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INTERN REPORT ON EVALUATION OF JOB SATISFACTION OF SOCIAL ISLAMI BANK LIMITED

CHAPTER 01

INTRODUCTION

Chapter Overview

Introduction

Origin of the Report

Objectives

Methodology of Data Collection

i!itation of the "tudy


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1.0 Introd!tion"

#ith the opening up of the econo!y of $angladesh% a dra!atic change has been

observed both in !anufacturing and in service sectors& This has brought higher

e!ploy!ent opportunities% increases in inco!e level% and changes in consu!ptionpattern and conse'uently there e!erges a co!petitive environ!ent in the country&

"pecifically% the e(pansion of ban)ing business% along *ith custo!i+ed services% has

created a severe i!plied co!petition in this sector& This co!petition has !ade the

service gap *ider as private ban)s offer better services to their internal and e(ternal

custo!ers& The scenario has created an urge to the ban) policy !a)ers to identify the

underlying reasons and brought the! into consideration the job satisfaction issue& It

*ill investigate that officer of "ocial Isla!i $an) i!ited play the )ey role in

!anipulating their services through i!ple!enting policy&

1.1 #tate$ent o% the Pro&'e$"

,ob satisfaction is the reaction of the *or)ers against the role they play in their *or)&

The studies *ill designee to investigate the level of achieve!ent of -Evaluation ,ob

"atisfaction of "ocial Isla!i $an) i!ited&.

1.2 Rationa'e o% the #td("

Today/s business *orld is dyna!ic and co!petitive therefore organi+ations loo)ing for

talent% e(trovert graduates *ho belong to high degree of adaptability 'uality& Today/s

business graduates *ill be the core part of business organi+ation& "o business graduates

need to have both theoretical 0 practical )no*ledge to !anage the business activity

properly& In order to be fa!iliar *ith organi+ational culture and to gain so!e practical

)no*ledge about an organi+ation our Depart!ent provides Eight to t*elve *ee)

internship progra! as a part of the $$1 progra!& 1fter co!pletion of the progra!

period a student !ust sub!it the report on the assigned topic to the "upervisor and the

depart!ent& This progra! carries three 234 credit hours out of 567 credit hours of the

$$1 progra!&

1.) *a!+,rond o% the Report"

I *as assigned in "ocial Isla!i $an) i!ited through !y Internship supervisor&

I *as selecting $angladesh "ocial Isla!i $an) i!ited to perfor! !y internship

progra! as !y honorable supervisor inspired !e& I thought "I$ being the


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pri!e develop!ent financing institution continued its effort to !a)e an effective

contribution to*ards e(pansion of industriali+ation process of $angladesh& It

see!s to !e that in "I$ there is a sufficient opportunity to gain practical

)no*ledge about the activities of a ban)& The *or)ing environ!ent is good and

the e!ployees are very !uch cooperative to provide practical )no*ledge about

different functions of the ban)& I selected a topic na!ed -o& #ati/%a!tion o%

#o!ia' I/'a$i *an+ i$ited- On the basis of this topic I have prepare !y

Internship Report&

1.4 O&e!tive o% the Report"

1.4.1" *road O&e!tive"

The attitudes regarding job satisfaction are broadly related to the areas of intrinsic

nature of *or)% *age and security% supervision% and co!pany policies and practices&

The broad objective of the study is descriptive analysis that e!ployee satisfaction of

"ocial Isla!i $an) i!ited&

1.4.2 #pe!i%i! O&e!tive"

The "pecific objective of the study is findings the results fro! the balancing and

su!!ation of !any specific li)es and disli)es of e!ployees e(perienced in connection*ith their jobs& The present study deals *ith the t*o issues to analy+e the job

satisfaction of ban) officers of the "I$ in& The issues are8

The relative i!portance of job satisfaction factors&

The i!pact of ban) type% *or) e(perience% age and se( differences on the

attitudes to*ard job satisfaction&

1. #!ope o% the Report"

"ince I have *or)ed in the "ocial Isla!i $an) i!ited% Ra!pura $ranch% I get the

opportunity to gain )no*ledge of different part of ban)ing syste!& The supervisor

divided into the *hole ban)ing in three parts& 1s a result I got the opportunity to *or)

in all three divisions 2invest!ent division% general ban)ing division% foreign e(change

division4& 1nd fro! these three different depart!ents or divisions% I hope that I *ill be

capable of doing these types of jobs in the future& Moreover% as I a! a 9R student so

!y supervisor helps !e to co!!unicate *ith 9R Depart!ent&


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1.3 ethodo'o,("

1.3.1 #or!e/ o% Data Co''e!tion"

1.3.1.1 Pri$ar( #or!e/"

Pri!ary data *ill be collecting by different sources&

Observation of ban)ing activities&

:ace to face Intervie*s&

E!ployee survey data *ere gathering by analy+ing responses to 'uestionnaire&

E(periences gained during perfor!ing duties for ;eneral $an)ing depart!ent

and 9R depart!ent&

Discussion *ith officers of "ocial Isla!i $an) i!ited&

1.3.1.2 #e!ondar( #or!e/"

1nnual reports of "ocial Isla!i $an) i!ited&


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CHAPTER 6 02

*AN7IN8 #ECTOR IN *AN8ADE#H

Chapter Overview

Definition of $an)

Objective of $an)

9istorical $ac)ground of the $an)

$an)ing Operations in $angladesh


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2.02.0 De%inition o% *an+"

1 ban) is a financial institutionand a financial inter!ediarythat acceptsdepositsand

channels those deposits into lending activities% either directly or through capital

!ar)ets& 1 ban) connects custo!ers that have capital deficits to custo!ers *ith capitalsurpluses&

The *ord ban) *as borro*ed in Middle Englishfro! Middle :renchban'ue% fro! Old

Italianbanca% fro! Old 9igh ;er!anbanc% ban) >bench% counter>& $enches *ere used

as des)s or e(change counters during the Renaissanceby :lorentineban)ers% *ho used

to !a)e their transactions atop des)s covered by green tablecloths& Due to their critical

status *ithin the financial syste! and the econo!y generally% ban)s are highly

regulatedin !ost countries& Most ban)s operate under a syste! )no*n as fractional

reserve ban)ing*here they hold only a s!all reserveof the funds deposited and lend

out the rest for profit& They are generally subject to !ini!u! capital re'uire!ents

*hich are based on an international set of capital standards% )no*n as the 1ccords&

$an)ing business> !eans the business of receiving !oney on current or deposit

account% paying and collecting che'ues dra*n by or paid in by custo!ers% the !a)ing

of advances to custo!ers% and includes such other business as the 1uthority !ay

prescribe for the purposes of this 1ct receiving fro! the general public !oney on

current% deposit% savings or other si!ilar account repayable on de!and or *ithin less

than ?3 !onths@ &&& or *ith a period of call or notice of less than that periodA paying or

collecting chec)s dra*n by or paid in by custo!ers&

2.1 O&e!tive o% *an+"

People have traditionally used ban)s as a *ay to safeguard those things !ost i!portant

to the!& Not only *ere ban)s used to save deposits and *ithdra* !oney% they *ere

also used for loans% docu!ent safety deposits% and financial consulting& Today there are

a variety of ban)s that serve different purposes&

In order to understand the !ain objective of a ban)% it is i!portant to )no* *hat a

co!!ercial ban) is& Bnli)e a traditional ban)% a co!!ercial ban) is a financial

institution that provides services pri!arily fro! one business to another& Co!!ercial

ban) activities are different than invest!ent or traditional ban)s in that co!!ercial

ban)s act as inter!ediaries bet*een an issuer of security and the investing public%
http://en.wikipedia.org/wiki/Financial_institutionhttp://en.wikipedia.org/wiki/Financial_institutionhttp://en.wikipedia.org/wiki/Financial_intermediaryhttp://en.wikipedia.org/wiki/Deposit_accounthttp://en.wikipedia.org/wiki/Deposit_accounthttp://en.wikipedia.org/wiki/Loanhttp://en.wikipedia.org/wiki/Capital_markethttp://en.wikipedia.org/wiki/Capital_markethttp://en.wikipedia.org/wiki/Middle_Englishhttp://en.wikipedia.org/wiki/Middle_Frenchhttp://en.wikipedia.org/wiki/Italian_languagehttp://en.wikipedia.org/wiki/Old_High_Germanhttp://en.wikipedia.org/wiki/Renaissancehttp://en.wikipedia.org/wiki/Renaissancehttp://en.wikipedia.org/wiki/Florencehttp://en.wikipedia.org/wiki/Florencehttp://en.wikipedia.org/wiki/Financial_systemhttp://en.wikipedia.org/wiki/Financial_systemhttp://en.wikipedia.org/wiki/Bank_regulationhttp://en.wikipedia.org/wiki/Bank_regulationhttp://en.wikipedia.org/wiki/Bank_regulationhttp://en.wikipedia.org/wiki/Fractional_reserve_bankinghttp://en.wikipedia.org/wiki/Fractional_reserve_bankinghttp://en.wikipedia.org/wiki/Bank_reserveshttp://en.wikipedia.org/wiki/Bank_reserveshttp://en.wikipedia.org/wiki/Minimum_capital_requirementhttp://en.wikipedia.org/wiki/Financial_institutionhttp://en.wikipedia.org/wiki/Financial_intermediaryhttp://en.wikipedia.org/wiki/Deposit_accounthttp://en.wikipedia.org/wiki/Loanhttp://en.wikipedia.org/wiki/Capital_markethttp://en.wikipedia.org/wiki/Capital_markethttp://en.wikipedia.org/wiki/Middle_Englishhttp://en.wikipedia.org/wiki/Middle_Frenchhttp://en.wikipedia.org/wiki/Italian_languagehttp://en.wikipedia.org/wiki/Old_High_Germanhttp://en.wikipedia.org/wiki/Renaissancehttp://en.wikipedia.org/wiki/Florencehttp://en.wikipedia.org/wiki/Financial_systemhttp://en.wikipedia.org/wiki/Bank_regulationhttp://en.wikipedia.org/wiki/Bank_regulationhttp://en.wikipedia.org/wiki/Fractional_reserve_bankinghttp://en.wikipedia.org/wiki/Fractional_reserve_bankinghttp://en.wikipedia.org/wiki/Bank_reserveshttp://en.wikipedia.org/wiki/Minimum_capital_requirement


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facilitating !ergers and other corporate reorgani+ation% acting as a bro)er for

institutional clients% and under*riting for co!!ercial ac'uisition& The !ain objective

of a co!!ercial ban) is to !aintain !a)ing !oney% and they do so in a variety of

*ays& One *ay is to )eep !oney !oving% fro! person to person% business to business&

"o!e ban)ing institutions associated *ith credit unions% schools or other entities !ay

not !a)e their pri!ary objective clear& 9o*ever% co!!ercial ban)s clearly articulate

their !ain objective as profitability&

1 co!!ercial ban) having lucrative assets positively affects the co!!unity it/s in% as

*ell as having far reaching positive outco!es& 1s businesses thrive and gro*% !ore

people are e!ployed% !ore !oney is spent in the !ar)etplace% and the cycle of

generating !oney repeats to )eep the econo!y afloat& The !ain objective of

co!!ercial ban)s is to !aintain higher profitability by !aintaining circular and

efficient flo* of a!ount of !oney deposited by the custo!ers and the lenders&

Co!!ercial ban)s contribute to the econo!ic cycle by )eeping the !oney circulation

a!ong households% govern!ent and corporate businesses& The co!!ercial ban)s lend

!oney to the econo!ic agents through their various products and services by earning

interest inco!e on the borro*ed !oney& Co!!ercial ban)s design their short ter! and

long ter! loans and other products to cater to the need of custo!ers *hile enhancing

their o*n returns& Their objective is to attract !ore custo!ers and build profitable

relationships *ith the ne* and e(isting custo!ers& 1lso the !ain objective of a

co!!ercial ban) is to provide high standard facilities for transfer of funds% financing

the business operations and purchase of households% security and ade'uate return on

savings and earns inco!e fro! these activities to provide opti!u! return to its

shareholders

2.2 Hi/tori!a' *a!+,rond o% the *an+"

The history of ban)ing began around 5% according to !ost historians $an)ing in the

!odern sense of the *ord can be traced to !edieval and early Renaissance Italy% to the

rich cities in the north li)e :lorence%


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The firstban)s*ere the !erchantsof the ancient *orld that !ade loansto far!ers and

traders that carried goods bet*een cities& The first records of such activity dates bac) to

around 6 $C in 1ssyria and $abylonia&ater% in ancient ;reece and during the

Ro!an E!pire% lenders *ho *ere based in te!ples !ade loans but also added t*o

i!portant innovations8 accepting deposits and changing !oney& During this period%

there is si!ilar evidence of the independent develop!ent of lending of !oney in

ancient China and separately in ancient India& In ancient China starting in the Hin

Dynasty 2665 to 67 $C4 the Chinese currencydeveloped *ith the introduction of

standardi+ed coins *hich allo*ed the !uch easier trade across China and led to the

develop!ent of letters of credit& These letters *ere issued by !erchants that acted in

*ays that today *e *ould understand as ban)s& The develop!ent of ban)ing spread

through Europe and a nu!ber of i!portant innovations too) place in 1!sterda!

during the Dutch Republic in the 57th century and in ondon in the 5th century&

During the 6th century% develop!ents in teleco!!unications and co!puting resulting

in !ajor changes to the *ay ban)s operated and allo*ed the! to dra!atically increase

in si+e and geographic spread& The ate=6s financial crisissa* significant nu!ber

of ban) failures% including so!e of the *orlds largest ban)s% and !uch debate about

ban) regulation& The history of ban)ing is closely related to the history of !oneybut

ban)ing transactions probably predate the invention of !oney& Deposits initially

consisted of grain and later other goods including cattle% agricultural i!ple!ents% and

eventually precious !etals such as gold% in the for! of easy=to=carry co!pressed

plates& Te!ples and palaces *ere the safest places to store gold as they *ere constantly

attended and *ell built& 1s sacred places% te!ples presented an e(tra deterrent to

*ould=be thieves&

2.) *an+in, Operation/ in *an,'ade/h"1fter the liberation *ar% and the eventual independence of $angladesh% the ;overn!ent

of $angladesh reorgani+ed the Dha)a branch of the "tate $an) of Pa)istan as the

central ban)of the country% and na!ed it $angladesh $an)& This reorgani+ation *as

done pursuant to $angladesh $an) Order% 5G6% and the $angladesh $an) ca!e into

e(istence *ith retrospective effect fro! 57 Dece!ber 5G5& The 5G5 Mujib regi!e

ran a pro=socialist agenda J in 5G6% the govern!ent decided to nationali+e all ban)s in

order to channel funds to the public sector and to prioriti+e credit to those sectors thatsought to reconstruct the *ar=torn country J !ainly industries and agricultural sectors&
http://en.wikipedia.org/wiki/Bankhttp://en.wikipedia.org/wiki/Merchanthttp://en.wikipedia.org/wiki/Loanhttp://en.wikipedia.org/wiki/Assyriahttp://en.wikipedia.org/wiki/Babyloniahttp://en.wikipedia.org/wiki/Babyloniahttp://en.wikipedia.org/wiki/Ancient_Greecehttp://en.wikipedia.org/wiki/Ancient_Greecehttp://en.wikipedia.org/wiki/Roman_Empirehttp://en.wikipedia.org/wiki/Ancient_Chinahttp://en.wikipedia.org/wiki/History_of_Indiahttp://en.wikipedia.org/wiki/Qin_Dynastyhttp://en.wikipedia.org/wiki/Qin_Dynastyhttp://en.wikipedia.org/wiki/Chinese_currencyhttp://en.wikipedia.org/wiki/Financial_history_of_the_Dutch_Republichttp://en.wikipedia.org/wiki/Late-2000s_financial_crisishttp://en.wikipedia.org/wiki/Bank_regulationhttp://en.wikipedia.org/wiki/History_of_moneyhttp://en.wikipedia.org/wiki/Goldhttp://en.wikipedia.org/wiki/Bangladesh_Liberation_Warhttp://en.wikipedia.org/wiki/Dhakahttp://en.wikipedia.org/wiki/State_Bank_of_Pakistanhttp://en.wikipedia.org/wiki/Central_bankhttp://en.wikipedia.org/wiki/Bankhttp://en.wikipedia.org/wiki/Merchanthttp://en.wikipedia.org/wiki/Loanhttp://en.wikipedia.org/wiki/Assyriahttp://en.wikipedia.org/wiki/Babyloniahttp://en.wikipedia.org/wiki/Ancient_Greecehttp://en.wikipedia.org/wiki/Roman_Empirehttp://en.wikipedia.org/wiki/Ancient_Chinahttp://en.wikipedia.org/wiki/History_of_Indiahttp://en.wikipedia.org/wiki/Qin_Dynastyhttp://en.wikipedia.org/wiki/Qin_Dynastyhttp://en.wikipedia.org/wiki/Chinese_currencyhttp://en.wikipedia.org/wiki/Financial_history_of_the_Dutch_Republichttp://en.wikipedia.org/wiki/Late-2000s_financial_crisishttp://en.wikipedia.org/wiki/Bank_regulationhttp://en.wikipedia.org/wiki/History_of_moneyhttp://en.wikipedia.org/wiki/Goldhttp://en.wikipedia.org/wiki/Bangladesh_Liberation_Warhttp://en.wikipedia.org/wiki/Dhakahttp://en.wikipedia.org/wiki/State_Bank_of_Pakistanhttp://en.wikipedia.org/wiki/Central_bank


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9o*ever% govern!ent control at the *rong sectors prevented these ban)s fro!

functioning *ell& This *as co!pounded by the fact that loans *ere handed out to the

public sector *ithout co!!ercial considerations% that ban)s had poor capital lease%

provided poor custo!er services and didn/t have any !ar)et=based !onetary

instru!ents& $ut !ostly% because loans *ere given out *ithout co!!ercial sense% and

because they too) a long ti!e to call a loan non=perfor!ing% and once they did so%

recovery under the erst*hile judicial syste! *as so abjectly e(pensive% and their loan

recovery *as abys!ally poor& #hile the govern!ent !ade a point of intervening

every*here% it didn/t set up a proper regulatory syste! that *ould diagnose such

proble!s and correct the!& 9ence% ban)ing concepts li)e profitability and li'uidity *as

alien to ban) !anagers% and capital ade'uacy Too) bac)seat& In 5G6% the first refor!

progra! *as initiated% *here the govern!ent denationali+ed t*o of the si( nationali+ed

co!!ercial ban)s and per!itted local private ban)s to create co!petition in the

ban)ing sector& In 5G7% a National Co!!ission on Money% $an)ing and Credit *as

appointed to recover the proble!s of the ban)ing sector and a nu!ber of steps *ere

ta)en for the recovery targets for the nationali+ed co!!ercial ban)s and develop!ent

financial institutions and prohibiting defaulters fro! getting ne* loans% yet% the

efficiency of the ban)ing sectors could not be i!proved&


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percent in :L 5G% *hile advances to private !anufacturing rose fro! 53 percent to

F3 percent&

2.).1 i/t o% *an+/ in *an,'ade/h"

The co!!ercial ban)ing syste! do!inates $angladeshs financial sector& $angladesh

$an)is the Central $an) of $angladesh and the chief regulatory authority in the sector&

The ban)ing syste! is co!posed of four state=o*ned co!!ercial ban)s% five

speciali+ed develop!ent ban)s% thirty private co!!ercial $an)s and nine foreign

co!!ercial ban)s& The Nobel=pri+e *inning ;ra!een $an) is a speciali+ed !icro=

finance institution% *hich revolutioni+ed the concept of !icro=credit and contributed

greatly to*ards poverty reduction and the e!po*er!ent of *o!en in $angladesh&

2.).2 *an,'ade/h *an+"

Pursuant to $angladesh $an) Order% 5G6 the ;overn!ent of $angladesh reorgani+ed

the Dha)a branch of the "tate $an) of Pa)istan as the central ban) of the country% and

na!ed it$angladesh $an)*ith retrospective effect fro! 57 Dece!ber 5G5&

2.).) Nationa'i9ed Co$$er!ia' *an+ o% *an,'ade/h"

"onali $an)

1grani $an)

Rupali $an)

,anata $an)

2.).4 Private Co$$er!ia' *an+/"

Private $an)s are the highest gro*th sector due to the dis!al perfor!ances of

govern!ent ban)s 2above4& They tend to offer better service and products&

"ocial Isla!i $an) i!ited

Bnited Co!!ercial $an) i!ited

Mutual Trust $an) i!ited

$R1C $an) i!ited

Eastern $an) i!ited

Dutch $angla $an) i!ited

Dha)a $an) i!ited

Isla!i $an) $angladesh td
http://en.wikipedia.org/wiki/Bangladesh_Bankhttp://en.wikipedia.org/wiki/Bangladesh_Bankhttp://en.wikipedia.org/wiki/Grameen_Bankhttp://en.wikipedia.org/wiki/Bangladesh_Bankhttp://en.wikipedia.org/wiki/Bangladesh_Bankhttp://en.wikipedia.org/wiki/Bangladesh_Bankhttp://en.wikipedia.org/wiki/Sonali_Bankhttp://en.wikipedia.org/wiki/Agrani_Bankhttp://en.wikipedia.org/wiki/Rupali_Bankhttp://en.wikipedia.org/wiki/Janata_Bankhttp://en.wikipedia.org/w/index.php?title=Social_Islami_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/wiki/UCBLhttp://en.wikipedia.org/w/index.php?title=MTBL&action=edit&redlink=1http://en.wikipedia.org/wiki/BRAC_Bankhttp://en.wikipedia.org/wiki/Eastern_Bank_Ltdhttp://en.wikipedia.org/wiki/Dutch_Bangla_Bankhttp://en.wikipedia.org/wiki/Dhaka_Bank_Limitedhttp://en.wikipedia.org/wiki/Islami_Bank_Bangladesh_Ltdhttp://en.wikipedia.org/wiki/Bangladesh_Bankhttp://en.wikipedia.org/wiki/Bangladesh_Bankhttp://en.wikipedia.org/wiki/Grameen_Bankhttp://en.wikipedia.org/wiki/Bangladesh_Bankhttp://en.wikipedia.org/wiki/Bangladesh_Bankhttp://en.wikipedia.org/wiki/Sonali_Bankhttp://en.wikipedia.org/wiki/Agrani_Bankhttp://en.wikipedia.org/wiki/Rupali_Bankhttp://en.wikipedia.org/wiki/Janata_Bankhttp://en.wikipedia.org/w/index.php?title=Social_Islami_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/wiki/UCBLhttp://en.wikipedia.org/w/index.php?title=MTBL&action=edit&redlink=1http://en.wikipedia.org/wiki/BRAC_Bankhttp://en.wikipedia.org/wiki/Eastern_Bank_Ltdhttp://en.wikipedia.org/wiki/Dutch_Bangla_Bankhttp://en.wikipedia.org/wiki/Dhaka_Bank_Limitedhttp://en.wikipedia.org/wiki/Islami_Bank_Bangladesh_Ltd


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Bttara $an) i!ited

Pubali $an) i!ited

I:IC $an) i!ited

National $an) i!ited

The City $an) i!ited

NCC $an) i!ited

Pri!e $an) i!ited

"outheast $an) i!ited

1l=1rafah Isla!i $an) i!ited

"tandard $an) i!ited

One $an) i!ited

E(i! $an) i!ited

$angladesh Co!!erce $an) i!ited

:irst "ecurity Isla!i $an) i!ited

The Pre!ier $an) i!ited

$an) 1sia i!ited

Trust $an) i!ited

"hahjalal Isla!i $an) i!ited

IC$ Isla!i $an)

1$ $an)

Marcantile $an) i!ited

2.). :orei,n Co$$er!ia' *an+/"

Citiban)

9"$C

"tandard Chartered $an)

Co!!ercial $an) of Ceylon

"tate $an) of India

9abib $an) i!ited

National $an) of Pa)istan

#oori $an)
http://en.wikipedia.org/wiki/Uttara_Bankhttp://en.wikipedia.org/wiki/Pubali_Bankhttp://en.wikipedia.org/wiki/IFIC_Bank_Limitedhttp://en.wikipedia.org/wiki/National_Bank_(Bangladesh)http://en.wikipedia.org/w/index.php?title=The_City_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=NCC_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/wiki/Prime_Bank_Limitedhttp://en.wikipedia.org/wiki/Southeast_Bank_Limitedhttp://en.wikipedia.org/w/index.php?title=Al-Arafah_Islami_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Standard_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=One_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Exim_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Bangladesh_Commerce_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=First_Security_Islami_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=The_Premier_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Bank_Asia_Limited&action=edit&redlink=1http://en.wikipedia.org/wiki/Trust_Bank_Limited_(Bangladesh)http://en.wikipedia.org/w/index.php?title=Shahjalal_Islami_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=ICB_Islami_Bank&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=AB_Bank&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Marcantile_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/wiki/Citibankhttp://en.wikipedia.org/wiki/HSBChttp://en.wikipedia.org/wiki/Standard_Chartered_Bankhttp://en.wikipedia.org/wiki/Commercial_Bank_of_Ceylonhttp://en.wikipedia.org/wiki/State_Bank_of_Indiahttp://en.wikipedia.org/wiki/HBL_Pakistanhttp://en.wikipedia.org/wiki/National_Bank_of_Pakistanhttp://en.wikipedia.org/wiki/Woori_Bankhttp://en.wikipedia.org/wiki/Uttara_Bankhttp://en.wikipedia.org/wiki/Pubali_Bankhttp://en.wikipedia.org/wiki/IFIC_Bank_Limitedhttp://en.wikipedia.org/wiki/National_Bank_(Bangladesh)http://en.wikipedia.org/w/index.php?title=The_City_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=NCC_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/wiki/Prime_Bank_Limitedhttp://en.wikipedia.org/wiki/Southeast_Bank_Limitedhttp://en.wikipedia.org/w/index.php?title=Al-Arafah_Islami_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Standard_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=One_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Exim_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Bangladesh_Commerce_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=First_Security_Islami_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=The_Premier_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Bank_Asia_Limited&action=edit&redlink=1http://en.wikipedia.org/wiki/Trust_Bank_Limited_(Bangladesh)http://en.wikipedia.org/w/index.php?title=Shahjalal_Islami_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=ICB_Islami_Bank&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=AB_Bank&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Marcantile_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/wiki/Citibankhttp://en.wikipedia.org/wiki/HSBChttp://en.wikipedia.org/wiki/Standard_Chartered_Bankhttp://en.wikipedia.org/wiki/Commercial_Bank_of_Ceylonhttp://en.wikipedia.org/wiki/State_Bank_of_Indiahttp://en.wikipedia.org/wiki/HBL_Pakistanhttp://en.wikipedia.org/wiki/National_Bank_of_Pakistanhttp://en.wikipedia.org/wiki/Woori_Bank


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$an) 1lfalah
http://en.wikipedia.org/wiki/Bank_Alfalahhttp://en.wikipedia.org/wiki/Bank_Alfalah


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2.).5 #pe!ia'i9ed Deve'op$ent *an+/"

Out of the speciali+ed ban)s% t*o 2$angladesh Krishi $an) and Rajshahi Krishi

Bnnayan $an)4 *ere created to !eet the credit needs of the agricultural sector *hile

the other t*o $angladesh "hilpa $an) 2$"$4 0 $angladesh "hilpa Rin "angtha

2$"R"4 are for e(tending ter! loans to the industrial sector& The "peciali+ed ban)s are8

Kar!asangsthan $an)

$angladesh Krishi $an)

Rajshahi Krishi Bnnayan $an)

Progoti Co=operative and!ortgage $an) i!ited 2Progoti $anK4

;ra!een $an)

The Dha)a Mercantile Co=operative $an) i!ited 2DMC$4

$angladesh Develop!ent $an) td

$angladesh "o!obay $an) i!ited2Cooperative $an)4

1nsar


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CHAPTER 6 0)

AN O;ER;IEi&i'it(":le(ibility leads to better understanding and greater satisfaction =

*e pursue the 'uality& #e!rit("Custo!ers !ust feel secure *ith all our products and services = *e

)eep on ensuring it&

Te!hno'o,("Modern life is technology dependent = *e )eep loo)ing for the

latest develop!ent to provide the best in ease to our clients&

). #trate,i! O&e!tive/ = Co$$it$ent/"

Or #trate,i! O&e!tive/"

Transfor!ation into a service=oriented technology driven profit earning ban)&

Ensure fast% accurate and best=in=class custo!er services *ith custo!ers/

satisfaction&

$alanced and sustainable gro*th strategy&

Opti!u! return on shareholders/ e'uity&

Introducing innovative Isla!ic $an)ing Products&

1ttract% !otivate and retain high 'uality hu!an resources&

E!po*ering real poor fa!ilies and creating local inco!e opportunities&

Providing support for social benefit organi+ations&

To achieve global standards in Isla!ic $an)ing&

To invest in the priority sector for the overall econo!ic develop!ent&

Ensure best C"R 2Corporate "ocial Responsibilities4 practices&

Ensure ;reen $an)ing&

Or Co$$it$ent/"

To the "hariah

To the Regulators

To the "hareholders

To the Nation

To the Custo!ers

To the E!ployees


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To the other "ta)eholders

To the Environ!ent&

).5 Corporate #o!ia' Re/pon/i&i'it( ?C#R@"

"ocial Isla!i $an) i!ited is 'uite conscious of its social responsibility and al*ays

trying to participate in social cause progra! in the country& The ban) is co!!itted to

serve the society at large through its fa!ily e!po*er!ent Micro Invest!ent% Micro

Enterprise and "ME progra!s under non=for!al sector% social capital !obili+ation

through C1"9 #1H: and other progra!s under voluntary sector& The ban) has

already for!ed C"R Des) *ith the ai! to serve hu!anity through different

philanthropic activities giving e!phasis on health and Education& The ban) believes

that any )inds of social 0 philanthropic activities *ould i!prove the 'uality of thelives of the poor !asses of the country& The $oard of Directors of the $an) consists of

*inning personalities in respective area of Trade% Co!!erce 0 Industry of the country&

Bnder the proactive guidance% policy and direction of the $oard% Manage!ent conducts

its business operations& The Corporate ;overnance syste!s in "I$ ensure

transparency and accountability at all levels in conducting business&

).3 Corporate Pro%i'e"

"ocial Isla!i $an) i!ited 2"I$4 *as established in the year 5GG as a public li!ited

co!pany *hich is engaged in "hariah based co!!ercial ban)ing in the country and its

!odus=operandi are substantially different fro! other conventional ban)s& This is the

second generation pioneer Isla!ic ban) in this country to introduce online ban)ing

facilities to its custo!ers&

Na!e of the Co!pany 8 #o!ia' I/'a$i *an+ i$ited

egal :or! 8 Public i!ited Co!pany

Co!pany Registration No 8 C=6732FF4G

1uthori+ed Capital 8 5%%%% Ta)a

Paid up Capital 8 73G% 3G% 6% Ta)a

Registered Office 8 City Center% evel 5G% 6% 65 0 66

53 Motijheel C1% Dha)a=5

Phone8 P1$ 6 G7565566

:18 6 G7G

E!ail8 infoQsibl=bd&co!

#eb8 ***&siblbd&co!

"#I:T8 "OI


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D"E8 Ta)a 5G&F Categories8 1

C"E8 Ta)a 5G&3 Categories8 1


23/73


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).B :n!tion/ o% #I*"

Mobili+ation of idle resources of the country by accepting Deposits fro! the

general public&

;ranting oans and 1dvances to the individual fir!s and co!panies for

activating and developing trade% co!!erce and industries and other productive

activities in the country&

To give facilities to the client and shareholders in a syste!atic *ay&

;ive encourage!ent to the people for savings&

To increase invest!ent&

To !a)e easy transfer of foreign currency&

To identify consu!er/s de!and and fulfill their de!and by supplying !oney&

To i!prove econo!y by borro*ing financial facility&

To assist capital !ar)et&

).B.1 ana,e$ent Hierar!h(

C91IRM1N

M1N1;IN; DIRECTOR

DEPBTL M1N1;IN; DIRECTOR

EECBTI


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1""I"T1NT O::ICER

).10 #I* Prod!t/ = #ervi!e/"

Investment Produts

Bai-Muazzal

HPSM

HPSM- Ijara

Murabaha

Musharaka

Bill Purchase

Bai-Salam (PC)

Quard

De!os"t Produts

Mudaraba Scheme Deposits

l !adiah Curre"t ccou"t

Mudaraba Sa#i"$s Deposit

Mudaraba %erm Deposit

Mudaraba &otice Deposit

Cash !a' Deposit

C#rds

SIB* Credit Card

+isa Islamic Credit Card (Dual)

+isa Islamic Credit Card (*ocal)

SIB* ,ameel Debit Card

).10.1 Inve/t$ent Prod!t/"

*ai6a99a'

$ai=Muajjal is a contract bet*een $uyer and "eller under *hich the seller sells

certain specific goods 2 per!issible under "hariah and a* of the country 4% to

the $uyer at an agreed fi(ed price payable at a certain fi(ed future date in lu!p

su! or *ithin a fi(ed period by fi(ed install!ents& The seller !ay also sell the

goods purchased by hi! as per order and specification of the $uyer& In $an)s

perspective% $ai=Muajjal is treated as a contract bet*een the $an) and the

Client under *hich the ban) sells to the Client certain specified goods%

purchased as per order and specification of the Client at an agreed price payable

*ithin a fi(ed future date in lu!p su! or by fi(ed install!ents&

HP#6 Hire Pr!ha/e nder #hir+at' e'+

9ire Purchase 2participatory o*nership4 !ode both the $an) and the client

supply e'uity in e'ual or une'ual proportion for purchase of an asset li)e land%

building% !achinery% transport etc& Purchase the asset *ith that e'uity !oney%

o*n the sa!e jointlyA share the benefit as per agree!ent and bear the loss in
http://www.siblbd.com/home/bai_muazzalhttp://www.siblbd.com/home/hpsmhttp://www.siblbd.com/home/hpsm_ijarahttp://www.siblbd.com/home/murabahahttp://www.siblbd.com/home/musharakahttp://www.siblbd.com/home/bill_purchasehttp://www.siblbd.com/home/bai_salamhttp://www.siblbd.com/home/quardhttp://www.siblbd.com/home/mudaraba_schemehttp://www.siblbd.com/home/al_wadiah_currenthttp://www.siblbd.com/home/mudaraba_savingshttp://www.siblbd.com/home/mudaraba_termhttp://www.siblbd.com/home/mudaraba_noticehttp://www.siblbd.com/home/cash_waqfhttp://www.siblbd.com/home/credit_cardhttp://www.siblbd.com/home/gold_classic_visa_cardhttp://www.siblbd.com/home/gold_classic_visa_card_localhttp://www.siblbd.com/home/zameel_debit_cardhttp://www.siblbd.com/home/hr_visionhttp://www.siblbd.com/home/hr_visionhttp://www.siblbd.com/home/hr_visionhttp://www.siblbd.com/home/hr_visionhttp://www.siblbd.com/home/hr_visionhttp://www.siblbd.com/home/hr_visionhttp://www.siblbd.com/home/hr_visionhttp://www.siblbd.com/home/hr_visionhttp://www.siblbd.com/home/hr_visionhttp://www.siblbd.com/home/hr_visionhttp://www.siblbd.com/home/hr_visionhttp://www.siblbd.com/home/hr_visionhttp://www.siblbd.com/home/hr_visionhttp://www.siblbd.com/home/hr_visionhttp://www.siblbd.com/home/hr_visionhttp://www.siblbd.com/home/hr_visionhttp://www.siblbd.com/home/hr_visionhttp://www.siblbd.com/home/hr_visionhttp://www.siblbd.com/home/bai_muazzalhttp://www.siblbd.com/home/hpsmhttp://www.siblbd.com/home/hpsm_ijarahttp://www.siblbd.com/home/murabahahttp://www.siblbd.com/home/musharakahttp://www.siblbd.com/home/bill_purchasehttp://www.siblbd.com/home/bai_salamhttp://www.siblbd.com/home/quardhttp://www.siblbd.com/home/mudaraba_schemehttp://www.siblbd.com/home/al_wadiah_currenthttp://www.siblbd.com/home/mudaraba_savingshttp://www.siblbd.com/home/mudaraba_termhttp://www.siblbd.com/home/mudaraba_noticehttp://www.siblbd.com/home/cash_waqfhttp://www.siblbd.com/home/credit_cardhttp://www.siblbd.com/home/gold_classic_visa_cardhttp://www.siblbd.com/home/gold_classic_visa_card_localhttp://www.siblbd.com/home/zameel_debit_card


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proportion to their respective e'uity& The share% part or portion of the asset

o*ned by the $an) is hired out to the client partner for a fi(ed rent per unit of

ti!e for a fi(ed period& astly the $an) sells and transfers the o*nership of its

share part portion to the client against pay!ent of price fi(ed for that part

either gradually part by part or in lu!p su! *ithin the hired period after the

e(piry of the hire agree!ent&

HP#6 Iara

The !ode under *hich any asset o*ned by the ban)% by creation% ac'uire!ent

or building=up is rented out is called 9P"M 2Ijara4& In this !ode% the client pays

the $an) rents at a deter!ined rate for using the assetsproperties and returns

the sa!e to the $an) at the e(piry of the agree!ent& The $an) retains absolute

o*nership of the assetsproperties in such a case& 9o*ever% at the end of the

period of 9P"M 2Ijara4% the asset !ay be sold to the client at an agreed price&

ra&aha

$ai=Murabaha is a contract bet*een a $uyer and "eller under *hich the "eller

sells certain specific goods per!issible under Isla!ic "hariah and a* of the

land to the $uyer at a cost plus agreed profit payable in cash on any fi(ed future

date in lu!p su! or by install!ents& The profit !ar)ed=up !ay be fi(ed in

lu!p=su! or in percentage of the cost price of the goods& In case of $ai=

Murabaha $an)s procure the goods as per indent of the custo!er% retain it in its

custody and sell the sa!e part by part or at a ti!e to the client *ho gave indent

for the goods&

/hara+a

Mushara)a !eans partnership business& Every partner has to provide !ore or

less e'uity funds in this partnership business& $oth the $an) and the invest!ent

client reserve the right to share in the !anage!ent of the business& $ut the $an)

!ay opt to per!it the invest!ent client to operate the *hole business& In

practice% the invest!ent client nor!ally conducts the business& The profit is

divided bet*een the ban) and the invest!ent client at a predeter!ined ratio&

oss% if any% is to be borne by the ban) and the invest!ent client according to

capital ratio&

*i'' Pr!ha/e


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$ill Purchase% in trade finance% allo*s a seller to obtain financing and receive

i!!ediate funds in e(change for a sales docu!ent not dra*n under a letter of

credit& The ban) *ill send the sales docu!ents to the buyer/s ban) on behalf of

the seller&

*ai6#a'a$ ?PC@

This is e(port finance& $ai="ala! is a ter! used to define a sale in *hich the

buyer !a)es advance pay!ent% but the delivery is delayed until so!eti!e in the

future& Bsually the seller is an individual or business and the buyer is the ban)&

ard

It is a !ode to provide financial assistance loan *ith the stipulation to return

the principal a!ount in the future *ithout any increase thereon&

).10.2 Depo/it Prod!t/"

Mudaraba "che!e Deposits

Kafela=Mudaraba 9ajj "che!e

Proshanti=Mudaraba a)at "avings 1ccount

"a!riddhir "opan= Mudaraba Double ;ro*th Deposit "che!e

"onali Kabin= Mudaraba Mohorana "avings "che!e

"harno "i)hor= Mudaraba Kotipoti "che!e

"uborna Diganto=Mudaraba Millionaire "che!e

"achchondo Protidin= Mudaraba Monthly Profit Deposit "che!e

"I$ Dipti= Mudaraba Education "avings "che!e

"I$ Loung "tar 1ccount

"ubarnolota="pecial "avings "che!e for #o!en

"onali Din= Mudaraba deposit Pension "che!e

"u)her Thi)ana= "pecial "avings "che!e for lo*er=inco!e group

*or)ers&

"*apner "iri= Mudaraba a)hopothi Deposit "che!e

"abuj Chhaya="pecial "avings "che!e for "enior Citi+ens

"abuj "ayannho= "pecial Deposit "che!e for "enior Citi+ens

"anchita="pecial Deposit "che!e


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"ubarno Re)ha J "pecial "avings "che!e for #o!en&

A' of the account holder *ith due care&

Pay!ent of any such che'ue% the $an) shall not be held responsible&

1ny change in the address of the depositor should be i!!ediately

co!!unicated to the ban)& No responsibility can be accepted by the ban)

for delay% non=delivery etc& of letters% re!ittances etc sent through Post

office and other agents&

$an) !a)es entry in the account *ith due care& 9o*ever% for any *rong

entry% the $an) reserves the right for adjust!entcorrection and no

responsibility can be accepted by the ban) for any loss caused by the

caused by the account holder due to such inadvertent*rong entry passed

by the $an)er&


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The $an) reserves the right to close any account *ithout notice and alter%

add any or all of the rules and such alteredadditional rules shall

i!!ediately thereafter be dee!ed to be binding on the account holder&

dara&a #avin,/ Depo/it"

To open a Mudaraba "avings Deposit account in our $an) the follo*ing rules

and regulations are applied8

Mudaraba i&e& Deposit of one party and on the basis of operation by

another party this deposit is ta)en&

$y providing Introducer of the account as re'uired by the ban) and by

depositing a !ini!u! a!ount any depositor or !ultiple depositors can

open single or joint account& 1ny educational institute% Club% 1ssociation

or "ocial institutes can open this account&

The ban) !ay !erge a!ount collected through this deposit and !ay

invest in any shariah allo*ed invest!ents&

1fter deter!ining the annual profitloss the depositor *ill get his part of

profit&

In case of balance declining belo* ban) stipulated !argin in any !onth

profit shall not be provided for that !onth&

1ny a!ount can be deposited in any *or)ing hour but for applying profit

the lo*est a!ount fro! 7th day till the last day of the !onth *ill be ta)en

as the deposit of that !onth&

1!ount !ust be *ithdra*n only by ban) issued instru!ents li)e che'ues&

1!ount can be *ithdra*n t*ice a *ee) but highest F ti!es a !onth& One

fourth of the deposited a!ount or T)& 6=% the lo*est can be *ithdra*n

*ithout notice& If any a!ount e(ceeding the above is *ithdra*n *ithout

providing days prior notice then no profit *ill be applied for that

!onth&

If an account is closed before the declaration of current year/s profit rate

then the depositor *ill have to ta)e profit as per previous years declared

profit rate&

The $an) has the right to deny opening any account or can close do*n

any e(isting *ith sho*ing any reason&


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The ban) operates the client accounts *ith ut!ost attention but still if any

!iscalculation occurs the ban) holds the right to !a)e adjust!ents and

rectify the proble!s& $ut in this situation if any !iscreants occur *hich is

caused by the client the ban) *ill not be hold liable for that& The $an) !ay change a!end rectify any rules and regulations of this

account and the client !ust abide by the rules&

The depositor by *ill !ay contribute a !ini!al percentage to his selected

"ocial Develop!ent *or)s&

dara&a Ter$ Depo/it

Mudaraba Ter! Deposits are accepted by the ban) *ith a su! of T)& or above 2!ultiple of 54 fro! individuals 2single and joint4%

fir!s 2proprietorshippartnership4% li!ited co!panies% autono!ous

bodies% charitable institutions% association% educational institution% local

bodies% trusts% etc&% against issuance of non=transferable receipts in

ac)no*ledge!ent of MTD account !ay be opened in the na!es of

!inors jointly *ith their guardians% for e(a!ple 8 Received fro! Mr&

;uardian of MisterMiss&&&& 2Minor4

The !udaraba ter! deposits are accepted for periods of 56% 6F% 37

!onths& #eightage on the rate of return is given to deposits of longer

!aturity&

The $an) reserves the right to invest the funds received in !udaraba

ter! deposit accounts% in its sole judge!ent% in any interest=free >9alal>

business it dee!s fit&

Mudaraba ter! deposit account holder *ill share the profit of

invest!ent *ith "ocial Isla!i $an) td% at the rate declared by the ban)

fro! ti!e to ti!e& 1ny loss *hich cannot be covered by the invest!ent

loss offsetting reserve *ill be adjusted fro! Mudaraba fund and in that

case the ban) shall not ta)e any re!uneration for the service rendered in

!anaging the fund&

The profit earned on Mudaraba Ter! Deposit account *ill be credited as

deter!ined by the ban) as its sole direction on the basis of its

net*or)ing results at the end of the year% *ithin a reasonable ti!e fro!


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*ill be spent for the purpose2s4 specified by the #a'if& Bnspent profit

a!ount *ill auto!atically be added to *a'f a!ount and earn profit to

be gro*n over the ti!e& No che'ue boo) *ill be issued in this account&

#a'if !ay also instruct the $an) to spend the entire profit for the

purpose specified by hi!her&

#a'if has the opportunity to create cash *a'f at a ti!e& Other*ise

heshe !ay declare the a!ount heshe intends to build up and !ay start

*ith a !ini!u! deposit of T)& 5% 2one thousand4 only 2or

e'uivalent foreign currency4& The subse'uent deposits shall also be

!ade in hundred or in !ultiple of hundred Ta)as& 9o*ever% ;eneral

Cash #a'f 1Cs 2*here na!e of beneficiary *hether Individual2s4 or

Institution2s4 are not !entioned4 !ay be opened by depositing a

!ini!u! su! of T)& 5% only& "pecific Cash #a'f 1Cs 2*here

na!e of beneficiary *hether Individual2s4 or Institution2s4 are

!entioned4 by depositing a !ini!u! su! of T)& % 0 above

#a'if shall also have the right to give standing instruction to the ban)

for regular reali+ation of cash *a'f at a rate specified by hi!her fro!

any other 1C !aintained *ith "I$&

Cash *a'f shall be accepted in specified endo*!ent Receipt


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In todays !odern *orld Credit Card is a very e(tensively used !ode of financial

transaction and it is *idely )no*n as -Plastic Money.& It has created an i!!ense

i!pact in the life of the people all over the *orld& The sa!e trend is being follo*ed in

$angladesh too& No*adays the popularity of Isla!ic Credit Cards in $angladesh Is

gro*ing by leaps and bounds as do!estic and foreign ban)s are earning substantial

profit through this product& 1n increased use of both local Dual Currency Isla!ic

Credit Card is ta)ing place side by side *ith the e(pansion of personal ban)ing

services& Cross=border business and travels are also helping the e(pansion& "I$ is

al*ays *illing to offer ne* and Isla!i "hariah co!pliant financial products to its

clients& Though "I$ is !a)ing late entrance in the card !ar)et% still *e are planning

to co!plete significantly *ith other issuers&

1. #I* Credit Card/"

1s per Isla!ic $an)ing ;uidelines% $ai=Murabha !eans buying goods and services ans

selling it to the custo!ers *ith !ar)up profit& It can be sold to the custo!ers against

full pay!ent at the ti!e of sale or install!ent pay!ent in future date& "I$


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"upple!entary Card :ree

;race period !a(i!u! 5 days

No hidden charges

Huic) Replace!ent of ost"tolen card

Cards dues notification through "M"

1uto rene*al before e(piry

Cash advanced facility up to GS of Card li!it

E'i,i&i'it(" ?A,e@

:or Pri!ary card J 65 years to 7 years

:or "upple!entary card J 5 years to 7 years

en,th o% #ervi!e */ine// Pra!ti!e"

"alaried E(ecutives8 1t least si( !onths e!ploy!ent *ith present e!ployer or

case to case basis

Professional8 Mini!u! 5 year of practice in the profession

$usiness!an8 Mini!u! 5 year of business establish!ent

ini$$ onth'( In!o$e"

Mini!u! T)&5%= 2;ross !onthly inco!e4

Deter$ination o% In!o$e"

#a'aried"

;ross Monthly Inco!e 2;MI4 is defined as the total inco!e of an applicant

including overti!e and other allo*ance received on a regular basis before any

deductionsloan install!ents as reflected in the salary certificate or pay=slips or

the ban) state!ents&

#here free acco!!odation is provided by the e!ployer % up to 6 S of the

salary and allo*ances as !entioned in the salary Certificate !ay be added to

circulate at ;MI&

#e'%6e$p'o(ed"

;MI is defined as the average !onthly inco!e of an applicant after deduction

of all business e(penses& ;MI is deter!ined on the basis of inco!e Te(t Return


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Mudaraba "avings Deposit J "taff

Mudaraba "avings Deposit J Client

1l=*adiah Current Deposit J Client

Mudaraba Notice deposit J Client

"I$ Loung "tar 1ccount J client

:eatre/"

Round the cloc) transaction facility

Directly lin)ed to Cardholders 1ccount at "I$

$alance In'uiry

PIN Change

Mini state!ent

1ccepted for purchase at all


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).11 #


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Opportnit("

There is a great opportunity to ta)e ne* di!ension of ban)ing such as Isla!ic ban)ing%

speciali+ed ban)ing& Other*ise% there are !any sectors *here this can give special

privileges& The credit facility offered by "ocial Isla!i $an) has attracted security and

status conscious business!en as *ell as service holders *ith higher inco!e group&

Threat/"

The e!ergence of several private and foreign ban)s *ithin the past fe* years

offering si!ilar services *ith less or free charge for the facilities can be a !ajor

threat for the ban)&

"ocial Isla!i $an)& "o!eti!es the restrictions i!pose barrier in the nor!al

operations and policies of the ban)&

Rival ban)s easily copy the product offering of "I$& Therefore% this ban) is in

continuous progress of product innovation to gain te!porary advantages over

its co!petitors&

"o!eti!e political loans are the threat for this ban)ing service&


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CHAPTER604

RE;IE< O: THE ITERATURE

Chapter Overview

,ob "atisfaction

Deter!inants of ,ob "atisfaction

Measuring ,ob "atisfaction

I!portance of job satisfaction

Relative I!portance of 1ttitude to*ard

,ob "atisfaction

The *idely used instru!ents for!easuring job satisfaction

I!pact of $an) type% *or) e(perience%

age and se( Differences on ,ob

"atisfaction


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4.0 o& #ati/%a!tion"


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fro! s)illed labor and piece*or) to*ards the !ore !odern of asse!bly lines and

hourly *ages& The initial use of scientific !anage!ent by industries greatly increased

productivity because *or)ers *ere forced to *or) at a faster pace& 9o*ever% *or)ers

beca!e e(hausted and dissatisfied% thus leaving researchers *ith ne* 'uestions to

ans*er regarding job satisfaction& It should also be noted that the *or) of #&& $ryan%

#alter Dill "cott% and 9ugo Munsterberg set the tone for Taylor/s *or)&

"o!e argue that Maslo*/s hierarchy of needs theory% a !otivation theory% laid the

foundation for job satisfaction theory& This theory e(plains that people see) to satisfy

five specific needs in life J physiological needs% safety needs% social needs% self=estee!

needs% and self=actuali+ation& This !odel served as a good basis fro! *hich early

researchers could develop job satisfaction theories&

,ob satisfaction can also be seen *ithin the broader conte(t of the range of issues *hich

affect an individual/s e(perience of *or)% or their 'uality of *or)ing life& ,ob

satisfaction can be understood in ter!s of its relationships *ith other )ey factors% such

as general *ell=being% stress at *or)% control at *or)% ho!e=*or) interface% and

*or)ing conditions&

4.1 Deter$inant/ o% o& #ati/%a!tion"

Co$pen/ation"E!ployee co!pensation refers to all for!s of pay or re*ards

going to e!ployees and arising fro! their e!ploy!ent& It has !ain t*o !ain

co!ponents direct financial pay!ents 2*ages% salaries% incentives% co!!ission

and bonuses4 indirect pay!ents 2paid insurance% vacation4&

#ati/%a!tion a&ot :rin,e *ene%it/" Non=!onetary benefits offered to the

e!ployees of a co!pany in addition to their *ages and salaries& They include

co!pany cars% e(pense account the opportunity to buy co!pany products at

reduce rate& Private health plans% canteens subsidies !eals% social club& "o!e of

these benefits such as co!pany cars do not escape the ta( net&

Pro$otion #(/te$"Ti!ely pro!otion of e!ployees ne(t to higher ran) is also

i!portant deter!inant of job satisfaction& If there is any specific pro!otional

ruled in the organi+ation that *ill definitely lead to better job satisfaction of the

e!ployees&


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Po/tin, and Tran/%er/" In an organi+ation there should be specific syste!

posting and transfer hile posting and transfer so!e specific rules !ust be

follo*s& These !ight have positive i!pact on the job satisfaction of e!ployees&

Non6:inan!ia' In!entive/" Non=financial incentives are for! of children/sschool facilities% hospital facilities% e!ployee/s transportation facilities% prayer

facilities etc& 1lso act as an i!portant deter!inant of e!ployee/s job

satisfaction&

o& #tat/" The position of job that is job status is also an i!portant

deter!inant of job satisfaction of e!ployees& "uch job status of an e!ployee

influences job satisfaction positively&

Hea'th Care"This factor e(a!ines the e(tent to *hich an e!ployee is satisfied*ith health care benefits and includes the 'uality of the health benefits% the si+e

of the e!ployer/s contribution to the plan and the cost to the e!ployee of the

health care benefits&

In!o$e Contination"This factor e(a!ines the e(tent to *hich an e!ployee is

satisfied *ith benefits that provide financial security if the e!ployee is disabled

due to an accident or poor health or loses his or her job involuntarily& #ith the

e(ception of long ter! disability% these are legally re'uired benefits *hich

consist of social security% *or)ers co!pensation and une!ploy!ent

co!pensation&

#perior6#&ordinate Co$$ni!ation" "uperior=subordinate co!!unication

is an i!portant influence on job satisfaction in the *or)place& The *ay in *hich

subordinate/s perceive a supervisor/s behavior can positively or negatively

influence job satisfaction& Co!!unication behavior such as facial e(pression%

eye contact% vocal e(pression% and body !ove!ent is crucial to the superior=

subordinate relationship& Nonverbal !essages play a central role in

interpersonal interactions *ith respect to i!pression for!ation% deception%

attraction% social influence% and e!otional e(pression& Nonverbal i!!ediacy

fro! the supervisor helps to increase interpersonal involve!ent *ith their

subordinates i!pacting job satisfaction& The !anner in *hich supervisors

co!!unicate their subordinates !ay be !ore i!portant than the verbal content

Individuals *ho disli)e and thin) negatively about their supervisor are less

*illing to co!!unicate or have !otivation to *or) *here as individuals *ho


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li)e and thin) positively of their supervisor are !ore li)ely to co!!unicate and

are satisfied *ith their job and *or) environ!ent& The relationship of a

subordinate *ith their supervisor is a very i!portant aspect in the *or)place&

Therefore% a supervisor *ho uses nonverbal i!!ediacy% friendliness% and open

co!!unication lines is !ore *illing to receive positive feedbac) and high job

satisfaction fro! a subordinate *here as a supervisor *ho is antisocial%

unfriendly% and un*illing to co!!unicate *ill naturally receive negative

feedbac) and very lo* job satisfaction fro! their subordinates in the *or)place&

E$otion/"Mood and e!otions for! the affective ele!ent of job satisfaction&

Moods tend to be longer lasting but often *ea)er states of uncertain origin%

*hile e!otions are often !ore intense% short=lived and have a clear object or

cause& There is so!e evidence in the literature that !oods are related to overall

job satisfaction& Positive and negative e!otions *ere also found to be

significantly related to overall job satisfaction& :re'uency of e(periencing net

positive e!otion *ill be a better predictor of overall job satisfaction than *ill

intensity of positive e!otion *hen it is e(perienced& E!otion *or) refers to

various types of efforts to !anage e!otional states and displays& E!otion

!anage!ent includes all of the conscious and unconscious efforts to increase%

!aintain% or decrease one or !ore co!ponents of an e!otion& 1lthough early

studies of the conse'uences of e!otional *or) e!phasi+ed its har!ful effects

on *or)ers% studies of *or)ers in a variety of occupations suggest that the

conse'uences of e!otional *or) are not unifor!ly negative& It *as found that

suppression of unpleasant e!otions decreases job satisfaction and the

a!plification of pleasant e!otions increases job satisfaction& The understanding

of ho* e!otion regulation relates to job satisfaction concerns t*o !odels8

E!otional dissonance E!otional dissonance is a state of discrepancy bet*een

public displays of e!otions and internal e(periences of e!otions that often

follo*s the process of e!otion regulation& E!otional dissonance is associated

*ith high e!otional e(haustion% lo* organi+ational co!!it!ent% and lo* job

satisfaction& "ocial interaction !odel ta)ing the social interaction perspective%

*or)ers/ e!otion regulation !ight beget responses fro! others during

interpersonal encounters that subse'uently i!pact their o*n job satisfaction&


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Re'ation/hip/ and Pra!ti!a' I$p'i!ation/" ,ob "atisfaction can be an

i!portant indicator of ho* e!ployees feel about their jobs and a predictor of

*or) behaviors such as organi+ational citi+enship% absenteeis!% and turnover&

:urther% job satisfaction can partially !ediate the relationship of personalityvariables and deviant *or) behaviors& One co!!on research finding is that job

satisfaction is correlated *ith life satisfaction& This correlation is reciprocal%

!eaning people *ho are satisfied *ith life tend to be satisfied *ith their job and

people *ho are satisfied *ith their job tend to be satisfied *ith life& 9o*ever%

so!e research has found that job satisfaction is not significantly related to life

satisfaction *hen other variables such as non=*or) satisfaction and core self=

evaluations are ta)en into account&

o& #e!rit(",ob security refers to the nature of the job that is *hether a job is

per!anent% te!porary or ad hoe& ,ob security acts as an i!portant deter!inant

of job satisfaction&

Dration o%


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i!pact on the job satisfaction of the e!ployees& The !ore presence of

participatory !anage!ent syste! in the organi+ation i!proves job satisfaction

and vice versa&

Tea$


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correlation% corrected for research artifacts and unreliability% *as r &3& :urther% the

!eta=analysis found that the relationship bet*een satisfaction and perfor!ance can be

!oderated by job co!ple(ity% such that for high=co!ple(ity jobs the correlation

bet*een satisfaction and perfor!ance is higher 2U &64 than for jobs of lo* to

!oderate co!ple(ity 2U &6G4& ,ob "atisfaction also has high relationship *ith

intention to 'uit& It is found in !uch research that ,ob "atisfaction can lead to Intention

to "tay 'uit in an organi+ation 2Ki! et al&% 5GG74& Recent research has also sho*n that

Intention to Huit can have effect li)e poor perfor!ance orientation% organi+ational

deviance% and poor organi+ational citi+enship behaviors& In short% the relationship of

satisfaction to productivity is not necessarily straightfor*ard and can be influenced by

a nu!ber of other *or)=related constructs% and the notion that -a happy *or)er is a

productive *or)er. should not be the foundation of organi+ational decision=!a)ing&

#ith regard to job perfor!ance% e!ployee personality !ay be !ore i!portant than job

satisfaction& The lin) bet*een job satisfaction and perfor!ance is thought to be a

spurious relationshipA instead% both satisfaction and perfor!ance are the result of

personality&

4.4 Re'ative I$portan!e o% Attitde toward o& #ati/%a!tion"

The attitudes to*ard job satisfaction need clarification for e(ploring their relative

i!portance as they are lin)ed to intra=personal disposition of hu!an beings& In this

conte(t% job satisfaction projects individual/s attitudes involving infor!ation that is

generally ac'uired by an e!ployee about *or)place over a period of ti!e& It results

fro! the balancing and su!!ation of !any specific li)es and disli)es of e!ployees

e(perienced in connection *ith their jobs 29aung% 5GGGA 5GGFA oc)e% 5G74& The

attitudes regarding job satisfaction are broadly related to the areas of intrinsic nature of

*or)% *age and security% supervision% and co!pany policies and practices 2;anguli%

5GGF4&

4. The wide'( /ed in/tr$ent/ %or $ea/rin, o& /ati/%a!tion"

,ob Descriptive Inde( 2,DI4 and Minnesota "atisfaction Huestionnaire 2M"H4 that

!easure !entally challenging *or)% e'uitable re*ards% and opportunities for

pro!otion% supportive *or)ing conditions% and supportive colleagues 29aung% 5GGG4&

This factor provides the !a(i!u! insights of job satisfaction of ban) officers in$angladesh& It broadly includes the areas of job satisfaction such as% salary% co!pany


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policies and practices% and pro!otion chance& The eight variables contain in the factor

salary are8 satisfied *ith present salary% ban) is sy!pathetic to the officers vie*% ban)

appreciates perfor!ance% satisfied *ith incre!ent allocation !ethod% inco!e is higher

than other ban)s% satisfied *ith the chances of pro!otion% satisfied *ith the *elfare

facilities% and satisfied *ith the chances of inco!e increase& 9ence% the policy !a)ers

in the ban)ing sector in $angladesh should give greater i!portance on these variables

concerning salary% co!pany policies and practices% and chance for pro!otion to

increase job satisfaction of the officers&

The second i!portant factor is efficiency in *or) that accounts for G&3S of the

variance and it broadly covers areas of job satisfaction including job security%

supervision% and supportive colleagues& The variables are na!ely% not lose job if

*or)ed efficiently% i!!ediate supervisor is reasonable% satisfied *ith the recognition

by colleagues% and superior encourages suggestions for i!prove!ent& The other si(

factors are al!ost e'ual in their ability to account for the variation of level of job

satisfaction *ith co!paratively lo* e(igent values&

4.5 I$pa!t o% *an+ t(pe wor+ e>perien!e a,e and /e> Di%%eren!e/ on

o& #ati/%a!tion"

Previous researchers have found relationships bet*een job satisfaction and age% se(%

2Pugliesi% 5GGA Cheung and "cherling% 5GGG4 and *or) e(perience 2"teffy and ,ones%

5GG4& In this section% the i!pacts of ban) type% *or) e(perience% gender% and age on

the attitudes% rather than factors% to*ard job satisfaction of ban) officers is assessed&

This has been done *ith a vie* to obtaining !ore insights on the i!pact& The results

sho*s that the variables recovery significantly *ith the type of ban) V public and

private& It !eans that there is a variation in the level of job satisfaction of ban) officers

depending on the type of ban) in $angladesh In other *ordsA type of ban) is a

significant e(planatory variable for the job satisfaction level& :ourteen job satisfaction

variables% broadly representing the areas of co!pany policies and practices% salaries and

facilities% opportunities for pro!otion% and relationship bet*een union and

!anage!ent% are significantly related to the ban) type& #or) e(perience has the second

!ost i!portance on four variables ta)en in the study 2job gives chances to do things

felt best% satisfied *ith incre!ent allocation !ethod% inco!e is higher than other ban)s%

and *ould not leave job if si!ilar job offer to other organi+ation4& These variables

confir! a significant relationship *ith e(perience of ban) officers& These relationships


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broadly indicate that e(perience affects the areas of job satisfaction including policies

and practices 2job gives chances to do things felt best and satisfied *ith incre!ent

allocation !ethod4% salary and facilities 2inco!e is higher than other ban)s4% and to the

co!pany 2*ould not leave job if si!ilar job offer to other organi+ation4& It could be

e(plained that officers *ith higher e(perience hold higher level of *or) freedo!% have

!ore financial and non= financial benefits% are !ore fa!iliar *ith organi+ational

policies and practices% and have greater loyalty to the ban)& "e( and age differences

have relatively lo*er level of i!pact on the entire set of variables% *hich are

!anifested through the significance of Wban) is sy!pathetic to officer/s vie*s and

Wban)s policy is to overdrive *or)ers to get the !a(i!u! respectively in the test& "e(

differences have only i!pact on the ban)s sy!pathy to the officer/s vie*s% *hile age

differences leave i!pact on ban)s policy to overdrive *or)ers to get the !a(i!u!&

"e( differences in particular could be described as an interesting issue in the socio=

econo!ic conte(t of $angladesh& It is generally vie*ed that fe!ale e!ployees are

so!e*hat neglected in their *or) places and conse'uently% they are prone to a

relatively lo*er level of job satisfaction& This study defies this vie* endorsing al!ost

no se( discri!ination in the fe!ale ban) officers& 1ge differences of ban) officers have

also negligible i!pact on the full set of variables of job satisfaction& None of the

interactions fro! these four factors V ban) type% *or) e(perience% se(% and age = *as

found significant&


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CHAPTER60

RE#EARCH ETHODOO8J

Chapter Overview

Methodology

Research Design

Research 1pproach

Research Instru!ents

Data Collection

Data Collection Procedure Data 1nalysis Procedures


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.0 ethodo'o,("

Methodology can properly refer to the theoretical analysis of the !ethods appropriate

to a field of study or to the body of !ethods and principles particular to a branch of

)no*ledge& Methodology has been increasingly used as a pretentious substitute for!ethod in scientific and technical conte(ts& -Methodology. is a syste! of precise rules

and procedures on *hich research is based and against *hich clai!s for )no*ledge and

evaluation& This !ethod is neither closed nor fla*less& Rather the rules and !easures

are constantly being i!proved 2David Nach!ias% 5GG64&

.1 Re/ear!h De/i,n"

The researchers for this study have chosen correlation research design& 1ccording to

the proposed fra!e*or) the researchers are finding the significant positive or negative

change in variables 2dependent4 because of change in one 2independent4 variable& The

previous graphical representation of the proposed !odel portrays the pattern and

structure of the relationships a!ong the set of !easured variables& The purpose of the

study is to investigate the relationship of the !easured variables and the correlation

a!ong the variables&

.2 Re/ear!h Approa!h"

To investigate the research 'uestions% the researcher gathered infor!ation fro! ban)

e!ployees% ban) !anagers and ban) e(perts& 1ll participation *as voluntary& If the

participants *ished to ta)e out% they *ere free to do so at any ti!e *ithout any

condition& 1ll the participants *ere given a letter fro! the researcher e(plaining the

conte(t of the research focus& Participants signed a consent for! and held in reserve a

copy as their record& 1 signed copy *as returned to the researcher&

.) Re/ear!h In/tr$ent/"

The researcher re'uired pri!ary data to investigate the research proble!& $ecause% it

*as found that there *as lac) of secondary data 2e&g& articles% journals% !aga+ine% and

records on hu!an resource !anage!ent4 in the case of "I$& To collect data fro! the

pri!ary sources% the researcher used 'uestionnaire and intervie* !ethods& In order to

gain infor!ation fro! the ban) e!ployees the researcher used the 'uestionnaire

!ethod& The 'uestionnaire *as a useful !ethod to collect data fro! e!ployees for the

follo*ing reasons&


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e(tre!ely useful in situations *here either in=depth infor!ation is needed or little is

)no*n in the area 2Ku!ar% 5GG4& Cooper and "chindler 25GG4 noted that if the

researcher has sa!ple si+e% a self=ad!inistered 'uestionnaire *ould be !ost effective

in regard to ti!e and cost& The in depth intervie* distant e(ceeds the infor!ation

secured by self=ad!inistered studies& Cooper and "chindler also affir! that

intervie*ers can as) additional 'uestions% and gather supple!ental infor!ation through

observation& $oth !anagers and e(perts are co!prised of a s!all groupA hence% the

study has utili+ed the se!i=structured intervie* !ethod& The !ost i!portant advantage

*as derived fro! the capability of the intervie* techni'ue to enable discussions of

!ultifarious topics and thus endo* *ith rich and !ore co!plete data 2"!ith% Thorpe%

0 o*e% 664&

. Data Co''e!tion Pro!edre"

The 'uestionnaire *as ad!inistered individually to the 6 e!ployees in the study&

Respondents *ere assured that it *as purely an acade!ic research and that their

personal identity *ould be )ept secret& 1ny difficulties in understanding the

instructions and in the !ethods of= ans*ering the 'uestionnaire *as !ade clear and it

too) 6 !inutes to ans*er the 'uestionnaire& 1fter the 'uestionnaires *ere filled in by

the respondents% these *ere collected and chec)ed for consistency& "coring of the

responses *as done follo*ing the procedure provided by the author of the achieve!ent

satisfaction scale 21li% 5GG4& 1fter collection of data% perfor!ance of each respondent

*as ta)en fro! the concerned ban) !anager of each subject& The content of the se!i=

structured intervie* consists of 'uestion *hich *ill be predeter!ined to gain

infor!ation about the *ay !anagers sa* the!selves using po*er% !otivational

estee!s in relation to their e!ployees&

.5 Data Ana'(/i/ Pro!edre/"

To analy+e the 'uantitative data% the researcher e(plored the internal structure and

!easure!ent 'ualities of the proposed hypothetical constructs job satisfaction and

e!ployees perfor!ance& The output of the research has sho*n in graph by using

graphical !ethod&


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CHAPTER605

ANAJ#I# = INTERPRETATION

Chapter Overview

1nalysis

Interpretation of the Data


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5.0 Ana'(/i/"

The present study deals *ith the three issues to analy+e the job satisfaction of ban)

officers in $angladesh& The issues are8

2i4 The relative i!portance of job satisfaction factorsA2ii4 The i!pact of ban) type% *or) e(perience% age and se( differences on the attitudes

to*ard job satisfaction& It also investigates the i!pacts of ban) type% *or) e(perience%

age% and se( differences on the attitudes to*ard job "atisfaction&

The result sho*s that salary% efficiency in *or)% fringe supervision% and co=*or)er

relation are the !ost i!portant factors contributing to job satisfaction& #or) e(perience

is found as the second !ost i!portant factor affecting job satisfaction& "e( and age

differences have relatively lo*er level of i!pact on it& The overall job satisfaction of

the ban) officers is at the positive level&

5.1 Interpretation o% the Data"

1. A o& where the pa( i/ ver( ,ood.

:re'uency Percentage S


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"trongly Disagree 3 56 56 56

Disagree F 57 57 6

Neutral 56 F F 7

1gree 6 6 G7

"trongly 1gree 5 F F 5

Total 6 5 5

4. A o& in whi!h ,reater re/pon/i&i'it( i/ ,iven to tho/e who do the &e/t


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3. A o& where (or !o6wor+er/ are not ver( %riend'(.



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1gree 5 F F

"trongly 1gree 6 6 5

Total 6 5 5

11. A o& whi!h provide/ !on/tant new and intere/tin, opportnitie/ %or (o to

'earn.

:re'uency Percentage S !e''ent %rin,e &ene%it

pa!+a,e.


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1. A o& whi!h reire/ (o to !ha''en,e !o$p'ete'( i/o'ated !o6wor+er/ to

!ontri&te.



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CHAPTER603

:INDIN8 RECOENDATION#

=

CONCU#ION

Chapter Overview

:inding

Reco!!endations

Conclusion


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conditions of its e!ployees such as contributory recogni+ed provident

fund% gratuity fund% benevolent fund&

The *or)ing environ!ent of the "I$ is very friendly& The e!ployees are

satisfying *ith their co=*or)er as a *or) in a tea!&

In ban)ing sector so!e e!ployees have opportunity to upgrade

the!selves in *or)ing period such as the e!ployees of the IT% :oreign

E(change% invest!ent depart!ent& In other side the e!ployees of the cash

0 custo!er service depart!ent have no scope to sho* creativity in

*or)ing period& I thought it/s a boring job& :ro! this vie* they are

dissatisfied so!eti!es&

The accountant/s job is very i!portant to the organi+ation& They do a lot of

*or) fro! the day start to closing& I thin) one e!ployee *or) on the

behalf of t*o peoples& "o!eti!es they feel stress that is har!ful for the!&

The job security of the "I$ is very rich& The e!ployees never feel an(ious

during their *or)ing period& $ecause the chance of being laid off is lo*%

e(cept a !ajor fault no e!ployees can be laid off& The e!ployees strongly

agree that they feel secured of their job&

#e are the hu!an being& Our !ood and e!otions *hile *or)ing are the ra* !aterials

*hich cu!ulate to for! the affective ele!ent of job satisfaction& Moods tend to

be longer lasting but often *ea)er states of uncertain origin% *hile e!otions are

often !ore intense% short=lived and have a clear object or cause& There is so!e

evidence in the literature that state !oods are related to overall job satisfaction

Positive and negative e!otions *ere also found to be significantly related to

overall job satisfaction fre'uency of e(periencing net positive e!otion *ill be a

better predictor of overall job satisfaction than *ill intensity of positive e!otion

*hen it is e(perienced E!otion regulation and e!otion labor are also related to

job satisfaction& In "I$ I found that e!ployees got satisfaction in so!e !atters

and also dissatisfaction in so!e !aters& "o *e can say that E!ployees dont get

full satisfaction in their job&


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5.1 Re!o$$endation"

The e!ployees !ust be !otivated *hen they do so!ething good and creative&

The salary should be revising by the !anage!ent of "I$&

Their jobs should be !entioned !ore fre'uently&

in) bet*een Custo!er "ervice Officer/s and Custo!er "ervice Manager

should be easier Bp to date ban)ing soft*are should be used to give batter

service to the custo!ers&

In addition% *ith the present services they should include !ore services& It is

badly needed to provide !ore services to the custo!er in order to co!pete in

the !ar)et&

Internal conflict a!ong the e!ployees should be !itigating&

Officials *ho! are involved in Custo!er "ervices should be trained properly&

$ecause so!e ti!e they cannot give proper suggestions to the custo!er 'ueries&

There are so!e benefit pac)age having "I$ but it has no practice in real vie*&

That benefit pac)age can be increase the satisfaction of the e!ployee& "o it

should be practice earlier&


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5.) Con!'/ion/"

This study *ill finds the overall e!ployees job satisfaction of "ocial Isla!i $an)

i!ited& 9o*ever% the job satisfaction of ban) officers is significantly dependent upon

sala

Download - “Evaluation of Job Satisfaction of Social Islami Bank Limited.”

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