An Internship on

“Organizational citizenship behavior of National Bank Limited”

Supervised by: Dr. Rajni Chugh

Assistant Professor of University School of Management

Faculty of University School of Management

Kurukshetra University Kurukshetra.

Prepared by: Partha Saha

ID:-65

RegistrationNo-23-UD-1380

Session:2023-25

University School of Management

Kurukshetra University Kurukshetra.

Chapter One: Introduction

1.1 Introduction
Organizational citizenship behavior (OCB) is the term used to describe when workers go above
and beyond what is asked of them in their job descriptions in order to support the company's
success. The voluntary efforts that employees do to support their coworkers and the business as a
whole are referred to as employee engagement. OCB is neither required by contract, nor is it a
prerequisite for employees to perform their duties (Gupta et al., 2021). Employees that practice
OCB go above and above the call of duty to foster positive outcomes, a collaborative work
atmosphere, and cooperative conduct. Long-term success in the banking industry, where client
trust is paramount, depends on developing an OCB culture. Employees are more likely to act
independently in ways that advance the company when they are happy in their positions.
Employees perceive corporate support, such as fair procedures and sufficient guidance, as having
a good impact on their engagement in responsible conduct. This essay aims to analyze the four
pillars that underpin the banking industry's OCB: perceived support, work satisfaction,
organizational culture, and leadership. If financial institutions take these aspects into
consideration, they can optimize their human capital and foster a work environment that
motivates employees to surpass expectations (Johnson & Lake, 2019). The research strives to
provide considerable viewpoints to expand current knowledge while also delivering insights that
might drive HRM initiatives in the banking business.

1.2 Background of the Study

To effectively finish a MBA degree, students need to gain real-world experience that enhances
their comprehension of the business world. Academic staff and administrators are always trying
to increase students' understanding by providing them with a variety of reading materials,
information, and activities that are meant to clarify the nuances of the business world. In order to
sufficiently prepare students for the fiercely competitive business world, this project must include
a practical experience component, such as an internship report. I had the wonderful opportunity to
take part in a month internship during my MBA program, which aimed to give me real-world
experience and insights into the corporate world.

1.3 Rationale of the study

Understanding staff engagement and productivity at National Bank Limited's requires an

examination of the factors impacting Organizational Citizenship Behavior (OCB). By offering
helpful insights into workplace interactions, the study of these characteristics fosters a positive
company culture. The study's emphasis on a specific bank branch guarantees its applicability and
relevance to the banking industry by making it easier to develop focused initiatives to improve
organizational performance.

1.4 Objectives of the Study

The main objective of this study is to find out the factors that affecting organizational citizenship
behavior (OCB)

The specific objectives are given below:

 1. To analyze the trends and changes in OCB of NBL
2. To find the gap of OCB and how to improve the negative to positive.
3. To make performance of company’s growth

1.5 Limitations of the Study

Even with the published work, there are still several areas in which the banking industry's
understanding of OCB is lacking. Even though there has been a significant amount of research on
organizational citizenship behavior (OCB) in the banking industry, there are still significant
knowledge gaps in this area. Initially, further research is imperative to examine the impact of
diverse leadership approaches on Organizational Citizens Bank (OCB), considering the unique
demands and challenges specific to the banking industry. Gaining insight into how different
leadership philosophies affect workers' actions could lead to some very useful management
strategies. Furthermore, further research is required to examine the ways in which organizational
culture fosters ethical corporate behavior (OCB), especially in light of ethical concerns within the
banking sector. Strategies for resolving potential misbehavior and encouraging positive behavior
can be identified by examining the interactions between ethical elements and organizational
culture.

Chapter Two: Literature Review

2.1 Literature Review

The concept of the effect of leadership styles on organizational citizenship behavior (OCB) in the
banking industry has been the topic of a significant amount of study. Research conducted by
Johnson et al. (2019) discovered a positive link between transformational leadership and
organizational citizenship behavior (OCB), highlighting the significance that leaders have in
molding the behavior of their employees (Johnson & Lake, 2019). One of the most important
factors that may have an effect on organizational citizenship behavior is the culture of the
organization. Bringing attention to the significance of a supportive working environment, (Smith
et al., 2020) investigated the influence that a favorable company culture has on the propensity of
workers to participate in civic activities. One of the most important factors that impact OCB is job
satisfaction. In the banking industry, (W. Wang et al., 2021) conducted research that found a
substantial positive association between work satisfaction and organizational citizenship behavior
(OCB). This finding highlights the importance of firms focusing on the well-being of their
employees. The influence of perceived organizational support (POS) on organizational citizenship
behavior (OCB) has garnered a lot of attention. In their study, (Liu et al., 2019) found that greater
levels of point-of-sale (POS) were connected with enhanced organizational citizenship behavior
(OCB) among individuals working in the banking industry. One of the most important factors that
may have an effect on OCB is the level of employee engagement. Within the setting of Janata
Bank Limited, (Gupta et al., 2021) conducted research that discovered a substantial positive
association between employee engagement and organizational citizenship behavior (OCB). As a
possible source of organizational citizenship behavior (OCB), training and development programs
have been the subject of research. Within the context of banking businesses, (X.-H. (Frank) Wang
et al., 2019) investigated how successful training programs have a favorable influence on
employee attitudes and, as a result, promote organizational citizenship behavior (OCB).

The influence of organizational justice on organizational citizenship behavior has been the subject
of a significant amount of research. In their study article (M. H. A. Rahman & Karim, 2022)
underlined the significance of perceived fairness in organizational practices as a predictor of
organizational citizenship behavior (OCB) in the banking industry. In order to have a better
understanding of OCB, social exchange theory offers a theoretical framework. By using social
exchange theory to investigate the reciprocal interaction that exists between workers and
companies in the banking industry, (Zhao et al., 2022) were able to shed light on the elements that
influence organizational citizenship behavior (OCB). One of the factors that play a role in OCB is
the work-life balance that people have. (Hongbo et al., 2021) conducted research that revealed
that workers who had a better work-life balance were more likely to participate in citizenship
activities. This finding highlights the significance of maintaining a balance in the lives of
employees. (Verma, n.d.) have investigated the influence that job autonomy has on organizational
citizenship behavior (OCB). The findings of their study in the banking industry demonstrated that
workers who had higher degrees of job autonomy displayed larger levels of organizational
citizenship behavior (OCB), highlighting the value of empowerment. There is a connection
between an OCB and trust in leadership. (Thaker, 2021) highlighted the importance that
leadership plays in the process of creating a healthy corporate environment by demonstrating that
workers who trust their leaders are more inclined to participate in civic activities. One of the
factors that has been examined as a predictor of OCB is emotional intelligence. (A. Rahman et al.,
2018) conducted research in the banking industry and discovered that workers who had a higher
emotional intelligence were more likely to demonstrate citizenship behaviors. This finding
highlights the significance of emotional skills in the context of organizational settings. (Y. Zhang
et al., 2019) have investigated the influence that organizational transformation has on
organizational citizenship behavior (OCB). The findings of their study brought to light the
difficulties that are brought about by organizational change and the consequences that it has on
the attitudes and OCB of employees within the dynamic environment of the banking industry.
(Liu et al., 2023) explored the influence that job characteristics have in affecting organizational
citizenship behavior (OCB). After conducting a study at the Narsingdi Branch of National Bank
Limited, the researchers discovered that certain work qualities, such as task relevance and
autonomy, had a positive relationship with organizational citizenship behavior (OCB).

The impact of interpersonal connections in the workplace on organizational citizenship behavior

has been the subject of research. In the banking industry, (Chen & Jin, 2014; Dai et al., 2018)
conducted research that emphasized the beneficial influence that good workplace connections
have on organizational citizenship behavior (OCB), with a particular emphasis on the social side
of employee behavioral investigation of the influence that organizational communication has on
OCB has been attempted. In their study, (Dai et al., 2018) found that effective communication
within the banking industry was positively related to greater levels of organizational citizenship
behavior (OCB). This finding highlights the significance that communication plays in changing
the conduct of employees.

An investigation of the connection between occupational stress and occupational burnout has
been carried out. (Chandra Das, n.d.) conducted research in which they discovered that greater
levels of work stress were adversely linked with organizational citizenship behavior (OCB) in the
banking industry. This finding highlights the significance of stress management in the process of
cultivating good employee behaviors. Some research has been done to investigate the function
that incentives and recognition have in affecting OCB. In the banking industry, Guo and Liu
(2019) conducted research that indicated that workers who think that the incentives and
recognition systems they are participating in are fair are more motivated to participate in OCB.
(Sultana & Johari, 2023) conducted research on the influence that work features have on on-the-
job behavior. Their study conducted at the workers who were given tasks that were both
demanding and important were more likely to demonstrate organizational citizenship behavior
(OCB), highlighting the importance that job design plays in affecting behavior.

The influence that the use of technology has on OCB has been the subject of research. Sharma et
al. (2023) conducted research in the banking industry and found that workers who were open to
and adaptable to technological changes were more likely to participate in organizational
citizenship behavior (OCB). This finding highlights the importance that technology plays in
influencing the dynamics of organizations. Many studies have been conducted to investigate the
connection between OCB and work performance. (Ye et al., 2022) conducted research in which
they discovered a positive link between good work performance and organizational citizenship
behavior (OCB) in the banking industry. This finding highlights the connectivity between
individual performance and organizational 5 citizenship. The influence of employee motivation
on organizational citizenship behavior has been the subject of research. In their study, Zhang and
Chen (2020) found that workers who had greater levels of intrinsic motivation were more likely to
participate in citizenship activities. This finding highlights the significance of internal drive in the
process of cultivating constructive organizational behavior. The role that ethical leadership plays
in shaping organizational citizenship behavior has been the subject of research. (L. Zhang et al.,
2023) conducted research that investigated the impact that ethical leadership has on
organizational citizenship behavior (OCB). According to the findings of the study, there is a
mutually beneficial connection between leaders who exhibit ethical conduct and the level of
involvement that workers have in civic activities.

2.2 Research Gap

When it comes to organizational citizenship behavior (OCB) in the banking sector, research is
conspicuously lacking, especially when it comes to NBL Narsingdi Branch. Despite the
abundance of research addressing various OCB drivers, there is still a significant knowledge
vacuum about the complex interactions and distinct contextual factors influencing OCB within
this branch.

There is a substantial information gap because not many research have examined the socio-
cultural dynamics at the Janata Bank Limited Shibpur Branch and how they impact OCB. The
branch's social and cultural milieu has the power to significantly influence how staff members
behave, think, and see the world. These contextual factors have not been taken into account in
studies to date, which hinders our capacity to understand the intricate interactions between OCB
and cultural influences.

It is also clear that there is a dearth of research on the impact of a shift in leadership on
organizational citizenship behavior (OCB) at the bank branch under investigation. Employee
loyalty, satisfaction at work, and morale may all suffer significantly with the departure of senior
management or other leaders. A comprehensive examination of the impact of leadership
transitions on OCB at NBL Narsingdi Branch is necessary in order to illuminate effective
organizational strategies employed in these circumstances.

Chapter Three: Methodology

3.1 Methodology

The report's quantitative data are collected from the NBL. The data was collected using both
primary and secondary data sources. To get the primary data, a structured questionnaire was made
and sent to all workers at the branch to find out exactly what they thought about the things that
affected their Organizational Citizenship Behavior (OCB). Also, at the same time, academic
literature, articles, and reports were used to gather secondary data that would help build the
research's theoretical basis. Software like MS Word, Excel, and were used to analyze quantitative
data. These tools let us look at the relationships between factors quantitatively. To understand and
rate the data that was gathered, descriptive statistics, association analysis, and regression analysis
were used. The study is based on an internship at NBL. It includes ideas and information gathered
during the internship as well as in-depth research on OCB and the factors that affect it in the
banking industry.

Sampling area and sample selection

Questionnaire Design

A structured, close-ended questionnaire to gather primary data, incorporating a five-point Likert

scale where respondents could choose between Strongly Agree, Agree, Neutral, Disagree, and
Strongly Disagree

Tools and techniques used

Descriptive analysis, linear regression, and correlation analysis to assess Factors affecting
Organization citizenship behavior in the banking sector The Statistical Package for the Social
Sciences (SPSS) software was utilized for data calculation and interpretation of the final results.

Types of research

The research is conducted in descriptive terms of research type

Sources of data Data

for this report has been gathered through both primary and secondary sources.

Primary Data Collection

Face-to-face conversation with the employees of NBL

➢ Direct Observation

➢ Observing practical work

➢ A questionnaire Survey of Customers

➢ Discussion with Employees.

Secondary Data Collection

➢ Annual Report of NBL.

➢ Website of NBL.

➢ Publications of NBL

➢ Relevance Books, Research Papers, and Journals.

Population of the Study

All the employees are chosen as the population of the study. Analysis and Findings Both
descriptive and inferential statistics to look at a lot of data in a complete way. The purpose of the
study is to find out how employees feel about talent management and how engaged they are with
their jobs. To consistently find out how satisfied customers are, many evaluation methods and
processes have been put in place. With the help of Microsoft Word, Excel, and other useful
computer programms, the information is carefully processed and put together.
4.1 Analysis and Findings-

Frequency analysis is used to show the trends in respondents. Frequency analysis provides in
detail information about the respondent’s age, gender, tenure, position and organization. This
information is expressed in percentage.

Cause 01: Gender

Sex Frequency Percent Valid percent Cumulative

percent

Male 30 60.0 60.0 60.0

Female 20 40.0 40.0 100.0
Total 50 100.0 100.0

Gender Response(%)

Female
25%

Male
75%

Male Female

 Findings:

This table shows the respondents division according to the gender. It shows that majority of
respondents (80%) are male and (20%) respondents are females. This implies that Banking
sector of Mymensingh is not biased in its employment but rather than male dominating over
their female counterparts.
Cause 02: Age

Age Frequency Percent Valid percent Cumulative

Percent

20 to 30 Years 8 16.0 16.0 16.0

31 to 40 Years 17 34.0 34.0 50.0
41 to 50 Years 18 36.0 36.0 86.0
51 more than 7 14.0 14.0 100.0
Total 50 100.0 100.0
 Age(%)
40

30

20

10

20 to 30 Years 31 to 40 Years 41 to 50 Years 51 more than

Age(%)

 Findings:

This table shows the respondents division according to age. The table shows that 36%
respondents belong to age bracket of 41-50, 34% belong to the age bracket of 31-40 and 16%
respondents belong to the age bracket of 20-30, 14% respondents belong to the age bracket of
51 more then. This means that the Banking sector in having young people in the service and
are ready to serve for long time provided they are motivated enough to stay.

Cause 03: Tenure

Years Frequency Percent Valid percent Cumulative

percent

6 months to 5 10.0 10.0 10.0

one year
1-5 years 15 30.0 30.0 40.0
5- Above 30 60.0 60.0 100.0
Total 50 100.0 100.0
 Tenure(%)
70

60

50

40

30

20

10

6 months to one year 1-5 years 5- Above

Tenure(%)

 Findings:
This table shows the respondents division according to tenure. The researcher revealed that
60% of worker had experience between 3 to above years, 30 % had 1 to 5-year experience
and only 10% had 6 months to 1-year service. This indicates that most of worker is
experienced.

Cause 04: Position

Frequency Percent Valid percent Cumulative

Percent

Temporary 50 100.0 100.0 100.0

Total 50 100.0 100.0

Cause shows that all respondent having temporary position because all selecting bank are
public.

Cause 05: Workload

Statement 01: working more than normal hours.

Frequency Percent Valid percent Cumulative

percent

Strongly 5 10.0 10.0 10.0

Disagree
Disagree 5 10.0 10.0 10.0
Neutral 12 24.0 24.0 34.0
Agree 18 36.0 36.0 70.0
Strongly Agree 10 20.0 20.0 100.0
Total 50 100.0 100.0

Workload(%)
40

35

30

25

20

15

10
 5

Strongly Disagree Disagree Neutral Agree Strongly Agree

Workload(%)

 Findings:

Responses to the statement, “banking workload is too much heavy and worker cannot finish it
on an ordinary work day” showed that 56% of the respondents are Strongly Agree (20%) and
Agree (36%) to this. During interviews from managers and employees at bank, they explored
the similar point of view that the work load is heavy enough that they usually have to stay at
bank for longer hours in evening to finish the work. Particularly, the employees who perform
the job of balancing bank accounts usually spend longer time at bank and finish the work
which effect their mental and physical health and put them in a state of high stress if they are
not able to complete the given work in given time.

Cause 06: New Technology

Statement 02: Existing technological problems.

Frequency Percent Valid percent Cumulative

percent

Strongly 5 10.0 10.0 10.0

Disagree
Disagree 8 16.0 16.0 26.0
Neutral 11 22.0 22.0 48.0
Agree 10 20.0 20.0 68.0
Strongly Agree 16 32.0 32.0 100.0
Total 50 100.0 100.0

New Technology(%)
35

30

25

20

15

10

Strongly Disagree Disagree Neutral Agree Strongly Agree

New Technology(%)
 Findings:

The responses of the statement that “worker feel difficulty in handling customers when
bank’s server/link get down”, revealed that 52% of the respondents are Strongly Agree (32%)
and Agree (20%) to this and feel themselves as victim of depression and stress when the
operating server of the bank gets down/out of order. One of the employees explored the same
point of view when interviewed. He told that, employees feel much difficulty to handle
customers when such technological problems occur. Diverse nature and different kinds of
customers want their required financial service done immediately, on the spot and without
wasting time to wait for the server to be functional again. So, such technological problems
are the major stressor for the bankers because they cannot control and overcome these
uncertain happenings which stressed them and affect the performance of the worker as well.

Cause 07: Higher Target

Statement 03: Higher target.

Frequency Percent Valid percent Cumulative

percent

Strongly Disagree 2 04.0 04.0 04.0

Disagree 5 10.0 10.0 14.0
Neutral 5 10.0 10.0 24.0
Agree 15 30.0 30.0 54.0
Strongly Agree 23 46.0 46.0 100.0
Total 50 100.0 100.0

Higher Target(%)
50

40

30

20

10

Strongly Disagree Disagree Neutral Agree Strongly Agree

Higher Target(%)

 Findings:

Some of the jobs in banks are target based and salaries of workers are attached to their targets
completion within due time, but it is not so much common in bank jobs; however, this thing
exists in the market. In such situations, employees have to complete their assigned targets
within due time otherwise they have to face their boss for explanation of not meeting the
targets in due time. Keeping this factor in mind 76% of the respondents are Strongly Agree
(46%) and Agree (30%) about the statement “employees feel themselves as worried and
victim of stress when they are not able to meet the targets”. These results are the evidence of
higher/unachievable targets as the source/cause of stress for the bankers who are appointed on
target based jobs. One of the managers when interviewed about this factor supported that
higher targets are the source of creating/causing stress.
Cause 08: Compensation and salary

Statement 04: Insufficient Financial incentives.

Frequency Percent Valid percent Cumulative

percent

Strongly 5 10.0 10.0 10.0

Disagree
Disagree 5 10.0 10.0 20.0
Neutral 7 14.0 14.0 34.0
Agree 13 26.0 26.0 60.0
Strongly Agree 20 40.0 40.0 100.0
Total 50 100.0 100.0

Compensation and Salary(%)

50

40

30

20

10

Strongly Disagree Disagree Neutral Agree Strongly Agree

Compensation and Salary(%)

 Findings:

Responses of the statement, “bank job salary is much lower as compare to work which bank
placed on them”, showed that 66% of respondents are Strongly Agree and Agree. 40% of
respondents are totally Strongly Agree to this statement these quantitative results are
supported by the facts which were collected by the help of interviews. Majority of the
employees when interviewed gave the similar responses that salaries and benefits which
bank’s job offer to them are much lower and work load is much higher due to which they feel
unsatisfied about the job and are not able to meet the requirements of their daily life. These
conditions lead them towards the stress and results in lowering interest in job, lower work
performance, reduce productivity and sometimes lead to employee turnover. But 26% of the
respondents are agreeing about the question of lower salaries of bank’s job. They are actually
those employees who are on management positions such as branch managers, operational
managers and HR managers who enjoy higher salaries and benefits attached to their jobs. But
as mentioned earlier major number of bank employees are not satisfied about the salaries and
benefits which they are receiving against their heavy bank workload which is a major stressor
for them.

Cause 09: Public/Customer Dealing

Statement 05: Public/Customer Dealing

Frequency Percent Valid percent Cumulative

percent

Strongly 10 20.0 20.0 20.0

Disagree
Disagree 10 20.0 20.0 40.0
Neutral 5 10.0 10.0 50.0
Agree 5 30.0 30.0 80.0
Strongly Agree 20 20.0 20.0 100.0
Total 50 100.0 100.0

Public/Customer Dealing(%)
35

30

25

20

15

10

Strongly Disagree Disagree Neutral Agree Strongly Agree

Public/Customer Dealing(%)

 Findings:

Public/customer dealing had always been a much difficult task for every business. It is a
thought that in bank job public dealing is much difficult as compared to other jobs because
bank employees do not know about how their customers will behave to them? What they can
demand from them? And how they respond to them there and then? 50% of the respondents
are Strongly Agree (20%) Agree (30%) to the statement that: customer dealing is much more
difficult in bank’s job. From these results, it is concluded that public dealing is also a major
stressor which can make a bank employee a victim of stress. It also depends upon the number
and nature of customers on a particular day at bank. During interviews employees raise the
same opinion that difficult public dealing put them in stress and affects their performance
when they face uncertain situations.
5.2 Discussion-

As per above analysis the result conforms a significant positive relationship between role
conflict and job stress. While between role ambiguity and job stress there were no significant
direct relationship found.

The logical explanation is as follows, when the level of role conflict experienced by banking
employees is high, then it will increase the job stress feeling among them. The increasing of
job stress in employees will ultimately increase distress feeling. If these feelings continue
then it will be increase the incident of job stress in the future. Preceding studies have shown
that job stress always effect job satisfaction of employees (Probst and Brubaker, 2001), and
their attitudes towards job such as commitment, trust, psychological and physical outcomes
(Hellgren and Sverke, 2003; Kivimaki et al., 2000), individual outcome also (Driscoll and
Beehr, 1994). A few studies have been identified that job stress swear results increase job
search behavior that leads to turnover (Adkins et al., 2001; Reisel and Banai, 2002) or
performance issues (Probst and Brubaker, 2001).

Uncertain role expectation are the situations that cause conflict among employees and that
will lead to role conflict. The conflict situations related to the accomplishment of their task
will create the climate of stress that leads to the feelings of anxiety, confusion and feel like
that, there is no guideline or cure which can help in completing tasks accurately and
satisfactorily.

When the employees are dissatisfied with their role, experience feelings of aggression, distort
reality and perform ineffectively (Rizzo et. al., 1970). Those situations will be more harmful
when employees experienced stress in their job. The stress situations will lead to the
emergence of discomfort, especially related to their job. Eventually, employees will
experience strain at work. That increased of job stress on employees raises negative outcome
such as poor performance, absenteeism, intention to leave and turnover.

Next, the “work overload” index, defined as “the inequality between the role demands and
the quantity of time and resources to meet these demands” (Newton and Keenan, 1987). So
work overload found to be considerably and absolutely related to job stress. The explanations
for this are likely simple and clear, employees in banking organizations lack of requirements
in performing their job, itself a stressful situation due to overlapping work demands.

Finally, the work-family conflict has significant positive relation with job stress. In addition
to that Bellavia and Frone (2005) explains, currently work-family conflict is an escalating
challenge for employees and more often for the organization. Balmforth and Gardner (2006)
has also inveterate that work and family life can be integrated and can be harmonious.
Frone(2003) identified that Some researchers recommended that through work-family
facilitation and increasing cooperation work-family balance can be achieved. The hypothesis
of this study concludes that the relationship between role ambiguity and job stress is null,
while role Conflict, work overload and work-family conflict with job stress has a significant
positive relationship.

In Sonali Bank Limited, Mymensingh Business Centre Branch, especially in banks

employees are under over work pressure and they have routine to remain in the office long
time after closing hours. In that case, if the workload is over, it is necessary that the
organizations should hire more capable hands according to their organizations demand for
employees so that their employees can live stress free and harmonious lives.
Moreover, the organizations can also help employees to cope with job stress in the following
ways:

By helping, finding and curing the symptoms of stress through psychological support,
encouraging stress-reduction activities, relaxation exercise, counseling and organizing stress-
reduction workshops, redefining and clarifying job specification and job description to reduce
role conflict, work overload and work-family conflict. SBL can also encourage
decentralization to relax employees in achieving their tasks and goals.
 Chapter Six:
Recommendatio
ns and
Conclusion
Recommendations and conclusion

6.1 Recommendations-

Based on the findings of the research, it is endorsed that the following measures have to be
put in vicinity to assist the personnel of National Bank Limited.

 Banks need to find ways to manage the stress and minimize the work overload of their
employees in order to enhance employees’ performance levels.
 Development of employees’ skills in order to reach their maximum level of
performance.
 Managers and supervisors could provide more opportunities for employee growth or
progression.
 The HR department requires identifying the talents and potentials of employees
before assigning tasks to avoid overload of work.
 The appraisal and promotion system must have a proper way to provide feedback, set
goals, communication skills, recognition, and task assignment.
 The Proper work allocation should be done.
 Management should introduce stress management technique at their banks. An
Employee Assistance Program should be added for early identification and
intervention on problems so that productivity degree increases.
 Targets should be realistic. Employees should be provided adequate authority and
sufficient time to achieve the targets.
 Provide a comfortable working condition for the better performance of the job.
 Banks must try to arrange informal meetings, group discussions, effective training and
development programs to manage the stress of employees.
 Sufficient hiring and allocation of staff is needed.
 The supervisors and managers need to discover the reasons of the dissatisfaction of
employees within the working environment.
 To uplift the morale and efficiency of employees, effective communication, proper
training and motivation are required.
 It has been found that the employees are overloaded with work. So banks must tryto
reduce the workload of the employees.
 Giving counseling to the employees when they face problems. Because counseling is
the discussion of a problem that usually has emotional content with an employee in
order to help the employee cope better.
 Managers should revise their decision making strategy.
 Workshops on stress management should be organized by the organization.
 Appreciate the employees on accomplishing and over-exceeding their targets.
 Proper training should be provided for the employees to cope up with the latest
updates in technology and methods adopted in the organization.
 Employees friendly transfer policy should be framed.
  Employees should do effective time management. They should plan their work on a
priority basis and make a “to-do “list regularly.
 Employees should indulge in physical exercise, sports, yoga and meditation.
 The employees should build social support. They should have close connections with
trustworthy peer who can listen to their problems and boost their confidence level.
This social network will help the employees overcome stress.
 The organization must understand the problems of the employees, if any, and try to
overcome them from those problems to produce good results.
 Every work of the employees must be recognized and rewarded accordingly, so that it
would encourage the employees to work more effectively and efficiently, which
would automatically result in improvement of the work of employees and the
Organization as well.

6.2 Conclusion-
On the groundwork of the study it is concluded that most of the employees are beneath stress
in the Banking Industry,which is impacting their health and nicely being. Stress
administration need to be done on individual stage as nicely as organizational level. The hints
to reduce stress are discussed in the [Link] in the work vicinity has end up the black
plague of the existing century. Much of the stress at work is caused not solely by way of
work overload and time stress but additionally by using lack of rewards and praise. However,
administration can take suitable steps to decrease it. Organizations can decrease the degree of
stress on personnel by redesigning jobs, fine working environment, enough support from
boss, desirable training, wonderful verbal exchange etc. Besides Sonali Bank Limited should
additionally provide counseling for their employees to analyze stress management methods to
overcome the stress [Link] is a big factor experienced via personnel round the globe.
Stress has become most important trouble for Executives especially at JCF where the
company doesn’t realize the influence of stress on employee performance. According to the
above analysis principal reasons behind the stress can be located as; conversation and
motivation. Lack of verbal exchange gap and session with subordinates, Lack of
communication and consultation with staff, No understanding of work by using human
beings at work, No cooperation as a team, Lack of guide by people at work, Being
undervalued, Working environment, Staff problems, Organization must start to manage
people at work in a different way.
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 SURVEY OF CURRENT EMPLOYEES

A survey for analyzing job stress of NBL. As a Employees of NBL pleases co- operate with us
by means of answering the questionnaire. We would be satisfied and grateful if you assist us by
answering some of the survey questions.

Survey Questions

1. Do you have to work for more than your normal working hours?
o Strongly disagree o Disagree o Neutral o Agree o Strongly agree
2. Do you feel work pressure most of the time?
o Strongly disagree o Disagree o Neutral o Agree o Strongly agree
3. Do you find your work boring?
o Strongly disagree o Disagree o Neutral o Agree o Strongly agree
4. Are you satisfied with your job?
o Strongly disagree o Disagree o Neutral o Agree o Strongly agree
5. Do you enjoy working with your colleagues?
o Strongly disagree o Disagree o Neutral o Agree o Strongly agree