Still, Mr. Dimon said he would not consider restoring the dividend until he saw sustained improvement in the job market and fewer borrowers in trouble. He also said regulators must provide more clarity on how much capital banks would be required to hold.

Even as the country emerges from a deep recession, the job market has not yet rebounded. There are only tentative signs that home prices are near a bottom. And JPMorgan’s problems are not yet over.

The bank set aside about $7 billion to cover future losses in its consumer businesses — a large sum but about one-third less than in previous quarters. It has now stockpiled a total of $39 billion, or roughly 5.6 percent of loans. The bank set aside another $2.3 billion in litigation reserves as it deals with fierce legal fights over faulty mortgages and a pitched battle with Washington Mutual bondholders over that company’s remnants. The company also booked about $1 billion in trading and securities-related gains.

JPMorgan has emerged from the crisis in better shape than most of its peers, which suffered bruising losses or a devastating blow to their reputation or, in many cases, both. No bank — and no bank leader — is showing more confidence on Wall Street or in Washington, where JPMorgan is aggressively fighting moves to create a separate consumer protection agency and seeking exemptions from derivatives rules. Even on Wednesday, Mr. Dimon grew agitated when asked about the “bank fee” proposed by the Obama administration. “Let’s not call it a bank fee, and call it what it is — a punitive bank tax,” he said bluntly.

The investment bank unit posted strong trading revenue after a first-quarter rally in the fixed-income markets. Profit of $2.47 billion was up 54 percent from a year ago, when the bank suffered big losses on loan write-offs. The investment bank set aside about 35 percent of first-quarter revenue to pay employees, perhaps setting a new lower threshold for the industry.

Chase’s consumer businesses, however, are still losing money. And taking a page from the Citigroup playbook, Mr. Dimon divided his Chase retail banking business into two segments for reporting purposes: its existing operations, which will continue to grow; and a holding tank to run off its most troubled loans.