IMPACT OF EMPLOYEE

MOTIVATION IN THE
BANKING SECTOR
Case study for Union Bank Colombo

Name

Student No

Research project

Business Research methods

8369 Words

Date

ACKNOWLEDGEMENT
I take the opportunity to express our gratitude to all the
concerned people who have directly or indirectly contributed
towards completion of this project. I extend my sincere
gratitude towards Hotel Jetwing Lagoon for providing the
opportunity and resources to work on this project.

I am extremely grateful to faculty of my school

of Business, whose insight encouraged me to go beyond the
scope of the project and this broadened me learning on this
project. I also want to show my gratitude to whose insight
helped me to complete this project.

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 TABLE OF CONTENTS

1. INTRODUCTION OF THE STUDY...........................................................................6

1.1. Background of the Study....................................................................................6

1.2. The Research Problem......................................................................................6

1.3. Research Aim & Objective.................................................................................7

1.4. Objectives of the Study......................................................................................7

1.5. Theoretical Frame Work.....................................................................................8

1.6. Significance of Study..........................................................................................8

1.7. Methodology.......................................................................................................9

1.8. Data Collection Methods..................................................................................11

1.9. Data Presentation and Analysis Methods........................................................14

1.10. Limitations......................................................................................................16

2. LITERATURE REVIEW..........................................................................................18

2.1. Definitions.........................................................................................................18

2.2. Importance.......................................................................................................19

2.3. Purpose............................................................................................................19

2.4. Advantages.......................................................................................................21

3. DATA PRESENTATION &ANALYSIS.....................................................................24

3.1. Data presentation & Analysis of research strategies.......................................24

3.2. Data presentation & analysis of semi-structured interviews............................27

4. CONCLUSION & RECOMMENDATION................................................................38

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 4.1. Recommendations...........................................................................................38

4.2. Conclusions about the Research Questions....................................................38

5. REFERENCE..........................................................................................................40

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 ABSTRACT

Doing Business all over the world is very challenging. Corporate performance and
revenue growth are challenge by Internal and external operating environment
factors. To survive in profitable way in the highly challenging and competitive global
market economy, all the factor of Employee Retention & Production - machine,
materials & men should be managed in a impressive way Among the factors of
production the HR constitutes the biggest challenge because unlike other inputs
employee management calls for accomplished handling of thoughts, feelings &
emotions to protected highest productivity.

High productivity is a long-term benefits of Employee motivation Motivated employee

is a valuable asset which delivers huge value to the Organization in maintaining and
strengthening its business and revenue growth. The attached project paper studies
Impact of employee motivation on performance (Productivity) in private organization.

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CHAPTER- 01

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 1.0. INTRODUCTION OF THE STUDY
1.1. Background of the Study
The need to increase productivity and efficiency in the work place or any
organization has led to increasing academic interest in the area of motivation over
the years. Scholars have been keenly interested in knowing what factors are
responsible for stimulating the will to work. Thus motivation has become an issue of
concern for both scholars and practitioners of personnel management. Every
organization either in the private or public sector is goal oriented and all efforts are
geared towards the successful attainment of those goals and objectives. Therefore,
for any organization to record any degree of meaningful success in the pursuit of its
goals and aspirations, it must have the ability to create values (motivation) enough to
compensate for the burdens imposed upon the staff. Such value or motivators can
come in the form of good training policies, facilities or incentives such as fringe
benefit, promotion, status symbol etc so as to satisfy the needs of the staff for
enhanced performance (Obisi,1996).

It has been shown, argued and proven that unless individual staffs are motivated to
make sufficient use of the potentials found in them during the employment process
they may not achieve the level of performance that is desired from them (Morris,
1998). For a staff to be motivated, he or she has to perceive that his or her needs
and wants are being met. Thus the satisfaction of the staff represents an
indispensable dimension of the motivational process. A satisfied individual would
certainly contribute positively to the realization of the organizational goals and
objectives while a dissatisfied staff may only not contribute but can even act in such
a way that the realization of such goals and objectives could be completely
destroyed. This underlines the importance of staff satisfaction to the organisation.
Motivation is said to be the core of management of HR. The management of men
and women is a challenging task. No two persons have the same qualities, feelings
and behaviour. The nature of man is very complex. It is not easy to take care of
human beings with such vary in characteristics and qualities.

Without motivation, organisation would not last long. HR must be activated, trained,
developed and above all motivated in order to realize individual and organizational
goals. An individual who has ability, skills and knowledge would not do much without

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motivation. However, an individual with skills, knowledge and ability with added
motivation is a sure way to success (Ajiola, 2002). The performance of a worker
does not depend largely on his ability, intelligence, skills and knowledge but on the
motivation which he has. If we do not motivate a worker, he would not as such be a
problem solver (Abbegleen, 2001). It is generally acclaimed that incentive such as
good pay, good condition of service, provision of decent accommodation, opportunity
for staff training etc. motivate employees in order to increase their productive
capacity. In view of the above, therefore, incentives are regarded as the major factor
which motivates employees to exhibit better performance. However, it is not a matter
of course to motivate an individual staff because the success of any motivational
effect solely depends on the extent to which the motivation meets the needs of the
individual employee.

Finally, the test for management of either private or public organisations therefore is
to determine the valued needs and motivators that will make an employee react
according to the organizational desires to increase productivity. The impact of
employee motivation on the banking industry using the Union Bank of Sri Lanka Plc,
as a case study will therefore form the basis of this study.

1.2. The Research Problem

Personnel management, motivation and productivity are areas that have occupied
the minds of management in Sri Lanka especially in the private sector. Managers
and scholars alike have wondered at the poor attitude to work of employees in the
work place. With the rise of new ideas of management and motivation, one expects
to see that these ideas are applied and the employees motivated to maximum
productivity.

However, the opposite has always seemed to be the case. One notices in many
public and private organisations the non-challant and sluggish attitude to work by the
employees, and wonders where the problem lies. Union Bank Plc is not an exception
to the above problem. Employees of the organisation only perform their duties as
much as will enable them to keep their jobs.

Despite the fact that the organisation is meeting the needs for which it is created the
employees seem not to be happy and have not utilized their full potential and skills. It

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is against this backdrop that this study examines the impact of employee motivation
on the organization.

1.3. Research Objective

The general objective of the study is to examine the impact of motivation on
productivity in Union Bank Plc. The specific objectives are to:

Examine what motivates employees in Union Bank Plc.

Examine the impact of motivation on employee performance in Union Bank
Plc.
Identify the problems of motivation in Union Bank Plc.
Recommend ways of enhancing motivation and employee performance in
Union Bank Plc.

1.4. Research Questions

Based on the objectives of the study, the following questions are formulated:

What are the motivational factors of employees in Union Bank Plc.?

What is the impact of motivation on employee performance in Union Bank
Plc.?
What are the problems of motivation of employees in Union Bank Plc.?
How can motivation and employee performance be enhanced in Union Bank
Plc.?

1.5. Research Hypotheses

The central hypotheses guiding this study are:

Ho: There is no relationship between employee motivation and performance

in the banking industry.
H1: Jobs in the banking industry have not provided motivation for its
employees.

1.6. Significance of the Study

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The need for the study arises from the realization that the pivotal asset of any
organisation is the employees. Without them the very survival of the organisation
could be impossibility. Such an important asset needs to be motivated to make them
contribute their best to move the organisation forward. Thus, a study of this nature is
a step in the right direction.

The study possesses some academic value and could be of interest to both
researchers and students, managers in the banking industry and the general public.
To the researchers and students, it will be a contribution to knowledge and literature
on the topic and a guide for further study. To managers of organizations and the
banking industry, the study will help identify motivational factors of employees, their
problems and suggestions on how to motivate and enhance their performance. To
the general public, the study will be an eye opener on the impact of employee
motivation on the banking industry.

1.7. Scope of the Study

The study essentially concentrates on motivation. Emphasis will be on the impact of
employee motivation on the banking industry. The study is limited to Union Bank Plc,
Sri Lanka.

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CHAPTER- 02

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 2.0. LITERATURE REVIEW
This chapter is dedicated to the review of relevant literature for the study.
Consequently, the works of scholars and authors on the concept, objectives, and
techniques, complexity of motivation, management policies and theories of
motivation will be reviewed.

2.1. Concept/Definition of Motivation

According to Campbell and Pritchard (1976:34), motivation has to do with a set of
independent/dependent variable relationship that explains the direction, skills and
understanding of the task and constraints operating in the environment.

Motivation also refers to the underlying psychological state that impels or causes
behaviour. A motive generally is a need, want or desire which operates within the
individual which makes him to exhibit certain behaviour. Glueck (1980:114) defines
motivation as the processor factors (motives) that influence people to act. He went
further to state that psychologists view motivation as the process and channelling of
behaviour into a specific course.

Writing in the Nigerian Institute of Management, Ajilola (1976:22), defined motivation

as a process of stimulating people to action to achieve organizational task as well as
a process of stimulating oneself to action to gratify a felt need. Victor Vroom sees
motivation as a process governing choices made by persons or lower organisations
among alternative forms or voluntary activity (Vroom, 1964:75).

Motivation is the process of creating organizational conditions which will impel staffs
to strive to attain company goals (Hodgetts, 1979:9).

According to Morns (1953:21), motivation represents an unsatisfied need which

creates a state of tension or disequilibrium, causing the individual to move in a goal
directed pattern towards restoring a state of equilibrium by satisfying the need.

Lillis (1958:35) defines motivation as the stimulating of any emotion or desire

operating upon ones will and prompting or driving it into action. Steers and Poster
(1979) presents a model of the process of motivation as follows:

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 Figure 1 Model of the process of Motivation

This model implies that individuals have desired needs within them that leads to the
development of behaviour aimed at meeting their goals or needs. A feedback is
necessary in order to assess whether the behaviour is producing the desired goals
or if there is the need for modification.

From the above, one observes that motivation is something that originates from the
inner state of an individual. Motivation can also arise from the socio-economic
environment. This implies that factors within the socio-economic environment trigger
off a desire to achieve a certain goal in order to meet the expected goals.

Motivation is an exchange between individual and the socio-economic environment.

The environment gives the individual set of value preferences from which the goals
to which his desires are expressed and the individual gives to the social environment
by conforming to its norms through his behaviour (Dublin, 1974:44)

2.2. Importance of Motivation

Motivation is simply the will to achieve. It was discovered that since organisations
are made up of people, it was not enough to get the right kind of people and place
them in the right kind of job.

That is in itself not enough to facilitate efficiency and effectiveness because man is a
behavioural animal propelled by his behaviour and as such his behaviour has to be
channelled to a productive one. It is obvious that human behaviour is complex and
therefore not a simple matter. Man in organisation exit in a system where there are

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interactions and interdependencies of interaction and in the context of all this, man
needs to be motivated.

People need to be tuned and stimulated before they will put in their best. The major
objectives of motivation is to provide opportunities for personal need fulfilment for
each staff in such a way that will encourage him to put in his best towards the
accomplishment of organizational goals and objectives.

Generally, staffs are motivated by opportunities to achieve and satisfy unfulfilled

needs. Within the individual staff there exist some desires which need fulfilment. To
fulfil these unsatisfied needs and desires become forces that initiate or incite action.
When staffs see an opportunity to achieve what is important to him, he gets attracted
to that opportunity.

Performance is regarded as a behaviour which is directed towards a task or goal

accomplishment while motivation on the other hand is the core stone that provides
incentive for the staffs to work hard which intimately brings about productivity thus
making the anticipation of the organisation a reality. A motivated person can be
identified through the extent of his commitment to the organisation that he belongs.

2.3. Techniques in Motivating Employees

There are two kinds of motivation: positive and negative motivation. If people work
due to fear and reasons of punishment and reprimand, it is negative motivation. On
the other hand, if people work willingly and without coercion, it is positive motivation.
Motivation can also be internal or intrinsic, external or extrinsic.

The feeling of being recognized, praised for a job well-done and participation in
whatever we do can be called internal or intrinsic motivation while external or
extrinsic motivation concerns such motivations like money, retirement benefits,
health insurance and compensation (Obisi, 1997:306). According to Michael
(1975:179) there are four steps to be followed in motivating the staffs. They are:

Sizing up issues requiring motivation:

Motivation is not a straight-jacketed affair. Organisations must make sure that the
areas they are applying motivation is actually where it is needed. Certain staffs may
want their organisations to help them to further their education which will enhance

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their career while some may want something else. Organisations must take care of
these varying expectations in their approach towards motivation.

Preparing a set of motivating tools:

The next step would be to understand those tools which would actually motivate the
people. There are items or tools which may motivate the executives more than the
other rank and file

Selecting and Applying Motivators:

Tools and items selected as motivators must be applied at the right time for it to be
useful. Bonus during celebration is ideal. Staff vacation during children vacation
period would enable the whole family to travel on a holiday.

Getting Feedback:

The feedback of what we are doing to motivate people must be obtained to enable
organisations make for re-examinations and find out usefulness of what they are
doing. There are various incentives and techniques which organisations can use in
motivating their staffs. These techniques or incentives may be divided into two,
namely financial or Monetary and non-financial or non-monetary incentives.

There are various incentives and techniques which organisations can use in
motivating their staffs. These techniques or incentives may be divided into two,
namely financial or Monetary and non-financial or non-monetary incentives. With
reference to financial Incentives, some individuals are ready and willing to define
motivation as money. Most people are motivated by money. Under financial
motivation may come such things as compensation; business, leave allowances,
other financial benefits and remunerations. Monetary reward as a motivator is high in
developing economies due to very low quality of life which they are facing.

Non-financial or non-monetary incentives give personal satisfaction to the individual.

It is a reward which gives inner joy to the individual but cannot be measured and
quantified in terms of money. Non-financial motivation include job Security, more
responsibility and authority, sense of belonging and recognition, job enrichment, job
loading, pride, praise, prestige and status. Others are participation and delegation,

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acceptance, communality and competition, better quality of work life both on and off
the job, opportunity for growth and promotion, and job rotation.

2.4. Organizational Policies that enhances employee Motivation

For motivational tools to succeed, it must be dynamic. Motivational techniques which
are not flexible are dangerous and counterproductive. Organisations must and
should not forget that a satisfied need is no longer a motivator of behaviour.
Environmental and organizational and even individual changes should not be
forgotten while organizing and implementing motivational tools, hence the urgency
tube flexible, dynamic and not rigid in applying motivational tools.

Organisations need to take the following suggestions. Staffs should be taken into
confidence when applying motivational tools, subordinates should be respected and
honoured, workers must be properly equipped before being assigned to a job, the
right man must be placed and matched on the right job, and face to face meeting
between superiors and subordinates must be regularly organized to explain
strengths and weaknesses and feedback taken.

In addition, personal and demoralizing influences should be avoided because they

attempt to disrupt the creative potential of the individual which is a disaster to both
the individual and the organisation. Individuals must be prepared for change. The
greatest fear in the world of management is not the fear of the unknown but the fear
of change. Due to stiff competition, change is inevitable and when individuals are not
prepared well in advance for such changes, it becomes difficult to adjust. It is
necessary that organisation renews itself everyday in order to remain competitive.
(Aghidigbe, 2001:15-19).

Finally, merit and hard work must be rewarded adequately. Rewards based on
personal influences demoralize the workforce. In any organisation where rewards
are likely to be misplaced, where a spirited man is not as such respected and
admired, motivational tools cannot bear fruit. It is a problem on advancement in an
organisation where merit plays second fiddle because of personal influences.
Organisations will do well if they avoid demoralizing influences in designing and
implementing motivational tools.

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 2.5. Managerial Assumptions and their effects on Employees
Douglas McGregor (1960) stated that The human side of enterprise is all of a piece
and the assumption management holds about controlling its human resources
determine the whole character of the enterprise. These assumptions determines
also the quality of its successive generations of management (McGregor, 1960:vi-
vii).McGregor presented two opposite sets of assumptions that he thought were
implicit in most approaches to supervision. These two sets of assumptions, which he
called Theory X and Theory Y, can be regarded as the extremes or boundaries on
a spectrum or range of assumptions. Theory X and Y are based on McGregors
assumption that the behaviour of people is strongly influenced by their beliefs. The
bulk of current managerial principles, according to McGregor had been directly
derived from the first set of assumptions, theory X. These assumptions are to quote
McGregor:

The average human being has an inherent dislike of work and will avoid it if he can.
Because of this human characteristic of dislike of work, most people must be
coerced, controlled, directed or threatened with punishment to get them to put forth
adequate effort towards the achievement of organizational objectives.
The average human being prefers to be directed, wishes to avoid responsibility, has
relatively little ambition and wants security above all (McGregor, 1960:33-34).

Theory X provides explanation for some behaviour patterns in Industry or the work
place. But are these inherent human traits or are they learned through experience in
organisation? This view clearly dictates that motivation will be primarily through fear
and that managers will be required to maintain close surveillance of their
subordinates if the organizational objectives of security are to be obtained.

The accumulation of knowledge about human behaviour from many specialized

fields has led to further research regarding the validity of conventional managerial
assumptions. From these data, McGregor derived a new setoff assumption which he
called Theory Y. According to McGregor:

The expenditure of physical and mental efforts in work is as natural as play or rest.
The average human being does not inherently dislike work. Depending upon

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 controllable conditions, work may be a source of satisfaction (and will be voluntarily
performed) or a source of punishment (and will be avoided if possible).
External control and the threat of punishment are not only means of bringing about
efforts towards organizational objectives. Man will exercise self-direction and self-
control in the service of objectives to which he is committed.
Commitment to objectives is a result of the rewards associated with their
achievement. The most significant of such rewards e.g. the satisfaction of ego and
self-actualization needs, can be direct products of efforts directed towards
organisation objectives.
The average human learns under proper conditions not only to accept but to seek
responsibility. Avoidance of responsibility, lack of ambition and emphasis on security
are generally consequences of experience, not inherent human characteristics.

The capacity to exercise a relatively high degree of imagination, ingenuity and

creativity in the solution of organized problems is widely, not narrowly distributed in
the population.

Under conditions of modern industrial life, the intellectual potentialities of the average
human being are only partially utilized (McGregor, 1960:47-48).

Theory Y emphasizes managerial leadership through motivation and by permitting

subordinates to experience personal satisfaction as they contribute to the
achievement of the objectives. These assumptions, McGregor felt, provide a better
explanation of human nature and therefore of their subordinates problems and on
building effective work group for goal attainment.

Likert maintained that management approach that is participative (Democratic) and

characterized by the manager being supportive through the use of decision making
and group method of supervision, produces a better organizational climate and
better results in terms of productivity, costs, absences, and turn-over. The essential
concepts of Likerts and McGregor's contributions to the theory of organization rest
squarely on the assumption that in contrast to the classical views, there must be
supportive relationship of the group to each other if the organisation is to be
effective.

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2.6. Complexity of Motivation and implication for Managers
It is important to note that motivation is responsible for variation in human behaviour
in organisations (or the work place). Motivation is complex and individualized as
what motivates one person may be different from what motivates another person.
What motivates generally are wide ranging e.g. wages, job security, less restrictive
working condition, sympathy, understanding, being involved or opportunity to
contribute in decision making, feeling that someone or management is concerned
about your welfare or wellbeing, having a feedback on your performance,
appreciation and recognition for work done no matter how significant or insignificant
the work may be. Thus the question that is often been raised by managers are: Why
do people do what they do? What can be done to encourage people? What are the
possible ways to encourage efficient and effective performance by the staff? These
and many other questions which are related to the above might appear to be simple
but at closer look, the truth is that the answers do not come easily as expected.
Why? No one single answer would suffice in explaining why the answers to these
questions are not easy. First, this is an area that deals with human behaviour within
an organizational setting.

Human being we know is a complex animal. An enquiry into their behaviour and
reasons for certain actions or indication's would certainly also prove us with complex,
varied and at times conflicting answers. Secondly and closely related to the above
are individual differences. Factors responsible for the motivation of individuals may
differ from place to place and from person to person.

Thirdly motivational factors are also difficult to determine because of the unending
nature of individual wants. The recognition of a particular need and attempt to satisfy
it, one would think would greatly motivate the worker but most often than not, the
output realized do not allude to this because once one need is met, others emerge.
Fourthly basic needs take effect as motivators on different level depending on the
individual.

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2.7. Theories of Motivation and their contributions
As stated earlier, factors responsible for the motivation of individual may differ from
place to place and from person to person. This, therefore, cripples attempt to
allocate a single unifying theory of motivation thus, the field of motivation is flooded
with theories each having its unique argument, merit and demerit.

The presence of various theories of motivation, though a positive development for

the academic sector, complicates the problem of managers. All these theories are
concerned with one thing (motivation), why people in work place act as they do and
how those in management positions can change their actions. We shall now proceed
to examine some theories of motivation.

Maslow Hierarchy of needs Theory

One theory of human motivation that probably has had the greatest impact on
studies concerned with motivation in organisation was that of Abraham Maslow, an
American psychologist. Abraham Maslow in a classic paper published in1943
outlined the elements of an overall theory of motivation. Maslow arranged human
needs in a hierarchical manner comprising of five levels. It was his contention that
once a particular level of need was satisfied; it no longer served to motivate leading
to the next level need that has to be activated in order to motivate the individual. The
five levels in the need hierarchy propounded by Maslow in brief are the following:

(i) Psychological Needs

Maslow included in this group the need for water, food, air, rest etc. The
psychological needs occupy the most basic level in the hierarchy and is usually
taken as the starting point in his motivational theory .The essential or distinguishing
feature of this level of need is that it is concerned with the maintenance of the body
i.e. that they are required to keep the body in a state of equilibrium. According to the
theory, once these basic needs are satisfied, they are no longer motivated. For
examples, a thirsty man will strive for a cup of water held out in front of him.
However, after he drinks to his satisfaction, he will not strive for another. What can
now therefore act as a motivator to him is not the basic need for water but some

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higher level needs. On the other hand, if these needs (psychological) are not
satisfied and man is then dominated by the psychological needs all other needs may
become inactive.

(ii) Safety Needs

As outlined by Maslow, this constitutes the second level in the hierarchy of needs. It
is also important to state that the safety needs are also roughly equivalent to the
security needs. It is also worthy to note that safety as used here is both in the
physical and psychological sense and would actually act as a motivator to the worker
when the first and most basic level of need (psychological) has been relatively well
gratified. The psychological security consists of the various security measure adult
take, such as tenure position, saving, all sorts of insurance, etc. while the physical
security consists of stability, protection, freedom from fear, law and order etc. This
level of need is considered very important when viewed against the background that
most people would not want to work in an environment that holds out for them
physical or psychological hazards. An atmosphere free from these hazards would
certainly encourage the worker to put in his or her best.

(iii) Belongingness and Love Needs

This is the third level of need and it becomes very prominent when the first two levels
have been satisfied. Manas social animal wants to relate with others either at home
or in the workplace. Such relationship especially in the workplace must be
affectionate if the worker is to be motivated to put in his or her best. Any good
establishment must satisfy this need if it is to survive.

(iv) The Esteem Need

This need is the fourth in Maslows hierarchy of needs and it represents the ego
need. Self-esteem needs can be classified into two categories, normally.

The desire for strength, for achievement, for adequacy, for mastery and
competence, for confidence in the face of the world and for independence and
freedom.
The desire for reputation and recognition, attention, importance, dignity or
appreciation.

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 (v) Need for Self Actualization

This is at the apex in Maslows hierarchy of need and it refers to a persons desire for
self-fulfilment. Every individual in the workplace has a model or what he or she wants
to become and for Maslow, the realization of this model represents the apex in the
hierarchy of needs. Thus, it represents the culmination of all the lower, intermediate
and higher needs of human (Maslow, 1954:77-79).

Herzberg two factor theory of Motivation

Herzberg (1950) and his associates developed the work of Maslow and formulated a
theory of work motivation commonly referred to as the hygiene theory of motivation.
His idea was to discover what motivates staffs and to ascertain what they actually
want in their work. According to Herzberg, intrinsic factors tend to give job
satisfaction while extrinsic factors tend to give job dissatisfaction. The intrinsic and
extrinsic factors may be divided into two which he code-named motivators and
hygiene factors. The motivators are the factors which determine or increase job
satisfaction like:

Recognition
Achievement
Work itself
Responsibility
Individual growth

According to Herzberg the above points are the factors which could bring about job
satisfaction but even if the above situations are absent, they would not cause
dissatisfaction because they are extra provision which encourages or boosts
motivation. He called them satisfiers On the other hand, there are situations or
conditions which Herzberg states would cause dissatisfaction if they are not present
and these are situations relating to organizational administration and policies like:

Salary
Superior-subordinate relationships
Job security
General working condition
Supervision

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The above conditions are called hygiene or maintenance factors because they are
extrinsic to job. They do not provide motivation if they are adequate. However, if they
are not in place, they cause dissatisfaction. Herzberg cautions that the factors
leading to job satisfaction are separate and distinct from those that lead to job
dissatisfaction. Therefore, a manager seeks to eliminate factors that can create job
dissatisfaction; he can bring about peace, but not necessarily motivation. He would
be placating his subordinates rather than motivating them. It is necessary that the
satisfiers or motivators be emphasized upon.

Equity theory of Work Motivation

The basic arguments of this theory of motivation which largely emerged to deal with
social comparison processes, is that the major determinant of job action of
performance and satisfaction is the result of the degree of equity or inequity that an
individual perceives in work situations. The degree of equity is explained in terms of
a ratio of an individuals input to outcomes as compared with a similar ration for a
colleague or a relevant other.

Though contributors to this theory are many and each having his or her own
approach, Adams work, which he carried out in 1963, has come to be regarded as a
highly developed model of the social comparison of equity theory. A good number of
factors distinguish the equity theory from other theories previously discussed. One
major distinguishing feature of equity theory is that is places much emphasis on
individuals perception of others and also group influences. In contrast, the need
theory is based on the individual, evaluating possible factors that energize the
individual to work towards the realization of organizational goals and objectives.
Furthermore, the equity theory does not focus on the identification of specific factors
of motivation but this is a primary endeavour of the need theory.

The equity theory just attempts to provide us with a general framework for
understanding the processes by which behaviour is energized and sustained. Finally,
equity theory perceives of motivation as conditions on comparative basis and not as
the result of actual set of circumstances. This model has a great implication for
management in that management has to be air as much as possible.

Achievement theory of Motivation

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McCelland, in his Achievement Theory, agrees with Maslow and Herzberg that
certain needs or motives such as recognition, esteem and even achievement can
surely motivate people. In his achievement theory, he discovered three motives
which if well applied would actually motivate people. These needs are:

The need for power

The need for application or close relationship
The need for achievement

McCelland (1953) argues that every motive or need is a learned one and only two
are innate, namely striving for pleasure and seeking to avoid displeasure or pain. All
other motives are required. These two factors are the opposite ends of a continuum.
One end is an approach to the expectation of pleasure and satisfaction and the other
is negative avoidance of pain or displeasure.

According to McCelland, high achievers do not like to achieve by chance. They

would also not like to take the hostile terrain rather they would follow the middle path
which is not hazardous or very competitive. He grades the motives or needs thus:

An achiever could be a successful entrepreneur

The need for application should come from a socialite who wants friendship
and affiliation
While the need for power brings out good leadership in the person.

According to McCelland, achievement motive is a desire to perform in terms of a

standard of excellence or to be successful in competitive situations. High achievers
do things better than others. Accomplishing a task satisfies them much, hence
motivation. According to this theory, people do not thread on the path which is thorny
especially when less gain would accrue to them.

However, if a path would enable us to achieve or realize our goal, we would love to
work harder towards that path to achieve our goal. In his contribution, Georgopolous
et al (1957) wrote that if a worker sees high productivity as a path leading to the
attainment of one of more of his personal goals, he will like to be a high producer.
Conversely, if he seeks low productivity as a path to the achievement of his goals, he
will opt to be a low producer.

24 | P a g e
CHAPTER- 03

25 | P a g e
 3.0. METHODOLOGY
Survey research is defined as the systematic gathering of information from a sample of
respondents for the purpose of understanding and predicting some aspects of the
behaviour of the population of interest. The process and method used in data collection
is referred to as methodology (Tull and Abaum, 1973:3).

3.1. Sources of Data

Materials used for the study are gathered from both primary and secondary sources.

3.1.1. Primary Source

Primary data is information sourced by the researcher himself. The information is

gathered for a specific purpose or research work. It is therefore more valid and
authentic though very costly, time consuming and energy sapping. Questionnaire
and personal interview are the primary data used in this study.

3.1.1.1. Questionnaire

Questionnaire is a set of questions printed and administered on respondents. It is

simply a formalized approach of asking someone for information. All questions and
the answers to the questions would provide data for arriving at a conclusion. The
questions as much as possible would motivate the respondent to provide the
necessary information (Croach, 1985:64). In this study, questionnaire was prepared
and distributed to the staff of Union Bank of Nigeria Plc, Maiduguri.

3.1.1.2. Personal Interview

Personal interview implies a face-to-face conversation between the interviewer and

the respondent of the interviewee. The interviewer asks questions and records the
respondents answer either while the interview is in progress or immediately
afterwards. Personal interview despite its cost is very fast in terms of response and
the researcher can influence the interview environment and seek clarification where
necessary. Also information gathered through personal interview is unadulterated,
given it an edge over questionnaire which may be answered with biased mind by the
respondent (Walter, 1976:112).For this study, and personal interview with the Head
of Operations and five staff of Union Bank of Sri Lanka Plc was conducted.

26 | P a g e
3.2.2. Secondary Sources

Secondary source of data are data that are developed for some purpose other than
helping to solve the problem at hand. The researcher is not involved in gathering
secondary data. That is to say secondary data has been in existence before the
problem that is to be solved arose. Secondary data might have originated from the
need to keep proper accounts of an organisation, research work, conference
meetings etc. Secondary data is therefore not expensive and quick to get.

Adequate care must be taken however, before using secondary data. The relevance
of the information in terms of how it fits the requirements of the problem at hand has
to be ascertained. The accuracy of the information in terms of this unit of
measurement must be assessed. Also the source of data has to be known to be able
to verify its authenticity (Baker, 1991:156).For the study, secondary data consists of
published books, journals, seminar and conference proceedings as well as
unpublished materials.

3.2. Population
A population is a group of persons, organisation or objects about which information is
desired. The population of this study consists of the staff of Union Bank of Sri Lanka
Plc.

3.3. Sample Size

Sample according to Robert et al (1960:114-115) is a group of elements selected
from a population. By definition the number of elements in a sample is less than or at
most equal to the number in the population. It is usually not possible to study the
whole population of a researchers area of study at the same time. As a result,
information from a portion of the population is gathered by taking a sample of
elements. On the basis of the information gathered from the elements, drawn
conclusions about the larger groups are deduced. In this study a sample size of fifty
(25) was used. This was in order to allow for more coverage of the study area and to
ensure precision in drawing conclusions.

3.4. Sampling Method

27 | P a g e
In this study, simple random sampling was employed. Questionnaires were distributed
randomly to the respondents. Here each population elements has a known and equal
chance of being selected.

3.5. Method of Data Collection

Copies of questionnaire were distributed to the respondents at their places of work
personally by the researcher. They were asked to fill the required information at their
convenience. A covering letter was attached to each questionnaire assuring the
respondents of strict confidentiality of their comments and responses.

3.6. Method of Data Analysis

Data collected were analyzed by the use of tables, figures and percentages to
summarize the responses of the respondents.

28 | P a g e
CHAPTER- 04

29 | P a g e
 4.0. DATA ANALYSIS
The presentation and analysis of data based on the impact of employee motivation
on the Banking industry: A case study of Union Bank of Sri Lanka. A total of 25
questionnaires were distributed among respondents (staff of Union Bank of Sri
Lanka) and only 23 were filled and received.

Data collected were analyzed by the use of tables, figures and percentages while the
chi-square statistical tool was used to test the hypotheses formulated.

4.1. Data presentation and analysis

Table 1: Sex

Particulars Frequency Percentage

Male 16 69.6
Female 07 30.4
Total 23 100
Source: Field work, 2016

Table 1 shows that 16 (69.6%) of the respondents are male, while 7 (30.4%) are
female. This means that both sexes are well represented in the study.

Table 2: Age

Particulars Frequency Percentage

20 30 yrs 6 26.1
31 40 yrs 13 56.5
41 50 yrs 4 17.4
51 yrs above 0 0
Total 23 100
Source: Field work, 2016

Table 2 indicates that 6(26.1%) of the respondents are within the range of 20 30
years, 13 (56.5%) are within the range of 31 40 years, while 4 (17.4%) are within
the age range of 41 50 years. This means that the majority of the respondents are
adults.

Table 3: Job Specification

Particulars Frequency Percentage

Manager 2 8.7
Marketer 5 21.7
Customer care staff 4 17.4

30 | P a g e
 Clearing 3 13.1
Representative 4 17.4
Cashier 5 21.7
Total 23 100
Source: Field work, 2016

From table 3, it can be seen that 2 (8.7%) of the respondents are Managers, 5
(21.7%) are Marketers, 4 (17.4%) are Customer Care staff, 3 (13.1%) are Clearing
Representatives, 4 (17.4%) are cashiers and 5 (21.7%) are Operations staff. The
revelation from the table is that all categories of staff are represented in the study.

Table 4: Educational Qualification

Particulars Frequency Percentage

Primary school 0 0
SSCG/ECG 0 0
OND/HND 11 47.8
B.SC/BA 7 30.4
Higher Degree 3 13.1
Professional 2 8.7
Total 23 100
Source: Field work, 2016

From table 4, we can discover that 11 (47.8%) of the respondents are OND/HND
holders, 7 (30.4%) are degree holders, 3 (13.1%) are higher degree holders and 2
(8.7%) possess professional qualifications. This implies that all the respondents have
one form of educational qualification or the other.

Table 5: Duration of Service in the organization

Particulars Frequency Percentage

1 5 yrs 6 26.1
6 10 yrs 13 56.5
11 12 yrs 4 17.4
Total 23 100
Source: Field work, 2016

Table 5 reveals that 6 (26.1%) of the respondents have worked for 1 5 years in the
service of the Organization, 13(56.5%) have worked for 6 10 years and 4 (17.4%)
have worked for 11 20 years. The deduction from this table is that majority of the
respondents have worked for considerable number of years in the service of the
Union Bank and should give adequate information on the subject matter of
motivation and employee performance in the organization.

31 | P a g e
Table 6: Involvement in the decision making process in the organization

Particulars Frequency Percentage

Yes 5 21.7
No 15 65.2
Sometimes 3 13.1
Total 23 100
Source: Field work, 2016

Table 6 reveals that 5 (21.7%) of the respondents are involved in the decision
making process in their units/department/organisation, 15 (65.2%) are not and 3
(13.1%) are sometimes involved. This means that majority of the respondents are
not involved in the decision making process of their unit/department/organisation.
During the interview session, it was revealed that most of the decisions are made by
the Headquarters and the branches are to comply.

Table 7: Training opportunities for advancement

Particulars Frequency Percentage

Yes 6 26.1
No 17 73.9
Total 23 100
Source: Field work, 2016

Table 7 affirms that 6 (36.1%) of the respondents say there are training and
development opportunities for them to advance their career while 17 (73.9%) say
there are no training and development opportunity for them to perform optimally and
advance their career. Judging from the responses of the majority, we can conclude
that there are no training and development opportunities for staff to advance their
career.

In the interview conducted it was stated that training and induction programme for
new employees are rushed and training for old staff have been suspended. This
might be attributed to the impact of the economic meltdown and the attendant crises
in the banking industry.

Table 8: Relationship between superior and subordinate

Particulars Frequency Percentage

Cordial 13 56.5
Very cordial 5 21.7
Not very cordial 3 13.1

32 | P a g e
 Not cordial 2 8.7
Total 23 100
Source: Field work, 2016

From table 8 we discover that 13 (56.5%) and 5 (21.7%) of the respondents say the
relationship between them and their superiors is cordial and very cordial respectively,
while 3 (13.1%) and 2 (8.7%) of the respondents say the relationship between them
and their superiors is not very cordial and not cordial respectively. This affirms that
there is cordial relationship between staff and their superiors and that the
relationship in the work place is not that of master-servant relationship.

Table 9: Initiative or discretion in the discharge of duty

Particulars Frequency Percentage

Yes 11 47.8
No 8 34.8
Sometimes 4 17.4
Total 23 100
Source: Field work, 2016

Table 9 shows that 11 (47.8%) of the respondents say they are allowed to use their
discretion in the discharge of their duties,8 (34.8%) say they are not allowed and 4
(17.47%) say they are sometimes allowed to use their discretion. It is therefore clear
that majority of the staff are allowed to use their initiative or discretion in the
discharge of their duties. The interview session confirms that staff initiative or
discretion in the discharge of their duties are allowed if it falls within the mode of
operation of the Bank, helps in achieving organizational goals and does not negate
the culture and ethics of banking.

Table 10: Provision of housing for staff in the organization

Particulars Frequency Percentage

Excellent 5 21.7
Good 15 65.2
Fair 3 13.1
Total 23 100
Source: Field work, 2016

Table 10 shows that 5 (21.7%) of the respondents assess the provision of housing
for staff in the Union Bank as excellent, 15 (65.2%) assess it as good, and 3(13.1%)
fair. This indicates that the Union Bank has done well in the provision of housing for

33 | P a g e
its staff. The interview session revealed that despite the fact that the Bank does not
have its own accommodation for staff; the housing policy of the Bank in terms of
housing allowance is favourable.

Table 11: Provision of enough motivation at work

Particulars Frequency Percentage

Yes 14 61.9
No 9 39.1
Total 23 100
Source: Field work, 2016

From table 11 (61.9%) of the respondents say their job provides enough motivation
for them while 9 (39.1%) say their jobs does not provide enough motivation for them.

Table 12: Relationship between motivation and productivity

Particulars Frequency Percentage

Yes 16 69.6
No 7 30.4
Total 23 100
Source: Field work, 2016

Table 12 shows that 16 (69.6%) of the respondents agree that there is relationship
between motivation and productivity while 7 (30.4%) hold a contrary opinion.

Table 13: Provision of medical care for staff in the Organization

Particulars Frequency Percentage

Excellent 14 60.8
Good 6 26.11
Fair 3 13.1
Total 23 100
Source: Field work, 2016

Table 13 indicates that 14 (60.8%) of the respondents assess the provision of

medical care for staff as excellent, 6 (26.1%) say it is good and 3 (13.1%) say it is
fair. Going by the response of the majority we can say that the provision of medical
care for the staff of the Union Bank of is excellent. Provision of health care for
employees is very important. This is because staff performance is determined by
their health status. A work force that is productive will surely be productive.

Table 14: Motivation at work

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 Particulars Frequency Percentage
Fringe benefit 1 4.3
commendation 3 13.1
Work setting 2 8.7
Promotion 3 13.1
Less supervision 1 4.3
Challenging job 2 8.7
All of the above 11 47.8
Total 23 100
Source: Field work, 2016

Table 14 reveals that 1 (4.3%) of the respondents say his motivational factor is fringe
benefits, 3 (13.1%) say it is commendation for job well done, 2 (8.7%) say it is good
work setting, 3 (13.1%) say it is promotion, 1 (4.3%) say it is less supervision and 2
(8.7%) say it is challenging job while 11(47.8%) say all of the above. This affirms the
fact that motivation is a complex issue and motivators are wide ranging. Thus
workers motivational factors include fringe benefits, commendation for job well done,
good working environment, promotion, less supervision and challenging job.

Table 15: Rating of workers motivation in the Organization

Particulars Frequency Percentage

Very good 8 34.8
Good 4 17.4
Fair 11 47.8
Bad 0 0
Total 23 100
Source: Field work, 2016

From table 15, we can see that 8 (34.8%) of the respondents rate workers motivation
in the Union Bank of Sri Lanka Plc as very good, 4 (17.4%) rate it good, and 11
(47.8%) rate it fair. The table proves that workers motivation inthe Union Bank is fair.

Question 16: What in your opinion are the problems of motivation in the
Organization?

This question was asked to seek the opinion of the respondents on what they felt
were the problems of motivation inthe Organization. In response, they highlighted job
insecurity, lack of orientation and training of staff, delay in promotion, and lack of
increase in salary and compensation packages as problems of motivation in Union
Bank of Sri Lanka Plc.

35 | P a g e
Question 17: What in your opinion could be done to enhance motivation and
employee performance in the Organization?

In response to this question, the respondents proffered availability of job security,

adequate orientation and regular training of staff, regular promotion of staff as and
when due, introduction of awards to deserving workers, increase in salary and
compensation packages and introduction of more allowances.

4.2. Testing of Hypotheses

Hypothesis 1 states that:

HO: There is no relationship between employee motivation and performance in the

banking industry.

Table 14: Relationship between motivation and productivity

Particulars Yes No Total

Male 11 5 16
Female 5 2 7
Total 16 7 23
CHI SQUARE (X2) COMPUTATION

O E O -E (O E) 2 (O E) 2/E
11 11.1 -0.10 -0.31 0.02
5 4.9 0.10 0.31 0.06
5 4.9 0.10 0.31 0.06
2 2.1 -0.10 -0.31 0.14
0.28
2
X = 0.20

Degree of Freedom

Df =(c 1) (r-1)

= (2 1) (2 1)

= 1*1

=1

36 | P a g e
Decision Rule

X 2 at 1 df at 0.05 level of significance = 3.481Since the X 2 calculated value (0.28) is

smaller than the critical (table) value (3.481), we accept the null hypothesis which
states that there is no relationship between motivation and performance.

Hypothesis 2 states that:

HO: Jobs in the banking industry have not provided motivation for its employees.

Provision of enough motivation at work

Particulars Yes No Total

Male 10 6 16
Female 4 3 7
Total 14 9 23

CHI SQUARE (X2) COMPUTATION

O E O E (O E) 2 (O E) 2/E
10 9.7 0.30 0.54 0.05
4 4.3 -0.30 -0.54 0.12
6 52.5 -0.30 -0.54 0.08
3 15.5 0.30 0.54 0.20
0.45
2
X = 0.45

Degree of Freedom

Df =(c 1) (r-1)

= (2 1) (2 1)

= 1*1

=1

Decision Rule

X2 X2
at 1 df at 0.05 level of significance = 3.481 Since the calculated value (0.45) is
smaller than the critical (table) value (3.481), we accept the null hypothesis which

37 | P a g e
states that jobs in the banking industry have not provided motivation for its
employees.

CHAPTER- 05

5.0. SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1. Summary

38 | P a g e
The central focus of this study has been the Impact of employee motivation on the
Banking industry: A case study of Union Bank. We have attempted to look at the
meaning, importance and complexity of motivation as well as its relationship to
productivity in the work place. Motivation is said to be the core of management of
HR. It is defined as a process of stimulating people to action to achieve
organisational task as well as a process of stimulating oneself to action to gratify a
felt need.

Motivation is complex and individualized and what motivates generally are wide
ranging, which include wages, job security, less restrictive working condition,
sympathy, involvement in decision making, appreciation and recognition for work
done. Thus, the continued survival and increased productivity of any organisation
depends on the commitment and high morale of its workforce. This can only come
through proper motivation to elicit the best from the workforce.

From the interpretation of the data analysis it shows that majority of the respondents
are not involved in the decision making process of their units or departments. Most of
the decisions are made by the Headquarters while the branches are to comply.
There are inadequate orientation and training for staff for improved performance and
advancing their career. In addition there is cordial relationship between subordinates
and superiors which makes for harmonious working environment.

In the discharge of duties, staffs are allowed the use of their initiative or discretion as
long as its within the context of the banks mode of operation, enhances the
achievement of organizational goals and does not negate the culture and ethics of
banking.

The study also revealed that workers assessed the provision of medical care as
excellent and the provision of housing as good. Workers motivational factors were
identified as fringe benefit, commendation for a job well-done, good work setting,
promotion, less supervision and challenging job. This underscores the fact that
motivation is individualized and complex. However, workers motivation inthe Union
Bank was rated fair. The testing of hypotheses formulated revealed that there is no
relationship between motivation and employee performance, and jobs do not provide
enough motivation for staff in the banking industry. The study identified job insecurity,
lack of orientation and training of staff, delays in promotion, and lack of increase in

39 | P a g e
 salary and compensation packages as problems of employee motivation in the
organization.

5.2. Conclusion

Our delving into the study has enabled us to have a better understanding of the
impact of employee motivation on the Banking Industry in Union Bank. The
importance of motivation on employee performance cannot be over emphasized.
This is because motivation makes the workers conform to the goals of the
organisation by putting in their best to increase organisational productivity.

Motivation is a characteristic feature of any organisation and as such should be

accorded top priority since motivation and organisational growth are inseparable.
The management of Union Bank Maiduguri administration can be given a fair
assessment in terms of motivating its staff for enhanced productivity, but a lot still
need to be done. The problems of motivation identified inthe study should be dealt
with and workers needs and aspirations met. Motivation, it should be noted is a
continuous and complex process, and must be based on situation and organisational
climate.

This means that management should find out what motivates its staff from time to
time. Where motivational factors are provided, there is every tendency for high
productivity. Any organisation which disregards the motivational problems of its staffs
will ultimately decline and subsequently collapse. In view of the nature of the banking
industry occasioned by the economic meltdown, job insecurity and pressure
associated with its kind of jobs, the issue of employee motivation should be given
the priority it deserves.

5.3. Recommendations
In the light of the issues and problems raised in this study, the following
recommendations are hereby made.

The management of the Union Bank should introduce new allowances of various
kinds to help the staff meet some of their needs. Also car, furniture and housing loan
schemes should be introduced.
Salary is one of the important needs of workers world over because their lives and
those of their family and wards depend on it. In view of the harsh economic condition

40 | P a g e
 in the country, it is recommended that the organisation should increase the salary of
its staff in order to meet up with the present economic realities inthe nation.

Regular promotion as and when due is recommended. The absence of promotion

makes staffs tangent in one position without progress. Work itself is about progress
and everybody likes to progress in life to attain personal goals in life. The present
situation where staffs that are due for promotion are not promoted does not augur
well for productivity.

Commendation for job well done should be practiced in the Organization. This can
come in the form of payment of special bonus to staffs without standing performance
in various departments yearly. Where such bonuses are not possible, letters of
commendation, gifts or honorary awards should be given.

The cordial relationship between subordinates and superiors is encouraging and

should be strengthened. For like festivities, end of year celebrations, birthdays and
marriage ceremonies should be used to enhance this relationship.

The issue of job insecurity is a big problem fogbank employees and it affects their
performance. The management of the Bank should ensure that their employees job
should be secured. They should be allowed to stay on the job, gather experience
and build their careers.

The compensation package for workers in the organization should be overhauled

and made attractive. Even if an employee is relieved of his or her duty the
compensation package should be such that the employee can go into any business
to be self employed.

The orientation and training policy of the organisation should also be looked into with
a view of giving priority to orientation and training. There should be proper orientation
for new employees and regular and periodic training and retraining of all categories
of staff in the organization.

41 | P a g e
 REFERENCE
Abbegleen, H. (1974) Principles of Management: A Modern Approach. John

Willey and Sons, London.

Ajilola, E. (1975) How to Motivate the Nigerian Workers in Management in

Nigeria Journal October Vol. 2, No. 6.

Baker, J.M. (1991) Research for Marketing Macmillan Educational Ltd.,

London.
Campbell, J.P. and Pitchard R.D. (1976) Motivation Theory: Industrial and

Organizational Psychology. McGraw HillBooks, New York.

Dublin, R. (1974) Human Relations in Administration. Prentice Hall,

Englewood, New Jersey.

Georgopolous, B.S. et al (1957) A Path-Goal Approach to Productivity

Journal of Applied Psychology Vol. 3, No. 4.

Glueck, W.F. (1950) Management. The Dryden Press, Hindale,Illinois.
Herzberg, F. (1959) The Motivation to Work (2 nd Edition). JohnWilley and

Sons, New York.

Hodgetts, R. (1977) Introduction to Business. Wesley Publishing Company,

Addison.
Lillis, G.C. (1958) The Satisfaction Performance Controversy Business

Horizons. October Vol. 1 No. 16.

Michael, K.B. (1975) Introduction to Behavioural Science for Business .Willey

Eastern New Delhi.

Robert, D. et al (1969) Marketing Research and Information Systems: Text

and Cases.
McGraw Hill Inc. New York.
Steers, R.M. and Porter, L.W. (1979) Motivation and Work Behaviour. McGraw

Hill Book, New York.

Tull, A. and Abaum, F. (1973) Research and Development for Managers.

Withan Heinemann Ltd. London.

Walter, B.W. (1976) Marketing Research: Methods and Cases .Harper and

Row Publishers, New York.

42 | P a g e
APPENDIX
43 | P a g e
44 | P a g e
 QUESTIONNAIRE

Dear Respondent, I am conducting a project work in partial fulfilment for the award of
HND in Business Management. This questionnaire is intended to collect necessary
data on Impact of Employee Motivation on the Banking Industry: A Case Study of
Union Bank Please answer the questions to the best of your understanding and
attach documents if available and necessary. Be assured that any information given
about this study willbe used strictly for the purpose of writing this project and will be
kept confidential.

INSTRUCTION: Please tick the appropriate box (es) comment where necessary.

1. Sex

Male [ ]
Female [ ]

2. Age

20 30 years [ ]
31 40 years [ ]
41 50 years [ ]
51 and above [ ]

3. Job Specification

Manager [ ]
Marketer [ ]
Customer Care staff [ ]
Clearing Representative [ ]
Cashier [ ]
Operations staff [ ]

4. Highest Educational Qualification

Primary School [ ]
SSCE/GCE[ ]
OND/HND [ ]
B.Sc., B.A. [ ]
M.Sc./MBA/MPA/MILR [ ]
Ph.D.[ ]
Professional

45 | P a g e
5. Duration of service in the organisation.

1 5 years [ ]
6 10 years [ ]
11 20 years [ ]

6. Are you involved in the decision making process in your unit/department/

organisation?

Yes [ ]
No [ ]
Sometimes [ ]

7. Are there training and development opportunities to advance your career?

Yes [ ]
No [ ]

8. What is the nature of relationship between you and your superiors?

Cordial [ ]
Very cordial [ ]
Not very cordial [ ]
Not cordial [ ]

9. Are you allowed to use your initiative or discretion in the discharge of your
duty?

Yes [ ]
No [ ]
Sometimes[ ]

10. How would you assess the provision of medical care for staff in the
Organization?

Excellent [ ]
Good [ ]
Fair [ ]
Bad [ ]

11. How would you assess the provision for housing for staff inthe
Organization?

46 | P a g e
 Excellent [ ]
Good [ ]
Fair [ ]
Bad [ ]

12. What motivates you at work?

Fringe benefit [ ]
Commendation [ ]
Work Setting [ ]
Promotion [ ]
Less Supervision [ ]
Challenging job [ ]
All of the above [ ]

13. Does your job provide enough motivation for you?

Yes [ ]
No[ ]

14. is there relationship between motivation and productivity?

Yes [ ]
No [ ]

15. What is your rating of workers motivation in the Organization?

Very good [ ]
Good [ ]
Fair [ ]
Bad [ ]

16. What are the problems of motivation in the Organization?

___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
_

17. What in your opinion could be done to enhance motivation and

productivity in the Organization?

47 | P a g e
___________________________________________________________________
__________________________

Thank you for your cooperation.

48 | P a g e