Published: 11:54 PM, 24 August 2026
Bank Authorities Are Irrationally Harsh on Junior Employees
Banks are among the most important institutions in Bangladesh's economy. Their employees handle public money, support businesses and provide essential financial services. Yet, behind the counters and computer screens, many junior bank employees reportedly face excessive workloads, unrealistic targets and harsh treatment from senior authorities. The situation deserves serious attention because a healthy banking sector cannot be built on fear and unreasonable pressure.
Junior employees are often the first point of contact for customers. They deal with account opening, cash transactions, loan documents, customer complaints and countless administrative tasks. Despite their responsibilities, many receive comparatively modest salaries and have limited authority to make decisions. When mistakes occur, however, they may face disproportionate criticism or disciplinary action.
The pressure becomes particularly severe when banks impose ambitious targets for deposits, loans, credit cards and other financial products. Junior officers are sometimes expected to meet targets that are difficult to achieve, especially in a competitive market. Instead of receiving proper guidance and training, some employees reportedly face humiliation, threats of transfer or poor performance assessments.
Long working hours are another major concern. Although banking hours are officially limited, employees often remain at their workplaces after closing time to complete reports, reconcile accounts, prepare documents or meet business targets. During the preparation of financial statements or other deadlines, working hours can become even longer. Such practices can adversely affect employees' family lives and mental well-being. The problem is not simply one of workplace discomfort. Excessive pressure can also affect the quality of banking services. An exhausted employee is more likely to make mistakes while processing financial documents or dealing with customers. A culture based on fear may discourage junior staff from reporting irregularities or suggesting improvements. In the long run, this can create risks for the institutions themselves.
Bangladesh's banking sector already faces challenges involving governance, loan recovery, financial discipline and public confidence. In such circumstances, junior employees should be treated as an important part of the solution rather than as convenient targets for blame. Bank authorities must therefore ensure a professional and respectful working environment. Performance targets should be realistic, transparent and consistent with an employee's position and experience. Disciplinary measures should follow clear rules and provide employees with a fair opportunity to explain their actions. Regular training and constructive supervision can achieve far better results than intimidation.
