Purpose: This study examines how the work environment, satisfaction with it and frustrating job elements are linked with the motivation of bank employees in Bangladesh. Method and sample: This cross sectional survey used data collected in 2018–2019 from 300 employees of 30 banks (250 private, 50 state owned). The questionnaire had 51 items on a 5-point scale. On this scale, 1 means strongly agree and 5 means strongly disagree. All items were coded in the same direction. The motivation score is an exploratory measure and has not been validated. Three multiple regression models were run in SPSS 15.0. Findings: Model 1 (eight work environment items) was significant, F(8, 291) = 6.26, p < .001, and explained 14.7% of the variation in motivation (f² = .17). Sanitation (β = .319) and bonus and rewards (β = .248) were linked with higher motivation. Team harmony was significant in the opposite direction (β = −.221). Sensible working hours (β = .158) were also significant, but not after a Bonferroni adjustment. Model 2 (satisfaction) explained 6.5%. Only psychological satisfaction was significant, and its sign was opposite to the expected one (β = −.208). Model 3 (ten frustrating elements) explained 10.9%. Political stress and lack of personal development had opposite signs. Absence of creativity and irregular promotion had the expected signs, but these are tentative. Employees were most satisfied with the financial environment and least satisfied with the psychological environment. Recommendations: Banks should keep workplaces clean, control long hours, run clear bonus systems and listen to their staff. The effects are small to medium, so these points are a starting point only. Limitations: The data are cross sectional, self reported and from 2018–2019. The sample is mostly male and mostly from private banks. The models explain little, and unexpected signs need checking.