Introduction

Employee satisfaction is supremely important in an organization because it is what productivity depends on. If your employees are satisfied they would produce superior quality performance in optimal time and lead to growing profits. Satisfied employees are also more likely to be creative and innovative and come up with breakthroughs that allow a company to grow and change positively with time and changing market conditions. The importance of employee satisfaction at the workplace is as the heart to your body. If you are partially satisfied then you can work but there will be less or no productivity. The companies who are at the top in world ranking have good HR system where every employee is happy and satisfied with the environment and remuneration package.

Literature Review

Dealing with Stress at Work

At work, we try to adhere to time management techniques for effective and efficient use of our days. But how can we control pressure when it swamps? Deadlines slipping Difficult work mates. Unrealistic deadlines imposed. Even unreasonable bosses Not all situations can be controlled, but there are some ways heat at work can be turned down rather than wait for it to explode .Brown& Nick (April 1952)

Job Satisfaction

Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of one’s job an affective reaction to one’s job; and an attitude towards one’s job. Weiss (2002) has argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and behaviors. This definition suggests that we form attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviors.

Job Satisfaction and Emotions

Mood and emotions while working are the raw materials which cumulate to form the affective element of job satisfaction. (Weiss and Cropanzano, 1996).Moods tend to be longer lasting but often weaker states of uncertain origin, while emotions are often more intense, short-lived and have a clear object or cause. There is some evidence in the literature that state moods are related to overall job satisfaction. Positive and negative emotions were also found to be significantly related to overall job satisfaction Frequency of experiencing net positive emotion will be a better predictor of overall job satisfaction than will intensity of positive emotion when it is experienced.

Emotion regulation and emotion labor are also related to job satisfaction. Emotion work (or emotion management) refers to various efforts to manage emotional states and displays. Emotion regulation includes all of the conscious and unconscious efforts to increase, maintain, or decrease one or more components of an emotion. Keithner & Robert (1956)

Retention and Job Satisfaction

When Judy gave her notice, no one blinked an eye. Not that she wasn’t valued — she was but turnover was commonplace at her organization. On her last day a senior manager, disappointed that Judy was leaving, expressed his sadness to see her go and indicated he wished there was something they could have done to make her stay. Funny thing, no one had ever found out why Judy was leaving or what they could do to keep her. No one had taken the time to inquire about her wants, needs or goals. No one had asked. Not even her direct supervisor. Too often employee retention is viewed as a process or function of the human resources department. Somehow there is an expectation that the recruiting staff should not only identify and hire employees, but that they should also ensure their retention through some sort of strategy or program. The reality is that employee retention is everyone’s responsibility. According to experts, while most managers believe

employees leave due to money issues, in actuality it is an employee’s relationship with their supervisor that has the greatest impact on whether they stay or go, because a supervisor has control over the CORE elements that create job satisfaction –compensation, opportunity, recognition and environment. And that is why it is important to hold supervisors accountable for retaining a thriving workforce. This means that not only do organizations need a performance management system that recognizes and rewards supervisors for meeting objectives that reduce employee turnover, supervisors need to understand what steps they can take to meet their responsibility in employee retention and job satisfaction. Deborah S. Hildebrand (April 2008)

Objectives

Board Objective

The Board objective of this report is to know job satisfaction of Dhaka Bank.

Specific Objectives:

How compensation motivates Dhaka Bank employees.

Try to identify the Dhaka Bank employee opinion regarding Performance management system.

To know how Dhaka Bank career development opportunities motivates employees.

Dhaka Bank employee satisfaction regarding their training program.

Find out the Dhaka Bank employee work environment.

Find out the possible Solution.

Methodology:

Research Type:

The report takes in Descriptive research. Quantitative research is required. Quantitative research is the systematic scientific investigation of quantitative properties and phenomena and their relationships. The objective of quantitative research is to develop and employ mathematical models, theories and/or hypotheses pertaining to natural phenomena. The process of measurement is central to quantitative research because it provides the fundamental connection between empirical observation and mathematical expression of quantitative relationships.

Sources of Data Collection:

This research report is based on primary and secondary sources

Primary Data:

Collect information through the survey

Interview

Secondary Data:

Official documents of Dhaka Bank.

Selected books journals and other Prospectus of Dhaka Bank.

Business Research Report of Dhaka Bank.

Sample Size:

My sample size is 50. I was succeeded to collect information through 10 questionnaires.

Sample Design:

Sampling is the use of a subset of the population to represent the whole population. Probability sampling, or random sampling, is a sampling technique in which the probability of getting any particular sample may be calculated. Non probability sampling does not meet this criterion and should be used with caution. Non probability sampling techniques cannot be used to infer from the sample to the general population. Any generalizations obtained from a no probability sample must be filtered through one’s knowledge of the topic being studied.

Convenience Sampling:

A convenience sample chooses the individuals that are easiest to reach or sampling that is done easy. Convenience sampling does not represent the entire population so it is considered bias.Ex: Interviewing people at a shopping mall as they walk by. This is easy because you just choose it, without any random mechanism. You just choose the people that walk by you as your standing there. Sometimes the people could ignore you so it all depends what your surveying.

OR

Or if you want to choose 5 people from a class of 50. You could choose : First 5 students who raise their hand. First 5 students in the first row. 5 tallest students .

Judgmental Sampling:

In judgmental sampling, the researcher or some other “expert” uses his/her judgment in selecting the units from the population for study based on the population’s parameters.

This type of sampling technique might be the most appropriate if the population to be studied is difficult to locate or if some members are thought to be better (more knowledgeable, more willing, etc.) than others to interview. This determination is often made on the advice and with the assistance of the client. For instance, if you wanted to interview incentive travel organizers within a specific industry to determine their needs or destination preferences, you might find that not only are there relatively few, they are also extremely busy and may well be reluctant to take time to talk to you. Relying on the judgment of some knowledgeable experts may be far more productive in identifying potential interviewees than trying to develop a list of the population in order to randomly select a small number.

Scope:

The scope of the study is to know customer satisfaction regarding Dhaka Bank limited The report covers the organizational structure, background, functions and the performance. As a result I gathered knowledge regarding organization structure, background, function and the performance.

Limitation:

Some of the Respondents were not cooperative to provide sufficient information.

Non-availability of precise data.

Some issues are discussed precisely shortly.

Organizational Overview

Organizational Overview:

Introduction:

Dhaka Bank Limited is the leading Private Sector Bank in Bangladesh offering full range of Personal, Corporate, International Trade, Foreign Exchange, Lease Finance and Capital Market Services. Dhaka Bank Limited is the preferred choice in Banking for Friendly and Personalized Services, cutting edge Technology, tailored solutions for Business needs, Global reach in Trade and Commerce and high yield on Investments, assuring Excellence in Banking Services.

Dhaka Bank Limited (DBL) is a Scheduled Bank that was incorporated as a public limited company on April 06, 1995 under the Companies Act, 1994. The Bank started its commercial operation as a Private Sector Bank on July 05, 1995 with a target to play the vital role on the socio-economic development of the country. Aiming at offering Commercial Banking Service to the Customers’ door around the country, the Dhaka Bank Limited (DBL) established 45 branches up-to last year. This organization achieved Customers’ confidence immediately after its establishment.

Within this short time the bank has been successful in positioning itself as progressive and dynamic financial institution in the country. This is now widely acclaimed by the business community, from small entrepreneur to big merchant and conglomerates, including top rated corporate and foreign investors, for modern and innovative ideas and financial solution.

The Authorized Capital of the Dhaka Bank Limited (DBL) was Tk.1000 Million and Paid up Capital of Tk.100 million. The Bank raised its authorized capital at 6000 million and Paid up Capital raised at Tk.1934 Million as on 31 December 2008. The Total Equity with shareholder’s equity (Capital and Reserves) of the Bank as on 31 December, 2008 stood at Tk.4000 Million. The Capital Adequacy Ratio is 20% as on December 31, 2007, which exceed the Stipulated Requirements for the Bangladesh Bank.

1.1 Mission & Vision

The Mission of the Dhaka Bank Limited (DBL) is “To be the Premier Financial Institution in the country providing High Quality Products and Services backed by Latest Technology and a Team of Highly Motivated Personnel to deliver Excellence in Banking”.