to handle specialised products.



Provides innovative products and services.

WEAKNESS:



High cost of funds.



Insufficient banking hours.



Inability to make good use of advertising to attract customers.



Old fashioned ambience.



Some of the branches not being fully computerised.



Non availability of a centralised customer database.

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OPPORTUNITY:
In the banking sector, technology is finding its application in product
delivery/access, productivity, performance, product design and above all
adapting to market and customer needs.
This can significantly add to the competitive advantage and promote the services
to clients.

THREAT:



Size has become an important issue in Indian banking parlance. There are
bound to be mega mergers and acquisitions.



Increasing pressure on asset quality, decreasing margins and competition.



Banks, especially PSB’s are at the receiving end of certain developments
including policy changes, for instance the ongoing clamour to lower the
interest rates.



Stiff competition from other industrial rivals.

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JOB SATISFACTION – AN OVERVIEW
Job satisfaction refers to one’s feeling towards one’s job. It can only be inferred
but not seen.
Job satisfaction is often determined by how well outcomes meet or exceed expectations.
Satisfaction in one’s job means increased commitment in the fulfilment of formal requirements.
There is greater willingness to invest personal energy and time in job performance.
The terms job satisfaction and job attitudes are typically used interchangeably. Both refer to
effective orientation on the part of individuals towards their work roles which they are presently
occupying. Positive attitudes towards the job are conceptually equivalent to job satisfaction and
negative attitudes towards the job indicate job dissatisfaction.

Consequences of Job Satisfaction:
High job-satisfaction may lead to improved productivity, increased turnover, improved attendance,
reduced accidents, less job stress and lower unionisation.
Productivity
The relationship between satisfaction and productivity is not definitely established. The
consensus, however, is that in the long run job-satisfaction leads to increased productivity. But,
four decades of research into this issue, unfortunately does not support to this belief.

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Satisfaction and absences:
Correlation of satisfaction to absenteeism is also improved conclusively. Absenteeism is high
when satisfaction id low. The degree to which people feel that their jobs are important has a
moderating influence on their absences. While high job-satisfaction will not necessarily result in
low absenteeism, low satisfaction is likely to bring about high absenteeism.
Satisfaction and job stress:
Chronic job-dissatisfaction is a powerful source of job stress. The employee may see no
satisfactory short-term solution to escaping this type of stress. An employee trapped in a
dissatisfying job may withdraw by such means as high absenteeism and tardiness, or the
employee may quit.

Measurement of Job satisfaction
This provides an index of organisational effectiveness. The three primary methods of measuring
job satisfaction are:

o Attitude Surveys
o Observing actual behaviour
o Conducting executive rapport sessions

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Sources of Job Satisfaction:
o Wage structure
o Nature of work
o Promotions
o Work group
o Working conditions
o Supervision

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RESEARCH METHODOLOGY

Background of the study
Job satisfaction is a widespread problem. Productivity, efficiency are related to
work force. To achieve those one should be committed to the organisation to the
long term. This in turn depends on the level of job satisfaction and the morale of
the employees.
Job satisfaction improves the performance of an organisation.

Statement of the problem
The research problem selected is entitled as “Job satisfaction of employees in
SBI, Zonal Office, Bangalore”.
Need and importance of study
o This study is undertaken to find out the level of job satisfaction among the
employees of SBI. Moreover, this study is to know the impact of working
conditions, company policies and its impact on the job satisfaction.
o This study will help the organisation to design their job satisfaction
programme.
o Management can decide whether the existing job satisfaction programme
should be continued or revised.

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Hypothesis:
o There exists no difference in the perception of job satisfaction as perceived by
employees of SBI
o There exists difference in the perception of job satisfaction as perceived by
employees of SBI.
Primary Objective
o To study the level of job satisfaction in SBI
Secondary Objectives

o To study the effects and outcomes of job dissatisfaction
o To identify potential causes for job satisfaction
o To measure the level of job satisfaction in relation to various factors like the
physical and social environment, training and development, goals, rewards
remuneration etc.
Scope
This study is undertaken to find out the level of job satisfaction among the
employees of SBI, Zonal Office, Bangalore.

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Limitation
o The sample size was limited
o It includes the officers and clerks of the Zonal Office only and not the
organisation as a whole.
o Respondents did not answer a few questions.
o Opinion of the respondents may be raised.
o The study is sensitive in nature and there might be a colour of bias in
answering the questionnaire.
Sources of Data:
Primary Data:
Primary data has been collected through administering the questionnaires
personally to employees of SBI. The response will be analysed and evaluated to
extract the required information.
Secondary Data:
Secondary data has been collected by way of personal meeting with employees
of SBI and also various reports collected from them.
Information was also collected from websites, brochures, bank journals,
magazines etc.

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Sample size:
The sample size considered for the research is 50.
Sampling technique:
The sampling technique used is simple random sampling.
Research Instrument:
The instruments used for research are mainly questionnaires and interviews.
A set of questionnaires was presented to respondents. Because of its flexibility, it
is by far the most common instrument used to collect primary data. Questions
were carefully developed, tested and debugged before administering in a large
scale.
The questions and their form, wording and sequence were carefully chosen.
Close ended questions were chosen specifying all possible answers
Under close-ended questions, the following types of questions were asked in the
questionnaire.

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Data Analysis
The various parameters selected for analysing the job satisfaction level are:



Remuneration



Training & Development



Communication



Goals



Teamwork



Promotions



Leadership



Rewards & Punishment



Social Environment



Physical Environment

Previously conducted surveys prove that the above mentioned parameters have
a highly positive correlation with the job satisfaction level.
Feedback given by the employees regarding the above mentioned parameters
have been analysed to find out the employees perception about these
parameters and thereby the overall job satisfaction level is measured.

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Graph depicting the satisfaction level with respect to Remuneration:

Satisfaction level

percentage (%)

To a very small extent

nil

To a small extent

21.2

To a large extent

48.8

To a very large extent

31

Remuneration

30.0%

0.0%

21.2%

To a small extent
To a large extent

48.8%


Graph 1



21.2% of the employees are satisfied with the remuneration to a small extent.



48.8% of the employees are satisfied with their remuneration to a large extent



31% of the employees are very much satisfied with their remuneration.

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Graph depicting satisfaction level regarding Training & Development:

Satisfaction level

percentage (%)


0

To a small extent

28.3

To a large extent

34.6


37.1

Training & Development

0.0%

28.3%

37.1%

To a small extent
To a large extent

34.6%

Graph 2

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Graph depicting satisfaction level regarding Communication with peers
and superiors:
Satisfaction level

percentage (%)


3.4

To a small extent

26.6

To a large extent

43.2


26.8
Communication

3.4%

26.8%

26.6%

To a small extent
To a large extent

43.2%

Graph 3


3.4% of the employees feel very uncomfortable to communicate with their
peers and superiors.



26.6% of the employees are satisfied to a small extent with regard to
communication.



43.2% of the employees a satisfied to a large extent with regard to
communication.



26.8% of the employees to a very large extent are comfortable in
communicating with their superiors and peers.

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Graph depicting how clear are the employees regarding goals of their
departments and the organisation.

Satisfaction level

percentage (%)


6.6

To a small extent

10

To a large extent

56.6


26.8

Goals

26.8%

6.6%

10.0%

To a small extent
To a large extent

56.6%


Graph 4


6.6% of the employees are not very clear with their goals.



10% of the employees are clear to a small extent with their goals.



56.6% of the employees are clear with their goals to a large extent.

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

26.8% of the employees do not have any confusion with regard to
their goals.

Graph showing the extent of teamwork present between the employees

Satisfaction level

percentage (%)


8.12

To a small extent

34.87

To a large extent

53.98


3.03

Teamwork

3.0%

8.1%

To a small extent

54.0%

34.9%

To a large extent

Graph 5


8.1% of the employees are satisfied with teamwork to a very small extent.



34.87% of the employees are satisfied with teamwork to a small extent.



53.98% of the employees to a large extent are satisfied with teamwork.

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

3.03% of the employees are satisfied with teamwork to a very large extent.

Graph depicting the satisfaction level regarding promotions.
Satisfaction level

percentage (%)


18.18

To a small extent

32.24

To a large extent

36.57


13.01

Promotions

13.0%

18.2%

To a small extent
To a large extent

36.6%

32.2%


Graph 6


18.18% of the employees are dissatisfied with promotions.



32.24% of the employees are satisfied with promotions to a small extent.



36.57% of the employees are satisfied with promotions to a large extent.

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

13.01% of the employees are satisfied with promotions to a very large
extent.

Graph indicating satisfaction level regarding the leadership of superiors.
Satisfaction level

percentage (%)


16.7

To a small extent

33.3

To a large extent

50


0

Leadership

0.0%

16.7%

To a small extent
To a large extent

50.0%
33.3%


Graph 7



16.7% of the employees are very much dissatisfied with leadership.



33.3% of the employees are dissatisfied with leadership to a small extent.

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

50% of the employees are satisfied with leadership to a large extent.

Graph depicting the satisfaction level of the employees regarding Rewards
& Punishment
Satisfaction level

percentage (%)


19.8

To a small extent

40.1

To a large extent

32.6


7.5

Rewards & Punishment

7.5%

19.8%

32.6%

To a small extent
To a large extent

40.1%


Graph 8


19.8% of the employees feel that rewards & punishment system is not
very effective.



40.1% of them feel that rewards & punishment system is effective to a
small extent.

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

32.6% of them feel that rewards & punishment system is effective to a
large extent.



7.5% of the employees are very much satisfied with rewards &
punishment system.

Graph indicating satisfaction level regarding the social environment of the
work place.
Satisfaction level

percentage (%)


2.03

To a small extent

28.74

To a large extent

52.63


16.60

Social Environment

16.6%

2.0%
28.7%

To a small extent
To a large extent

52.6%

Graph 9


2.03% of the employees are very much dissatisfied with the social
environment.



28.74% of the employees are satisfied with the social environment to a
small extent.

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

52.6% of them are satisfied with the social environment to a large extent.



16.6% of the employees are satisfied with the social environment to a very
large extent.

Graph indicating satisfaction level regarding the physical environment of
the workplace

Satisfaction level

percentage (%)


16

To a small extent

39.6

To a large extent

30.4


14

Physical Environment

14.0%

16.0%

To a small extent

30.4%

To a large extent
39.6%


Graph 10


16% of the employees are not very happy with the physical environment.



39.6% of them are satisfied with the physical environment to a small
extent.

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

30.4% of the employees are satisfied with the physical environment to s
large extent.



14% of the employees are very much happy with the physical environment
of the organisation.

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Findings

Hurdling may be an appropriate metaphor for what researchers face when the
fact is considered that learning to hurdle makes better runners. This research
involved multifarious hurdles; but the outcome of the struggle has been fruitful
from the bank’s perspective as well as from the researcher’s perspective.
The findings arrived at from “A SURVEY ON JOB SATISFACTION”, are
summarised as under:



About 58.8% of the employees are very much satisfied with the remuneration.
41.2 % of the employees are not satisfied with the remuneration to a great
extent.



The employees are very satisfied with the medical and scholarship facilities
provided to their family and children.



An employee gets 100% reimbursement of medical expenses and 75%
reimbursement of medical expenses to his/her family.



The training facilities of the bank are extremely good. Most of the employees
are satisfied with the amount of training given to them in 1 year.



The employees feel that the training provided to them helps them in their work
to a great extent.



Communication between the peers and superiors is good. About 30% of the
employees feel a little uncomfortable in communicating with their superiors.



A major portion of the employees are very clear with the goals of their
departments and the organisation.



About 16.6% of the employees are not very clear with their goals. Further
investigation revealed that most of them who were unclear with their goals
were new comers to their concerned departments.

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

About 56% of the employees feel that the team work in their respective
departments is excellent. Again, these are from the department where team
work was rewarded.



In departments where teamwork was not rewarded, teamwork and
cooperation was not very apparent.



50.42% of the employees were not satisfied with the promotions. Most of the
felt that promotions have been long overdue.



Most of the employees also felt that they have been denied promotion many a
times.



50% of the employees were happy with their superior’s leadership. They felt
that their bosses’ took personal interest in the employee’s growth.



The other 50% of the employees were not very much satisfied with their
superior’s leadership. Since the opinion is precisely divided into 2 halves, this
issue clearly has got to do with the kind of superiors present in each
department.



The reward and punishment system is fairly good but that very much effective
according to 59.9% of the employees.



Employees stated that if an employee is charged under a certain crime, it
takes a very long time for the matter to be settled. In the course of time the
intensity of the matter reduces to a great extent.



69.23% of the employees are very much content with the social environment
of the workplace. Most of the employees share a very good relationship with
one another even outside the organisation. This definitely brings a good effect
on the social environment as well.



The physical environment of the bank is very good. Most of the employees
are satisfied with the workspace provided to them.



The officers are provided with sufficient workspace. Some of the clerical staff
feels that the space provided for work is not sufficient.



All the employees feel much secured about their jobs. This sense of security
makes them a part of the organisation’s growth.

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

Since SBI is the largest bank in India, the employees feel good to be
associated with this bank as it also has an international repute.



The overall job satisfaction level of the employees is extremely good. The
extremely good figure could be attributed to the job security in public sector
banks and also the satisfaction level considered from the other attributed
mentioned.



Also, the average no. of years of service on an employee being 14.8 yrs.
justifies the reason for an extremely good job satisfaction level.

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SUGGESTIONS

After analysing the feedback given by the employees, the following suggestions
can be considered to improve the job satisfaction level:



Since all major banks are fully computerised, some of the older employees
are not well versed with the usage of computers; thorough training should be
given to such employees as it will help them to carry out their job more
efficiently.



With the entry of private players, SBI is facing tough competition with banks
like ICICI, HSBC etc. Therefore, the staff should be trained so that they can
face the competition. They should be adequately trained about the modern
ways of banking.



The software and hardware equipments should be maintained properly so
that work can be carried out smoothly.



Since, employees of public sector banks are prone to transfers; technical
know – how should be considered before transferring an employee. This will
increase the productivity of the employee.



Also, the bank need not spend additional money on training an employee for
a particular job.



Also, needy employees must be granted a transfer on special conditions.



Job rotation should be done especially for clerical jobs, as the same kind of
work leads to boredom.



Strong emphasis should be laid on team work.



Leaders must stress on team building.

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

Employees must be encouraged to participate in decision making. The
employee giving the most valuable suggestion must be rewarded.



Team work must be compulsorily rewarded to further motivate employees.



The rigid policies of promotion must be done away with. Instead, deserving
employees must be promoted. This will lead to better job satisfaction.



The democratic way of looking at things is obsolete. It hampers growth.
Hence, managers must have a global view.



Rewarding system should be made more transparent.



Each department should select “Employee of the month”. That particular
employee must be rewarded for his/her hard work. This type of social
recognition leads to high self esteem in the employee thus, leading to better
job satisfaction.



Informal get-togethers can be organised in order to facilitate better
relationships among the employees.

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CONCLUSION

I had an enriching experience during the internship. I learnt a great deal of things
by being a part of the team in group discussions. It has also exposed me to the
work style and outlook services offered by the organisation.
The future of an organisation largely depends on its productivity and productivity
depends on the employees who work for the organisation. If the employees are
very productive in nature, no one can beat the organisation. To make the
employees more productive, the organisation should try to satisfy the employees
to the maximum extent. Every organisation must conduct employee survey every
year to compare the present satisfaction level with the past. These surveys help
to indicate the mirror of management in the minds of the employee as well as
management about their feelings, opinions and attitude.
Observations, interviews and questionnaire feedback helped me to understand
the perception of job satisfaction.
From various feedback obtained, It can be concluded that the job satisfaction
level of employees is very high in State Bank of India, Zonal Office, Bangalore.
Employees are proud to be associated with State Bank of India and it is an
extremely good organisation to work with.

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Cadre:

-----------------------

Grade:

No. of years of service in the organisation:
Rate the following on a scale of 1 - 4
1 - To a very small extent
3 - To a large extent

----------------------

--------------------------------------

(Circle any one)
2 - To a small extent
4 - To a very large extent

To what extent:
1) Do you receive regular feedback about your job performance?
1-----2-----3-----4
2) Do you feel free to communicate with your superiors?
1-----2-----3-----4
3) Are the important decisions of your department communicated to you?
1-----2-----3-----4
4) Is the amount of work you are expected to do reasonable?
1-----2-----3-----4
5) Are the individual differences respected?( educational background, gender,
race)
1-----2-----3-----4
6) Are your opinions and suggestions heard and welcomed?
1-----2-----3-----4
7) Are you satisfied with the general amenities like canteen, toilet facilities etc.?
1-----2-----3-----4
8) Are you satisfied with the workspace provided to you?
1-----2-----3-----4
9) Is teamwork and cooperation present among individuals?

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1-----2-----3-----4
10)Is teamwork rewarded?
Yes

No

11)Are you satisfied with your remuneration?
1-----2-----3-----4
12)Are you satisfied with your appraisal system?
1-----2-----3-----4
13) When was your last promotion? (no. of years)
14) Do you feel it is high time you got promoted
Yes

No

To what extent:
15)Are you satisfied with the medical facilities?
1-----2-----3-----4
16) Are you satisfied with the education and scholarship facilities provided to
your children?
1-----2-----3-----4
17) Do you receive rewards and recognition for work well done?
Always

Sometimes

Usually

Never

18) Is the reward and punishment system effective?
1-----2-----3-----4
19)Are you clear about the goals of your department?
1-----2-----3-----4
20)Are you clear with the goals expected from you?

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1-----2-----3-----4
21) Are you clear about the company’s vision and goals?
1-----2-----3-----4
22) How good is the quality of training being given?
Poor

Satisfactory

Good

Very good

Excellent

To what extent:
23)Do your superiors give attention to your training needs?
1-----2-----3-----4
24) Has the training you received helped you to do your job better?
1-----2-----3-----4
25) Are you satisfied with the amount of time you have spent on training in the
past 1 year?
1-----2-----3-----4
26) Do your superiors focus on team building and teamwork?
1-----2-----3-----4
27) Do your superiors pay attention to your grievances?
1-----2-----3-----4
28) Do your superiors motivate you?
1-----2-----3-----4
29) Are you satisfied and proud of working for the organisation?
1-----2-----3-----4
30) What is the culture of your organisation?
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Authoritarian

Participative

Mechanistic

Organic

31) Considering everything how satisfied are you with your job?
Very dissatisfied
Somewhat satisfied

somewhat dissatisfied
Very satisfied

32) Mention in brief what you feel could be done to improve the overall working
conditions

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Graph depicting the overall job satisfaction level of the employees
Satisfaction level

percentage (%)


0

To a small extent

0

To a large extent

56.25


43.75

Job Satisfaction

0.0%
0.0%


43.8%

To a small extent
56.3%

To a large extent

Graph 11

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

The job satisfaction level of SBI, Zonal office, Bangalore is extremely
good.



56.25% of the employees are happy with their job to a large extent.



43.75% of the employees are very much happy with their jobs.

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Job satisfaction

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