LANGUAGE IN INDIA

Strength for Today and Bright Hope for Tomorrow

Volume 11 : 11 November 2011
ISSN 1930-2940

Managing Editor: M. S. Thirumalai, Ph.D.
Editors: B. Mallikarjun, Ph.D.
         Sam Mohanlal, Ph.D.
         B. A. Sharada, Ph.D.
         A. R. Fatihi, Ph.D.
         Lakhan Gusain, Ph.D.
         Jennifer Marie Bayer, Ph.D.
         S. M. Ravichandran, Ph.D.
         G. Baskaran, Ph.D.
         L. Ramamoorthy, Ph.D.

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The Impact of Job Aspects on the Behavioural Style:
A Case Study on Petrobangla

Sheikh Ashiqurrahman Prince, MBA

Abstract

Petrobangla, the Oil, Gas and Mineral Corporation in Bangladesh, plays a significan role in the economic development of the country. How satisfy the employees of the company in order to ensure that the employees contribute positively to the development of the country? The study found that most of the managers of Petrobangla were practicing autocratic behavioural style whereas most of the subordinates preferred democratic behavioural style. Therefore, there was a communication gap between managers and subordinates of the company.

But why was this gap?

To explore the reason, the study sought to find out whether there was any job dissatisfaction that made an employee autocratic. The study again found that though employees valued certain aspects of job like salary, bonus, training programme, holiday allowances and incentives, etc., yet those aspects that they got from government in terms of their level of satisfaction was less. It was concluded that the autocratic managers could be transferred to the other divisions where democratic behavioural style was established. Moreover, Government needed to modify the above mentioned job aspects in order to reduce the employees’ job dissatisfaction and establish democratic behavioural style in the company.

Introduction

Investors In People (IIP) survey (June 2006) reported that 39% of employees claim that their organisation lets them down when it comes to effective day to day management support and 46% of employees blamed their managers for not doing enough to help them in terms of career development (Anon, 2006a).

This is only the beginning part of the article. PLEASE CLICK HERE TO READ THE ARTICLE IN PRINTER-FRIENDLY VERSION.

Sheikh Ashiqurrahman Prince, MBA
Assistant Professor
Department of Management
Bangabandhu Sheikh Mujibur Rahman Science and Technology University
Gopalganj – 8100
Bangladesh
sheikh_princee@yahoo.com
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