A joint study by INE-GSEE and OTOE, involving 4,452 bank employees, paints an alarming picture of “Job Quality” in the banking sector.
The findings highlight mounting pressures related to working hours, adequate compensation, burnout, and low levels of job satisfaction.
This is the first sector-specific study to focus on the multidimensional concept of “Job Quality” in Greece, according to the relevant press release.
“Quality of Work” refers to the totality of job characteristics that influence employees’ satisfaction, well-being, physical and mental health, and professional development, as well as their ability to effectively balance their professional and personal lives. This concept is a central element of the European Pillar of Social Rights and the EU’s social policy.
As explained in the relevant communication, the methodological framework followed was Eurofound’s approach, according to which “Quality of Work” is assessed comprehensively through seven key dimensions: (1) pay, i.e., the adequacy, levels, and systems of remuneration; (2) job security and career prospects; (3) the duration and quality of working time and work-life balance; (4) skills and autonomy at work, (5) work intensity and intensification, (6) physical working conditions, and (7) the psychosocial work environment.
The survey was conducted online via a structured questionnaire from March 11, 2026, to April 3, 2026. The invitation to participate was sent to all employees across all companies in the sector, with a final response rate of 15%.
The main trends, based on the overall results, are presented below:
- Increased workload as a daily reality: staff shortages, constant restructuring, and the intensification of work driven by targets.
- Compensation and working hours: limited compensation relative to the job’s demands and responsibilities; systematic and often unpaid overtime.
- Burnout and work environment: deficiencies in prevention, problematic behaviors, and noticeably low job satisfaction.
- Insecurity and inadequate protection against organizational changes, with particularly low employee participation in decision-making processes concerning their work.
The survey paints a complex and challenging picture of “Job Quality” across all seven of its dimensions in the banking sector. The findings link increased workload, compensation, overtime, and burnout to a unified context of daily work-related stress.
More than 8 in 10 employees report that their workload has increased significantly due to staff shortages or reorganization (84.3%), while more than 8 in 10 report that they often work under time pressure and with demanding deadlines (83.8%).
At the same time, nearly 8 in 10 feel that their opinion is not taken into account in the bank’s decisions regarding their work (77.5%), nearly 7 in 10 feel that their salary is not adequate in relation to the responsibilities of their position (67.4%), and about 7 in 10 state that no active measures are being taken to prevent burnout (69.2%).
This picture is also reflected in the overall assessment of their jobs: nearly half of employees report being not at all or only somewhat satisfied with their jobs (49.5%), while 4 in 10 say they would look for work outside the banking sector based on the salary and quality conditions of their current job (40.9%).
1. Increased Workload as the Norm
The data show that workload, deadlines, targets, and constant restructuring do not function as isolated sources of difficulty, but rather form the core of the intensification of daily work. The quality of work is directly affected when demands increase without a corresponding increase in available staff and support mechanisms.
- More than 8 in 10 employees report that their workload has increased significantly due to staff shortages or reorganization (84.3%).
- Nearly the same percentage reports that they often work under time pressure and with demanding deadlines (83.8%).
- Nearly 8 in 10 say that the pressure to meet targets is high (79.3%).
- About 2 in 3 employees believe that their workload exceeds the hours normally available or their scheduled work hours (65.7%).
- More than 6 in 10 disagree that performance goals are well-founded and realistic (64.3%).
2. Compensation and working hours: lack of recognition, inadequate wages relative to the job’s demands and responsibilities, and systematic and often unpaid overtime.
Salary dissatisfaction is not limited to the amount of pay. It is linked to the feeling that responsibilities, performance, availability, and even working beyond regular hours are not adequately recognized. The digital work card alone does not appear to be sufficient to effectively address the issue of unpaid overtime.
- Nearly 7 out of 10 employees believe their salary is not sufficient in relation to the responsibilities of their position (67.4%).
- About 2 in 3 question the transparency in the distribution of bonuses and performance-based rewards (66.7%).
- More than 6 in 10 say they are not paid fairly compared to colleagues in similar positions (64.4%).
- More than half of employees report that their salary does not cover their basic needs (54.1%).
- Nearly half say they often work overtime without additional pay (45.2%).
- Fewer than 1 in 4 believe that the digital work card has improved their overtime pay (20.2%).
3. Burnout, a problematic work environment, but also strong bonds with coworkers
The work environment has two sides: strong camaraderie coexists with problematic behaviors, high stress levels, and a very low positive assessment of burnout prevention measures.
Overall satisfaction and the intention to seek employment outside the bank indicate that job quality directly affects employees’ relationship with their work and their likelihood of staying.
- Approximately 7 out of 10 employees state that the bank does not actively take measures to prevent burnout (69.2%).
- Only 7 out of 100 agree that active measures are being taken to prevent burnout (7.2%).
- More than 8 out of 10 say they have good relationships with their coworkers (84.5%).
- Nearly half of employees have witnessed exclusion, harassment, or toxic behavior (45.1%).
- About 4 in 10 say they themselves have been victims of exclusion, harassment, or toxic behavior (38.7%).
- Nearly half of employees report being not at all or only somewhat satisfied with their jobs (49.5%).
- About 4 in 10 say they definitely or probably would look for another job (40.9%).
4. Limited Participation in Decision-Making Processes
Limited participation in decision-making is a critical component of “Job Quality.” Organizational and technological changes appear to be perceived within a climate of low trust, uncertainty, and inadequate protection. When employees do not participate meaningfully in planning the changes that affect their work, technological transition is not automatically perceived as an opportunity.
- Nearly 8 out of 10 employees believe that their opinions are not taken into account in the bank’s decision-making regarding their work (77.5%).
- More than half say they do not participate in decisions that affect their work (51.4%).
- Nearly half believe that the bank does not provide adequate protection against potential negative consequences of mergers or reorganizations (48.1%).
- Only about 1 in 3 believes that technology, digitization, automation, and artificial intelligence will have a positive impact on their work (33.4%).
- Slightly more than 1 in 5 see opportunities for career advancement at the bank (21.6%).
Overall Assessment
The survey highlights that “Quality of Work” in the banking sector is, by its very nature, multidimensional.
The initial overall findings of the survey highlight the need for a substantive discussion regarding staffing, fair compensation, the actual tracking and compensation of working hours, employee participation in organizational changes, and the active prevention of occupational burnout.
“Quality of Work” emerges as a critical issue for employees’ daily lives, for transparency, positive motivation, and trust, as well as for the sustainability of the work environment in the banking sector.
* See the slides in the “Supplementary Material” column.