1. Kailali Multiple Campus Dhangadhi, Nepal; pantdinesh2050@gmail.com
2. Kailali Multiple Campus Dhangadhi, Nepal; joshidineshchandra1986@gmail.com
3. Kailali Multiple Campus Dhangadhi, Nepal; keshal131@gmail.com
4. Kailali Multiple Campus Dhangadhi, Nepal; roshanupreti125@gmail.com
5. Kailali Multiple Campus Dhangadhi, Nepal; dixitpant84@gmail.com

*             Correspondence: pantdinesh2050@gmail.com

Keywords: commercial banks, working conditions, workload, job security, satisfaction

1. INTRODUCTION

Sudurpashchim Province is one of seven provinces established by Nepal’s new constitution, which was ratified on September 20, 2015. Nepal’s banking history stretches back to 1937 A.D. when Nepal Bank Limited was established as the country’s first commercial bank. It was founded as a semi-government bank with an approved capital of N.R.s 10 million in metallic coins. In Nepal, banknotes were not introduced until the mid-1940s. The treasury “Sadar Muluki Khana” issued the first banknotes in 1945. The treasury head, who was also a prominent Hindu Priest, signed these notes. Later in 1955, the Nepal Rastra Bank Act was enacted to improve the banking system, and Nepal Rastra Bank was created as the Central Bank of Nepal in 1956. Following this day, the Central Bank began issuing banknotes with the signatures of the institution’s governors. The government owned the banking sector until the 1980s, with the pillars of a financial institution in Nepal being Agriculture Development Bank, Rastriya Banijya Bank, Nepal Bank Limited, and Nepal Rastra Bank. The private banking business began with the foundation of Nabil Bank and international banks such as Nepal Arab Bank, Nepal Indosuez Bank, and Nepal Grindlays in 1984. The banking system has experienced numerous challenges and roadblocks. Job satisfaction is integrated set of psychological, physiological, and environmental factors that lead to employees admitting that they are satisfied or happy in their jobs. Furthermore, the importance of employees at work is emphasized, as numerous factors influence an employee’s performance within the organization.  If the employees are not satisfied with the task assigned to them, their rights, working conditions, coworkers, supervisor, and if they are not considered in the decision-making process, this will result in them feeling separate from the organization [1]. Job satisfaction can be defined as a pleasurable or positive emotional state related to the work that an individual performs, the worker’s attitude toward the job, rewards, social, organizational and physical characteristics of the environment in which one performs in working activities. Furthermore, job satisfaction is a favorable or pleasurable response to one’s work. The perception that a person has about their job is the source of job satisfaction and what is related to the work performed and the working condition [2]. Bank employees face new stress and strain due to structural developments in the banking business over the past two decades. Technology, equipment, internet transactions, client banking habits, and economic conditions have raised work stress and job dissatisfaction. Service must be timely to satisfy organizational goals and customer happiness. Bank personnel had many issues with product and service diversity. It causes unsatisfactory bank work-life [3].Task performance involves directly generating items or services that indirectly support the organization’s fundamental technological processes. However, contextual performance is individual efforts unrelated to their principal task functions. However, behaviours shape organisational, social, and psychological environments, which drive task activities and processes [4]. Banking business performance depends on working conditions. It boosts workplace motivation. It aims to boost organisational performance and employee satisfaction [5]. Lack of physical infrastructure and bad working conditions with insufficient safety protocols have put workers’ physical, emotional, and general health at risk. The study found that poor working conditions, surroundings, and behaviours have caused musculoskeletal injuries and issues, putting workers at risk [6]. Dissatisfaction among employers and employees is rising due to economic and political factors, with both seeking short-term benefits [7]. Employees work hardest when they think or expect their supervisors will reward them. Many factors affect employee performance, including worker-employer relationship, working conditions, job security, training and development, and company rewards. Reward-based motivation is the biggest element in job satisfaction [8]. Job security, compensation, promotion prospects, and coworker and supervisor connections influence job satisfaction from high to low magnitude [9]. Younger workers with transactional, utilitarian, and short-term psychological contracts with their employers value work situation preferences more [10]. It has discovered that job satisfaction is influenced by motivation, work itself, working environment, working relations, organisation policies & procedures, compensation and benefits, teaching performance, research performance, and strengths & opportunities. The company must ensure that compensated staff work. Employers get more of what they reward, not what they expect. Thus, employees that exceed their goal or benchmark should be rewarded immediately to stimulate them. Therefore, employees directly link the award to their behaviour and higher performance. Effective rewards should constantly reinforce positive behaviour. Positive reinforcement promotes desired organisational behaviour. Employees can take positive acts for rewards. Correctly designed reward programmes encourage positive behaviour and boost performance [11]. Improved working conditions include worker safety, training, machinery and tool control and improvement, and proper protective equipment. These enhancements may raise worker satisfaction in challenging working settings. In that instance, these workers may become as satisfied with working conditions as typical workers, which may improve their job satisfaction and performance [12].

2. LITERATURE REVIEW

Supervisor support increases job satisfaction, the same way they respect their workplace, employees form worldwide perceptions of how managers value their contributions and well-being. Employee motivation and autonomy increase with supervisor assistance. Encouragement and attention from supervisors make contact staff happier. Supervisor support affects employee job satisfaction [13]. A study has examined advancement and job satisfaction, it found that raises boost job satisfaction. Companies try to retain valuable employees to reduce turnover.  Promotion improves job satisfaction. As productive workers, people should like their jobs. Employees are satisfied when companies elevate them. The data suggests promotion enhances job satisfaction [14].Correlation, multi regression, and independent sample t-tests were used in SPSS 15.0. Job satisfaction is similar for men, women, singles, marrieds, and permanent contract workers, according to T-tests. According to the t-test, male, married, and permanent workers are less satisfied with their occupations than female, single, and contract workers. The model shows that income and gender predict job satisfaction. The report can help employers adapt their HR strategy to the country’s changing socioeconomic climate [15].  It examined Iranian airline employment satisfaction and gender. This study explored gender’s impact on job satisfaction. Supervision, coworkers, compensation, work kind, and advancement opportunities affected job satisfaction. This study included data from three Iranian private airline employees. Descriptive analysis measured employee job satisfaction. The gender-job satisfaction link was examined using an independent-sample t-test. Job satisfaction was moderate, and men and women were similar. The workload affects accommodation and nutrition company employee happiness, it measured “work satisfaction” and “workload” [16]. Data analysis comprised independent group t-test and correlation. Work satisfaction was low despite minimal staffing. Administrators should explain staff assignments, authorizations, responsibilities, and job definitions [17]. A study examines recruitment and selection, organisational policy and strategy, nature of work, job stress, personality, and communication as they affect job satisfaction in Bahawalpur’s banking business. Job satisfaction is strongly correlated with recruiting and selection, organisational policy and strategy, nature of work, job stress, personality, and communication, according to linear regression and correlation [18]. Job stress, communication, and personality weakly but significantly affect job satisfaction. However, work style, recruiting and selection, and organisational strategy strongly affect employee job satisfaction. Indian private sector bankers’ job satisfaction. The survey covered Greater Noida private bank managers and non-managers. The study analysed HDFC, ICICI, and Axis private banks. From these banks, 45 study participants were randomly selected. The finding that people work for reasons other than money allowed academics to analyse job satisfaction. A study analysed Indian public and private bank job satisfaction. This study compares Public Sector and Private Sector Bank workers’ job satisfaction to identify how factors affect it. The study used simple random sampling. Managers, officers, and clerks were targeted [19]. It investigated Andhra Pradesh management education faculty job satisfaction that motivation, work, working environment, working relations, organisation policies & procedures, salary and benefits, teaching performance, research performance, and strengths & opportunities affect job satisfaction. State Universities, Deemed to be Universities, autonomous colleges, affiliated colleges, and standalone AICTE institutions have different work satisfaction levels [20]. Human resources efficiency and effectiveness depend on employee motivation. When they assume their bosses will reward them, workers work harder. Worker-employer interaction, working environment, job security, training and development, and company rewards affect employee performance. Motivating rewards are most vital for job satisfaction [21]. Rewards and incentive affect job satisfaction in Chennai’s public and private commercial banks. It examined rewards, motivation, and work satisfaction using regression. How working conditions affect career growth and job satisfaction in ten banks [22]. The statistics suggest that employee participation affects work satisfaction. Employee engagement makes Nepalese bankers happier. Job satisfaction is overall job attitude. Job satisfaction is affected by intrinsic and external factors. Pay, benefits, work environment, management, peer connections, participation, communication, and fairness affect employee job satisfaction [23]. Dissatisfied healthcare personnel are less effective and efficient because job pleasure does not improve patient satisfaction. Workers are somewhat happy with career possibilities, responsibilities, patient care, and staff relations. Human resources strategy must improve working conditions and pay because job happiness and performance are linked [24]. A recent study examined teacher work motivation and satisfaction using easy sampling, work satisfaction and motivation were positively connected. The results suggested that the administration should use other commodity prices to motivate teachers [25]. It found that private commercial bankers are more satisfied with coworkers. A research revealed male, under-30, college, and assistant bank employees dissatisfied with their positions and pay. The study also indicated that all respondents like their bosses and job. Work-related injuries decreased brick manufacturing job satisfaction [26]. Lack of infrastructure, poor working conditions, and limited safety standards have endangered workers’ physical, mental, and overall health. Poor physical environment, working conditions, and behaviours have generated musculoskeletal injuries and disorders that put workers at danger [27]. Unselfish, public-spirited, policy-oriented people are more likely to serve in civil service. Organisational commitment and job performance rise with job satisfaction, job satisfaction and company commitment reduce turnover and absenteeism [28]. A study evaluated commercial bankers’ job satisfaction by gender, age, and experience. The modified Minnesota Satisfaction Questionnaire measured job satisfaction. In Nepal, job stability is the main factor in commercial bankers’ satisfaction. Employee satisfaction is similar for men and women [29]. Studies reveal that most workers are happy and few are unhappy, job satisfaction is mainly affected by job stability, income, growth opportunities, and coworker and superior connections. Men and women had different minimum satisfaction, although the study showed no significant differences [30]. The study also indicated that job satisfaction rises until 50% and then drops. The study found that experience strongly affects work happiness. Staff engagement and salary boost job satisfaction. The findings reveal that job happiness depends on employee participation and pay [31]. A study on how stressors affect workers’ work lives in modern commercial banks in Bangladesh found that lengthy working hours and workloads were the biggest stressors. Bangladeshi public and private commercial bank stressors are statistically similar [32].  It discovered that administrative staff are more satisfied with their working conditions than those in challenging conditions. Challenging working environment affect job satisfaction for workers. Compensation practice improves work performance, according to a study on employee dedication and organisational performance [33]. The study links practical compensation strategies to organisational efficiency, the working conditions of an organisation affect employee job satisfaction, according to many research [34]. A study highlighted the factor that affect job satisfaction i.e. job stress, communication, and personality. However, job content, job security, promotional opportunities, salary, job status, benefits, working environment, job autonomy, management policies, recognition for good work, participation in decision making, coworkers, and supervision were found to positively correlate with overall job satisfaction [35]. A study [36] found that supportive colleagues and job security were the top three reasons for working in banks, whereas [37] found that employee participation affects job satisfaction. Although there were various research on working conditions and job satisfaction, none using contemporary data are accessible in Nepal or Sudurpaschim Province [37]. Employee satisfaction is the best predictor of bank performance, however past investigations have varied results. The empirical results from the other countries cannot be applied to Sudurpaschim Province [38].

Figure 01: Research framework

3. MATERIALS & METHODS

Descriptive research design is a scientific method that involves observing and describing the behavior of a subject without influencing it in any way. Descriptive research intends to produce statistical information about aspects of employees that affect their work satisfaction. It involved collections of quantitative data that are tabulated along a continuum in numerical form.  The relational research design was selected to determine a relationship between the independent variables and the dependent variable under this study. It involved measuring two variables and assessing the relationship between them, with no manipulation of an independent variable.  The population of the study is the entire aggregation of items or individuals from which samples can be drawn. The population selected for this study was entire employees from Sudurpaschim province of Nepal. Employees from various banks, education level, age groups and organizational positions were used as targeted population. These are people who are in a position to have gained knowledge and expertise on their respective jobs. The study includes 20 commercial banks within Sudurpaschim Province. A total number of observations consists of N=200 respondents for analyzing the relationship and impact of various factors affecting the employee’s job satisfaction. Convenience sampling has been used to select the sample respondent because of easy accessibility and proximity. This study is based on primary data. The primary sources of data are used for the qualitative research. The instrument for data collection was structured questionnaire method. The questionnaire was designed to collect various information Self-administered survey questionnaires were used as the main primary data gathering instrument to assess employees’ opinions regarding the relationship and impact of working conditions, workload, job security, salary, supervision, and promotions with employees’ job satisfaction in the commercial banks of Sudurpaschim Province. The questionnaire contained the respondent demographic details such as gender, age, academic qualifications, experience and organizational position and the Likert scale questions. The study used various tools such as statistical package for the social sciences SPSS and Microsoft Excel for analyzing the data. These tools help to use few statistical techniques such as Cronbach’s alpha, mean, standard deviation, Pearson’s correlation. Cronbach’s alpha was used to analyses the reliability and validity of the data. Different statistical tools such as mean, correlation and regression were used for the analysis.  In this study, standard deviation is calculated for the responses provided in Likert scale for all samples.

 Where, X= Value of responses of each dependent or independent variable

                X ̅= Mean value of responses of each dependent or independent variable

                N= Number of responses

In this study, correlation is calculated for the respond provided in Likert scale to find the degree of relation between independent and dependent variables for all sample.

 Where, n= Number of responses

                x= Value of independent variable

                y= Value of dependent variable

In this study, regression is calculated for the responses provided in Likert scale to find out direction of relationship between independent variables and dependent variable for all samples. The theoretical model for the relationship is formulated as equation below:

JS= β0 + β1WC+ β2 WL+ β3JS+ β4 SA+ β5 SU + β6 PR+ e

In the above regression model, the dependent variable is the job satisfaction. The impact of working conditions, workload, job security, salary, supervision, and promotion on job satisfaction is tested.

Where,

JoS= Job satisfaction,

WC= Working condition,

WL= Work load,

JS= Job security,

SA= salary,

SU= Supervision,

PR= Promotion,

β0 = Intercept of the dependent variable

e= error term and

β1, β2, β3, β4, β5 and β6 are the beta coefficients of the explanatory variables to be estimated.

 

4. RESULTS AND DISCUSSION

The table clearly explains respondents’ profile on the basis of banks of respondents. As evident from Table 01 there were 200 respondents for the study. Out of 200 respondents, 30 were from public banks, 50 were from joint venture banks and remaining 120 were private bank respondents. The results showed that majority of respondents were from private banks in the sample. Among all the respondents, the majority 60 percent of respondents accounted from private banks while the rest 25 and 15 accounted for joint venture and public banks respectively.

Table 01: Bank of the respondents

Name of Bank	Frequency	Percent	Cumulative Percent
Public banks	30	15	15
Joint venture banks	50	25	40
Private banks	120	60	100
Total	200	100

Figure 02: Bank of the respondents

4.1 Age of the respondents

The table shows respondents’ profile on the basis of strata of age group category. Out of the total respondents, 95 respondents are between 20 years and 30 years, 84 respondents are between 30 to 40 years and 21 respondents are above 40 years. Table 02 shows 47.50 percent belong to 20 and 30 years range age group. 42 percent belong to 30-40 age group and rest 10.50 percent were above 50 years.

Table 02: Age of the respondents

Age	Frequency	Percent	Cumulative Percent
20 to 30 years	95	47.5	47.5
30 to 40 years	84	42	89.5
Above 40 years	21	10.5	100
Total	200	100

Figure 03: Age of the respondents

4.2 Gender of respondents

The table clearly explains the profile of responders based on gender stratification. There are no equal participants in terms of gender, as seen in table 03. The study had a total of 200 participants. There were 104 males and 96 females among the 200 respondents. The results revealed that there were fewer females in the sample than males. Male respondents made up 52 percent of all respondents, while female respondents made up 48 percent.

Table 03: Gender of the respondents

Gender	Frequency	Percent	Cumulative Percent
Male	104	52	52
Female	96	48	100
Total	200	100

Figure 04: Gender of the respondents

4.3 Academic Qualification of respondents

The table depicts respondents’ profile on the basis of strata of academic qualification category. Out of 200 respondents, 93 respondents were from bachelor level, 85 respondents were from master level, 22 were from M phil level while no respondents from intermediate and Phd level. As shown in the table 04, the highest percent of participant in terms of education level were represented by bachelor level consisting 46.50 percent and master level with 42.50 percent.

Table 04: Academic Qualification of the respondents

Academic Qualification	Frequency	Percent	Cumulative Percent
Intermediate or Below	0	0	0
Bachelor’s Degree	93	46.5	46.5
Master’s Degree	85	42.5	89
M.Phil Degree	22	11	100
Phd	0	0	100
Total	200	100

Figure 05: Academic Qualification of the respondents

4.4 Organizational position of the respondents

Table 05 shows that out of the entire sample size of 200, 102 respondents were assistant, 65 officers and 33 managers. Majority of employees work on assistant level accounted for 51 percent and 32.50 percent employees were officers while 16.50 were managers. Most of the students after bachelors go for assistant level jobs in banks.

Table 05: Organizational position of the respondents

Organizational Position (Designation)	Frequency	Percent	Cumulative Percent
Assistant	102	51	51
Officer	65	32.5	83.5
Manager	33	16.5	100
Others	0	0	100
Total	200	100

Figure 06: Organizational position of the respondents

4.5 Experience of the respondents

The result regarding experience of the respondents in banking profession is presented in table 06. The table shows that out of 200 students 112 employees had less than 5 years of experience. 52 employees had experience of 5 to 10 years and only 36 employees had more than 10 years of experience. Majority of employees were less experienced with highest 56 percent.

Table 06: Experience of the respondents

Experience (in years)	Frequency	Percent	Cumulative Percent
Less than 5 years	112	56	56
5 to 10 years	52	26	82
More than 10 years	36	18	100
Total	200	100

Figure 07: Experience of the respondents

 

 4.6 Descriptive statistics for all samples

The descriptive status of the entire sample is shown in table 07. With a mean of 4.20, working condition was the independent variable with the highest mean value, followed by salary, supervisors, job security, job satisfaction, promotions, and workload. Salary and supervisors have the highest mid-value at 4.40, followed by promotions and working conditions at 4.20. Job security, contentment, and workload have mid-values of 4.00 and 3.20, respectively. Salary and supervisors have the highest median value at 4.40, followed by promotions and working conditions at 4.20. Salary has the highest standard deviation and variance at 0.74 and 0.55, followed by supervisors at 0.64 and 0.41.

Table 07: Descriptive statistics for all samples

Variables/Statistics	N	Mean	Median	Mode	Std. Deviation	Variance
Working condition	200	4.20	4.20	4.00	0.33	0.11
Workload	200	3.17	3.20	3.20	0.51	0.26
Job security	200	3.96	4.00	4.00	0.45	0.21
Salary	200	4.15	4.40	4.40	0.74	0.55
Supervisors	200	4.09	4.40	4.40	0.64	0.41
Promotions	200	3.71	4.20	4.20	1.05	1.10
Job Satisfaction	200	3.86	4.00	4.20	0.48	0.23

4.7 ANOVA-test for equality of means across banks

Table shows significant working conditions differences between banks (p-value 0.003). p-value < 0.05 (0.001) indicates significant bank workload differences. The remaining variables—job security, compensation, supervisors, promotions, and work satisfaction—show significant differences between banks with p-values = 0.001. The above results are confirmed by a multiple comparison LSD table. Table 08 shows multiple moderating variable mean comparisons.  Public, private, and joint-venture banks have similar working conditions (P values of 0.053 and 0.153). Public and private banks operate differently (p-value 0.001, 0.05). Public, joint-venture, private, and joint venture banks have significantly different workloads (p values of 0.029 and 0.001). An above-0.05 p-value of 0.304 indicates that private and public banks have similar workloads. As p values exceed 0.05, 0.314, and 0.058, public, joint venture, and private banks have similar job security.  Joint venture and private banks have different job security (p-value = 0.001). Pay disparities are significant because private and joint venture, public, and private banks have p values of 0.001. Public and joint-venture banks have similar salaries because the p-value is 0.973, above 0.05. A p-value of 0.969 indicates that public and joint-venture banks have similar supervisors. Significant variances exist between private and joint venture, public, and private banks with p values of 0.001. Public and joint-venture banks have similar promotions because the p-value is 0.607. Promotions differ significantly for private, joint venture, public, and private banks due to p values of 0.001. P-values of 0.035 and 0.001 showed significant job satisfaction differences between public and joint-venture banks. Private and state banks have similar job satisfaction (P-value 0.128, > 0.05).

Table 08: ANOVA-test for equality of means across banks

Variables		Sum of Squares	df	Mean Square	F	Sig.
Working condition	Between Groups	1.239	2	0.619	5.935	0.003
	Within Groups	20.559	197	0.104
	Total	21.798	199
Workload	Between Groups	4.39	2	2.195	9.087	0.001
	Within Groups	47.585	197	0.242
	Total	51.974	199
Job security	Between Groups	2.867	2	1.434	7.396	0.001
	Within Groups	38.186	197	0.194
	Total	41.053	199
Salary	Between Groups	19.052	2	9.526	20.98	0.001
	Within Groups	89.447	197	0.454
	Total	108.499	199
Supervisors	Between Groups	11.683	2	5.841	16.33	0.001
	Within Groups	70.47	197	0.358
	Total	82.153	199
Promotions	Between Groups	30.272	2	15.136	15.887	0.001
	Within Groups	187.694	197	0.953
	Total	217.966	199
Job Satisfaction	Between Groups	4.715	2	2.358	11.41	0.001
	Within Groups	40.706	197	0.207
	Total	45.421	199

Table 09: Multiple comparisons LSD for all variables

Variables	(I) Name of Bank	(J) Name of Bank	Mean Difference (I-J)	Sig.
Working condition	Public banks	Joint venture banks	0.14533	0.053
		Private banks	.22333*	0.001
	Joint venture banks	Public banks	-0.14533	0.053
		Private banks	0.078	0.153
	Private banks	Public banks	-.22333*	0.001
		Joint venture banks	-0.078	0.153
Workload	Public banks	Joint venture banks	.24933*	0.029
		Private banks	-0.10333	0.304
	Joint venture banks	Public banks	-.24933*	0.029
		Private banks	-.35267*	0.001
	Private banks	Public banks	0.10333	0.304
		Joint venture banks	.35267*	0.001
Job security	Public banks	Joint venture banks	-0.10267	0.314
		Private banks	0.17167	0.058
	Joint venture banks	Public banks	0.10267	0.314
		Private banks	.27433*	0.001
	Private banks	Public banks	-0.17167	0.058
		Joint venture banks	-.27433*	0.001
Salary	Public banks	Joint venture banks	-0.00533	0.973
		Private banks	.62667*	0.001
	Joint venture banks	Public banks	0.00533	0.973
		Private banks	.63200*	0.001
	Private banks	Public banks	-.62667*	0.001
		Joint venture banks	-.63200*	0.001
Supervisors	Public banks	Joint venture banks	0.00533	0.969
		Private banks	.49667*	0.001
	Joint venture banks	Public banks	-0.00533	0.969
		Private banks	.49133*	0.001
	Private banks	Public banks	-.49667*	0.001
		Joint venture banks	-.49133*	0.001
Promotions	Public banks	Joint venture banks	0.116	0.607
		Private banks	.86333*	0.001
	Joint venture banks	Public banks	-0.116	0.607
		Private banks	.74733*	0.001
	Private banks	Public banks	-.86333*	0.001
		Joint venture banks	-.74733*	0.001
Job Satisfaction	Public banks	Joint venture banks	-.22267*	0.035
		Private banks	0.14167	0.128
	Joint venture banks	Public banks	.22267*	0.035
		Private banks	.36433*	0.001
	Private banks	Public banks	-0.14167	0.128
		Joint venture banks	-.36433*	0.001
* The mean difference is significant at the 0.05 level.

4.8 Correlation analysis

As indicated in the table, job satisfaction and working conditions are positively and significantly correlated at a 99 percent confidence level with a correlation coefficient of 0.478 for all samples. The correlation coefficient of 0.364 between job happiness and workload is negative and significant at a 99 percent confidence level, lowering employee job satisfaction. Job security positively affects employees’ job satisfaction at a 99 percent confidence level, as shown by the correlation value of 0.463. At a 99 percent confidence level, compensation positively affects work satisfaction with a correlation coefficient of 0.475. Supervisors positively affect work satisfaction at a 99 percent confidence level with a correlation coefficient of 0.608. Promotions improve employee work satisfaction, as shown by a positive and significant association at a 99 percent confidence level with a correlation coefficient of 0.547. The correlation analysis found that working circumstances, job security, compensation, supervisors, and promotions positively and significantly affect employee job satisfaction, except for workload.

Table 10: Relationship between variables for all samples

Variables		Working condition	Workload	Job security	Salary	Supervision	Promotions	Job Satisfaction
Working condition	Pearson Correlation	1
	Sig. (2-tailed)
Workload	Pearson Correlation	-.256**	1
	Sig. (2-tailed)	(0.001)
Job security	Pearson Correlation	0.128	-.212**	1
	Sig. (2-tailed)	(0.071)	(0.003)
Salary	Pearson Correlation	.478**	-.714**	.224**	1
	Sig. (2-tailed)	(0.001)	(0.001)	(0.001)
Supervision	Pearson Correlation	.497**	-.626**	.350**	.861**	1
	Sig. (2-tailed)	(0.001)	(0.001)	(0.001)	(0.001)
Promotions	Pearson Correlation	.406**	-.768**	.221**	.897**	.805**	1
	Sig. (2-tailed)	(0.001)	(0.001)	(0.002)	(0.001)	(0.001)
Job Satisfaction	Pearson Correlation	.478**	-.364**	.463**	.475**	.608**	.547**	1
	Sig. (2-tailed)	(0.001)	(0.001)	(0.001)	(0.001)	(0.001)	(0.001)
** Correlation is significant at the 0.01 level (2-tailed).

4.9 Regression analysis

As shown in table 11, job satisfaction is considered a dependent variable, whereas working conditions, workload, job security, salary, supervisors, and promotions are used as independent variables. After incorporating all of the variables under consideration, the influence of working conditions is proved to be positive and significant at a 99 percent confidence level. The working condition coefficient of 0.399 indicates that better working circumstances lead to higher job satisfaction. The effect of workload is shown to be positive but insignificant, with a coefficient of 0.097. The influence of job security on job satisfaction is shown to be positive and significant at the 99 percent confidence level, with a coefficient of 0.307, indicating that an increase in job security leads to increased satisfaction among banking personnel. Job satisfaction is negatively influenced by salary. Both superiors and promotions have a beneficial impact on job satisfaction, which is statistically significant at a 99 percent confidence level. The majority of employees stated that their working conditions have a significant impact on their job satisfaction. The findings reveal that working conditions do have a considerable impact on job satisfaction. R2 is 54.30 percent, indicating that job satisfaction varies by 54.30 percent depending on working conditions, workload, job security, salary, supervisors, and promotions.

Table 11: Impact of variables for all samples

Coefficientsa	Unstandardized Coefficients		Standardized Coefficients	t	Sig.	F	Sig.	Adjusted R2
	B	Std. Error	Beta
(Constant)	-0.147	0.467		-0.315	0.753	40.438	.0001	0.543
Working condition	0.399**	0.081	0.276	4.917	0.001
Workload	0.097	0.071	0.103	1.361	0.175
Job security	0.307**	0.055	0.291	5.603	0.001
Salary	-0.372**	0.085	-0.575	-4.388	0.001
Supervisors	0.32**	0.076	0.43	4.192	0.001
Promotions	0.283**	0.055	0.619	5.14	0.001
a Dependent Variable: Job Satisfaction
** Regression is significant at the 0.01 level (2-tailed).

4.10 Discussion

This study explains the many factors affecting job satisfaction. This study examines the relationship and impact between working conditions, workload, job security, salary, supervision, and promotions and employee job satisfaction, as well as the differences between the independent and dependent variables across sudurpaschim banks. Descriptive, correlational, and causal research designs are used to assess employee job satisfaction. To draw conclusions, primary data was collected and processed systematically. Structured questionnaire data was analysed using mean, median, mode, standard deviation, variance, ANOVA, correlation, and regression.  The study used empirical studies to identify factors affecting employee job satisfaction, including working conditions, workload, job security, salary, supervision, and promotions for banking employees. It was confirmed that banks moderate. Bank type moderated all independent variable-dependent variable relationships.  Data analysis shows that working conditions positively and statistically significantly affect job satisfaction in Sudurpaschim Province commercial banks. A study [40] found a positive relationship between working environment and job satisfaction. The results support a positive relationship between working environment, job satisfaction, and career growth, which boosts employee retention, productivity, and economic growth. Workload negatively impacts job satisfaction [41]. A study [42] found that staff job satisfaction and workload directly affect customers. Establishments should foster positive employee attitudes towards their jobs. Increased job security improves job satisfaction among banking employees. Job security boosts job satisfaction significantly. Job security satisfaction improves performance [43]. Job security directly affected staff behaviour and performance that job security is the biggest factor in job satisfaction for commercial bank employees in Nepal [44]. Salary boosts job satisfaction. Salary and wages are one of Nepalese workers’ most dissatisfying and demotivating factors. Supervision greatly affects job satisfaction .If supervisors constantly supervise and guide workers, they’ll do their jobs. Communication satisfaction with supervisor and supervisor receptivity to information predicted job satisfaction [45]. A strong correlation between supervisor communicator competence and employee communication satisfaction, positive and significant promotions with job satisfaction show that all factors improve job performance [46].

5. CONCLUSION

The concept of job satisfaction is a crucial area of interest to employees and management. Studies have identified various components of employee contentment with their job, namely working condition, pay, supervisor, co-workers, promotion, and work. Thus, the importance of each dimension of job satisfaction positively affects employees” performance and productivity levels. Employee job satisfaction deploys an essential effect on customer satisfaction because satisfied employees tend to be more productive, provide improved services to the customers, and eventually increase business profitability. The finding revealed that employees who are fully satisfied deliver better services. Similarly, the service profit chain makes a relationship between profitability, development and growth. Other studies show that there is a significant relationship between employee work satisfaction and customer service quality. To evaluate the differences, explore the relationship, and examine the impact of the independent variables: working conditions, job security, salary, workload, supervision and promotions, and dependent variable: employees’ job satisfaction in commercial banks of Sudurpaschim Province, Nepal, the descriptive, correlational, and causal research design have been applied, and the primary data is used for the analysis. The information has been collected through the structured questionnaire that was personally administered to 20 commercial banks, joint ventures, private and public banks. The study was conducted on 200 employees, which constituted the sample size. In this study, data was evaluated using mean, median, mode, standard deviation, variance, and ANOVA-test, correlation and regression analysis.  The data analysis shows the relationship between employees’ job satisfaction and its determinants. We have concluded that working conditions, job security, salary, supervision, and promotions have a positive and significant relationship with employees’ job satisfaction. In contrast, the workload has a negative as the well meaningful relationship with employees’ job satisfaction. From the test results of a linear regression model, it can be seen that the overall model is fit. Factors based on a significant scale in a sequence level working conditions (0.399), salary (0.372), supervision (0.320), job security (0.307), promotions (0.283), and workload (0.097) show that working conditions are the highest influencing factors towards job satisfaction in commercial banks in Sudurpaschim province. The study concludes that working conditions, job security, salary, supervision, and promotions have a positive and significant relationship with employees’ job satisfaction. The study also shows that workload has a negative association with job satisfaction. The study concludes that working conditions to be the most dominant factors that influence the level of job satisfaction in the context of Nepalese commercial banks in Sudurpaschim Province.

6. RECOMMENDATIONS

By assessing the level of job satisfaction among bank employees, this study contributes to the literature. Following are the major recommendations derived from the study:

• Working conditions have been the most significant priority for employees to become satisfied, as evidenced by employee job satisfaction. As a result, management must provide enough facilities and a conducive working atmosphere to assist employees in better performing their responsibilities and comprehending the company’s need for such fundamental restructuring.
• Similarly, job security is an important aspect of employee satisfaction. As a response, there should be security strategies for employees to feel assured about their future. This will help to clear any worries and lower the number of employees who intend to leave.
• Similarly, organizations must pay employees appropriately for the degree of work they undertake. The majority of employees are dissatisfied with their present pay scale. To keep people engaged and satisfied with their jobs, timely payment, a good pay raise plan, bonuses, and incentives must be implemented.
• Top management must understand and comprehend the activities of people at the bottom level if communication between supervisors and employees is to be productive. Employees will feel more attached and content if they are given proper instruction, receive appropriate training, and attend an orientation session.
• In addition, management must efficiently distribute workloads and tasks among employees, effectively manage time and breaks, and allocate appropriate time for each activity so that employees do not feel pressured and give their utmost productivity and output. This will encourage employees to view work as excitement rather than a burden.
• Similarly, the study found a positive and significant association between promotions and job satisfaction among employees. The current research suggests that management implement effective promotion tactics and performance appraisal systems to promote and maintain high job satisfaction among employees.
• Management must implement sound and effective strategies such as better working conditions, job security plans, effective salary scales, establishing good communication lines between supervisors and employees and promoting qualified employees and solid organizational culture to increase employee retention.

7. SCOPE FOR THE FUTURE RESEARCH

The study can be considered a first step in understanding organizational culture and its impact on job satisfaction. Future scholars will benefit from the findings, which are listed below:

• Only responders from commercial banks are included in this study. The study does not take into account development banks, finance firms, or insurance companies. As a result, future research can consist of development banks, finance firms, and insurance organizations.
• Although the study employs a causal-comparative methodology, more research may be done to compare the performance of commercial banks and development banks using alternative methods.
• Because this study relies solely on the banking industry, the conclusions cannot be applied to insurance firms, manufacturing companies, or trading companies. As a result, future research can include insurance businesses, manufacturing companies, and trading companies.
• The study only made use of a few statistical and financial methods. As a result, future research will be able to use more statistical and performance measurement methods.
• Although the study’s scope is limited, it may be expanded to include individuals from all of Nepal in the near future. Employees from diverse districts might be studied, and other key IT aspects should be recognized.
• Future research can use a bigger sample size to make more accurate predictions about the impact of information technology on Nepalese commercial bank performance.

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