EMPLOYEE SATISFACTION ANALYSIS OF EMERALD BANK INDONESIA BRANCH

• Main Author: ANDINA (NIM 29114514), MEITY
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/23032
• Institution: Institut Teknologi Bandung

Emerald Bank has run their business in Indonesia with good performance in servicing <br /> <br /> <br /> <br /> <br /> corporate clients. Referring to this, Emerald Bank required to obtain and to utilize existing <br /> <br /> <br /> <br /> <br /> resources in pursuing its business objectives. Other problems arise in the Emerald Bank of <br /> <br /> <br /> <br /> <br /> which is that firms face greater difficulties in obtaining the necessary human resources to <br /> <br /> <br /> <br /> <br /> meet individual goals and objectives of the company. The existence of employee <br /> <br /> <br /> <br /> <br /> dissatisfaction is characterized by a lack of positive respond to staff’s achievements. It <br /> <br /> <br /> <br /> <br /> may affect their loyalty, dedication and honesty if no proper appreciation from the <br /> <br /> <br /> <br /> <br /> institution. So in order to improve employee performance, employee satisfactions conduct <br /> <br /> <br /> <br /> <br /> a big role in supporting their responsibility. <br /> <br /> <br /> <br /> <br /> This study was to examine the relationship of job characteristics toward job satisfaction in <br /> <br /> <br /> <br /> <br /> Emerald Bank Indonesia. Therefore, a correlational study is engaged to identify the <br /> <br /> <br /> <br /> <br /> relationship between important factors (referred as independent variable) and the problem <br /> <br /> <br /> <br /> <br /> (referred as dependent variable). In order to gather the data to examine such a relationship, <br /> <br /> <br /> <br /> <br /> a quantitative method was employed. This is because quantitative method allows statistical <br /> <br /> <br /> <br /> <br /> analyzes that will assure the gathered data are reliable and valid. Questionnaire has been <br /> <br /> <br /> <br /> <br /> sent to 57 respondents were employed as an instrument for this study. <br /> <br /> <br /> <br /> <br /> Based on the observations result, this study has formulated HRM implementation practices <br /> <br /> <br /> <br /> <br /> focusing in these objects: 1.Supervisor improvement; 2.Situational leadership; 3.Carrier <br /> <br /> <br /> <br /> <br /> Development; 4.Benefit equality; 5.Management improvement (rewards and recognition); <br /> <br /> <br /> <br /> <br /> 6.Peer to peer attachment & cross division; 7.Promotion; 8.Workstation rotation.