JOB SATISFACTION

AN OVERVIEW
 JOB SATISFACTION

INTRODUCTION

Job satisfaction is not the same as motivation. It is more if an attitude,

an internal state of the person concerned. It could, for example, be associated with a personal

feeling of achievement.

Job satisfaction is an individual’s emotional reaction to the job itself. It is

his attitude towards his job.

Definitions:

“Job satisfaction does not seem to reduce absence, turnover and perhaps accident rates”.

-Robert L. Kahn

“Job satisfaction is a general attitude towards one’s job: the difference between the amount of

reward workers receive and the amount they believe they should receive.”

-P. Robbins

Job satisfaction defines as “The amount of over all positive affect (or feeling) that

individuals have toward their jobs.”

-Hugh J. Arnold and Daniel C. Feldman

“Job satisfaction is the amount of pleasure or contentment associated with a job. If you like

your job intensely, you will experience high job satisfaction. If you dislike your job intensely,

you will experience job dissatisfaction.”

By Andrew J DuBrins,

The practice of supervision, New Delhi

Job satisfaction is one part of life satisfaction. The environment influences the job. Similarly,

since a job is important part of life, job satisfaction influences one’s general life satisfaction.

Manager may need to monitor not only the job and immediate work environment but also

their employees attitudes towards other part of life.

JOB FAMILY

POLITICS LIFE LEISURE

RELATED ELEMENT OF LIFE SATISFACTION

Human life has become very complex and completed in now-a-days. In modern society the

needs and requirements of the people are ever increasing and ever changing. When the people

are ever increasing and ever changing, when the peoples needs are not fulfilled they become
dissatisfied. Dissatisfied people are likely to contribute very little for any purpose. Job

satisfaction of industrial workers us very important for the industry to function successfully.

Apart from managerial and technical aspects, employers can be considered as backbone of

any industrial development. To utilize their contribution they should be provided with good

working conditions to boost their job satisfaction. Any business can achieve success and

peace only when the problem of satisfaction and dissatisfaction of workers are felt

understood and solved, problem of efficiency absenteeism labour turnover require a social

skill of understanding human problems and dealing with them scientific investigation serves

the purpose to solve the human problems in the industry.

a) Pay.

b) The work itself.

c) Promotion

d) The work group.

e) Working condition.

f) Supervision.

PAY

Wages do play a significant role in determining of satisfaction. Pay is instrumental in

fulfilling so many needs. Money facilities the obtaining of food, shelter, and clothing and

provides the means to enjoy valued leisure interest outside of work. More over, pay can serve

as symbol of achievement and a source of recognition. Employees often see pay as a

reflection of organization. Fringe benefits have not been found to have strong influence on

job satisfaction as direct wages.

THE WORK ITSELF

Along with pay, the content of the work itself plays a very major role in determining how

satisfied employees are with their jobs. By and large, workers want jobs that are challenging;

they do want to be doing mindless jobs day after day. The two most important aspect of the

work itself that influence job satisfaction are variety and control over work methods and work

place. In general, job with a moderate amount of variety produce the most job satisfaction.

Jobs with too little variety cause workers to feel bored and fatigue. Jobs with too much

variety and stimulation cause workers to feel psychologically stressed and ‘burnout’.

PROMOTION

Promotional opportunities have a moderate impact on job satisfaction. A promotion to a

higher level in an organization typically involves positive changes I supervision, job content

and pay. Jobs that are at the higher level of an organization usually provide workers with

more freedom, more challenging work assignments and high salary.

SUPERVISION

Two dimensions of supervisor style:

1. Employee centered or consideration supervisors who establish a supportive personal

relationship with subordinates and take a personal interest in them.

2. The other dimension of supervisory style influence participation in decision making,

employee who participates in decision that affect their job, display a much higher level of

satisfaction with supervisor an the overall work situation.

WORK GROUP
Having friendly and co-operative co-workers is a modest source of job satisfaction to

individual employees. The working groups also serve as a social support system of

employees. People often used their co-workers as sounding board for their problem of as a

source of comfort.

WORK CONDITION

The employees desire good working condition because they lead to greater physical comfort.

The working conditions are important to employees because they can influence life outside of

work. If people are require to work long hours and / or overtime, they will have very little felt

for their families, friends and recreation outside work.

Determinants of job satisfaction:

While analyzing the various determinants of job satisfaction, we have to keep in mind that:

all individuals do no derive the same degree of satisfaction though they perform the same job

in the same job environment and at the same time. Therefore, it appears that besides the

nature of job and job environment, there are individual variables which affect job satisfaction.

Thus, all those factors which provide a fit among individual variables, nature of job, and

situational variables determine the degree of job satisfaction. Let us see what these factors

are.

Individual factors:
Individuals have certain expectations from their jobs. If their expectations are met from the

jobs, they feel satisfied. These expectations are based on an individual’s level of education,

age and other factors.

Level of education:

Level of education of an individual is a factor which determines the degree of job

satisfaction. For example, several studies have found negative correlation between the level

of education, particularly higher level of education, and job satisfaction. The possible reason

for this phenomenon may be that highly educated persons have very high expectations from

their jobs which remain unsatisfied. In their case, Peter’s principle which suggests that every

individual tries to reach his level of incompetence, applies more quickly.

Age:

Individuals experience different degree of job satisfaction at different stages of their life. Job

satisfaction is high at the initial stage, gets gradually reduced, starts rising upto certain stage,

and finally dips to a low degree. The possible reasons for this phenomenon are like this.

When individuals join an organization, they may have some unrealistic assumptions about

what they are going to drive from their work. These assumptions make them more satisfied.

However, when these assumptions fall short of reality, job satisfaction goes down. It starts

rising again as the people start to assess the jobs in right perspective and correct their

assumptions. At the last, particularly at the fag end of the career, job satisfaction goes down

because of fear of retirement and future outcome.

Other factors:
Besides the above two factors, there are other individual factors which affect job satisfaction.

If an individual does not have favourable social and family life, he may not feel happy at the

workplace. Similarly, other personal problems associated with him may affect his level of job

satisfaction. Personal problems associated with him may affect his level of job satisfaction.

Nature of job:

Nature of job determines job satisfaction which is in the form of occupation level and job

content.

Occupation level:

Higher level jobs provide more satisfaction as compared to lower levels. This happens

because high level jobs carry prestige and status in the society which itself becomes source of

satisfaction for the job holders.

For example, professionals derive more satisfaction as compared to salaried people: factory

workers are least satisfied.

Job content:

Job content refers to the intrinsic value of the job which depends on the requirement of skills

for performing it, and the degree of responsibility and growth it offers. A higher content of

these factors provides higher satisfaction. For example, a routine and repetitive lesser

satisfaction; the degree of satisfaction progressively increases in job rotation, job

enlargement, and job enrichment.

Situational variables:
 Situational variables related to job satisfaction lie in organizational context – formal and

informal. Formal organization emerges out of the interaction of individuals in the

organization. Some of the important factors which affect job important factors which affect

job satisfaction are given below:

1. Working conditions:

Working conditions, particularly physical work environment, like conditions of workplace

and associated facilities for performing the job determine job satisfaction. These work in two

ways. First, these provide means job performance. Second, provision of these conditions

affects the individual’s perception about the organization. If these factors are favourable,

individuals experience higher level of job satisfaction.

2. Supervision:

The type of supervision affects job satisfaction as in each type of supervision; the degree of

importance attached to individuals varies. In employee-oriented supervision, there is more

concern for people which is perceived favourably by them and provides them more

satisfaction. In job oriented supervision, there is more emphasis on the performance of the job

and people become secondary. This situation decreases job satisfaction

3. Equitable rewards:

The type of linkage that is provided between job performance and rewards determines the

degree of job satisfaction. If the reward is perceived to be based on the job performance and

equitable, it offers higher satisfaction. If the reward is perceived to be based on

considerations other than the job performance, it affects job satisfaction adversely.

4. Opportunity:
It is true that individuals seek satisfaction in their jobs in the context of job nature and work

environment by they also attach importance to opportunities for promotion that these job

offer. If the present job offers opportunity of promotion is lacking, it reduces satisfaction.

1. Work group: Individuals work in group either created formally of they develop on

their own to seek emotional satisfaction at the workplace. To the extent such groups

are cohesive; the degree of satisfaction is high. If the group is not cohesive, job

satisfaction is low. In a cohesive group, people derive satisfaction out of their

interpersonal interaction and workplace becomes satisfying leading to job satisfaction.

Effect of Job Satisfaction

Job satisfaction has a variety of effects. These effects may be seen in the context of an

individual’s physical and mental health, productivity, absenteeism, and turnover.

Physical and Mental Health:

The degree of job satisfaction affects an individual’s physical and mental

health. Since job satisfaction is a type of mental feeling, its favourableness or

unfavourablesness affects the individual psychologically which ultimately affects his physical

health.

For example, Lawler has pointed out that drug abuse, alcoholism and mental and physical

health result from psychologically harmful jobs. Further, since a job is an important part of

life, job satisfaction influences general life satisfaction. The result is that there is spillover

effect which occurs in both directions between job and life satisfaction.
Productivity:

There are two views about the relationship between job satisfaction and productivity:

1. A happy worker is a productive worker,

2. A happy worker is not necessarily a productive worker.

The first view establishes a direct cause-effect relationship between job satisfaction and

productivity; when job satisfaction increases, productivity increases; when satisfaction

decreases, productivity decreases. The basic logic behind this is that a happy worker will put

more efforts for job performance. However, this may not be true in all cases.

For example, a worker having low expectations from his jobs may feel satisfied but he may

not put his efforts more vigorously because of his low expectations from the job. Therefore,

this view does not explain fully the complex relationship between job satisfaction and

productivity.

The another view: That is a satisfied worker is not necessarily a productive worker explains

the relationship between job satisfaction and productivity. Various research studies also

support this view.

This relationship may be explained in terms of the operation of two factors: effect of job

performance on satisfaction and organizational expectations from individuals for job

performance. 1. Job performance leads to job satisfaction and not the other way round. The
basic factor for this phenomenon is the rewards (a source of satisfaction) attached with

performance. There are two types of rewardsintrinsic and extrinsic. The intrinsic reward

stems from the job itself which may be in the form of growth potential, challenging job, etc.

The satisfaction on such a type of reward may help to increase productivity. The extrinsic

reward is subject to control by management such as salary, bonus, etc. Any increase in these

factors does not hep to increase productivity though these factors increase job satisfaction.

1. A happy worker does not necessarily contribute to higher productivity because he

has to operate under certain technological constraints and, therefore, he cannot go

beyond certain output. Further, this constraint affects the management’s expectations

from the individual in the form of lower output. Thus, the work situation is pegged to

minimally acceptable level of performance. However, it does not mean that the job

satisfaction has no impact o productivity. A satisfied worker may not necessarily

lead to increased productivity but a dissatisfied worker leads to lower productivity.

Absenteeism: Extrinsic
reward
Absenteeism refers to the frequency of absence of job holder from the workplace

either unexcused absence due to some avoidable reasons or long absence due to some

unavoidable reasons. It is the former type of absence which is a matter of concern. This

absence is due to lack of satisfaction from the job which produces a ‘lack of will to work’ and

alienate a worker form work as for as possible. Thus, job satisfaction is related to

absenteeism.
 HIGH

TURNOVER

JOB ABSENCES

SATISFACTION

LOW

LOW HIGH

TURNOVER AND ABSENCES

RELATIONSHIP OF JOB SATISFACTION, EMPLOYEE TURNOVER AND ABSENCES

Employee turnover:

Turnover of employees is the rate at which employees leave the organization within a given

period of time. When an individual feels dissatisfaction in the organization, he tries to

overcome this through the various ways of defense mechanism. If he is not able to do so, he

opts to leave the organization. Thus, in general case, employee turnover is related to job

satisfaction. However, job satisfaction is not the only cause of employee turnover, the other

cause being better opportunity elsewhere.

For example, in the present context, the rate of turnover of computer software professionals is

very high in India. However, these professionals leave their organizations not simply because

they are not satisfied but because of the opportunities offered from other sources particularly

from foreign companies located abroad.

 DIMENSIONS OF JOB SATIFACTION

Job satisfaction is a complex concept and difficult to measure objectively. The level of job

satisfaction is affected by a wide range of variables relating to individual, social, cultural,

organizational factors as stated below:-

DIMENSIONS

INDIVIDUAL SOCIAL ORGANIZATIONAL ENVIRONMENTAL CULTURAL

FACTORS FACTOR FACTOR FACTOR

 Individual:- Personality, education, intelligence and abilities, age, marital status,

orientation to work.

 Social factors:-Relationship with co-workers, group working and norms,

opportunities for interaction, informal relations etc.

 Organizational factors:- Nature and size, formal structure, personnel policies

and procedures, industrial relation, nature of work, technology and work organization,

supervision and styles of leadership, management systems, working conditions.

 Environmental factors:-Economic, social, technical and governmental

influences.

 Cultural factors:-Attitudes, beliefs and values.

 These factors affect job satisfaction of certain individuals in a given set of circumstances

but not necessarily in others. Some workers may be satisfied with certain aspects of their

work and dissatisfied with other aspects .Thus, overall degree of job satisfaction may differ

from person to person.

IMPORTANCE TO STUDY JOB SATISFACTION

The importance to the study of job satisfaction level is very important for executives. Job

satisfaction study importance can be understood by the answer of the following question

1) Is there room for improvement?

2) Who is relatively more dissatisfied?

3) What contributes to the employee satisfaction?

4) What are the effects of negative employee attitudes?

Benefits of job satisfaction study

Job satisfaction surveys can produce

positive, neutral or negative results. If planned properly and administered, they will usually

produce a number of important benefits, such as-

1. It gives management an indication of general levels of satisfaction in a company.

Surveys also indicate specific areas of satisfaction or dissatisfaction as compared to

employee services and particular group of employee.

2. It leads to valuable communication brought by a job satisfaction survey.

Communication flow in all direction as people plan the survey, take it and discuss the

result. Upward communication is especially fruitful when employee are encouraged to

comment about what is on their minds instead of merely answering questions about

topics important to management.

 3. as a survey is safety value, an emotional release. A chance to things gets off. The

survey is an intangible expression of management’s interest in employee welfare,

which gives employees a reason to feel better towards management.

4. Job satisfaction surveys are a useful way to determine certain training needs.

5. Job satisfaction surveys are useful for identifying problem that may arise, comparing

the response to several alternatives and encouraging manager to modify their original

plans. Follow up surveys allows management to evaluate the actual response to a

change and study its success or failure.

Workers' Roles in Job Satisfaction

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her own

satisfaction and well-being on the job. The following suggestions can help a worker find personal job

satisfaction:

 Seek opportunities to demonstrate skills and talents. This often leads to more challenging

work and greater responsibilities, with attendant increases in pay and other recognition.

 Develop excellent communication skills. Employers value and reward excellent reading,

listening, writing, and speaking skills.

 Know more. Acquire new job-related knowledge that helps you to perform tasks more

efficiently and effectively. This will relieve boredom and often gets one noticed.

 Demonstrate creativity and initiative. Qualities like these are valued by most

organizations and often result in recognition as well as in increased responsibilities and rewards.

 Develop teamwork and people skills. A large part of job success is the ability to work

well with others to get the job done.

 Accept the diversity in people. Accept people with their differences and their

imperfections and learn how to give and receive criticism constructively.

THEORIES OF JOB SATISFACTION

Affect Theory

Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job

satisfaction model. The main premise of this theory is that satisfaction is determined by a

discrepancy between what one wants in a job and what one has in a job. Further, the theory

states that how much one values a given facet of work (e.g. the degree of autonomy in a

position) moderates how satisfied/dissatisfied one becomes when expectations are/aren’t met.

When a person values a particular facet of a job, his satisfaction is more greatly impacted

both positively (when expectations are met) and negatively (when expectations are not met),

compared to one who doesn’t value that facet. To illustrate, if Employee A values autonomy

in the workplace and Employee B is indifferent about autonomy, then Employee A would be

more satisfied in a position that offers a high degree of autonomy and less satisfied in a

position with little or no autonomy compared to Employee B. This theory also states that too

much of a particular facet will produce stronger feelings of dissatisfaction the more a worker

values that facet.

Dispositional Theory

Another well-known job satisfaction theory is the Dispositional Theory]. It is a very general

theory that suggests that people have innate dispositions that cause them to have tendencies

toward a certain level of satisfaction, regardless of one’s job. This approach became a notable

explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over
time and across careers and jobs. Research also indicates that identical twins have similar

levels of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was the Core Self-

evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four

Core Self-evaluations that determine one’s disposition towards job satisfaction: self-esteem,

general self-efficacy, locus of control, and neuroticism. This model states that higher levels of

self-esteem (the value one places on his/her self) and general self-efficacy (the belief in one’s

own competence) lead to higher work satisfaction. Having an internallocus of control

(believing one has control over her\his own life, as opposed to outside forces having control)

leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job

satisfaction[].

Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzberg’s Two factor theory (also known as Motivator Hygiene Theory) attempts

to explain satisfaction and motivation in the workplace This theory states that satisfaction and

dissatisfaction are driven by different factors – motivation and hygiene factors, respectively.

An employee’s motivation to work is continually related to job satisfaction of a subordinate.

Motivation can be seen as an inner force that drives individuals to attain personal and

organization goals (Hoskinson, Porter, & Wrench, p.133). Motivating factors are those

aspects of the job that make people want to perform, and provide people with satisfaction, for

example achievement in work, recognition, promotion opportunities. These motivating

factors are considered to be intrinsic to the job, or the work carried out. Hygiene factors

include aspects of the working environment such as pay, company policies, supervisory

practices, and other working conditions

While Hertzberg's model has stimulated much research, researchers have been unable to

reliably empirically prove the model, with Hack man & Oldham suggesting that Hertzberg's

original formulation of the model may have been a methodological artifact. Furthermore, the

theory does not consider individual differences, conversely predicting all employees will

react in an identical manner to changes in motivating/hygiene factors. ] Finally, the model has

been criticized in that it does not specify how motivating/hygiene factors are to be measured.

According to Herzberg following factors acts as motivators:

• Achievement,

• Recognition,

• Advancement,

• Work itself,

• Possibility of growth, &

• Responsibility.

Hygiene factors are :

• Company policy & administration,

• Technical supervision,

• Inter-personal relations with supervisors, peers & Subordinates,

 • Salary.

• Job security,

• Personal life,

• Working Conditions, &

• Status.

Need Fulfillment Theory :

Under the need-fulfillment theory it is believed that a person is satisfied if he gets what he

wants & the more he wants something or the more important it is to him, the more satisfied

he is when he gets it & the more dissatisfied he is when he does not get it. Needs may be need

for personal achievement, social achievement & for influence.

a) Need for personal achievement :

Desires for personal career development, improvement in one's own life standards, better

education & prospects for children & desire for improving one's own work performance.

b) Need for social achievement :

A drive for some kind of collective success is relation to some standards of excellence. It is

indexed in terms of desires to increase overall productivity, increased national prosperity,

better life community & safety for everyone.

c) Need for influence :

A desire to influence other people & surroundings environment. In the works situation, it

means to have power status & being important as reflected in initiative taking and

participation in decision making.

In summary, this theory tell us that job satisfaction is a function of, or is positively related to

the degree to which one's personal & social needs are fulfilled in the job situation.

Social References - Group Theory :

It takes into account the point of view & opinions of the group to whom the individual looks

for the guidance. Such groups are defined as the 'reference-group' for the individual in that

they define the way in which he should look at the world and evaluate various phenomena in

the environment (including himself). It would be predicted, according to this theory that if a

job meets the interest, desires and requirements of a person's reference group, he will like it

& if it does not, he will not like it.

A good example of this theory has been given by C.L. Hulin. He measures the effects of

community characteristics on job satisfaction of female clerical workers employed in 300

different catalogue order offices. He found that with job conditions held constant job

satisfaction was less among persons living in a well-to-do neighborhood than among those

whose neighborhood was poor. Hulin, thus provides strong evidence that such frames of
reference for evaluation may be provided by one's social groups and general social

environment.

OBJECTIVES OF STUDY

The following are the objectives of the present study.

 To determine the level of satisfaction of the respondents regarding their job.

 To study and understand the job satisfaction among the employees of State Bank of

India.

 To study the various factors which influencing job satisfaction.

 To study the relationship between the personal factors of the employee (Income,

Designation, Educational qualification,Gender, etc.,)

LIMITATIONS OF THE STUDY

 Data collected is based on questionnaire.
 The research exercise was conducted within a limited duration.So a detailed study could
not be made.
 The number of employees in State Bank of India is more, so sample size is limited by
100.
 The information collected by the observation method is very limited.
 The result would be varying according to the individuals as well as time.
 Some respondents hesitated to give the actual situation; they feared that management
would take any action against them
 The findings and conclusions are based on knowledge and experience of the
respondents sometime may subject to bias.
 Company profile
State Bank of India (Hindi: भारतीय स्टे ट बैंक) (SBI) (NSE: SBIN, BSE: 500112, LSE: SBID) is the

largest state-owned banking and financial services company in India. The bank traces its ancestry

to British India, through the Imperial Bank of India, to the founding in 1806 of the Bank of Calcutta,
making it the oldest commercial bank in the Indian Subcontinent. Bank of Madras merged into the
other two presidency banks, Bank of Calcutta and Bank of Bombay to form Imperial Bank of India,
which in turn became State Bank of India. The government of India nationalized the Imperial Bank of
India in 1955, with the Reserve Bank of India taking a 60% stake, and renamed it the State Bank of
India. In 2008, the government took over the stake held by the Reserve Bank of India.

SBI provides a range of banking products through its vast network of branches in India and overseas,
including products aimed at non-resident Indians(NRIs). The State Bank Group, with over 16,000
branches, has the largest banking branch network in India.Its also considered as the best bank even
abroad ,having around 130 branches overseas [including 1 ADB]and one of the largest financial
institution in the world . With an asset base of $352 billion and $285 billion in deposits, it is a regional
banking behemoth. It has a market share among Indian commercial banks of about 20% in deposits
and advances, and SBI accounts for almost one-fifth of the nation's loans.

The State Bank of India is the 29th most reputed company in the world according to Forbes. Also SBI
is the only bank to get featured in the coveted "top 10 brands of India" list in an annual survey
conducted by Brand Finance and The Economic Times in 2010.

The State Bank of India is the largest of the Big Four Banks of India, along with ICICI Bank, Punjab
National Bank and Canara Bank — its main competitors.[5] and" GUINNESS BOOK OF WORLD
RECORD " that 56 million transactions happening per day all over the world is definitely an
achievement
History

State Bank of India Mumbai Main Branch

The roots of the State Bank of India rest in the first decade of 19th century, when the Bank of
Calcutta, later renamed the Bank of Bengal, was established on 2 June 1806. The Bank of Bengal
and two other Presidency banks, namely, the Bank of Bombay (incorporated on 15 April 1840) and
the Bank of Madras (incorporated on 1 July 1843). All three Presidency banks were incorporated
as joint stock companies, and were the result of the royal charters. These three banks received the
exclusive right to issue paper currency in 1861 with the Paper Currency Act, a right they retained until
the formation of the Reserve Bank of India. The Presidency banks amalgamated on 27 January 1921,
and the reorganized banking entity took as its name: Imperial Bank of India. The Imperial Bank of
India remained a joint stock company

Pursuant to the provisions of the State Bank of India Act (1955), the Reserve Bank of India, which
is India's central bank, acquired a controlling interest in the Imperial Bank of India. On 30 April 1955,
the Imperial Bank of India became the State Bank of India. Thegovernment of India recently acquired
the Reserve Bank of India's stake in SBI so as to remove any conflict of interest because the RBI is
the country's banking regulatory authority.

In 1959, the government passed the State Bank of India (Subsidiary Banks) Act, enabling the State
Bank of India to take over eight former state-associated banks as its subsidiaries. On 13 September
2008, the State Bank of Saurashtra, one of its associate banks, merged with the State Bank of India.

SBI has acquired local banks in rescues. For instance, in 1985, it acquired the Bank of Cochin
in Kerala, which had 120 branches. SBI was the acquirer as its affiliate, the State Bank of Travancore,
already had an extensive network in Kerala.
Branches of SBI

 State Bank of India has 131 foreign offices in 32 countries across the globe.
 SBI has about 21,000 ATMs; and SBI group(including associate banks) has about 45,000
ATMs.
 SBI has 26,500 branches, including branches that belong to its associate banks.
 SBI includes 99345 oficces in our country.

Symbol and slogan

 The symbol of the State Bank of India is a circle and not key hole and a small man at the
centre of the circle. A circle depicts perfection and the common man being the centre of the
bank's business.
 Slogans
 With you all the way
 Pure banking nothing else
 The Banker to every Indian
 The Nation banks on us