Rm with questions

Introduction
ICICI Bank (IndustrialCreditand InvestmentCorporation of India) is
an Indian multinational banking and financial services company headquartered
in Mumbai, Maharashtra, India, with its registered office in Vadodara. In 2014, it
was the second largestbank in India in terms of assets and third in term of market
capitalisation. Itoffers a wide range of banking products and financial services for
corporateand retail customers through a variety of delivery channels and
specialised subsidiaries in the areas of investment banking, life, non-life
insurance, venturecapital and assetmanagement. The bank has a network of
4,450 branches and 14,404 ATMs in India, and has a presence in 19 countries
including India.
The bank has subsidiaries in the United Kingdom and Canada; branches in United
States, Singapore, Bahrain, Hong Kong, Sri Lanka, Qatar, Oman, Dubai
International Finance Centre, China and South Africa; and representative offices
in United Arab Emirates, Bangladesh, Malaysia and Indonesia. The company's UK
subsidiary has also established branches in Belgium and Germany.
'Industrial Credit and Investment Corporation of India (ICICI), an Indian financial
institution, as a wholly owned subsidiary in 1994. The parent company was formed
in 1955 as a joint-venture of the World Bank, India's public-sector banks and
public-sector insurance companies to provide project financing to Indian
industry. The bank was founded as the Industrial Credit and Investment
Corporation of India Bank, before it changed its name to the abbreviated ICICI
Bank. The parent company was later merged with the bank.
ICICI Bank launched internet banking operations in 1998.
ICICI's shareholding in ICICI Bank was reduced to 46 percent, through a public
offering of shares in India in 1998, followed by an equity offering in the form
of American Depositary Receipts on the NYSE in 2000. ICICI Bank acquired
the Bank of Madura Limited in an all-stock deal in 2001 and sold additional stakes
to institutional investors during 2001-02.

In the 1990s, ICICI transformed its business from a development financial
institution offering only project finance to a diversified financial services group,
offering a wide variety of products and services, bothdirectly and through a
number of subsidiaries and affiliates like ICICI Bank. In 1999, ICICI become the
first Indian company and the first bank or financial institution from non-Japan Asia
to be listed on the NYSE.
In 2000, ICICI Bank became the first Indian bank to list on the New York Stock
Exchange with its five million American depository shares issue generating a
demand book13 times the offer size.
In October2001, the Boards of Directors of ICICI and ICICI Bank approved the
merger of ICICI and two of its wholly owned retail finance subsidiaries, ICICI
Personal Financial Services Limited and ICICI Capital Services Limited, with
ICICI Bank. The merger was approved by shareholders of ICICI and ICICI Bank
in January 2002, by the High Court of Gujarat at Ahmedabad in March 2002 and
by the High Court of Judicature at Mumbai and the Reserve Bank of India in April
2002.
In 2008, following the 2008 financial crisis, customers rushed to ICICI ATMs and
branches in some locations due to rumours of adverse financial position of ICICI
Bank. The Reserve Bank of India issued a clarification on the financial strength of
ICICI Bank to dispel the rumours

Factors Affecting Job Satisfaction
Working Conditions
Because employees spend so much time in their work environment each week, it's
important for companies to try to optimize working conditions. Such things as
providing spacious work areas rather than cramped ones, adequate lighting and
comfortable work stations contribute to favorable work conditions. Providing
productivity tools such as upgraded information technology to help employees
accomplish tasks more efficiently contributes to job satisfaction as well.
Opportunity for Advancement
Employees are more satisfied with their current job if they see a path available to
move up the ranks in the company and be given more responsibility and along with
it higher compensation. Many companies encourage employees to acquire more
advanced skills that will lead to the chance of promotion. Companies often pay the
costof tuition for employees taking university courses, for example. During an
employee's annual performance review, a supervisor should map out a path
showing her what she needs to accomplish and what new skills she needs to
develop in order to be on a track to advancement within the organization.
Workload and Stress Level
Dealing with a workload that is far too heavy and deadlines that are impossible to
reach can cause job satisfaction to erode for even the most dedicated employee.
Falling short of deadlines results in conflict between employees and supervisors
and raises the stress level of the workplace. Many times, this environment is
caused by ineffective management and poorplanning. The office operates in a
crisis mode because supervisors don'tallow enough time for employees to perform
their assigned tasks effectively or becausestaff levels are inadequate.

Respectfrom Co-Workers
Employees seek to be treated with respect by those they work with. A hostile work
environment -- with rude or unpleasant coworkers -- is one that usually has lower
job satisfaction. In an August 2011 survey published by FoxBusiness.com, 50
percent of those responding said they had personally experienced a great amount of
workplace incivility. Fifty percent also believe morale is poorwhere they work.
Managers need to step in and mediate conflicts before they escalate into more
serious problems requiring disciplinary action. Employees may need to be
reminded what behaviors are considered inappropriate when interacting with
coworkers.
Relationship with Supervisors
Effective managers know their employees need recognition and praise for their
efforts and accomplishments. Employees also need to know their supervisor's door
is always open for them to discuss any concerns they have that are affecting their
ability to do their jobs effectively and impeding their satisfaction at the office.
Financial Rewards
Job satisfaction is impacted by an employee's views about the fairness of the
company wage scale as well as the current compensation she may be receiving.
Companies need to have a mechanism in place to evaluate employee performance
and provide salary increases to top performers. Opportunities to earn special
incentives, such as bonuses, extra paid time off or vacations, also bring excitement
and higher job satisfaction to the workplace.
It is understood that if companies want to get quality work from their employees,
they would have to work on making them contented. It is rather difficult to judge
the employees’ happiness just by the results of their work or their personal

Measures ofJobsatisfaction
Attributes when they arrived in the office in the morning. Whether an employee is
satisfied at work depends on several other factors; including the recognition they
get for the good work they have been doing, development opportunities and the
work environment.
Here are some examples companies can use to measure employee satisfaction at
the workplace:
1. Employee suggestion box
Management is never going to get a good idea of what their employees think if
they are not being asked. Even though honesty is always the best policy, often
employees are scared of telling exactly what they think. One of the simplest way of
getting employee’s opinions are suggestion box but it is difficult to get any actual
insight.
Management may get some dubious ideas about what their employees want but it
will give them a sense of what could be lacking at the workplace. It may be a
simple request of using white light bulb instead of the yellow ones or a better
coffee machine, but at least it gives employees an open channel to improve the
condition of the workplace.
2. Employee performance review
Another way of finding out if employees are satisfied at work is by conducting a
one-on-one review with them as management need to focus on individuals and
their specific needs.
Reviews should take place at least biannually but it depends on each individual
companies. Take notice of the problems employee face in accomplishing their task
or the increase pressureand stress levels or even conflicts with other employees.
Always try and investigate if employees need extra training as people often

become dissatisfied in their job because they feel they have nothing left to learn.
By providing them with a new set of skill to develop, employees could be
motivated and they would be looking forward to work every morning.
Management could find out from employees what it is that they want to get out of
their job, what their dream job is and what goals they hope to achieve. This is also
part of the employee engagement programs as management can assist employees in
helping them achieve these goals within the company.
3.Anonymous employee surveys
Completing regular employee surveys may sound dull but if the questions
are different every round and there are incentives to those who complete them, it is
common for management to enjoy a 100% responserate from their employees.
Creating different sets of questions each time encourage employees to
answer truthfully and it tends to take them off guard; in a good way. Incentives do
not have to be expensive; a bottle of their favourite drink or a free breakfast is
often sufficient to get the employees to complete the survey.
Management could set up employee satisfaction survey questions for their
employees and making it anonymous so that employees do not feel they are being
targeted all the time. Employee satisfaction surveys are the most efficient ways to
hear out the opinions and concerns of the employee and gives employees a voice
where some may feel apprehensive if they have something to comment or talk
about. Weekly or monthly employee satisfaction surveys are a great, and often fast
way to get feedback. Just be sure to measure employee satisfaction.

In Summary
Management have to be aware that these methods are not just a ‘once-off’ ways on
measuring employee satisfaction. Management have to make it a routine so that
employees could look into bring up certain issues when the time is right.
 Inform the employees of the monthly ‘cut-off’ date for the suggestion boxes
and check them monthly so that the suggestions are not out of date and
management is still able to work on the ideas and suggestions.
 Conducta biannual performance review as this helps both employer and
employee in accessing their work performance and finding ways to improve
or nurture in.
 Create end-of-the-week satisfaction surveys for employees so that they could
also monitor their own work and performance at the workplace.
After collating and analysing the results, management should take action or find
solutions to those issues and communicate these outcomes with their employees;
informing them the outcome or the solutions. Obviously some of the improvements
the employees are looking for might take some time to be rectify, but just dismiss
them out of hand is not a brilliant idea.

Statement of Problem
In private sector, the ICICI Bank has emerged as one of the giant
commercial bank in India. It is India's largest private sectorbank with total assets
of Rs. 5,946.42 billion (US$ 99 billion) on March 31, 2014. The Bank has a
network of 3,753 branches and 11,336 ATMs in India, and has a presence in 19
countries, including India. The ICICI bank has witnessed tremendous change in
terms of human resource, technology intervention and changing nature job in the
context of market demands.
From the point of view of human resource, it is characterized by workforce
diversity, modern technology & automation and distinct organizational culture. In
situation of diversity across age, gender, ethnic group, physical ability/disabilities,
race and sexual orientation; more and more women joining business organizations
as managers and other specialists; special recruitment programmes being
conducted to recruit members belonging to scheduled castes/tribes, physically
handicapped, ex-servicemen, retired employees; and the number of knowledge
workers increasing day-by-day, understanding job satisfaction becomes crucial.
This is because, persons with differential characteristics may perform differently
and may exhibit differential level of job satisfaction. Thus, two important issues
emerge: (1) are employees of the ICICI bank satisfied with their job? , and (2) to
what extent organizational factors determine their satisfaction?
Besides this, in new technological environment, the issue of employee
satisfaction with their job, acquires an added significance due to diversity in terms
of technology, manufacturing process, nature of job, division of work requires
specialized knowledge and skills to perform a particular job. As these are not
evenly distributed, may affect differentially performance of the workers. New
technological advancements, based on artificial intelligence, are becoming
common phenomena in the industrial world. Technology influences social
situation, that is, the size of groups, membership of groups, patterns of
interpersonal interactions, opportunity to controlactivities in a variety of ways.
Hence, technology also affects human behavior considerably both within and
outside organizations. Forexample, Jack D. Douglas (1971), a noted sociologist,
comments that “becausetechnology increasingly shapes almost every realm of our
everyday life, and through formal education has increasingly become the dominant

form of our modern thought, it could transform or destroythe social foundations of
our most cherished human values. But it can’t ignore that technology has enhanced
the speed of processingand production. Using advance technology provides a
competitive edge to an organization over their competitor in the market. So, to sum
up, it can be said advanced technology also needs human minds to handle it or to
work with it. It becomes important to know, whether employees are comfortable
with the use of technology or in other words, do they enjoy working with new
technology?
Another major dimension is the organizational structure. It is a sourceof
satisfaction to people. Since it provides relatedness among tasks and
responsibilities, and among people who work for an organization, sooner or later
come to evaluate the nature of those relationships and of their jobs. Organization
structure provides a place of status for each personwhich confers certain standing
among his/her fellows. This works as motivating factor for them.The banking
sectorhas been restructuring its organization design, policies, structure, working
conditions etc., to meet new demands and to enhance the productivity of the
employees. Not only this, the ICICI bank like many other private banks has
adopted measures to provide congenial environment to its employees, better career
opportunities and welfare to keep their morale high. It is not out of context to say
that one’s perception of organizational structure may vary depending upon
personal attributes and orientations, and therefore, employees may exhibit
differential level of motivation. Hence, another important question emerges, to
what extent employees are satisfied with the organization structure?
In this background the present study entitled, ‘A study of Job Satisfaction
of Employees of ICICI Bank in Mumbai’ was conducted. The main focus of this
study was to assess the job satisfaction of bank employees in the context of
organizational factors.

Objectives
This study was carried out with the following objectives;
• To assess the level of job satisfaction of employees of the ICICI bank.
• To identify organizational factors contributing towards the job satisfaction of
employees of ICICI bank.
Scope of the study
The present study aims to assess the level of job satisfaction of the employees of
the ICICI Bank, a private commercial bank in the state of Himachal Pradesh. It
covers employees working in the ICICI bank. The employees belong to different
categories such as officers, clerical staff and sub-staff. The study explores level of
job satisfaction among employees working in the the ICICI Bank and examine it in
organizational context, such as, rewards, promotion policies, working conditions,
career development, inter-relationships etc., which affect job satisfaction.
motivation. Hence, another important question emerges, to what extent employees
are satisfied with the organization structure?
Above all, it can be said, that job satisfaction is very important for the individual
and as well as an organizational concern. In today’s world of work imbued with
diversity in human resource, technological interventions, changing nature of job,
differential expectations, new management practices, demands for specialized
skills etc., the success and growth of any organization, to a great extent, depends
on the satisfaction of employees. In this phase when employee’s expectations are
not met by the organization and vice versa then various disputes take place. These
disputes may cause loss of workforce, wages and production. This is also true to
the banking sector.

Methodology
This ex-post facto approachwas considered most suitable to understand the
phenomenon of job satisfaction of employees of the ICICI bank. There are
eighteen branches of the ICICI bank spread over ten districts in the state of
Himachal Pradesh. The population of the study consisted of all employees who are
working in ICICI bank in the state of Himachal Pradesh. A convenient sample of
employees at selected six branches of ICICI bank, located at Nahan and Paonta in
District of Sirmour, Baddi and Solan in District Solan and Kasumpti and Shimla in
district Shimla was used. The sample consisted of eighty employees (Management
Executives 20; Official Staff 40; and Supporting Staff 20). Thoseemployees who
are permanent and had two years of working experience were selected. The unit of
the study was an employee in ICICI bank.
The instrument for data collection was questionnaire. The first part consisted
of questions about personal information on age, gender, education, marital status
etc., and the second part had fifteen questions extracted from the short form of
Minnesota Satisfaction Questionnaire (MSQ). These questions included important
dimensions of organizational structure. These are: salary/compensation, training
and development, flexibility, communication, work life balance, security,
interpersonal relationships, decision-making, welfare measures, reward and
recognition, attitude of employees, role clarity and morale of employees, working
conditions, team work, promotion policies etc. Spector(1997) identified the 20-
item short form of the Minnesota Satisfaction Questionnaire (MSQ) (Weiss et al.,
1967) as a popular measure that is frequently used in job satisfaction research. One
advantageous feature of the MSQ short form is that it can be used to measure two
distinct components:intrinsic job satisfaction and extrinsic job satisfaction.
Intrinsic job satisfaction refers to how people feel about the nature of the job tasks
themselves; extrinsic job satisfaction refers to how people feel about aspects ofthe
work situation that are external to the job tasks or work itself (Spector,1997). The
reliability coefficient value of MSQ short form ranges from 0.87 to 0.97 and its
validity is considered adequate. Each question had five responsecategories i.e.,
Very Satisfied, Satisfied, Neutral, Dissatisfied, and very Dissatisfied and allotted
scoreas 5,4,3,2,1, respectively. We depended on the reliability and validity of the
instrument as indicated in original manual of MSQ. Interviews were conducted on

the selected respondents and the questionnaire was administered to them. The data
was analysed using frequency and percentages, and to draw meaningful findings.
Observations
The statistical data in terms of gender, education, marital status, work experience
and respondents’ designation, monthly income of eighty employees of the ICICI
banks in three districts of Himachal Pradesh are presented in Table No. 1. From the
table, it can be pointed out that there was preponderance of males with
significantly more than half of the respondents i.e. 66.25 per cent. A little more
than half (53.75 %) of them were graduates. A little more than half (56.25%) were
married. The proportion of respondents with income between Rs. 2500 t0 35000/-
was highest (33.75%). Thosewith work experience 21 years and above were
represented highest (37.50 %) and those with less than 10 years of experience also
had the same proportion (37.50%). Half of the respondents were from office cadre
staff.

Organizationalcontext and job satisfaction
Hertzberg’s two factor theory points out that the ‘hygiene factors’ are very crucial
in understanding job satisfaction of employees. These include aspects of the
working environment such as pay, company policies, supervisory practices, and
other working conditions. The cumulative evidence of research studies also points
out that various dimensions of organization, suchas, salary, training and
development, rewards and compensation, nature of job, promotion, autonomy,
communication, job security, morale, role clarity, attitude of superiors, working
conditions, team work etc., influence job satisfaction and morale of employees.
The basic concern of this study is on to understand dimensions of job satisfaction
in its contextual perspective, as it is difficult to determine impact of intrinsic
factors of motivation. In this study, information on their satisfaction with different
dimensions of organizational work environment was collected and analysed. The
table 2 below presents summary of these findings. Only responses under ‘satisfied’
category are mentioned here.

DATA ANALYSIS AND INTERPRETATION
TABLE NO.1:WORKING EXPERIENCE OF EMPLOYEES
EMPLOYEES NO OF RESPONDENTS PERCENTAGE
Below 2 years 10 20%
2-5 years 14 28%
Above 10 years 26 82%
Total 50 100
CHART NO. 1: WORKING EXPERIENCEOF EMPLOYEES
INTERPRETATION
From the above table, 20% of employees have the working experience below 2
years and 28% in between 2-5 years, at the time 82% employees’ work above 10
years in this institution
0
5
10
15
20
25
30
Below 2 years 2-5 years Above 10 years
NO OF RESPONDENTS

TABLE NO. 2: SATISFACTION OF EMPLOYEESIN TRAINNING AND
PROGRAMMES
OPINION
NO OF
RESPONDENTS PERCENATGE
Highly Satisfactory 18 36%
Satisfied 20 40%
Dissatisfied 12 24%
Total 50 100
CHART NO. 2: SATISFACTION OF EMPLOYEESIN TRAINNING AND
PROGRAMMES
INTERPRETATION
From the above table 36% of employees are highly satisfied in training
programmes, 40% of employees satisfied and 24% dissatisfied.
0%
5%
10%
15%
20%
25%
30%
35%
40%
Highly Satisfied Satisfied Dissatisfied

TABLE NO. 3: OPINION OF EMPLOYEES IN SAFETY MEASURES OF
INSTITUTION
OPINION NO OF RESPONDENTS PERCENTAGE
Good 36 72%
Bad 8 16%
Average 6 12%
Total 50 100
CHART NO. 3: OPINION OF EMPLOYEES IN SAFETY MEASURES OF
INSTITUTION
INTERPRETATION
Form the above table 72% of employees had good opinion about the safety
measure and 16% had bad opinion, same time 12% employees had average safety
measure only provided.
0
5
10
15
20
25
30
35
40
Good Bad Average
NO OF RESPONDENTS PERCENTAGE

TABLE NO.4:SATISFACTORYLEVEL OF EMPLOYEES LEAVE
PROVIDED
SATISFACTORY
LEVEL
NO OF
RESPONDENTS
PERCENTAGE
Highly satisfactory 20 40%
Satisfied 22 44%
Dissatisfied 8 16%
Total 50 100
CHART NO.4:SATISFACTORYLEVEL OF EMPLOYEES LEAVE
PROVIDED
INTERPRETATION
From the above table 40% of employee highly satisfied in their leave provided,
44% are satisfied and 16% dissatisfied.
0
5
10
15
20
25
Highly satisfactory Satisfied Dissatisfied
NO OF RESPONDENTS

TABLE NO. 5: SHOWING WHETHER THE JOB OFFER TO REALISE
EMPLOYEES APPLICATION AND AMBITION
Yes 12 24%
No 8 16%
Can’t say 30 60%
Total 50 100
CHART NO. 5: SHOWING WHETHER THE JOB OFFER TO REALISE
EMPLOYEES APPLICATION AND AMBITION
INTERPRETATION
From the above table 24% of employees are satisfied and 16 % are dissatisfied also
60% of employees are not answered the question.
0
5
10
15
20
25
30
35
Yes No Can’t say
NO OF RESPONDENTS

TABLE NO. 6:SHOWING WHETHER EMPLOYEES TO GET ANY
CHANCE TO BE INVOLVED AND IDENTIFICALWITH GOAL AND
IMAGE
Yes 14 28%
No 6 12%
Can’t say 30 60%
Total 50 100
CHARTNO. 6:SHOWING WHETHER EMPLOYEES TO GET ANY
CHANCE TO BE INVOLVED AND IDENTIFICALWITH GOAL AND
IMAGE
INTERPRETATION
From the above table 8% of employees to get chance to be involved and identified
with goal and image. 12% should not get chance and 60% of employees are not
answered the question
0
5
10
15
20
25
30
35
Yes No Can’t say
NO OF RESPONDENTS

TABLE NO.7:SHOWING WHETHER EMPLOYEES TO GET A CHANCE
IN PART OF DECISION MAKING
Yes 30 60%
No 6 12%
Can’t say 14 28%
Total 50 100
CHART NO. 7:SHOWING WHETHER EMPLOYEES TO GET A CHANCE
IN PART OF DECISION MAKING
INTERPRETATION
From the above table 60% of employees get chance to be involved in decision
making 12% should not get chance and 28% of employees are not answered the
question.
0
5
10
15
20
25
30
35
Yes No Can’t say
NO OF RESPONDENTS

TABLE NO.8:SHOWING WHETHER EMPLOYEES FEELS GOODTEAM
SPIRIT EXIST IN YOUR WORK ENVIRONMENT
Yes 20 40%
No 10 20%
Can’t say 20 40%
Total 50 100
CHART NO. 8: SHOWING WHETHER EMPLOYEES FEELS GOOD
TEAM SPIRIT EXIST IN YOUR WORK ENVIRONMENT
INTERPRETATION
From the above table 40% of employees feels the good team spirit, 20% should not
feel and 40% of employees are not answered the question.
0
5
10
15
20
25
Yes No Can’t say
NO OF RESPONDENTS

TABLE NO. 9: SHOWING WHETHER EMPLOYEES TO GET PROPER
PROMOTIONAND GROWTHOPPORTUNITES
Yes 34 68%
No 6 12%
Can’t say 10 20%
Total 50 100
CHART NO. 9: SHOWING WHETHER EMPLOYEES TO GET PROPER
PROMOTIONAND GROWTHOPPORTUNITES
INTERPRETATION
From the above table 6% employees to get properpromotion and growth
opportunities, 12% of employees should not get, 20% employees are not answered
the question.
0
5
10
15
20
25
30
35
40
Yes No Can’t say
NO OF RESPONDENTS

TABLE NO.10:SHOWING WHETHER SUPERVISORLISTEN TO THE
OPINION AND SUGGESTIONS
Yes 28 56%
No 8 16%
Can’t say 14 28%
Total 50 100
CHART NO.10:SHOWING WHETHER SUPERVISOR LISTEN TO THE
OPINION AND SUGGESTIONS
INTERPRETATION
From the above table 56% of employees are agreed that supervisor listen to their
opinions and suggestions, but 10% employees are disagree and 28% employees are
not answered the question.
0
5
10
15
20
25
30
Yes No Can’t say
NO OF RESPONDENTS

TABLE NO.11:SATISFACTION LEVEL OF EMPLOYYES IN OVERALL
ALLOWANCES
Yes 24 48%
No 16 32%
Can’t say 10 20%
Total 50 100
CHART NO.11:SATISFACTION LEVEL OF EMPLOYYES IN OVERALL
ALLOWANCES
INTERPRETATION
From above table 48% of employees satisfied the overall allowances, 32% should
not satisfied and 20% of employees are not answered the question.
0
5
10
15
20
25
30
35
Yes
No
Can’t say

TABLE NO. 12: OPINION OF EMPLOYEES REGARDINGBEHAVIOUR
AND SUPPORT OF MANAGEMENT
Good 38 76%
Bad 4 8%
Average 8 36%
Total 50 100
CHART NO. 12: OPINION OF EMPLOYEES REGARDINGBEHAVIOUR
AND SUPPORT OF MANAGEMENT
INTERPRETATION
From above table 76% of employees are shared a good experience and 8% in a Bad
level, 16% in average level.
0
5
10
15
20
25
30
35
40
Good Bad Average

TABLE NO. 13: SHOWING WHETHER THE EMPLOYEEES
SATISFACTIED WITHWORK FACLITITES PROVIDED BY THE
COMPANY
SATISFACTORY
LEVEL
NO OF
RESPONDENTS
PERCENTAGE
Satisfied 20 40%
Dissatisfied 12 24%
Total 50 100
CHART NO. 13: SHOWING WHETHER THE EMPLOYEEES
SATISFACTIED WITHWORK FACLITITES PROVIDED BY THE
COMPANY
INTERPRETATION
From the above table 36% of employees are highly satisfied and the work facilities
provided by the company. 20% are satisfied and 24% of employees are not
satisfied
0
5
10
15
20
25
NO OF RESPONDENTS

TABLE NO. 14: SATISFACTORYLEVEL OF EMPLOYEES IN
WORKING RELATIONSHIP WITH THEIR SUPERVISOR
SATISFACTORY
LEVEL
NO OF
RESPONDENTS
PERCENTAGE
Satisfied 38 74%
Dissatisfied 2 4%
Total 50 100
CHART NO. 14: SATISFACTORYLEVEL OF EMPLOYEES IN
WORKING RELATIONSHIP WITH THEIR SUPERVISOR
INTERPRETATION
From the above table 16% of employees are highly satisfied the working
relationship with their supervisor and 76% satisfied and 4% is dissatisfied.
0
5
10
15
20
25
30
35
40
NO OF RESPONDENTS

TABLENO. 15:SATISFACTORYLEVEL OF EMPLOYEES LEAVE
PROVIDED
SATISFACTORY
LEVEL
NO OF
RESPONDENTS
PERCENTAGE
Satisfied 2 4%
Dissatisfied 4 8%
Total 50 100
CHARTNO. 15:SATISFACTORYLEVEL OF EMPLOYEES LEAVE
PROVIDED
INTERPRETATION
From the above table 88% is highly satisfied on companies’ motivational
programmes and 4% satisfied and 8% dissatisfied.
NO OF RESPONDENTS

TABLE NO.16:SHOWING WHETHER THE EMPLOYEES SATISFIED
WITH THE TIME OF THE JOB
SATISFACTORY
LEVEL
NO OF
RESPONDENTS
PERCENTAGE
Satisfied 4 8%
Dissatisfied 10 20%
Total 50 100
CHART NO.16:SHOWING WHETHER THE EMPLOYEES SATISFIED
WITH THE TIME OF THE JOB
INTERPRETATION
From the above 72% of employees highly satisfied with the working time 8%
satisfied and 20% dissatisfied.
0
5
10
15
20
25
30
35
40
NO OF RESPONDENTS

TABLE NO.17:OPINION OF EMPLOYEES REGARDING
REFRESHMENTAND RECREATION FACILITIES
Good 40 80%
Bad 4 8%
Average 6 12%
Total 50 100
CHART NO.17:OPINION OF EMPLOYEES REGARDING
REFRESHMENTAND RECREATION FACILITIES
INTERPRETATION
From the above table 80% of employees have good opinion about refreshment and
recreation facilities and 8% have bad opinion and 12% have average opinion.
0
5
10
15
20
25
30
35
40
Good Bad Average

TABLE NO. 18: OPINION REGARDING MANAGEMENT SUPPORTIN
EMPLOYYES SUGGESTIONS AND GRIEVANESS
Good 6 12%
Bad 4 8%
Average 40 80%
Total 50 100
CHART NO. 18: OPINION REGARDING MANAGEMENT SUPPORTIN
EMPLOYYES SUGGESTIONS AND GRIEVANESS
INTERPRETATION
From the above table 12% of employees have good opinion about and regarding
management support in employees’ suggestion and grievances.
0
5
10
15
20
25
30
35
40
45
Good Bad Average

TABLE NO. 19: LEVEL OF UNDERSTANDINGBY THE MANAGEMENT
IN EMPOLYEE NEEDS AND WANTS
Good 6 12%
Bad 4 12%
Average 38 76%
Total 50 100
CHART NO.19:LEVEL OF UNDERSTANDING BYTHE MANAGEMENT
IN EMPOLYEE NEEDS AND WANTS
INTERPRETATION
From the above table 12% of employees have good opinion regarding management
understanding of employees need and wants. 12% have bad opinion and 70%
having an average opinion.
0
5
10
15
20
25
30
35
40
Good Bad Average
NO OF RESPONDENTS

TABLE NO. 20: SATISFACTION OF EMPLOYEE IN WORK
ENVIRONMENT
Good 36 72%
Bad 6 12%
Average 8 16%
Total 50 100
CHART NO. 6.20:SATISFACTION OF EMPLOYEE IN WORK
ENVIRONMENT
INTERPRETATION
From the above table 72% of employees satisfied with the work environment and
12% of them having bad and 16% having an average satisfaction regarding our
statement.
0
5
10
15
20
25
30
35
40
Good Bad Average

Conclusions
After the analysis of statistical data and findings arrived, it can be concluded
that employees in the ICICI bank in Mumbai nurture differential level of
satisfaction across organizational variables, such as, salary/ compensation, training
and development, the nature of job, work life balance, colleagues relationship, job
security, chain of communication or relationships, decision-making, welfare
measures, rewards and recognition, attitude of superiors, roles of the employees,
working conditions, team work promotion policies etc. On the face of statistical
findings, difference in percentage between satisfaction and dissatisfaction suggests
that factors of salary, inter-personal relationship, communication, attitude of
superiors, working conditions and team work are more significant in determining
job satisfaction of employees of the ICICI bank in Mumbai. It can be pointed out
that improvement in organizational variables, most particularly, in performance
appraisal system, promotional strategies, position status and related rewards etc.,
may enhance job satisfaction and morale of employees in the ICICI bank.

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