a case study on employee motivation at city bank limited

8/21/2019 A Case Study on Employee Motivation at City Bank Limited

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A Case Study on Employee Motivation at City Bank L imi ted

Contents

Chapter 1: Introduction ...............................................................................................................1

1.1 Title of the study ................................................................................................................1

1.2 Background of the Study ....................................................................................................1

1.3 Rationale of the Study ........................................................................................................2

1.4 Scope of the Study ........................................................................................................2

1.5 Objectives of the Study ......................................................................................................3

1.5.1 Broad Objective ..........................................................................................................3

1.5.2 Specific Objective .......................................................................................................3

1.7 Timeline for Activities .......................................................................................................4

Chapter 2: Company Overview ...................................................................................................5

2.1 Background of the Company ..............................................................................................5

2.2 Business Divisions of City Bank Ltd. .................................................................................5

2.3 Corporate Information .......................................................................................................8

2.4 Vision of City Bank Ltd .....................................................................................................8

2.5 Mission of City Bank Ltd ...................................................................................................8

2.6 Strategies of CBL ..............................................................................................................9

2.7 Functions of the Bank ........................................................................................................9

2.8 Departments of CBL ........................................................................................................ 10

Chapter 3: Literature Review..................................................................................................... 11

3.1 The Concept of Motivation .............................................................................................. 11

3.2 Theories of Motivation .................................................................................................... 13

3.2.1 Maslow’s Hierarchy Theory ...................................................................................... 13

3.2.2 ERG Theory .............................................................................................................. 13

3.2.3 Herzberg’s Two Factor Theory .................................................................................. 14


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3.2.4 Acquired- Needs Theory of David McClelland’s ........................................................ 14

3.2.5 Process Theories........................................................................................................ 15

3.3 Importance of Motivation ................................................................................................ 16

3.4 Levels of Employee Motivation ....................................................................................... 17

Chapter 4: Research Methodology ............................................................................................. 21

4.1 Introduction ..................................................................................................................... 21

4.2 Research Methodology .................................................................................................... 21

4.3 Research Design .............................................................................................................. 21

4.4 Types of Research............................................................................................................ 22

4.4.1 Exploratory Research ................................................................................................ 22

4.4.2 Descriptive Research ................................................................................................. 22

4.4.3 Causal Research ........................................................................................................ 23

4.4.4 Types of Research used in this Study ......................................................................... 23

4.5 Research Approach .......................................................................................................... 23

4.5.1 Deductive Approach .................................................................................................. 24

4.5.2 Inductive Approach ................................................................................................... 24

4.5.3 Approach Used In the Study ...................................................................................... 24

4.6 Methods of Data Collection ............................................................................................. 25

4.6.1 Primary Data ............................................................................................................. 25

4.6.2 Secondary Data ......................................................................................................... 25

4.6.3 Data used in the Study ............................................................................................... 25

4.7 Forms of analysis ............................................................................................................. 26

4.7.1 Qualitative Analysis .................................................................................................. 26

4.7.2 Quantitative Analysis ................................................................................................ 26

4.7.3 Triangulation ............................................................................................................. 27


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4.7.4 Forms of Analysis used in the Study .......................................................................... 27

4.8 Limitations of the Study ................................................................................................... 27

Chapter 5: Findings and Analysis .............................................................................................. 28

5.1 Motivational Packages for Staff at City Bank Limited ...................................................... 30

5.2 Effects of Motivational Package on Employee Performance................................ ............. 32

5.3 Overall Assessment of the Motivational Packages at City Bank Ltd. ................................ 34

Chapter 6: Recommendation and Conclusion ............................................................................ 37

6.1 Recommendations............................................................................................................ 37

6.2 Conclusions ..................................................................................................................... 38

Bibliography ............................................................................................................................. 39

Appendix .................................................................................................................................. 44


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1.1 Title of the study

The title of the study is “ A Case Study on Employee Motivation at City Bank Limited”.

Employee motivation can be described as the driving forces that determine the direction of a

person's behavior, level of effort and of persistence in an organization. This study is about

analyzing the factors that motivate the employees at City Bank Limited (Hereon, referred to as

City Bank ) and how they affect their performance in the organization.

1.2 Background of the Study

The commercial banks play important roles in worldwide economies and their employees are the

best sources of delivering good services to their customers. Excellent services provided and

offered by employees can create a positive perception and ever lasting image in the eyes of

banks’ customers. The motivation of a bank ’s employee plays a major role in achieving high

level of satisfaction among its customers (Petcharak, 2004).

Despite the fact that information technology has become the bedrock of all companies in the

financial sector at the global level, human capital still remains the driving force in the highly

digital financial services industry, because not all the functions performed by financial

institutions can be undertaken solely by electronic devices such as automated teller machines

(ATM), computers or other similar devices.

Therefore, it is very important for a financial institution like – City Bank to motivate its

employees in the right manner so that it can serve its customers best. Thus, the researcher has

decided to take this topic in order to study and identify what it is that motivates the employees of

City Bank to perform at their best and achieve organizational goals at all times. The study will


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try to observe what different incentive programs the HR Department at City Bank has attempted

to motivate their employees and their effectiveness by evaluating their performance.

1.3 Rationale of the Study

Employee motivation has always been a central problem for leaders and managers. Unmotivated

employees have low productivity, higher absenteeism and turnover rates. On the other hand,

employees who feel motivated to work are likely to be persistent, creative, productive and pro-

active. There are many theories as to how employees can be motivated; however, the reality is

that every employee has different ways to become motivated. Employers need to get to know

their employees very well and use different tactics to motivate each of them based on their

personal wants and needs. This study tries to identify how specifically employees at City Bank

are motivated and how it affects their performance.

1.4 Scope of the Study

The scope of this study is very limited. This is due to the fact that Employee Motivation is quite

a large topic and the time available for the study is only 3 months – the duration of the

internship. Therefore, there is a time shortage. Moreover, the study will be carried out based only

on the employees of GEC Branch of City Bank Limited, where the researcher is doing her

internship. Therefore, the assessment will be incomplete and limited to only to the employees of

that specific branch and not applicable to all the employees of City Bank Limited. Keeping in

mind the limitations, the researcher will try to collect and make effective use of the data to

evaluate employee motivation. The source of these data will be primarily the employees

currently working at City Bank , GEC Branch.


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1.5 Objectives of the Study

The general objective of the internship is to gain firsthand experience of the real life business

world during the internship and fulfill the internship requirement for the graduation of BBA.

Another objective of the researcher is to compare the classroom knowledge with their real life

applications. However, in addition to the general ones, the objectives can also be divided into

two specific parts –

1.5.1 Broad Objective

The broad objective of the researcher is to analyze the factors that motivate the employees at

City Bank Limited and how they affect their performance in the organization.

1.5.2 Specific Objective

As employee motivation is a very large topic and there is a time constraint, the researcher has

decided to focus on some specific objectives to put the focus one. These are –

To identify the employee motivational packages at City Bank .

To determine the motivational factors affect the employee performance of City Bank .


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1.7 Timeline for Activities

The duration of the internship is 3 months or 90days. Below is a list of activities that will done

during this duration –

Training and getting accustomed to the organization : 15 days

Data Collection:

Employee motivational package

Motivational factors affect that the employee performance

Affect of employee motivation on City Bank ’s performance

:

:

:

10 days

10 days

10 days

Data Verification : 10 days

Analysis of Data : 10 days

Report Preparation, Checking and Submission : 15 days

Total : 90 days


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2.1 Background of the Company

City Bank Limited is the first private sector Bank in Bangladesh. The Bank has been operating

since 1983 with an authorized capital of Tk. 1.75 Billion under the entrepreneurship of twelve

prominent & leading businessman of the country. The noble intention behind starting this Bank

was to bring about qualitative changes in the sphere of Banking and Financial management.

Today City Bank serves its customers at home & abroad with 86 branches spread over the

country & about three hundred oversea correspondences covering the entire major cities and

business center of the world.

The services encompass wide diversified areas of trade, commerce & industry which tailored to

the specific needs of the customers and are distinguished by an exceptional level of prompt and

personal attention. Over the years, the Bank has expanded the spectrums of its services. City

Bank has already introduced some new Banking products like Duel Currency Credit Cards, ATM

and Online services which have created attraction among the clients. The Bank is going to

introduce real time Internet, SMS and Phone Banking systems with all modern delivery channels

at an early date. For significant performance, The Bank has earned national & international

recognition. City Bank Limited was one of the 12 Banks of Bangladesh among the 500 Banks in

Asia for its asset, deposit & profit as evaluated by "ASIA WEEK" In the Year 2000. Other than

that, City Bank received the "Top Ten Company" award from the Prime Minister of the People's

Republic Of Bangladesh.

2.2 Business Divisions of City Bank Ltd.

City Bank is one of the oldest private Commercial Banks operating in Bangladesh. City Bank is

among the very few local banks which do not follow the traditional, decentralized,


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geographically managed, Branch based business or profit model. Instead the bank manages its

business and operation vertically from the head office through 4 distinct business divisions

namely –

i) Corporate Investment Banking

ii) Retail Banking (including cards)

iii) SME Banking &

iv) Treasury & Market Risks

Under a real-time online banking platform, these 4 business divisions are supported at the back

by a robust service delivery or operations setup and also a smart IT Backbone. Such centralized

business segment based business & operating model ensure specialized treatment and services to

the bank's different customer segments.

The bank currently has 86 online branches spread across the length & breadth of the country that

include a fully fledged Islamic Banking branch. Besides these traditional delivery points, the

bank is also very active in the alternative delivery area. It currently has 26 ATMs of its own; and

ATM sharing arrangement with a partner bank that has 225 ATMs in place; SMS Banking;

Interest Banking and so on. Soon its Customer Call Center is going to start its operation. The

bank has a plan to end the current year with 50 own ATMs.

City Bank is the first bank in Bangladesh to have issued Dual Currency Credit Card. The bank is

a principal member of VISA international and it issues both Local Currency (Taka) & Foreign

Currency (US Dollar) card limits in a single plastic. VISA Debit Card is another popular product

which the bank is pushing hard in order to ease out the queues at the Branch created by its


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astounding base of some 400,000 retail customers. The launch of VISA Prepaid Card for the

travel sector is currently underway.City Bank prides itself in offering a very personalized and

friendly customer service. It has in place a customized service excellence model called GAP

(Graceful-Appropriate-Pleasing) that focuses on ensuring happy customers through setting

benchmarks for the bank's employees' attitude, behavior, readiness level, accuracy and timelines

of service quality.

City Bank is one of the largest corporate banks in the country with a current business model that

heavily encourages and supports the growth of the bank in Retail and SME Banking. The bank is

very much on its way to opening many independent SME centers across the country within a

short time. The bank is also very active in the workers' foreign remittance business. It has strong

tie-ups with major exchange companies in the Middle East, Europe, Far East & USA, from

where thousands of individual remittances come to the country every month for disbursements

through the bank's large network of 86 online branches.

The current senior management leaders of the bank consist of mostly people from the

multinational banks with superior management skills and knowledge in their respective

"specialized" areas. The bank this year, is celebrating its 25th year of journey with the clear

ambition of becoming the no.1 private commercial bank in the country in 3 years time. The

newly launched logo and the pay-off line of the bank are just one initial step towards reaching

that point.


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2.3 Corporate Information

Date of Incorporation March 14, 1983

Formal Inauguration March 27, 1983

Number of Branches 86

Paid up Capital 1,188,000,000

Total capital 3,156.25

Total asset 48,755.40

Total deposits 40,539.63

2.4 Vision of City Bank Ltd

“To be the leading bank in the country with best practices and highest social commitment”

2.5 Mission of City Bank Ltd

Mission of City Bank Ltd. is as follows:

To contribute to the socio economic development of the country.

To attain highest level of customer satisfaction through extension of

services by dedicated and motivated team of professionals.

To maintain continuous growth of market share ensuring its steady growth.

To maximize bank’s profits by ensuring its steady growth.

To maintain the high moral and ethical standards.

To ensure participative management system and empowerment of human

resources.


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2.6 Strategies of CBL

CBL believes in the practice of Market-Oriented Strategic Planning, developing and maintaining

a viable fit between the organization’s objectives, skills and resources. The aim of such approach

is to shape and reshape the bank’s businesses and services so that they yield target profits and

growth.

The strategic planning of CBL consists of two organizational levels, which are

Location Based Strategy

Business Level Strategy

2.7 Functions of the Bank

The bank performing following functions:

Borrow money from different institutions and individual.

Lending with or without security for local and international trade.

Carrying out functions of foreign trade and foreign exchange business including opening

L/C, issuance of T/C, credit card, promissory note, approved securities etc.

Buying and selling foreign currencies.

Participates in the capital market as stock-broker and as a portfolio investor.

Reliable safe custody of valuables.

Providing excellent remittance facilities.

Provides withdrawal facilities of deposits.


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2.8 Departments of CBL

Human resources Department

Finance Department

Audit & Inspection Department

Marketing Department

Retail Banking & Consumer Banking Division

Corporate Banking Division

Treasury Division

Trade Service & Correspondents Banking Division

Loans and advance Division

SME Banking Division

Card Division

Information & Technology Division.


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3.1 The Concept of Motivation

Rajput (2011), contends that the word motivation is derived from a Latin word “Movere” which

literally means “to move”. They defined motivation as “the individual’s desire to demonstrate the

behavior and reflects willingness to expend effort”. Motivation can be divided into extrinsic and

intrinsic motivation. Extrinsic motivation refers to external factors, which can be measured in

monetary terms, such as salary and benefits, promotion and disciplinary action. Extrinsic

motivators can have an immediate and powerful effect, but it will not necessarily last long.

Intrinsic motivation refers to internal factors such as job satisfaction, responsibility, freedom to

act, scope to use and develop skills and abilities and challenging work and opportunities for

development. Intrinsic motivators which are concerned with the „quality of working life‟ are

likely to have a deeper and longer term effect. These two different aspects of motivation are

connected to each other and cannot be seen in isolation.

Golembiewski (1973), also refers to motivation as the degree of readiness of an organization to

pursue some designated goal and implies the determination of the nature and locus of the forces

inducing the degree of readiness.

Kelly (1974), says motivation has to do with the forces that maintain and alter the direction,

quality and intensity of behavior. According to Hoy and Miskel (1987), employee motivation is

the complex forces, drivers, needs, tension states, or other mechanisms that start and maintain

voluntary activity directed towards the achievement of personal goals. In short, Dessler (2001),

defines motivation as the intensity of a person’s desire to engage in some activity. From the

above definitions some issues are brought to mind that deal with what starts and energizes


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human behavior, how those forces are directed and sustained as well as the outcomes they bring

about (performance).

Ifinedo (2003), demonstrates that a motivated worker is easy to spot by his or her agility,

dedication, enthusiasm, focus, zeal, and general performance and contribution to organizational

objectives and goals.

All organizations are concerned with what should be done to achieve sustained high levels of

performance through people. This means giving close attention to how individuals can best be

motivated through such means as incentives, rewards, leadership and, importantly, the work they

do and the organization’s context within which they carry out that work. The aim is to develop

motivation processes and a work environment that will help to ensure that individuals deliver

results in accordance with the expectations of management.

According to Butkus & Green (1999), motivation is derived from the word “motivate”, means to

move push or persuade to act for satisfying a need. Baron (1983), defined motivation in his own

right he says that “motivation is a set of process concerned with a kid of force that energizes

behaviour and directs it towards achieving some specific goals. Many writers have expressed

motivation has a goal directed behaviour. This objective nature of motivation is also suggested

by K reitner and Kinicki (2001) put forward that motivation represents “those psychological

processes that cause the stimulation, persistence of voluntary actions that are goal directed”.

In another term, a motivated person has the awareness of specific goals that must be achieved in

specific ways; therefore he/she directs its effort to achieve such goals (Nel et al., 2001).


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Mullins (2006), indicates that, the study of motivation is concerned, basically, with why people

behave in a certain way. The basic underlying question is “why do people do what they do?” In

general terms, motivation can be described as the direction and persistence of action. It is

concerned with why people choose a particular course of action in preference to others, and why

they continue with a chosen action, often over a long period, and in the face of difficulties and

problems.

Motivation is one of the key ingredients in employee performance and productivity. Even when

people have clear work objectives, the right skills, and a supportive work environment, they

would not get the job done without sufficient motivation to achieve those work objectives

(Mullins, 2006). Motivation refers to the forces within a person that affect his or her direction,

intensity and persistence of voluntary behavior. He added that motivated employees are willing

to exert a particular level of effort (intensity), for a certain amount of time (persistence), toward a

particular goal or direction (Mullins, 2006).

3.2 Theories of Motivation

3.2.1 Maslow’s Hierarchy Theory

Malik et al (2011), discussed about Maslow’s Hierarchy theory. According to Maslow,

Hierarchy of need identifies five levels of human needs: physiological, safety, social, ego, and

self actualizing. Lower level needs must be satisfied first before the next higher level need since

this will motivate employees.

3.2.2 ERG Theory

ERG theory, developed by Clayton Alderfer, is a modification of Maslow’s hierarchy of needs.

Alderfer proposed that basic human needs may be grouped under three categories – Existence,


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Relatedness, and Growth. The number of years employees stays in an organization the more its

needs keep on changing and this theory recognizes the multiple needs that may be driving

employees at a given point to understand their behavior and management can properly motivate

them. (Malik et al, 2011)

3.2.3 Herzberg’s Two Factor Theory

Herzberg, Mausner & Snyderman’s (1959), two-factor theory is heavily based on need

fulfillment because of their interest in how best to satisfy workers. They carried out several

studies to explore those things that cause workers in white-collar jobs to be satisfied and

dissatisfied. They classified Hygiene Factors as dissatisfied and motivating factors as satisfied.

The hygiene factors are company policy and administration, technical supervision, salary,

interpersonal relationship with supervisors and work conditions; they are associated with job

content. The motivating factors are those factors that make workers work harder and classified

them as follows: achievements, recognition, work itself, responsibility and advancement.

3.2.4 Acquired-Needs Theory of David McClelland’s

Acquired Needs Theory is also known as the Three-Need Theory or Learned Need Theory.

According to acquired-needs theory individuals acquire three types of needs as a result of their

life experiences. These are need for achievement, need for affiliation and need for power. These

reflect that managers in the bank should be recognized and not motivated by money and as such

motivated with the necessary power to carry out the bank duty. There is the need to encourage

good relationship among staff. All individuals possess a combination of these needs and the

dominant needs are thought to drive employee behavior. (Heller, Goulet & Mohr, 2004).


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3.2.5 Process Theories

Process theories describe the process through which needs are translated into behavior. The two

process theories to be considered are equity theory and expectancy theory. Equity theory matches

the notions of “a fair day’s work for a fair day’s pay”. It really focuses on perceptions of

inequality in the output ratio whose effect may be similar to the hygiene factors of Herzberg et

al. (Naylor, 1999). Equity and fairness in the workplace has been found to be a major factor in

determining employee motivation and job satisfaction (Lewis et al. 1995). As such, equity theory

assumes that one important cognitive process involves people looking around and observing

what effort other people are putting into their work and what rewards follow that effort. This

social comparison process is driven by our concern for fairness and equity. McKenna (2000), and

Sweeney (1990), confirm equity theory as one of the most useful frameworks for understanding

and have a role to play in the study of work motivation. Adams' theory states that employees

strive for equity between themselves and other workers. Equity is achieved when the ratio of

employee outcomes over inputs is equal to other employee outcomes over inputs. Vroom (1964),

theory is based on the belief that employee effort will lead to performance and performance will

lead to rewards and rewards may be either positive or negative. The more positive the reward the

more likely the employee will be highly motivated. Conversely, the more negative the reward the

less likely the employee will be motivated. Skinner's theory simply states those employees'

behaviors that lead to positive outcomes will be repeated and behaviors that lead to negative

outcomes will not be repeated. Therefore managers should positively reinforce employee

behaviors that lead to positive outcomes and negatively reinforce employee behavior that leads

to negative outcomes. According to Lewis et al. (1995), expectancy theory is the most

comprehensive motivational model that seeks to predict or explain task-related effort.


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Vroom’s expectancy model is based on three key variables: valence, instrumentality and

expectancy –

Valence refers to the feeling about specific outcomes.

Instrumentality refers to the probability that a particular performance level will lead to a

specific outcome.

Expectancy is the belief that a particular behavior will or will not be successful.

Frimpong and Fan (2009), defines performance management as the process through which

managers ensure those employees’ activities and outputs are congruent with the organization’s

goal. Therefore it is the organizations’ priority to ensure that motivational tools which

encourages initiative and stimulates efforts from the employees are put in place for a better

performance and deliverance of quality service. Motivation refers to the forces either within or

external to a person that arouse enthusiasm and persistence to pursue a certain course of action.

Employee motivation affects productivity, and part of a manager’s job is to channel motivation

towards the accomplishment of both personal and organizational goals. They conclude that

Motivation and motivational factors have a positive effect on team performance within the

banks.

3.3 Importance of Motivation

The achievements of individuals and organizational goals are independent process linked by

employee work motivation. Individuals motivates themselves to satisfy their personal goals,

therefore they invest and direct their efforts for the achievements of organizational objectives to

meet with their personal goals also. It means that organizational goals are directly proportion to

the personal goals of individuals (Robert, 2005).


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Robert (2005), reported that the manager ’s job is to ensure the work done through employees are

satisfied and the employees are self motivated towards their work rather than just being directed.

The manager’s involvement is not so much important in the motivation of employees. The

employees should motivate themselves to work hard.

The major issue in all services organizations is the motivation of employees whether they are

skilled or unskilled or professionals. Employee motivation is also a major issue for the

commercial banks. It is a today’s challenge for the management in this competitive world to

motivate employees to offer efficient and good services that customers expect so for. The

employees‟ motivation, their enthusiastic and energetic behavior towards task fulfillment play

key role in successes of an organization to benefit (Cheng, 1995).

According to Petcharak (2002), one of the functions of human resource manager is related to

ensure employees‟ workplace motivation. The human resource manager’s function should be to

assist the general manager in keeping the employees satisfied with their jobs. Another goal in

organization is the goal for the services manager is to develop motivated employees and

encourage their morale regarding their respective works. The employee work morale, such as

supervisors, peers, organization, and work environment can be defined in a sense that the

employee has the feeling and be conscious about all aspects of the job. The performance is poor

if the employee is not satisfied and happy. Workplace dissatisfaction often leads organization

and its employees‟ poor performance.

3.4 Levels of Employee Motivation

According to research conducted by Mosley, Megginson, & Pietri (2001), there are three levels

of employees‟ motivations.


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1. The direction of an employee’s‟ behavior. It relates to those behaviors which the

individuals choose to perform.

2. The level of effort. It refers to how hard the individual is willing to work on the behavior.

3. The level of persistence. It refers to the individual’s willingness to behave despite

obstacles.

They found that management can make use of different tactics, strategies and policies to

motivate employees in work settings, but different tactics, strategies and policies would have a

different motivational impact on diverse people.

Daschler and Ninemeier (1989), conducted research and investigated what employees may seek

from the work environment. Their discussion reviews some of employee-related concerns that

can be found in the venue of strategies to employees‟ motivation.

1. Employees are individuals that come from different backgrounds, they have different

education with different experiences and their different family classes are all the factors

in which their needs be located.

2. The primary interest of employees is to satisfy their personal needs, ambitions, desires

and goals.

3. An employee wants to satisfy its basic needs, linked to survival and security concerns and

desire to belong, to generate positive feelings from within and from others, and to be self-

fulfilled.

4. Most employees want –

a. Fair and consistent company policies in matters affecting them;

b. Management they can respect and trust;


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c. Adequate working relationships with managers and co-workers;

d. Acceptable salaries and working environment;

e. Appropriate job security assurance;

f. Favorable job status.

5. The other important factors that can fulfill and motivate employees are: challenging

work, work that yields a sense of personal accomplishment, expression of appreciation

for good performance, increased responsibility and the chance to grow in the job, the

feeling of importance and making a contribution to the organization, and participation in

job-related matters that affect the employees.

The research conducted by Dr. Kashifurrehman et al. (2007), in Pakistan measuring the effect of

Human Resource Strategies‟ like pay, promotion and training on job satisfaction. Their study

was focused on workforce of service based companies in Pakistan. They concluded from their

research that pay, promotion and training had positive and significant impact on job satisfaction.

They argued and suggested that employees in Pakistan give more importance to pay and

promotion than training.

Al Jenaibi (2010), explored the sense of job satisfaction and the struggles employees face in

government organizations by using a case study of different organizations in the UAE. Job

satisfaction occurs when someone feels he/she has proficiency, value, and is worthy of

recognition. Therefore, job satisfaction is a worker’s sense of achievement and is generally noted

to be directly associated with improved efficiency as well as to personal welfare. Job satisfaction

is the belief of the employee that he/she is doing a good job, enjoying the process, and being

suitably rewarded for the effort. Job satisfaction is a measure of how happy workers are with


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their jobs and work environment. Keeping morale high among workers is of fabulous benefit to

any company, as content workers will be more likely to produce more results, take fewer days

off, and remain loyal to the company. Job satisfaction is an essential factor that affects

employees‟ initiative and enthusiasm. A lack of job satisfaction can lead to increased

absenteeism and unnecessary turnover in the workplace. Job satisfaction increases the degree of

happiness in the workplace, which leads to a positive work approach. A satisfied worker is

creative, flexible, innovative, and loyal. Job satisfaction in general means the work force is

motivated and committed to high quality performance. Improving the quality of working life will

help employees to increase productivity (the quantity and quality of output per hour worked).

The main finding of their research is that job satisfaction is based on effective management,

communication, facilities, and benefits, including salaries, technologies, and future job

directions.


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4.1 Introduction

The research methodology section of this research paper has been made with a brief discussion

on the research design, types of research, research approach, methods of data collection, and

forms of analysis and research limitations.

4.2 Research Methodology

Research methodology is the systematic, theoretical analysis of the methods applied to a field of

study for research purpose. It comprises the theoretical analysis of the body of methods and

principles associated with a branch of knowledge. Typically, it encompasses concepts such as

paradigm, theoretical model, phases and quantitative or qualitative techniques. (Irny & Rose

2005)

4.3 Research Design

A research design lays the foundation for conducting the project. A good research design will

ensure that the marketing research project is conducted effectively and efficiently. Typically a

research design involves the following –

Define the information needed.

Design the exploratory, descriptive, and/ or causal phase of the research.

Specify the measurement and scaling procedures.

Construct and pretest a questionnaire or an appropriate form for data collection.

Specify the sampling process and sample size.

Develop a plan of data analysis.(Malhotra & Dash, 2011)


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4.4 Types of Research

On the basis of purpose there are three types of research –

Exploratory

Descriptive

Causal

4.4.1 Exploratory Research

Exploratory research is conducted to clarify ambiguous problems. Exploratory research might

involve a literature search or conducting focus group interviews. The exploration of new

phenomena in this way may help the researcher’s need for better understanding, may test the

feasibility of a more extensive study, or determine the best methods to be used in a subsequent

study. For these reasons, exploratory research is broad in focus and rarely provides definite

answers to specific research issues. The objective of exploratory research is to identify key issues

and key variables (Bhatnagar, 1987).

4.4.2 Descriptive Research

Descriptive research is used to describe characteristics of a population or phenomenon being

studied. It does not answer questions about how/when/why the characteristics occurred. Rather it

addresses the "what" question (What are the characteristics of the population or situation being

studied? (Shields, Patricia, & Rangarjan, 2003). Three main purposes of research are to describe,

explain, and validate findings. Description emerges following creative exploration, and serves to

organize the findings in order to fit them with explanations, and then test or validate those

explanations (Krathwohl, 1993).


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4.4.3 Causal Research

Causal research falls under the category of conclusive research, because of its attempt to reveal a

cause and effect relationship between two variables. Like descriptive research, this form of

research attempts to prove an idea put forward by an individual or organization. However, it

significantly differs on both its methods and its purpose. Where descriptive research is broad in

scope, attempting to better define any opinion, attitude, or behavior held by a particular group,

causal research will have only two objectives:

Understanding which variables are the cause, and which variables are the effect.

Determining the nature of the relationship between the causal variables and the effect

predicted (Krathwohl, 1993).

4.4.4 Types of Research used in this Study

As the broad objective of this study is The broad objective of the researcher is to analyze the

factors that motivate the employees at City Bank Limited and how they affect their performance

in the organization, the key issues of the research were to identify the key motivators for

employees at City Bank and its affect on them. The researcher has tried to do so through

extensive study and observation and personal interviews with the supervisor. Therefore, the type

of research used in this study will be exploratory.

4.5 Research Approach

The two main theoretical research approaches in business research are inductive and deductive.

Those theoretical research approaches propose two different ways of drawing conclusion at

conducting research.


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4.5.1 Deductive Approach

“A deductive approach is concerned with developing a hypothesis (or hypotheses) based on

existing theory, and then designing a research strategy to test the hypothesis” (Wilson, 2010).

Deductive approach can be explained by the means of hypotheses, which can be derived from the

propositions of the theory. In other words, deductive approach is concerned with deducting

conclusions from premises or propositions. “Deduction begins with an expected pattern that is

tested against observations, whereas induction begins with observations and seeks to find a

pattern within them” (Babbie, 2010).

4.5.2 Inductive Approach

Inductive approach starts with the observations and theories are formulated towards the end of

the research and as a result of observations (Goddard and Melville, 2004). Inductive research

“involves the search for pattern from observation and the development of explanations – theories

– for those patterns through series of hypotheses” (Bernard, 2011).

In other words, no theories would apply in inductive studies at the beginning of the research and

the researcher is free in terms of altering the direction for the study after the research process had

commenced.

4.5.3 Approach Used In the Study

This research work has been done with an objective to explore the motivating factors at City

Bank. For this literatures were reviewed and patterns were searched in consistent with the

reviews during the study. So based on the approach of the research this study is deductive in

nature.


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4.6 Methods of Data Collection

There are two major ways of collecting data for business research. Those are –

Primary data

Secondary data

4.6.1 Primary Data

Primary data are collected by the researcher for the specific purpose of addressing the problem at

hand. Obtaining primary data can be expensive and time consuming. It also requires the

involvement of the researcher. Some major ways of collecting primary data are –

Observation

Interviews

Questionnaire

4.6.2 Secondary Data

Secondary data are the data previously collected and assembled for some project other than the

one at hand. When someone uses data that has been collected by someone else for different

purpose, then the data is called secondary data.

The advantages of collecting secondary data are it can be obtained quickly, it is cheap when

compared to primary data, it is usually available and it enhances the existing primary data.

4.6.3 Data used in the Study

The researcher has collected both primary data and secondary for this research. Primary data was

collected with the help of questionnaires and personal interviews.


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Whereas, secondary data was collected from the website of City Bank to get an overview of the

company’s structure and learn about their objectives and goals.

4.7 Forms of analysis

The analysis of the research can be in three ways -

Qualitative analysis

Quantitative analysis

Triangulation

4.7.1 Qualitative Analysis

Qualitative analysis is used to gain an understanding of underlying reasons, opinions, and

motivations. It provides insights into the problem or helps to develop ideas or hypotheses for

potential quantitative research. Qualitative Research is also used to uncover trends in thought and

opinions, and dive deeper into the problem.

Qualitative data collection methods vary using unstructured or semi-structured techniques. Some

common methods include focus groups (group discussions), individual interviews, and

participation/observations. The sample size is typically small, and respondents are selected to

fulfill a given quota (Bhatnagar, 1987).

4.7.2 Quantitative Analysis

Quantitative Research is used to quantify the problem by way of generating numerical data or

data that can be transformed into useable statistics. It is used to quantify attitudes, opinions,

behaviors, and other defined variables – and generalize results from a larger sample population.


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Quantitative Research uses measurable data to formulate facts and uncover patterns in research.

Quantitative data collection methods are much more structured than Qualitative data collection

methods (Bhatnagar, 1987).

Quantitative data collection methods include various forms of surveys – online surveys, paper

surveys, mobile surveys and kiosk surveys, face-to-face interviews, telephone interviews,

longitudinal studies, website interceptors, online polls, and systematic observations.

4.7.3 Triangulation

Triangulation can be said as the combination of both qualitative and combination of quantitative

methods. Qualitative studies may be collective with quantitative ones to increase the alleged

quality of the research, especially when a quantitative study follows a qualitative one and

provides justification for the qualitative findings (Bhatnagar, 1987).

4.7.4 Forms of Analysis used in the Study

Though the findings of this research were presented in graphical ways, only qualitative methods

were used to analyze the collected data. Therefore, the form of analysis used in this study is

Qualitative Analysis.

4.8 Limitations of the Study

There were some limitations of the report –

Collection of data was limited to only one branch rather than all the branches of City

Bank.

The report is based solely on the data provided by the employees of the bank. There were

no secondary data or previous research available on the research topic.


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Researcher’s knowledge was limited on the quantitative analysis method, thus, it could

not be included.

Employee Motivation is a too big topic to cover completely in this limited scope. It

required huge time and huge space to cover. So, only important parts of Employee

Motivation were covered.

It is not possible to get all sorts of information due to official confidentiality.


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The focus of this present chapter is to analyze the data collected during the study and examine

the findings in the light of the objectives of the study. However, before doing that, the researcher

would like to give a brief idea about the profile of the employees from which the data was

collected –

The study was carried out on 45 employees of City Bank. All these employees work at the

Agrabad Branch of City Bank. The sample size consisted of almost equal numbers of male and

female employees (25 male and 20 female employees).

This sample size consisted of employees with three different designations –

Clerical: These are the lowest level of employees. There job is to carry out the daily jobs

at the bank such as – collect, count and disburse money, do basic bookkeeping and

completing banking transactions, communicating with customers, answering telephones,

operate office machines etc. In total there were 36 clerical staffs at the Agrabad Branch.

Supervisors: These are the mid level employees. Their job is to supervise specific

sections, such as – Accounting, Foreign Exchange, and Loan Disbursement etc. and

manage the Clerical staffs. There were 8 Supervisors in the sample size.

Manager: There were 2 managers – 1 Assistant Manager and 1 Branch Manager. They

were the highest level of employees in the branch. There job so overlook and manage all

the operations in the branch.

In spite of these, there were also other employees such as – security guards and peons. However,

they were not included in the study.


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The majority of the respondents of this study (42.2 %) stated that they have been working at the

bank for over 5 years whereas, 28.9% reported as working for 3-5 years, 17.8% for 1-3 years and

the rest worked for less than a year. A visual presentation of the duration of the employees is

given below –

Figure 5. 1: Duration of Employees at the Bank

5.1 Objective 1: Motivational Packages for Staff at City Bank Limited

The motivational packages that are offered to the employees of City Bank are –

Periodic Enhancement of Salaries

Promotion

Recognition

Employee car and house Loan Schemes

42.20%

28.90%

17.80%

11.10%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

45.00%

More than 5 years 3-5 Years 1-3 Years Less than 1 Year

Duration of Employees at the Bank


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Fringe Benefits

These motivational packages, as a matter of policy, are reviewed every year by management and

board of directors. City Bank range of intrinsic motivational packages for its employees like

most organizations in Bangladesh covers training and development, job satisfaction,

responsibility, freedom to act, scope to use and develop skills and abilities and challenging work

and opportunities for growth. The intrinsic factor seeks to achieve the long term goals for the

bank whiles the extrinsic achieved a shorter time goal for the bank. The consequence of the

extrinsic is that in the short run, it entices the employees to deliver and to augment in achieving

the long term goal of the bank. The employees who want enhanced salary has the tendency to

move to a new bank where the enhance salary is much higher than the existing once. Managers

should be interested in employees who are achievers and try to ensure that all employees work to

their full potential, so as to move the bank forward. The bank has proven that employees when

motivated with enhance salary is still able to achieve the branch target and the overall corporate

performance.

When employees were asked to choose from a range of motivational packages, the most

important one to each of them, majority of the respondents, 35.5% recognized enhancement of

salaries to employees as the most important to them (table 4.3). The next was fringe benefits

(17.8%) and then the third most preferred was promotions (15.6%). Thus all the categories of

staff in the bank are clerical, supervisors and managers chose enhance salaries as their first

priority. Well paid employees are normally committed to their jobs and hardly indulge in fraud

as against leanly paid employees. The importance of the motivational packages to the

respondents are graphically shown below –


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Figure 5. 2: The Importance of the Motivational Packages

5.2 Objective 2: Effects of Motivational Package on Employee

Performance

From the study, it is certain that the motivational packages, irrespective of the type or kind has a

positive influence on the employees in one way or the other. Effective motivation influences

loyalty, job satisfaction and the many associated working novelties. The study revealed that an

even despairing of motivation influence in employee. It ranges from (24.4%), for employees

loyalty to (15.6%) being punctuality at work. Inner satisfaction is the second most influenced

work characteristics represented by (20%) of respondents. Staying on the job, delight to

customers and respect among colleagues each attracted (13.3%) of respondent. The theory of

Abraham Maslow is agreed with the inner satisfaction of the employees because at each point of

35.50%

17.80%15.60%

13.30%11.10%

6.70%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

Enhancement

of Salary

Promotion Fringe Benefits Recognition House Loan

Scheme

Car Loan

Scheme


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respondent’s years with the bank a need is met per the policy of the bank. The loyalty (20%) of

the employees is most appreciated since most of the employees have worked in the bank for

more than five years and above. This indicates that there is a good relation between motivation

and employees performance for the bank. This supports Daschler and Ninemeier (1989), findings

that employees are working to satisfy their basic needs, for survival, be economically secured,

get self fulfilling among others. Their discussion reviews some of employee-related concerns

that can be found in the venue of strategies to employees’ motivation –

An employee wants to satisfy its basic needs, linked to survival and security concerns and

a desire to belong, to generate positive feelings from within and from others, and to be

Self-fulfilled.

Most employees want - (a) fair and consistent company policies in matters affecting

them; (b) management they can respect and trust; (c) adequate working relationships with

Managers and co-workers; (d) acceptable salaries and working environment; (e)

Appropriate job security assurance; (f) favorable job status.

The respect amongst colleagues always promotes the employee co-existing in the office and this

promotes cordial relationship with customers. In the long run, customers continue to do business

with the bank and the employees performing the bank mandates achieve the bank targets.

However, irrespective of the direction of the impact or influence of the packages on the

employees, it positively affects all staff and their work output. The figure below confirms that

more of the staffs would not have been able to achieve his/her current performance level if

current motivational packages were not available to him /her.


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Figure 5. 3: Influence of Motivational Package on Employee Performance

5.3 Overall Assessment of the Motivational Packages at City Bank Ltd.

The two categories of motivational packages which were identified in City Bank are namely

extrinsic and intrinsic motivational packages. The elements identified under the extrinsic

motivational package were enhanced salary, fringe benefit (various allowances), car loan,

housing loan and that of the intrinsic were promotion, recognition, roles and responsibility,

training and development, growth and opportunity. The Clericals are interested in extrinsic

motivation particularly enhance salary and fringe benefits. This shows that clerical staff desire

short term rewards to meet their physiological needs and are satisfied when rewarded to steed on

achieving their targets. The managers on the other hand are interested in intrinsic motivation

such as recognition and promotion. This is in conformity to Macllend Theories of achievement,

power and affiliation. The managers ensured that the clerical staff achieved their routine

scheduled targets which consolidate to the banks’ targets and finally the corporate conglomerate

15.60%

13.30% 13.30% 13.30%

20%

24%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

Early

Reporting to

Work

Staying on the

Job

Delight to

Customers

Respect

Among

Colleagues

Inner

Satisfaction

Loyalty to

Bank


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goal of the group. At the end of the day, these managers are appreciated by and rewarded

accordingly by the Board of Directors. There was greater number of employees who have

worked with the organization for more than five and above, which call for the attention of

management to put succession plan in place for new employees to be recruited. Management had

policy in place to ensure that disciplinary actions are taken against anyone who caused financial

loss to the bank. Management policy is in conformity to Frederick Herzberg’s two factor theories

by making sure that staffs and managers comply with the bank policy. They reward employees

when they performed and punished them when they commit fraud or offence.

From the study, the researcher deduced that motivational packages had influenced some

employees to come to work early, stay longer to work, serve customers cheerfully with great joy.

This reduced absenteeism and ensured that the daily activities of the bank were discharged with

ease. The rate of coming to office would give room for managers to strategically plan ahead

instead of saddle themselves with tactical or operational issues.

From the respondents, the researcher found out they show a very high level of loyalty to bank,

and which is good for the bank. The longer an employee remains in the employment of the bank,

the more likely is it that most customers will be used to such a person and may find it easy to

divulge their service wishes or expectations from the bank. Such bits of information may be very

useful for restructuring the service delivery strategies of the bank. The accumulated experience

of such a loyal staff could also influence an increase in the deposits of the bank as well as reduce

loan repayment default. Both of these can positively contribute to an increase in the profitability

of the bank.


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The majority of the respondents, indicate that they office environment poses a good image about

the bank to its customers. Ultra-modern buildings attract new customers to do business with the

bank. The good furniture and good atmosphere to do business would also attract more business

and increase the bank performance. The health and occupational hazard of workers is addressed

by making the office attractive for business. Only a few respondents indicate otherwise.

The ideas of employees are taken note of in the decision making of the branch. Therefore the

branch is able to stress on their challenges in terms of motivational issues to managers. The

manager is able to ensure that the branch operates smoothly. 100% of the employees indicate that

without motivational packages in place for them, the desired result to be achieved at the branch

level would be difficult.


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6.1 Recommendations

The following recommendations have been made based on the study –

The clerical employees should be motivated with meritorious promotions, job rotation

and job enrichment to reduce boredom and challenged to be innovative.

Supervisors and managerial staff should be trained to develop sharper skills so that

employees can be up to the task when given the opportunity. Training and development

of employees must not be down play.

The period for extrinsic motivational packages to long serving staff could be reviewed

down or reduced so that meritorious staff with lesser period of service may also benefit

from it. This can help to maintain some staff from leaving City Bank to other banks.

Board of Directors and management should approve of new motivational packages which

influence performance at the bank. The new employee on clerical schedule can be given

car loan and enhanced salaries to motivate him/her to stay longer.

The supervisors and managers can be given housing loan and recognition, such as best

loan recovery/deposit mobilizing officer for the year, etc to continuously seek and work

for higher achievements.

Management can do well by increasing the value of the motivational packages which is

already in existence to enhance performance.

Furthermore, the innovations of employees must be accepted and articulated in order to

enhance motivation and for that matter performance.


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6.2 Conclusions

It could be concluded that City Bank staff enjoys both the intrinsic and the extrinsic motivational

packages. The clericals prefer more of the extrinsic motivational packages which the bank should

provide and the managers prefer intrinsic types of motivation packages.

Also management had to put in place both the Maslow theories and Macllend theories and ensure

that employees and managers are well to give out their best to achieve the bank targets. The

quantity of the packages should be increased by management. It could be said that the employees

(especially those who perform the core duty) of the service have spent more number of years

with the organization which means that workers had acquired the necessary skills to carry out the

routine work of the bank and this has the tendency to affect performance positively. Macllend

theory is in support of the view that, at certain point, money is not all but rather than recognition

to managers is paramount. The goal theory is relevant and appreciated in the bank since the bank

works with targets and the drive and effort of employees must be sustained to achieve the goal of

the bank.

It is agreed that the joy of employees in serving customers is very vital in the banking industry.

The office premises must be conducive for both the customers and the employees to enhance

smooth business and build a good image in the eyes of the public. Management must ensure that

most employees’ needs must be identified and satisfied to enhance performance. Besides that,

every needed resource must be provided to the manager and ideas from employees objectively

evaluated and if relevant, used to assist operations and push the branch to achieve its

performance target and overall the bank goals.


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Appendix 1

SECTION A: Socio- Demographic Characteristics

1. Name …………………………………………………..…………………………………….

2. What is your designation at City Bank Limited? ……………………..………………….

3. Gender Male [ ] Female [ ]

4. How many years have you been working at CBL? .................................................................

5. Please state your core duties at CBL………………………………………………………

…………………………………………………………………………………………………..

SECTION B: Motivational Packages for Staff at City Bank Limited

6. Please indicate which of the following is a motivational package for employees of the

Bank? (Multiple responses)

Yes No.

Enhance Salaries to employees [ ] [ ]

Employee car loan scheme [ ] [ ]

Employee housing loan scheme [ ] [ ]

Fringe benefits (i.e. allowances) [ ] [ ]

Promotions [ ] [ ]

Recognition [ ] [ ]

Others (specify)…………………………………..


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7. By ranking them in order of priority which package is most important to you? (Please begin

with the most from 1 to 6)

i. Enhanced salaries to employees [ ]

ii. Employee car loan scheme [ ]

iii. Employee housing loan scheme [ ]

iv. Fringe benefits (i.e. allowances) [ ]

v. Promotions [ ]

vi. Recognition [ ]

8. How often do you benefit from these packages?

Monthly Yearly Other

i. Enhance Salaries to employees [ ] [ ] ……….

ii. Employee car loan scheme [ ] [ ] ………..

iii. Employee housing loan scheme [ ] [ ] …………

iv. Fringe benefits (i.e. allowances) [ ] [ ] ……….

v. Promotions [ ] [ ] ……….

vi. Recognition [ ] [ ] ………..

9. Are the views of employees incorporated in these packages?

(i) Yes [ ] (ii) No [ ]

10. Do you think these packages are adequate enough to motivate employees of CBL to give out

their best effort at their workplaces?

(i) Yes [ ] (ii) No [ ]


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11. If no please suggest alternatives adequacy levels of packages for management of the

bank.

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

12. Is your office environment conducive to enhance your work output?

Yes [ ] No [ ]

SECTION C: Effect of Motivational Packages on Employee Performance

13. In what ways do these packages influence you?

Yes No

i. Early reporting to work [ ] [ ]

ii. Staying on the job [ ] [ ]

iii. Delight to customers [ ] [ ]

iv. Respect amongst colleagues [ ] [ ]

v. Inner satisfaction [ ] [ ]

vi. Loyalty to the bank [ ] [ ]

14. What is the effect of these packages on your work output?

Excellent [ ] Very High [ ] High [ ] Cannot tell [ ]

15. Would you be able to achieve the same level out if these packages were not introduced or

were withdrawn by management? (i) Yes [ ] (ii) No [ ]


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THANK YOU FOR ANSWERING THE QUESTIONS.

a case study on employee motivation at city bank limited

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