Table of contents

Abstract 03

Chapter 01: Introduction

1.1. Background of the study 04
1.2. Problem Statement 05
1.3. Problem Justification 05
1.4. Research Questions 07
1.5. Objectives of the study 08
1.6. Significance 09

Chapter 02: Literature review

2.1 Job satisfaction 10

2.2 The relationship of Job satisfaction and Motivation 11
2.3 Different types of motivation dimensions available to improve Job satisfaction of the
employees 12
2.4 Importance of social relationship in order to motivate the employees to gain greater Job
Satisfaction 15
2.5 Job security and job satisfaction 16
2.6 Influence of Training and Development on Job Satisfaction 17
2.7 Job Enrichment and job satisfaction 18
2.8 Pay for Performance: Incentive Rewards and Job Satisfaction 20
2.9 Conceptual framework 22

~1~
Chapter 03: Research Design

3.1 Introduction
3.2 Purpose of the study
3.3 Types of investigation
3.4 Extent of researcher Interference
3.5 Study settings
3.6 Unit of analysis
3.7 Time Horizon
3.8 Sampling Design
3.8.1 Population
3.8.2 Sampling Technique
3.8.3 Sample size
3.8.4 Data collection method
3.9 Limitations of the study

Chapter 04: Findings and Analysis

Chapter 05: Conclusion

Chapter 06: Recommendations

List of references

Appendices 01

~2~
 Abstract

The overall purpose of the study is to investigate the factors which cause Job dis-satisfaction
among operational level employees of ‘X’ Group.inc in Sri Lanka. Thus, the unit of analysis was
determined as ‘Individuals’, since the focus of the study was on ‘operational level employees’.
This case study analysis was carried out, targeting a total number of 56 employees as the
population where the sampling technique used was ‘Purposive or Judgment sampling’ which is
a sub component of ‘Non probability’ sampling. The sample size used in order to collect data
was only, 05 operational level employees and 02 managerial employees of the “Funds
Transferring” unit. As a primary source of data collection method, structured interviews were
conducted on the basis of telephone interviews and as for the secondary source of data
collection method, information was gathered by using the internet, websites and books as well
as through previous researches, etc. All these data was gathered, as a cross sectional study
within two week of time period. However, this research was invariably conducted in a natural
environment where the work is preceded normally which is known as ‘Non-contrived’ settings.
Thus, the findings and analysis of the study clearly illustrated that the operational level
employees were highly demotivated and not satisfied at work leading to an overall conclusion
indicating that this situation occurred due to the practice of poor management within the
company. Therefore, the major recommendation was to implement a “work life balance”
program in order to improve job satisfaction and motivation among the operational level
employees of ‘X’ Group.inc in Sri Lanka.

Key words: Job satisfaction, Motivation and Employee Performance

~3~
 Chapter 01

Introduction

1.1 Background of the Study

“A happy worker is a productive worker.” In today’s competitive environment,

‘Employee satisfaction’ of an organization is considered to be one of the key focused areas
under human resource management. This is mainly because, it is strongly believed that, an
organization most powerful but yet, the most unpredictable asset is the ‘Human capital’
and thereby keeping them satisfied is extremely vital.
‘Employee Satisfaction’, can be demonstrated as a positive or favorable attitude
towards an employee’s job or in other words, it is a positive emotional feeling created in an
employee for being able to achieve their personnel needs and wants as well as goals in
their career path due to a comfortable working environment.
In the modern business environment, Job satisfaction is used as a tool to enhance
performance, reduce absenteeism, retain qualified workers and establish smooth
employment relations.

This is a research carried out based on a ‘financial industry service provider’ in Sri
Lanka known as ‘X’, in order to identify the factors which cause job dis satisfaction. Further
details of the bank would be as follows.

‘X’ is a Global Bank with 200 years of experience where it currently operates in 1000
cities over 160 countries.
“X corporation” was first found in 1812 and was merged with the “Travelers Group”
as a subsidiary on the 6th of December 1998. Thereby, “Travelers Group” changed its name
to “X Group incorporation” where the existing shareholders of both “X corporation” as well
as “Travelers Group” were significantly benefited from the rise of the market share. For

~4~
 two months, “X Group.inc” traded under the symbol “CCI” which was the symbol of “X
Corporation”, since 1985. However, this was changed to the current stock symbol “C” on
the 4th of December.
“X Corporation” established its first office in Sri Lanka, on the 5th of December 1979
which was located in the Colombo Region.

1.2 Problem Statement

Investigating the factors which cause Job dis-satisfaction among operational level employees of
‘X’ Group.inc: Case study on “X Group.inc”, Sri Lanka.

1.3 Problem Justification

In the banking industry of Sri Lanka, most of the operational level activities are
carried out by untrained employees, such as school leavers, who lack knowledge about
“Financial industry services”.

Under this situation, the young operational level employees of “X Group.inc” tend to
face many issues which have led to demotivation as well as job dissatisfaction. Therefore, the
factors which have caused this issue will be discussed, in detail, as follows.

The non-existence of “work-life balance” for the employees, within the

organizational culture of ‘X Group.inc’, is considered to be one of the main factors which have
led to job dissatisfaction. It is to be found that;

 The employees do not have a sufficient time to enjoy with their family members, friends
and loved ones due to working from 8.00am to 10.00pm during the week days which
means 14hours per day as well as due to occasionally having work on Saturdays and
Sundays as well.

~5~
  The employees also do not have an adequate time or either a proper mentality to carry
out their further studies for their own personal development. This is mainly because
every employee is working under immense pressure in the bank and therefore, most of
them find it difficult to manage and carry out both studies and work together.

Usually in a company, senior level executives tend to provide proper guidance and
support, to the lower levels on how to improve their career path. For an e.g.: The executives
would provide the necessary information on what type of academic qualifications would be
required from the employees to climb the corporate ladder in the organization, etc. This is a
simple process carried out in order to motivate the employees and make them more loyal
towards the company. However, this has not been met by the senior executives of ‘X
Group.inc” in an efficient and effective manner. Even if they had done it, the executives have
anyway failed to provide the appropriate environment to do so. Therefore this factor is also
considered as one of the major reasons behind demotivation and dissatisfaction of ‘X
Group.inc’.

It is also identified that newly recruited operational level employees of ‘X Group.inc’

are given less training towards a specific job. Generally, the employees have to undertake “on
the job training” in which it has led to the following issues.

 Normally the training is given by a subordinate who has gone through the same process
and as a result have a very limited knowledge on the specific area.
 Some of the subordinates purposely do not teach everything they know about the
subject to the new employees due to their own attitudes and ego which will put the
new employees in to more uncomfortable situations leading to demotivation and
dissatisfaction towards the organization.
 Due to lack of training as well as lack of knowledge towards their specific job, most of
the employees do not have a clue on what type of a huge impact they would have had
due to a small mistake they do.

~6~
 The Bank ‘X Group.inc’ as well as its departments has very high expectations from
the employees on their day to day work in which is often, difficult to achieve by the employees
leading to job dissatisfaction.

Generally, there are other few factors which have led to job dissatisfaction in ‘X
Group.inc’ as well. They are listed below as follows.

 Even though the organization is paying a considerably high remuneration to the

employees, it is not fair comparing to the work load being given to them.
 Non effective and time consuming meetings being conducted. For an e.g.-: If there is a
matter that should be addressed to few parties in the department, the bank will
organize the meeting for the whole department.
 Most importantly, due to the immense work pressure, there are more health issues of
the employees.

All the above factors clearly indicate the current problems existed in ‘X Group.inc’.
The eager to discover the solutions through the application of scientific procedure for those
above mentioned issues have led this research to be carried out.

1.4 Research Questions

 What is meant by Job satisfaction?

 What is the importance of the concept “Job Satisfaction” to the financial service
industry?

 What are the academic theories in relation to ‘Job satisfaction’?

 What is meant by organizational performance?

~7~
  What is the relationship between ‘Job satisfaction’ and ‘Organizational Performance’?

 What are the factors which hinder ‘Job Satisfaction’ of employees of ‘X Group.inc’?

 What are the possible ways and means of improving job satisfaction among the
employees of ‘X Group.inc’?

1.5 Objectives of the study

To critically investigate the factors which cause ‘Job dissatisfaction’ among the
operational level employees of ‘X Group.inc’, Sri Lanka.

To identify the theoretical relationships among the concepts of ‘Job satisfaction,’

‘Organizational culture’ and ‘motivation’.

To determine the current issues of the operational level employees which hinder ‘Job
Dis-satisfaction’ of ‘X Group.inc’, Sri Lanka.

To develop possible set of solutions and suggestions for the exiting issues related with
the employee job satisfaction in the ‘X’ Group Inc. and thereby improve the
organizational performance.

~8~
1.6 Significance

This research is done for the benefit of the following parties;

 Top Management Executives such as “Human Resource Managers” who are in charge of
developing the company policies. This research would provide valuable insight
information to develop appropriate Human Resource Policies for the banking
employees.

 Operational Level employees will be able to perform efficiently and effectively in the
organization as well as the research would enable them to progress successfully in their
career path in the banking sector.

 Internal Stakeholders such as Shareholders, Board of Directors, etc. would be benefited

with factors such as increase in profits due to the high improvements in the
organizational performance.

 External Stakeholders such as Suppliers will be able to receive payments on time due to
improved performance of the organization as well as the Customers would be able to
enjoy a higher customer satisfaction.

 The research would have a significant influence on the other financial industry service
providers where the research would be helpful to improve their performance as well.

 Independent Researchers can use this as a “Secondary source of Data”.

~9~
 Chapter 02

Literature Review

“An organization’s most powerful yet unpredictable asset is the ‘Human Resource’.”
(Perry, 2010, pp.191). Therefore, managing the human capital is vital for any type of an
organization and should be done in an efficient and effective manner.

Job Satisfaction.

Job satisfaction of an employee is one of the most crucial factors of ‘Human

Resource Management’ which will have a significant impact on the organizational performance.
A wide variety of definitions for “Job Satisfaction” do exist, in the modern business context.
However, according to, Locke and Lathan (1990, pp.248-250) job satisfaction is “The
pleasurable or positive emotional state, resulting from the appraisal of one’s job or job
experience”. Mitchell and Lason (1987) generally recognized that job satisfaction is the most
significant and frequently studied attitude in the organizational behavior field while Luthan
(1998) indicated that there are three important dimensions of job satisfaction:

 Job satisfaction is an emotional response to a job situation. As such it cannot be seen, it

can only be inferred.
 Job satisfaction is often determined by how well outcome meet or exceed expectations.
For instance, if organization participants feel that they are working much harder than
others in the department but are receiving fewer rewards, they will probably have a
negative attitude towards the work, the boss and the co-workers. On the other hand, if
they feel they are being treated very well and are being paid equitably, they are likely to
have a positive attitude towards the job.

~ 10 ~
  Job satisfaction represents several related attitudes which are the most important
characteristics of a job in which people would have an effective response. As mentioned
by Luthan (1998) they are: The work itself, pay, promotional opportunities, supervision
and co-workers.

As mentioned above, there are other related important factors which would lead to
“Job satisfaction” of an organization. The theoretical concepts and aspects of those factors
would be clearly demonstrated as follows.

The relationship between Job Satisfaction and Motivation.

It is clear that the successful implementation of human resource management

theories, are integral to the ‘motivation of the workforce’ and their opportunity to contribute
to the ‘organizational success’. Motivation influences both employee productivity and quality of
work. Mullins (2010, pp.194) defined motivation as the “Driving force within individuals by
which they attempt to achieve some goal in order to fulfill some need or expectation”.

The study of Motivation involves many complexities and difficulties, not least
because it involves behaviors, individuals and internal processes. As a consequence there are
several different theories associated with it.”

Mullins (2010, pp.195) identified certain broad classifications that could be applied
to understand motivation, namely:

 Economic rewards such as pay, security, perks of the job, etc.

 Intrinsic satisfaction, derived from the nature of work, interest in the job, self-
development, etc.
 Social relationships such as friendships, being part of a team, etc.

~ 11 ~
 Generally, the relationships between employee motivation and job satisfaction are
observed, based on the notion that people’s perceptions and behavior in the workplace are
driven by a set of personal, innate needs (Maslow, 1968) and by their perceptions of, numerous
jobs related and organization related aspects (Rothmann and Coetzer, 2002). From Vroom’s
(1964) expectancy theory perspective, people’s motivational needs may be transformed in to
expectancies, which drive behavior at work, if the behavior is believed to achieve a certain
outcome and that particular outcome is considered to be desirable.

Observation of relationships between employee motivation and job satisfaction in

the workplace is extremely important, since several aspects of the work environment serves as
a powerful motivator to employee performance (Herzberg, 1966) and this performance is
considered to be, inextricably linked to the success or failure of the organization.

Agreement on several of the major research findings that exists between different
researches, are discussed below, in which is normally, indicative of the availability of solid
empirical research evidence, where the organizational practices would be informed.

Different types of motivation dimensions available to improve Job satisfaction of

the employees

The aspects affecting people’s motivation at work can be grouped in to different

dimensions such as energy and dynamism, synergy with the work environment as well as their
intrinsic and extrinsic motives. These dimensions are based on the well-researched theoretical
dimensions of employee motivation. For an example, certain needs or motives experienced by
the employees are indicated as their energy and dynamism while at work, such as, their need
for achievement and power, the level of activity under pressure and the extent to which they
are motivated by a competitive environment.

Similarly, several employee needs and motives portray the nature and level of
synergy or harmony between their motivation profiles as well as in their working environments.

~ 12 ~
This includes the extent, to which people are motivated by opportunities for interaction at
work,

 By praise and tangible recognition.

 By the synergy between their own and the company’s values and principles.
 By their need for job security.
 By their need for opportunities for continual personal growth and development.

Employee’s intrinsic motivation dimensions are reflected through aspects such as

their need for meaningful and stimulating work, for flexible structures and procedures
surrounding their tasks as well as an adequate level of autonomy in their jobs. The extrinsic
dimension of employee’s motivation profiles are represented by aspects such as their need for
financial reward, positive promotion prospects and position and status in the firm. A number of
studies have shown, that the extent to which people are motivated by challenging tasks (Du
Plessis, 2003, pp.1-2, et al.) and by the sense that their abilities are being stretched, would have
a direct impact on the job satisfaction they would generally experience.

According to the ‘goal-setting theory’, people are motivated by their internal

intentions, objectives and goals (Spector, 2003). In a study aimed at, ‘Assessing the effect of
perceived quality of work life on job satisfaction’, Coster (1992, pp.6-9), found a positive
correlation between goal involvement in the execution of tasks and job satisfaction.
Corroborating results came from the work of Bellenger, (1984, pp.1-6) as well as Strydom and
Meyer (2002, pp.15-22) who rated the experience of success through goal attainment as the
most important source of job satisfaction.

Although the sample in the latter study consisted of only 29 middle level managers,
the support for its findings was mainly provided by the former study, where the sample was
considerably larger and more representative of a broader spectrum of employee categories.

These results are easily explained, by the significant contribution that success and
achievement make towards a person’s self-esteem (Beach, 1980) would also enable to

~ 13 ~
reinforce his/her sense of making a positive contribution towards the organization. People with
a need for achievement and who experience success in this regard; acquire a stronger belief
and confidence in them, which encourages them to contribute towards the goals and objectives
of the organization.

A need for achievement is often linked to a need for power in the workplace. Many
employees are motivated by opportunities for exercising authority, taking responsibility,
negotiating and being in a position to influence others. This follows from the thinking of
theorists like McClelland (1987) who postulated through the theory of learned needs, where
achievement oriented people; tend to be driven by the need for power more than others.

A relationship between this motivational dimension and job satisfaction has been
shown by authors such as Becherer, Morgan and Richard (1982, pp.125-135) who
demonstrated that, stronger the experience of responsibility or the ability to control and
influence others (power within the work place), the higher the level of job satisfaction tended
to be.

Similar findings were produced by Coster (1992, pp.6-9) as well as by Hoole and
Vermeulen (2003, pp.52-57), who found that the authority to take action and to exercise the
accompanying responsibility resulted in enhanced job satisfaction. Together these findings lend
credence to the concept that power is a significant predictor of job satisfaction in those workers
who are motivated by it.

Certain needs or motives from the employee’s perspective, would generally

determine the level of synergy between their motivational drive system and the characteristics
of their work environment. From the research work of, Cohen-Rosenthal and Cairnes (1991,
pp.48-53); Hoole and Vermeulen (2003, pp.52-57); Strydom and Meyer (2002, pp.15-22);
Vuuren (1990) and Visser (1997, pp.19-24), it was deduced that many employees experience
job satisfaction because their need for interaction with others at work is being satisfied to some
extent.

~ 14 ~
 Importance of social relationship in order to motivate the employees to gain greater Job
Satisfaction

Hoole and Vermeulen (2003, pp.52-57) found that, pilots who enjoyed more social
interaction with colleagues, staff and clients experienced significantly higher levels of job
satisfaction than those who did not have much social contact with others at work. Social
relations with clients and subordinates were also found to elevate the job satisfaction of a small
group of managers from a variety of industries (Strydom and Meyer, 2002, pp.15-22).

An impressive finding in this regard was that, next to the experience of success, the
affiliation motive was found to be, a significant contributor towards job satisfaction. This result
came from a large study (Visser, Breed and Breda, 1997, pp.19-24) that measured several
dimensions of job satisfaction in the workplace. The needs theories (Alderfer, 1969, pp.142-
175; Maslow, 1968; Herzberg, 1966; McGregor, 1960) emphasized that people need and
appreciate the support they receive from those they share their work environment with and
this support and interaction would make them feel much happier at work. Once their more
basic needs have been met, employees are often driven more strongly by egoistical needs
(Maslow, 1968).

Bellenger, Wilcox and Ingram (1984, pp.1-6), as well as Guppy and Rick (1996,
pp.154-164) explored, people’s need for praise and other outward signs of recognition for their
achievements. In their investigation of characteristics of the work environment that may
potentially impact on job satisfaction, they concluded that recognition of performance is a
significant predictor of job satisfaction. Employees experience their jobs, as far more pleasant
and rewarding when they receive appropriate recognition for their accomplishments (Vuuren,
1990; Beach, 1980).

The personal values that people hold compel many employees to uphold their ideals and
conform to high ethical and quality standards, even in the workplace. Hoole and Vermeulen
(2003, pp.52-57) found that having to compromise these principles at work by not adhering to
adequate safety standards or producing work of inferior quality would diminish the satisfaction
experienced by the employees.
~ 15 ~
Viswesvaran and Deshpande (1996, pp.1065-1069) as well as Deshpande (1996, pp.655-660)
concurred with this notion by showing that an instrumental climate, where people protect their
own interests at the expense of their personal principles, had a significantly negative effect on
job satisfaction.

Job Security and Job Satisfaction

The need for security is one of the most basic needs, according to Alderfer’s (1969,
pp.142-175), Maslow’s (1968) as well as McGregor’s (1960) theories.

Davy, Kinicki and Scheck (1997) also discovered that, job security refers to one’s expectations
about continuity in a job situation and would also extend to a concern over loss of desirable job
features such as promotion opportunities and working conditions.

The extent to which people are motivated by contextual factors such as pleasant
working conditions and job security has a bearing on their job satisfaction. This was found by
authors such as Cohen-Rosenthal and Cairnes (1991, pp.48-53); Davy, Kinicki and Scheck (1997,
pp.323-349); Hoole and Vermeulen (2003, pp.52-57) as well as Ritter and Anker (2002, pp.331-
358) who emphasized that job security is an important predictor of job satisfaction. Moon
(2000, pp.177.194) also posited a relationship between these variables.

Visser, Breed and Breda (1997, pp.19-24) demonstrated that a lack of job security impacts
negatively on job satisfaction. Their result was based on the perceptions of a large group of
marketing personnel from the South African motor manufacturing industry, who linked their
job security fears to a number of external issues primarily, notably the prevailing political
situation in the country and the related future of the motor manufacturing industry. A number
of internal practices were also linked to their concerns, such as appointments made from
outside, instead of internally and the perceived lack of promotion opportunities.

Bellenger, Wilcox and Ingram (1984, pp.1-6) as well as Johnie (1989, pp.24-31) found
that job security was significantly less important to younger and more senior employees than to

~ 16 ~
older and more junior employees. They argued that older people may be less occupationally
mobile than younger ones and therefore more dependent on their current jobs and that they
might also have greater financial commitments to obtain as well. More senior people may feel
more confident about alternative employment opportunities than more junior employees.

Influence of Training and Development on Job Satisfaction

The need theories (Alderfer, 1969, pp.142-175); (Maslow, 1968); (McGregor, 1960)
hold that, self-actualization is one of the most powerful higher order needs that motivate
people at work. In line with people’s need for achievement at work, it is expected that their
satisfaction will increase as more opportunities for further training and development and
acquisition of new skills present themselves. Coster (1992, pp.6-9) confirmed this notion
through the finding that learning opportunities represented a substantial predictor of job
satisfaction.

People place a high premium on their own personal development, especially since it
affirms and boosts their sense of self-worth and satisfies their need for self-actualization. With
reference to employee’s intrinsic motivation dimension, task enrichment theory holds that a
person’s motivation is increased by his/her experience of meaningful and enriched job content
(Tyagi, 1985, pp.41-52); (Hackman and Oldham, 1976, pp. 250-279); (Porter, Lawler and
Hackman, 1975).

~ 17 ~
 Job Enrichment and Job Satisfaction

Job enrichment involves the structuring of various elements of the job content such
as increasing job responsibilities and the variety of tasks or employee autonomy (Perry and
Porter, 1982, pp.89-98); (Hackman and Oldham, 1976, pp.250 279).

The literature reported a positive relationship between job satisfaction and the need of
employees to perform jobs that provide them with variety, interest and stimulation (Herzberg,
1987, pp.109-128). Coster (1992, pp.6-9) found that for all hierarchical levels in the
organization, stimulating job content had significant predictive value when it came to job
satisfaction and that the related job satisfaction. Strydom and Meyer (2002, pp.15-22)
confirmed this finding by stating that the content of the work itself has a direct effect on job
satisfaction. It also found that, the more interesting the tasks an employee has to perform, the
higher his or her level of job satisfaction is expected to be.

Kemp, et. al (1983, pp. 271-288) reported a significant and unambiguous effect of
meaningful work design on job satisfaction. Shepard (1973, pp. 274-281) found that workers in
highly specialized, repetitive jobs exhibited the lowest levels of job satisfaction among workers
who perform a variety of jobs.

Similarly, Stinson and Johnson (1977, pp.315-325) found a consistent negative relationship
between task repetitiveness and job satisfaction, regardless of whether the respondent
exhibited a high need for achievement. In other words, even employees who are not highly
achievement oriented would also experience a decrease in job satisfaction when performing
repetitive, non-stimulating work.

Further confirmation of the linear relationship between job satisfaction and

employee’s need for stimulating activity at work, came from Vercueil (1970) as well as Visser,
Breed and Breda (1997, pp.19-24) who found challenging work to be a significant determinant
of job satisfaction.

Both the latter and the Stinson and Johnson (1977, pp.315-325) studies incorporated large
samples that spanned all levels of the organization. They also involved a wide variety of tasks

~ 18 ~
across several levels of complexity in which, all these characteristics led to reinforce the
generalizability and validity, of these findings and studies.

A number of research projects that operationalized stimulating work, as skill variety

applied in the execution of tasks (Becherer, Morgan and Richard, 1982, pp.125-135); (Fried and
Ferris 1987, pp.287-322); (Jernigan, Beggs and Kohut, 2002, pp. 564-579) reported that jobs,
which require the application of a wider array of skills from an employee, would enhance the
level of job satisfaction of that employee and as such represents a powerful contributor
towards job satisfaction.

In addition, depending on an employee’s satisfaction level, the skill variety component of the
job was found to be significantly influencing the employee’s effective commitment towards the
organization (Jernigan, Beggs and Kohut 2002, pp. 564-579). The latter findings should be
interpreted and applied with caution, since the entire sample of this study is consisted of
nursing personnel only, with the exclusion of other industries.

In general, the literature has indicated that an employee’s job content has an
important and pervasive effect on his or her experience of satisfaction at work. Autonomous
activity is an innate need experienced by many people (Beach, 1980); (Coster, 1992, pp.6-9);
(Vercueil, 1970).

A number of studies have found a significant relationship between job satisfaction

and the extent to which employees are motivated by being given a scope for greater self-
regulation in their work. Several authors have demonstrated a significant positive correlation
between the levels of autonomy a person experiences at work and his or her level of job
satisfaction. (Agho, Mueller and Price, 1993, pp.1007-1027); (Becherer, Morgan and Richard,
1982, pp.125-135); (Coster, 1992, pp.6-9); (Fried and Ferris 1987, pp.287-322); (Guppy and Rick,
1996, pp.154-164); (Jernigan, Beggs and Kohut, 2002, pp. 564-579); (Orpen, 1994, pp.855-856);
(Stinson and Johnson, 1976, pp.315-325); (Tyagi, 1985, pp.41-52); (Weaver, 1988, pp.437-445).

Interesting auxiliary findings included that compromised satisfaction with aspects

relating to work autonomy exerted a significant impact on an employee’s alienate commitment

~ 19 ~
(or intention to withdraw support from the organization) towards the organization (Jernigan,
Beggs and Kohut, 2002, pp. 564-579). An employee’s perceived control over his or her own
work was also found to be moderating the relationship between the levels of motivation and
job satisfaction experienced (Orpen, 1994, pp.855-856).

The literature showed that the nature of the relationship between motivation and
job satisfaction is determined to a large extent by people’s perceptions of the amount of
control they have over their own work. Together the results of the mentioned studies allow
adequate generalizability, as the samples were generally large, and represented a multitude of
occupations, industries and respondent demographics.

Pay for Performance: Incentive Rewards and Job Satisfaction

The extrinsic dimension of employee motivation is concerned with the premium

placed on material reward at work. Material or extrinsic rewards are those provided by the
organization, which is tangible and visible to others (Bellenger, Wilcox and Ingram, 1984, pp.1-
6). Research on issues surrounding the material reward for work performance, reported a
significant positive correlation between the extent to which people are motivated by financial
reward and their level of satisfaction with their work (Hoole and Vermeulen, 2003, pp.52-57);
(Thomson, 2003, pp. 46-47); (Strydom and Meyer, 2002, pp.15-22); (Visser, Breed and Breda,
1997, pp.19-24); (Agho, Mueller and Price, 1993, pp.1007-1027); (Mol, 1990); (Bellenger,
Wilcox and Ingram, 1984, pp.1-6).

However, (Bellenger, Wilcox and Ingram, 1984, pp.1-6) added that pay appeared to be
significantly less important to more senior employees, who valued higher-order rewards more
highly such as recognition and respect from colleagues. As with praise and recognition, material
reward represents a visible means by which an employee’s contribution towards the interests
of the company and as such his or her value to the organization may be affirmed. For many, it
also represents affirmation of their self-worth and successful pursuit of their self-actualization
aspirations. Status also represents an avenue for enhancing a sense of self-worth.

~ 20 ~
 Hoole and Vermeulen (2003, pp.52-57) found that the extent, to which people are
motivated by outward signs of position, status and due regard for rank, is positively related to
their experience of job satisfaction. Jernigan, Beggs and Kohut (2002, pp. 564-579) agreed, and
added that a low level of satisfaction with an employee’s status at work is likely to lead to an
increased level of alienates commitment towards the organization.

Many employees, especially highly achievement orientated people, are strongly

motivated by having, encouraging promotion prospects in their jobs, as these offer opportunity
for advancement in their careers and in the companies they work for (Bellenger, Wilcox and
Ingram, 1984, pp.1-6; Sylvia and Sylvia, 1986, pp.227-241; Deventer, 1987, pp. 2-6).

In this vein, it has been shown that promising promotion prospects significantly
enhance an employee’s job satisfaction (Coster, 1992, pp.6-9); (Hoole and Vermeulen, 2003,
pp.52-57) and that negative promotion practices such as prolonged temporary status; bring
about a decrease in job satisfaction (Visser, Breed and Breda, 1997, pp.19-24).

With the exception of the study by Visser, Breed and Breda (1997, pp.19-24) which followed a
triangular approach, the predominant research methodology employed in all of the relational
studies mentioned in the previous section was quantitative correlation analysis, supported by
regression analysis in the cases where any measure of predictive value in the particular
relationship between employee motivation and job satisfaction was pursued.

The previous section reviewed a number of selected studies on the relationship

between employee motivation and job satisfaction. Several major findings that were reported
on, repeatedly dominate the work done in this field. Overall it appears that most employees are
happy at work when they are able to realize their occupational goals and ambitions as well as
when they are able to take control of their work environments and often the people in it too.
By doing so, their needs for affirmation of their self-worth and value to the company as well as
their ability to control their own destiny are satisfied to some extent.

At the same time employees derive satisfaction from a sense of belonging to the
community at work and sharing important values and principles with them as well as from

~ 21 ~
growing and developing alongside for the betterment of themselves and the organization as a
whole.

Employees also need to be recognized for their achievements and contribution to the
company’s prosperity and to feel secure in their jobs in order to experience job satisfaction.
Fears about losing their jobs have an especially adverse effect on their satisfaction with their
work situation. For many employees it is also important to be able to uphold their personal
principles and values at work. Employees are intrinsically motivated by stimulating job content
and the autonomy to organize it as they see fit.

Job satisfaction follows when these matters meet employee’s expectations. A

number of extrinsic motives such as financial reward, status and career advancement also
contribute towards an employee’s job satisfaction.

From a certain perspective, it is believed that these represent nothing more than
visible and often tangible, evidence of an employee’s self-worth and value as well as his or her
ability to earn well. In other words, a substantial relationship is believed to exist between a
worker’s need for extrinsic modes of reward and the need for affirmation of achievement and
power, which is often expressed more subtly.

Conceptual Framework

There are several key terms that should be taken in to consideration under this
research. These key terms would be defined based on the researcher’s perspective.

Job satisfaction: - It is a “Positive emotional feeling of an employee, which arises due to, being
able to, achieves their personal needs and wants in life as well as in their jobs, due to the
comfortable working environment.”

~ 22 ~
Job Enrichment: - Job Enrichment is the addition to a job of tasks that increase the amount of

employee control or responsibility. It is a vertical expansion of the job as opposed to the horizontal
expansion of a job, which is known as job enlargement.

The purpose of job enrichment is to improve the overall quality of the employee's job and therefore
motivate the employee to accomplish more. Job enrichment allows workers to feel a sense of
accomplishment for the tasks they perform and encourages a more congenial working environment.
There by increasing job satisfaction and work output among employees.

Job security: - Assurance (or lack of it) that an employee has about the continuity of gainful
employment for his or her work life. Job security usually arises from the terms of the contract of
employment, collective bargaining agreement, or labor legislation that prevents arbitrary termination,
layoffs, and lockouts. It may also be affected by general economic conditions.

Motivation: - This is where the internal and external factors of an organization would have an
impact on the stimulation of the desire and energy of the people, whom will be interested, and
be committed towards a job, role or subject and also contribute their efforts to achieve a
specific goal.

Induction: - This is a commencement made, in order to familiarize the new employees to an

organization. It will include learning duties, responsibilities and the working conditions of the
job as well as should be introduced to all the personnel with whom he/she will have to interact
frequently.

Appraisal: - It is a process where the employee working behavior is evaluated with the pre-set
standards which finally determine who needs training and what type of training as well as
recognize who will be promoted, demoted, retained or fired.

Training and Development: - This is a form of process or activities that are carried out in order
to improve the skills and knowledge of the employees which will lead to an improvement in the
organizational performance

Psychological Contract: - This addresses factors that are not defined in a written contract of
employment such as levels of commitment, productivity, quality of work life, job satisfaction,
attitudes of employees to work flexibly and take-up of suitable training.

~ 23 ~
 Chapter 03

Research Design

3.1 Introduction

There are mainly three types of approaches available for an author to adopt in a
research study. These approaches are known as Qualitative, Quantitative as well as Mixed or
Pluralist. However, this particular research was conducted as a Qualitative study, where the
end result was impossible to be measured. The main reason in order to select, a ‘Qualitative’
approach was due to the advantages and strengths it contains and they are as follows,

 Qualitative research is useful during the early stages of a study when the researcher
may be unsure of exactly what will be studied or what to focus on.
 This type of research does not need a strict design plan before it begins.
 It also provides the researcher, freedom to let the study unfold more naturally.
 The researcher gains more detailed and rich data in the form of comprehensive written
descriptions or visual evidence, such as photographs.
 This type of research looks at context and social meaning and how it affects individuals,
which was advantageous, particularly in the social sciences.
 It is flexible, highly focused and designed to be completed quickly. This is because the
results are seen or heard first-hand as well as management was easily related to the
findings.
 Qualitative research is best used as a means of generating ideas, of brainstorming
solutions as well as developing hypotheses, which the researcher might eventually
decide to test quantitatively.
 It is a highly subjective research discipline, designed to look beyond the percentages to
gain an understanding of the individual’s feelings, impressions and viewpoints.

~ 24 ~
 When collecting data for a Qualitative research, the participants are able to provide data
in their own words and in their own way in which was beneficial in analyzing the
findings and to justify it clearly.
 A Qualitative approach is not limited to rigidly definable variables.
 This approach would also allow examining complex questions that would be impossible
with quantitative approach.
 Generally, it also involve in building new theories by being able to explore new areas of
researches.

However, there were also certain disadvantages involved with this approach such as;

 The researcher of a study using qualitative research is heavily involved in the process,
which gives the researcher a subjective view of the study and its participants.
 The researcher interprets the research according to his or her own biased view, which
skews the data gathered.
 This research method is very time consuming and can last for months or even years.
 Trained moderators are essential to the success of a qualitative research. Placed in the
hands of an untrained moderator, a qualitative research study's chance of success is
vastly diminished.
 Misuse or misunderstanding the capabilities of qualitative research is a commonplace.
Companies often fall in love with the data-rich results and assume that the results are
projectable. However, this assumption is not correct because the analysis is subjective
and deals with a small sample size where projectability is not possible.
 Another common misconception is the expectation that qualitative research will always
produce definitive conclusions. In reality, the results will not provide companies with
definitive conclusions, but only with enough information to establish a firm basis for
decision making.

There are four research strategies in order to characterize the main approaches;

~ 25 ~
 1. Action research
2. Case studies
3. Experiments
4. Survey

A ‘Case study’ is an examination of studies done in other similar organizational

situations as well as, it is also being considered as a method of solving problems or for
understanding phenomena of interest and generate further knowledge in that area. However,
this is the research strategy used, for this particular research.

The primary advantage of the case study is that an entire organization or entity can be
investigated in-depth and with meticulous attention to detail. This highly focused attention
enables the researches to carefully study the order of events they occur or to concentrate on
identifying the relationships among functions, individuals or entities. Generally, case studies are
also used as a tool for decision making as well as generating further theories for empirical
testing which would also be beneficial to the author.

A research can also be undertaken for many purposes, in which, are known as;
1. Applied research
2. Basic/ Fundamental/ Pure research
3. Descriptive research
4. Analytical research
5. Empirical research
6. Exploratory Research/ Formulative Research
7. Diagnostic Research / Clinical Research
8. Historical Research

An ‘Applied’ research is done with the intention of applying the results of the findings
to solve, specific problems currently being experienced by the organization. However, a ‘Basic

~ 26 ~
Research’ is done, chiefly to enhance the understanding of certain problems that commonly
occur in the organizational settings and seek methods in order to solve them.

‘Analytical’ research is primarily concerned with testing hypothesis and specifying

and interpreting relationships, by analyzing the facts or information already available where-as,
‘Empirical’ research is a data based research which depends on experience or observation
alone. It is aimed at coming up with conclusions without due regard for system and theory.

An ‘Exploratory’ research is the preliminary study of an unfamiliar problem, about

which the researcher has little or no knowledge. It is aimed to gain familiarity with the problem,
to generate new ideas or to make a precise formulation of the problem.

A ‘Diagnostic’ Research is also called as a ‘Clinical’ research which aims at identifying

the causes of a problem, frequency with which it occurs and the possible solutions for it. On the
other hand, ‘Historical’ Research is the study of past records and other information sources,
with a view to find the origin and development of a phenomenon and to discover the trends in
the past, in order to understand the present and to anticipate the future.

However, the type of research, carried out for this situation could be considered as a
‘Applied’ research as explained above or either it could be a ‘Descriptive’ research where by
definition, it is a fact finding investigation which was aimed at describing the characteristics of
individuals, situation or a group (or) describing the state of affairs as it exists at present such as
‘Investigating the factors which cause Job Dis-satisfaction among operational level employees
of ‘X’ Group.inc in Sri Lanka.

Descriptive studies that present data in a meaningful form, thus helps,

(1) To understand the characteristics of a group in a given situation.
(2) To think systematically about aspects in a given situation.

~ 27 ~
 3.2 Purpose of the Study
This research is a “Case study analysis”.

According to Sekaran (2006, pp.119), a case study analysis is “an examination of

studies done, in other similar organizational situations where it is also considered as a method
of solving problems or understanding the phenomena of interest and gathering further
knowledge in that specific area.”

This research has been conducted as a ‘Case study Analysis’, mainly because, it
would provide the following advantages for the researcher:

1. The primary advantage of the case study is that an entire organization or entity can be
investigated in-depth and with meticulous attention to detail. This highly focused
attention enables the researches to carefully study the order of events they occur or to
concentrate on identifying the relationships among functions, individuals or entities.
2. Case studies would also enable the researcher to generate further theories for empirical
testing which would lead to gain more benefits.
3. It is useful in applying solutions to current problems based on past problem solving
experiences.
4. It would provide a great opportunity to be innovative.
5. It can also be used as a tool in managerial decision making.
6. The researcher is enabling to study a rare phenomenon which hasn’t been studied
before in a specific context.
7. It would also act as a good source of ideas regarding the behavior of a specific individual
or a group(s).
8. A case study is considered as a good alternative or complement to the group focus of
phycology
9. Finally, it is a good research method to challenge theoretical assumptions and develop
further theories for empirical testing as well.

~ 28 ~
 There are four research strategies in order to characterize the main approaches.
These strategies are namely, Action research, Case studies, Experiments as well as
Survey.

Since a ‘Case study’ is also one of the four research strategies, it clearly indicates
that the purpose of the study and the research strategy used for this research is quite
the same.

3.3 Types of Investigation

The type of investigation carried out for this research is a ‘Correlational Study’. This
is mainly because the research was conducted in a non-contrived environment as well as the
researcher is interested in delineating the important variables which are associated with the
problem. Under this research, there are multiple factors that influence one another such as
motivation, performance as well as organizational culture, etc. in which, might have a direct
influence on ‘Job dissatisfaction’. Thus, it is crucial to carry out a correlational study.

3.4 Extent of research Interference

For this research, the extent of interference by the researcher, with the normal flow
of work at the work place would be ‘Minimum’. This is mainly because, for this research, the
author generally carried out only telephone interviews after office hours in order to collect
Data. Therefore, the researcher’s interference in the routine functioning of the system is
minimal.

~ 29 ~
 3.5 Study Settings
This research was invariably conducted in a natural environment where the work is
preceded normally and it is known as ‘Non contrived’ settings.

This is also considered to be a field study since it is a correlational study done for a
particular organization with minimal interference.

3.6 Unit of Analysis

The ‘Unit of Analysis’ for this research is determined as “Individual”. This is mainly
because the problem statement is focusing on how to raise the level of ‘Job satisfaction’ among
the operational level employees, in general. Therefore, the focus and interest would be, clearly
on the individual employees of ‘X Group.inc’, in order to find out the relevant methods to raise
their motivation which are carried out by, gathering data through interviews from each
‘individual’ and considering each employee’s response as an individual data source.

3.7 Time Horizon

Generally, there are two study methods available to determine the time horizons
which are known as “Longitudinal” and “Cross-sectional” studies.
A Longitudinal is a study done of people or certain phenomena, where the data on
the dependent variable, are gathered at two or more points in time in order to answer the
research question where as in a Cross-sectional study, the data are gathered just once, perhaps
over a period of days or weeks or months in order to answer a research question. This study is
also called as the ‘One-shot’ study.
However, for this research, a “Cross-sectional” study was carried out, where the
data was gathered just once within two weeks of May in 2012 in order to answer the research
questions.

~ 30 ~
 3.8 Sampling Design

3.8.1 Population
The researcher considered the total number of operational level employees of ‘X
Group.inc’ which is 56 employees.

3.8.2 Sampling Technique

Sampling technique category used for this research is “Non probability sampling”.
This is a type of unit sampling where it is not known which of the units would be picked to be
sampled and some of the units may also have zero probability to be chosen as sample subjects.

In other words, it is impossible to answer research questions or to address objectives

that require you to make statistical conclusions about the characteristics of the population.
However, one may still be able to generalize from non-probability samples about the
population, but not on statistical grounds.

‘Non Probability’ sampling technique is categorized in to five parts, namely;

1. Purposive/ Judgment sampling.
2. Quota sampling
3. Snowball sampling
4. Self-selection sampling
5. Convenience/ Haphazard sampling

However, this research is carried out based on the “Purposive sampling” which
means the necessary information is obtained from specific target groups. This technique would
enable to use the researcher’s own judgment, in order to select cases that will best enable to
answer the research questions and to meet the objectives.

~ 31 ~
 This form of sample is often used when working with very small samples such as in
case study research and when one wish to select cases that are particularly informative.
Subjectivity would also enter in here and certain members of the population will have a smaller
or no chance of selection compared to others.

For this research, it is the “Judgment Sampling” that is being used to obtain the
relevant information. Judgment Sampling involves the choice of subjects who are most
advantageously placed or in the best position to provide the information required to meet the
expected objectives.

These sampling techniques were chosen by the researcher mainly due to the
following reasons:
o “Non-probability” sampling is less costly and time consuming when carrying out a
research.
o Judgment sampling would provide good data or information to the researcher because
the sampling would be done based on subjects who have expert knowledge by virtue of
going through the same experiences and processes by themselves.
o Sometimes Judgment sampling is considered as the only meaningful way to investigate
certain researches.

3.8.3 Sample size

The sample size for this research is 05 operational level employees of the “Funds
Transferring Unit” and 02 Managerial level employees of ‘X Group.inc’.

3.8.4 Data Collection Method

Both the “Primary” and the “Secondary” data collection methods were used for this
research. In terms of Primary data collection method, the data were gathered only through
interviews where only structured interviews would be conducted on the basis of telephone

~ 32 ~
interviews. Structured interviews are those conducted when it is known at the outset what
information is needed. The author included a list of pre-determined and standardized questions
to be asked from the respondents personally, through the telephone (Refer Appendix- 1).
Alternatively known as, “Interviewer administered questionnaires”. In terms of Secondary data
collection method, the data were gathered by using the internet, websites and books as well as
through previous researches, etc.

3.9 Limitations of the Study

 Issues of anonymity and confidentiality led to difficulties when presenting the findings.
The specific multi-national company considered, for this research did not allow to use
the company name due to the fear that this research might generally cause a negative
public image. Thus, it created difficulties in presenting the findings and doubted the
validity of the research carried out where as the author was, also not able to project the
exact opinions, ideas and judgment as it is expected but instead do certain amendments
to ensure that the ‘company name’ would not be disclosed.

 The respondent sample considered for this research, was fairly small in number such as
five operational level employees and two managerial employees and was drawn from
only one organization (‘X’ Group.inc). However, a larger sample of respondents from
several similar natures of organizations would have increased the generalizability of the
results.

 A small sample of 05 operational level employees would have a certain probability of

providing false information, without disclosing the true facts, since it is a minute figure
when comparing with the total number of operational level employees in ‘X’ Group.inc.

~ 33 ~
 The subject’s responses were affected in certain situations due to the researcher's
presence during the data gathering, which is often unavoidable in qualitative research.

 Some of the secondary sources such as Wikipedia will also provide information which
will not be 100% accurate.

 Findings were more difficult and time consuming to characterize in a visual manner. This
is mainly because; the author was still an undergraduate and has a limited knowledge
on developing and presenting the findings in a graphical or any other visual manner.

 Rigor experienced when carrying out the project, was more difficult to assess and
demonstrate in the research.

 The assumptions made during the research will not always be correct.

 Research quality was heavily dependent on the individual skills of the researcher and
was more easily influenced by the researcher's personal biases and idiosyncrasies in
which the findings could be subjective to a certain extent.

 The time frame was a constraint. This is because generally the process of completing the
research took several months. For an example, collecting data through primary sources
such as interviews was very time consuming since those managers and employees of ‘X’
Group.inc has tight schedules and therefore, the researcher needs to visit the bank
several times and conduct lengthy interviews of the employees and managers one at a
time. Thus, even though the research was of this nature, the time given to complete it,
was only three months which was not sufficient.

 It is sometimes not as well understood and accepted as quantitative research within the
scientific community.

~ 34 ~
 Chapter 04
Findings and Analysis
The following sets of questions were asked from the Employees.

1. Generally employees work for 14hours per day in the ‘Funds Transferring’ unit. Is the
effort and commitment of the employees, recognized and appreciated by the manager
of this department?

Rational: As mentioned in the ‘Problem Justification’, working for 14 hours per day from 8.00am
to 10.00pm, is one of the main factors which have led to Job dis-satisfaction and demotivation,
among the operational level employees of ‘X’ Group.inc. Thus, even according to Vuuren (1990)
and Beach (1980), it is clearly indicated that, employees experience their jobs, as far more
pleasant and rewarding, when they receive appropriate recognition for their accomplishments.
Therefore, this question was raised, mainly to understand whether the employees are generally
happy in the work place due to its nature and also to understand whether there is any poor
management practices being carried out.

Response: All the five employees clearly mentioned that they are being recognized and
appreciated by the manager of this department for their efforts and commitments being made.
But however, they also pointed out that, in case, if an issue arises during the day, all that hard
work being done, would be in vain because the manager would only look in to resolving the
issue other than appreciating all the hard work done correctly up to that point of time which
the issue aroused. They also indicated that the situation would be different from contract
employees to permanent employees.

~ 35 ~
 2. Do you think that the employees are being rewarded adequately by the bank compared
to the efforts being made? Yes/No?

Rational: This question was asked in order to identify whether there is a relationship between
financial rewards and the level of satisfaction in the work place and also to clarify whether the
organization use rewarding as a strategy in order to retain the young employees. Bellenger,
Wilcox and Ingram (1984, pp.1-6) as well as Guppy and Rick (1996, pp.154-164) explored that
people’s need for praise and other outward signs of recognition for their achievements.
However, According to Luthan (1998) Job satisfaction is often determined by how well outcome
meet or exceed expectations.

Response: The general answer for this question was ‘YES’, it is generally sufficient. However,
they also mentioned that even though the employees get rewarded well, a very high standard
of productivity is been expected by the management compared to the financial rewards been
given. For an example, the bank does not provide any incentives for extra activities carried out
by the employees such as ‘Testing’.

3. Are the employees satisfied or interested in the nature of the work they are involved
with?
Rational: Mullins (2010, pp.195) identified certain broad classifications that could be applied to
understand motivation. One of those classifications is;
 Intrinsic satisfaction derived from the nature of work, interest in the job, self-
development, etc.
As stated above, this question was projected to the employees, mainly in order to understand
the level of motivation among the young employees.

Response: Majority of the employees answer was ‘NO’, they are not satisfied or either
interested in the nature of the work they are involved with except for one employee whose role
was only to scan all the transaction during the day. They described that, it is mainly due to the

~ 36 ~
hectic nature and also suggested that it would have being much satisfying and interesting, if the
employees were aware of the gravity of the work being given. However, the reason as to why
these employees still carry out the work is because of the vast experience and recognition they
gain. They also mentioned that this scope in their mind is the only factor that drives them to
work whether they are interested in the nature of the work or not.

4. According to your belief are the social needs satisfied? Yes or No.

Rational: Mullins (2010, pp.195) identified certain broad classifications that could be applied to
understand motivation. One of those classifications is;
 Social relationships such as friendships, being part of a team, etc.
Therefore as stated above, the question was asked in order to determine the level of motivation
among the operational level employees.

Response: All the employees in general, clearly mentioned that their social needs have not
being met at all and is limited to the bank only.

5. Does the bank provide the suitable working environment or either an opportunity for
their personal development, such as to carry out their further studies while working?

Rational: This is considered to be one of the major reasons for demotivation of the young
employees, of the bank. Similarly, as demonstrated in the literature review, several employee
needs and motives portray the nature and level of synergy or harmony between their motivation
profiles as well as in their working environments. This includes the extent, to which people are
motivated by opportunities for interaction at work,

~ 37 ~
  By the synergy between their own and the company’s values and principles as well
as,
 By their need for opportunities for continual personal growth and development.

Thus, this is a vital question to ask in order to understand the level of motivation among the
employees as well as to understand the values and principles of the company.

Response: Majority of the employees clearly answered ‘NO’. They also mentioned that there is
a very little room for a suitable working environment due to high volumes and high
expectations from the top management of the bank. Asking the employees to come during the
weekends when they have their classes to attend as well as not being able to hand over the
specific task to another are considered to be some of the examples of high expectations.
However, two of the employees who are involved in scanning, indicated that the bank does
provide a suitable working environment for their personal growth while working.

6. What are your future promotional prospects?

Rational: This question was raised in order to identify whether ‘X’ Group.inc has provided an
appropriate opportunity for the employee’s advancement in their careers and to ensure whether
the employees are aware of these procedures as well. According to Bellenger, Wilcox and
Ingram (1984, pp.1-6); Sylvia and Sylvia (1986, pp.227-241) (Most recent article should come
first) as well as Deventer (1987, pp. 2-6), many employees, especially highly achievement
orientated people, are strongly motivated by having, encouraging promotion prospects in their
jobs, as these offer opportunity for advancement in their careers and in the companies they
work for.

Response: The answers provided by each individual were quite different to each other and was
consisted with their own interests. Some of the answers can be indicated as follows:

~ 38 ~
 o One employee’s future prospect was to learn the full process flow of all the products
and to set a perfect knowledge of all the products in the bank, since the unit does only
the pre-processing part of the transaction and also to be an employee who is very much
needed to the bank where the bank will keep him at any cost.
o One employee mentioned that the promotions are given based on their performances,
so her prospect is to work hard as much as possible.
o Another mentioned that the only prospect for her is to leave the bank as soon as
possible.
o One other employee indicated that he wants to be permanent in the bank as soon as
possible where-as, another is looking forward to move up in the banking field.

7. Are the employees given specific time duration for breakfast or lunch?

Rational: This question was asked by the employees, in order to identify and address the health
issues existed in the bank which would generally cause in job dis-satisfaction. As indicated in the
literature review, the personal values that people hold compel many employees to uphold their
ideals and conform to high ethical and quality standards, even in the workplace. Hoole and
Vermeulen (2003, pp.52-57) found that having to compromise these principles at work by not
adhering to adequate safety standards or producing work of inferior quality would diminish the
satisfaction experienced by the employees.

Response: All the employees mentioned that, the bank does provide specific time duration for
breakfast and lunch which is only half an hour. But however, they also pointed out that, due to
the work load existed, they are unable to have their breakfast or lunch during that period of
time.

8. Is the work load given to each one of the employees realistic to achieve, or either does it
amount to stress at the workplace?

~ 39 ~
Rational: This question was again asked, in order to consider the health issues faced by the
employees in the work place. As clearly stated, in the ‘Problem Justification’ as well as in the
‘Literature Review’ this aspect is extremely vital when determining the level of Job satisfaction
among the operational level employees of the bank. Thus, the personal values that people hold
compel many employees to uphold their ideals and conform to high ethical and quality
standards, even in the workplace. Hoole and Vermeulen (2003, pp.52-57) found that having to
compromise these principles at work by not adhering to adequate safety standards or producing
work of inferior quality would diminish the satisfaction experienced by the employees.

Response: Majority of the employees claimed that the work load given, does amount to stress
at the work place. Further explaining, the work load could be much realistic and achievable, if
the employees are thorough with their specific job role. However, they mentioned that this
would probably take a considerable time period in which it would initially amount to stress. On
the other hand, one employee who was involved with the scanning process frankly mentioned
that according to his job role, it is manageable and can handle it without any stress.

9. What is your personal opinion about continuing the current job in this bank? Mention
the reason for the answer.
Rational: This question was generally raised in order to determine the level of job satisfaction
among the young employees as well as to understand whether the strategies used by the
company to retain the employees are being successful. There by, the researcher would also be
able to determine whether the company has a poor management or not. Bellenger, Wilcox and
Ingram (1984, pp.1-6) as well as Johnie (1989, pp.24-31) found that job security was
significantly less important to younger and more senior employees than to older and more
junior employees.

Response: Majority of these young employees are not planning to continue their current jobs in
this particular bank. Each employee had different reasons for their answers;

~ 40 ~
 o One employee clearly indicated that, the amount of work that is carried out leads only
to being pressurized and therefore, is planning to do BAU (Business as Usual) activities
in a calm and positive environment.
o Another employee mentioned that the current job is a really challenging but interesting
one. However, due to the useless restrictions of the bank, continuing this job becomes
much worse and stressful.
o Another is interested in being an accountant and not a banker. Therefore, she does this
job temporally until she gets qualified and then is planning to leave the bank.
o One other employee indicated that she is planning to marry in the near future and since
working till late night is not suitable to a girl due the Sri Lankan culture she is not
planning to continue the current job in this bank.

On the other hand, the same employee whose job is to scan is extremely satisfied with his
current job in the bank and is also interested in learning other products available in the
department.

10. Did the company provide any training, prior to start the actual work? Yes or No?

Rational: With reference to employee’s intrinsic motivation dimension, task enrichment theory
holds that a person’s motivation is increased by his/her experience of meaningful and enriched
job content (Tyagi, 1985, pp.41-52); (Hackman and Oldham, 1976, pp. 250-279); (Porter, Lawler
and Hackman,1975). However, Coster (1992, pp.6-9) confirmed this notion through the finding
that learning opportunities represented a substantial predictor of job satisfaction. Thus, this
question was generally asked based on the literature review as well as to determine the level of
job satisfaction among the employees of ‘X’ Group.inc.

Response: Majority of the employees indicated the answer as ‘NO’ where as two of the
employees mentioned that they obtained training prior to start the actual work. They further

~ 41 ~
explained that the training was provided by a subordinate who was involved only with that job
which is scanning. Therefore, the individual who taught had adequate time to train them, prior
to handing over the actual work.

11. If it is a ‘NO’, what are the issues u faced due to lack of training when carrying out your
job role?

Rational: With reference to employee’s intrinsic motivation dimension, task enrichment theory
holds that a person’s motivation is increased by his/her experience of meaningful and enriched
job content (Tyagi, 1985, pp.41-52); (Hackman and Oldham, 1976, pp. 250-279); (Porter, Lawler,
and Hackman, 1975). However, Coster (1992, pp.6-9) confirmed this notion through the finding
that learning opportunities represented a substantial predictor of job satisfaction. Thus, this
question was generally asked based on the literature review as well as to determine the level of
motivation among the employees of ‘X’ Group.inc.
Response: The following issues were addressed;

Normally the training is given by a subordinate who has gone through the same process
and as a result have a very limited knowledge on the specific area.

Some of the subordinates purposely do not teach everything they know about the
subject to the new employees due to their own attitudes and ego which will put the
new employees in to more uncomfortable situations leading to demotivation and
dissatisfaction towards the organization.

Due to lack of training as well as lack of knowledge towards their specific job, most of
the employees do not have a clue on what type of a huge impact they would have had
due to a small mistake they do.

~ 42 ~
 12. Do you find the current job that you are engaged with, as an interesting job? If yes/no
why?
Rational: Strydom and Meyer (2002, pp.15-22) confirmed this finding by stating that the
content of the work itself has a direct effect on job satisfaction. It also found that, the more
interesting the tasks an employee has to perform, the higher his or her level of job satisfaction is
expected to be. Therefore, this question was generally raised on the basis of determining the
level of job satisfaction among the operational level employees.

Response: Majority of the answers were considered to be ‘NO’. However, the reasons they
emphasized on varied as follows;
o The job is interesting but due to the rapid growth of volumes and unbearable high
customer expectations, this role has become a job only and nothing else.
o Due to having a small staff where the work load is considerably high, the job engaged
with does not seem to be interesting. However, the experience gained is valuable and
also due to the lovely human beings (friends) in the department, carrying out the job
would be interesting to a certain extent.
On the other hand, two of the employees were interested in the current jobs they are engaged
with because one is able to keep good contacts with professional individuals and the other is
due to obtaining an all-round knowledge of the products.

13. Does the manager provide you with interesting tasks or more responsibilities in the
workplace?

Rational: According to Becherer, Morgan and Richard, 1982, pp.125-135); (Fried and Ferris,
1987, pp.287-322); (Jernigan, Beggs and Kohut, 2002, pp. 564-579) reported that jobs, which
require the application of a wider array of skills from an employee, would enhance the level of
job satisfaction of that employee and as such represents a powerful contributor towards job
satisfaction. Thus, this question is projected to the employees mainly in order to understand

~ 43 ~
whether poor management is practiced or not and to determine the level of job satisfaction
among operational level employees.

Response: All the employees indicated that the manger is equally providing both interesting
tasks and more responsibilities in the work place. They also emphasized that the employees do
not get to do the same work every day, since the products given to an individual would always
rapidly change where there would be a variety of work to be done. Further mentioning that,
generally employees learn something new every day. However, they also added that most of
the tasks given are very much time consuming and sometimes can-not be done along with the
day to day activities.

The following sets of questions were asked from Managers

14. What are the incentives provided by the bank for the effort being made by the
employees?

Rational: Research on issues surrounding the material reward for work performance, reported a
significant positive correlation between the extent to which people are motivated by financial
reward and their level of satisfaction with their work (Hoole, Vermeulen, 2003, pp.52-57);
(Thomson, 2003, pp. 46-47); (Strydom and Meyer, 2002, pp.15-22); (Visser, Breed and Van
Breda, 1997, pp.19-24); (Agho, Mueller and Price, 1993, pp.1007-1027); (Mol, 1990); (Bellenger,
Wilcox and Ingram, 1984, pp.1-6). As demonstrated by the Literature, this is one of the key
aspects in order to motivate and satisfy employees. Thus, the question was raised in order to
identify whether this vital aspect is taken in to consideration by the organization as a strategy
and to identify whether only this aspect would actually lead to motivation among the
employees.

Response: Both the mangers explained that there are several recognition schemes available as
incentives for the effort being made by the employees such as monetary payments from

~ 44 ~
Rs.5000 to Rs.10000 for any extra effort being made by an individual as well as the bank also
award the employees for their efforts on the ‘Citi Award Ceremony’, etc.

15. W
hat are the internal processes used by the bank in order to improve the performance of
the employees?

Rational: This question was specially raised in order to obtain a general idea on how the
company improve their employee performance, what are the strategies being used and to
clarify whether those methods being used are effective enough.

Response: The general answer was that, the company provides training and development
programs in order to improve the performance of the young employees.

They also mentioned that there are web based training as well as online training packages
available in order to make the employees much convenient with the work as well as it would
also ensure minimal disruptions during the working hours. Further explained that, ‘X’ Group.inc
would definitely provide a training session to every employee of the bank, at least once a year
where the bank would bear the entire cost. However, they also pointed out that the employees
would not be given an external training initially (prior to start the work) mainly because of the
organization structure, the nature of work and especially due to the small number of staff.

16. What are the steps taken in order to build up the social relationship among employees?

Rational: The needs theories (Alderfer, 1969, pp.142-175; Maslow, 1968; Herzberg, 1966;
McGregor, 1960) emphasized that people need and appreciate the support they receive from
those they share their work environment with and this support and interaction would make
them feel much happier at work. Thus, the question was generally asked based on the literature
as well as this is one of the main aspects that cause demotivation among the young employees

~ 45 ~
of ‘X’ Group.inc. So the main purpose of this question is to investigate whether this fact is true or
not.

Response: In order to build up the social relationship, the bank has recently started promoting
work life balance. The top management is being asked to encourage the operational level
employees to finish their work by 5.00pm and leave the bank as soon as possible. The bank also
organizes several events such as annual Citi Trip as well as gets together, dinner parties, etc. at
least once in two months’ time as a strategy in order to improve the social relationships among
the employees.

17. Do you encourage the young operational level employees to carry out their studies
appropriately by providing proper guidance and necessary support?
Rational: Since this issue is being highlighted in the ‘Problem Justification’, it should be
significantly taken in to consideration as the author to address the matter, which was the
purpose of raising this question. It is also indicated in the literature as, “Similarly, several
employee needs and motives portray the nature and level of synergy or harmony between their
motivation profiles as well as in their working environments. This includes the extent, to which
people are motivated by opportunities for interaction at work,
o By praise and tangible recognition.
o By the synergy between their own and the company’s values and principles.
o By their need for job security.
o By their need for opportunities for continual personal growth and development”.
Response: According to these two mangers, encouraging the employees for their studies has
being done by the bank appropriately. But however they also mentioned that this depends on
the manager of the department and the nature of the work existed.

~ 46 ~
 18. If so, does the bank provide the suitable working environment to do so such as flexible
structures or are there any incentives or any other procedures carried out to encourage
employees for their own continual growth?
Rational: The purpose of this question is to identify whether the above answer given is realistic
and achievable. However, this question would also demonstrate whether the strategy used by
the bank is effective or not.

Response: They described that there are no flexible structures available in the bank because it
does not operate in large scale and added that he also had to give up on his degree due to the
work load. However, he further mentioned that each employee is entitled for 21 days of annual
leave which can be used as study leave or for any other activity of their own benefit.

19. What are the company policies or procedures available to maintain the safety and
health issues of the employees?
Rational: Through this question, the author intends to assess the values and principles practiced
by the company, regard to health and safety matters. The personal values that people hold
compel many employees to uphold their ideals and conform to high ethical and quality
standards, even in the workplace. Hoole and Vermeulen (2003, pp.52-57) found that having to
compromise these principles at work by not adhering to adequate safety standards or producing
work of inferior quality would diminish the satisfaction experienced by the employees.

Response: The managers clearly indicated that the health and safety of the employees are
significantly taken in to consideration by the bank where there is a specific role as Safety officer
as well as every floor contains a fire extinguisher and provide banking slips, etc. to ensure
health and safety of the employees.

20. What are the promotion opportunities and working conditions available in the
bank?

~ 47 ~
Rational: Davy, Kinicki and Scheck (1997) also discovered that, job security refers to one’s
expectations about continuity in a job situation and would also extend to a concern over loss of
desirable job features such as promotion opportunities and working conditions. This question
was based on the above literature where the author would be able to determine the level of
satisfaction among the employees.

Response: According to the managers there are promotional opportunities available in the
bank. However, in this bank promotions can be achieved only through performance.

21. What is the Job Enrichment strategy used by the bank in order to motivate the
employees and increase the performance?

Rational: The question itself highlights the purpose, which is to measure the level of motivation
among the employees and also to ensure whether the organization has taken the necessary
steps to improve the performance of the employees by motivating the. This is a vital aspect that
needs to be considered which is also being supported by the literature as follows; Job
enrichment involves the structuring of various elements of the job content such as increasing job
responsibilities and the variety of tasks or employee autonomy (Perry and Porter, 1982, pp.89-
98); (Hackman and Oldham, 1976, pp.250 279).

Response: The answer for this question was that the bank does provide high salary scales to
employees as well as pay high rates for overtime. Further added, that if an employee comes up
with an innovative idea, the bank will recognize and appreciate the employee and would also
encourage him or her without neglecting the individual.

~ 48 ~
 22. Do the tasks given to operational level employees contain a high level of
specialization?
Rational: Shepard (1973, pp. 274-281) found that workers in highly specialized, repetitive jobs
exhibited the lowest levels of job satisfaction among workers who perform a variety of jobs.

Similarly, Stinson and Johnson (1977, pp.315-325) found a consistent negative relationship
between task repetitiveness and job satisfaction, regardless of whether the respondent
exhibited a high need for achievement. In other words, even employees who are not highly
achievement oriented would also experience a decrease in job satisfaction when performing
repetitive, non-stimulating work. Thus, it is clear, that the purpose of the question is to identify
whether job satisfaction is met within the department regard to the work being carried out by
the employees.

Response: As for this, they clearly indicated that, no one individual would be stagnated for the
same work where the bank will provide different products in a regular basis or either at least
changes the department within two years’ time. However, the managers pointed out that, even
though the products provided to the employees are different, the process used would be quite
the same.

~ 49 ~
 Chapter 05
Conclusion

The findings of the study, clearly illustrated that the operational level employees of
‘X’ Group.inc are highly demotivated and not satisfied with their current jobs at work. This fact
was only related to the permanent employees of the department and not for the contract
employees. The main reason for this is that the bank does not provide many tasks or activities
for the contract employees and they are also unaware of the gravity of the work being done by
the other permanent employees of the department.

Job dissatisfaction and demotivation among the employees of this department, has
occurred mainly due to certain issues which existed in the management. Poor management
practices was well demonstrated by the use of non-effective strategies to improve satisfaction
and motivation among the young employees such as, the training and development packages
available, recognition and appreciation made for the employees efforts and commitment as
well as the rewards given compared to the work being done by the employees.

However, based on the findings and analysis, few main reasons were justified as to why the
employees are not being satisfied. These reasons could be classified as follows;

The non-existence of “work-life balance” for employees within the organizational culture of ‘X
Group.inc where it is to be found that;

 The employees do not have a sufficient time to enjoy with their family members, friends
and loved ones due to being working for long hours during the week days and also due
to occasionally, having work on Saturdays and Sundays as well. This clearly
demonstrated the fact that the office environment of ‘X’ Group.inc has become
impersonal and sterile where the social aspects are completely disappeared. Mullins

~ 50 ~
 (2010, pp.195) identified certain broad classifications that could be applied to
understand motivation, namely:
 Intrinsic satisfaction derived from the nature of work, interest in the job, self-
development, etc.
 Social relationships such as friendships, being part of a team, etc.

 The employees also do not have an adequate time or either a proper mentality to carry
out their further studies for their own personal development. This is mainly because the
organization has not provided a suitable working environment to do so where there are
no flexible structures available. Thus, most of the employees find it difficult to manage
and carry out both studies and work together due to immense work pressure.

On the other hand it is to be found, that the senior level executives of ‘X’ Group.inc
do provide a proper guidance and support, to the lower levels on how to improve their career
path. This generally differs from manager to manager. However, the whole process has become
anyway, unrealistic since the management has failed to provide the appropriate environment
to do so. Therefore, this factor is also considered as one of the major reasons behind
demotivation and dissatisfaction of ‘X Group.inc’.

It is also identified that newly recruited operational level employees of ‘X Group.inc’

are given less training towards a specific job. Generally, the employees have to undertake “on
the job training” in which is found to be less effective for the employees and it has led to the
following issues.

 Normally the training is given by a subordinate who has gone through the same process
and as a result have a very limited knowledge on the specific area.

 Some of the subordinates purposely do not teach everything they know about the
subject to the new employees due to their own attitudes and ego which will put the

~ 51 ~
 new employees in to more uncomfortable situations leading to demotivation and
dissatisfaction towards the organization.

 Due to lack of training as well as lack of knowledge towards their specific job, most of
the employees do not have a clue on what type of a huge impact they would have had
due to a small mistake they do.

According to Alderfer, (1969, pp.142-175); Maslow, (1968); McGregor, (1960), In line with
people’s need for achievement at work, it is expected that their satisfaction will increase as
more opportunities for further training and development and acquisition of new skills present
themselves.

The above issues have not being identified by the manager of this department which has
gradually caused demotivation among the employees. This again indicates poor management
practices within the bank.

The Bank ‘X Group.inc’ as well as its departments expect highly from the employees
on their day to day work in which is often difficult to achieve by the employees leading to job
dissatisfaction where according to Luthan (1998), Job satisfaction is often determined by how
well outcome meet or exceed expectations. Therefore, even though the manager provides
additional tasks or responsibilities to the employees as a strategy to make the work more
interesting, it would generally amount to additional stress only. Strydom, and Meyer (2002,
pp.15-22) confirmed this finding by stating that the content of the work itself has a direct effect
on job satisfaction. It also found that, the more interesting the tasks an employee has to
perform, the higher his or her level of job satisfaction is expected to be.

Generally, there are other few factors which have led to job dissatisfaction in ‘X
Group.inc’ as well. They are listed below as follows.

 Even though the organization is paying a considerably high remuneration to the

employees, it is not fair comparing to the work load being given to them.

~ 52 ~
Research on issues surrounding the material reward for work performance, reported a
significant positive correlation between the extent to which people are motivated by financial
reward and their level of satisfaction with their work (Hoole and Vermeulen, 2003, pp.52-57);
(Thomson, 2003, pp. 46-47); (Strydom and Meyer, 2002, pp.15-22); (Visser, Breed and Breda,
R., 1997, pp.19-24); (Agho, Mueller and Price 1993, pp.1007-1027); (Mol, 1990); (Bellenger,
Wilcox and Ingram, 1984, pp.1-6).

 Culture issues where working long hours has caused personal issues to the female
employees of the bank which has not being identified by the manger as yet.

 Non effective and time consuming meetings being conducted. For an e.g.-: If there is a
matter that should be addressed to few parties in the department, the bank will
organize the meeting for the whole department.

 Most importantly, due to the immense work pressure, there are more health issues of
the employees in which the manager of this department is still unaware of.

The final conclusion, after considering all the above findings, is that “the top
management of ‘X’ Group.inc has given less priority to the needs and wants of the young
operational level employees”. Even the strategies that has being implemented in order to
improve satisfaction and motivation at work has not being effective. This is mainly because
those strategies being used does not tally with the nature of the work, structure of the
organization and mostly does not meet the employee expectations as well. On top of that, the
management seem to be unaware of these issues existed in the bank.

However, as for the conclusion the management has not recognized the importance
of these aspects and the benefits they could achieve by motivating and satisfying the young
employees which would cause many issues to the bank in their long term success.

~ 53 ~
 Chapter 06
Recommendations
The key to success for any organization is the ability to attract, retain and motivate skilled and
talented people. Those that fail to improve job satisfaction are at risk of losing their top
talented people to the competition. Therefore, ‘X’ Group.inc should immediately take necessary
steps in order to improve job satisfaction and motivation among the young operational level
employees of the bank.

Positive Reinforcement

Showing the employees that the management is willing to recognize the employee’s
accomplishments and hard work is undoubtedly the simplest and least costly methods of
employee motivation. There are many other ways to convey this to the employees such as
token gifts, ‘Employee of the month’ awards or at least a pat on the back, all show how much
the company appreciate the employees. Thus, it would increase the employee's sense of pride
and accomplishments, where he or she would also feel better about their jobs and in the end
would be more productive as well.

Since every individual likes to be appreciated for the work they do, the bank should develop an
‘Employee incentive program’ which includes small bonuses (E.g. time off or monetary),
employee award certificates, etc. where all would serve to better the company as a whole.

As stated in the Literature, ‘Employees experience their jobs, as far more pleasant and
rewarding when they receive appropriate recognition for their accomplishments’ (Van Vuuren,
1990; Beach, 1980).

The environment which is created for the employee must be a one that is constructive to
positive energy. If the employees are happy while working, then they are naturally encouraged
to work more leading to an increase in the performance.

~ 54 ~
The following methods to increase job satisfaction should also take in to consideration by the bank;

A) Allowing flexible schedules such as Job sharing or part time schedules.

B) Performance reviews should be scheduled regularly which would allow the bank to
provide employees a positive feedback and let them know what is expected in the near
future.
C) It is also a good practice to encourage employees to do various tasks. So that their jobs
would not become routine and boring.
D) Permit your employees to improve and decorate their own workspace.
E) Encourage socialization through lunch time or after hour activities.
F) Encourage employees that they are able to move up and advance within this company.
G) Portray an open-door policy. So that employees feel comfortable with asking questions
or making recommendations.
H) Make donations to charities selected by the employees on behalf of the company, or
sponsor a team or event that is of immediate interest to the employees.

The management should also be very clear when talking to their employees and need to let them know
that their opinion or views are important in building a viable company. Strong communication skills are
necessary when assigning tasks to people because the work would be then clearly defined and
understood. Do not overload the employees with information or demand that they try to complete
tasks that are not reasonably attainable.

The manager of the “Funds Transferring” unit should probably sit down with the employees of his or her
department, periodically, and ask them for a feedback which will lead to better results. In order to
support managing this process, the bank can use a ‘Cloud CRM’ package such as Salesboom.com where
this type of software would enable the manger to schedule meetings with his/her employees, link them
to joint work, establish a consistent and open dialogue and log every issue on a case-by-case basis.

Highly paid motivational speakers, in the financial service industry should be brought in for pep talks.
However, at the end the manager would be left to motivate them in an ongoing basis. Therefore, the
management needs to find out what the employees like about their jobs, what they dislike and what
they would like to see changed or improved. Perhaps this can be started with anonymous employee

~ 55 ~
satisfaction surveys, which will allow employees greater latitude in communicating how they honestly
feel about the company policies, management and their jobs. Would the employees perform better if
they had more training in their position? Are they concerned about the equipment they are using? Is
the balance of supervision equal to their expectations? Would flexible hours help employees who have
long commutes or family responsibilities? Questions of these types are a good starting point to gain the
necessary information from the people.

Another solution is to implement a "work life balance program" for this bank which does not
have to be elaborate. Even simple changes such as flexible working hours would lead the
employees to feel a greater balance in their lives. Similarly, several employee needs and
motives portray the nature and level of synergy or harmony between their motivation profiles
as well as in their working environments. This includes the extent, to which people are
motivated by opportunities for interaction at work,

 By praise and tangible recognition.

 By the synergy between their own and the company’s values and principles.

 By their need for job security.

 By their need for opportunities for continual personal growth and development.

There are some other steps the company can consider to boost the employee’s loyalty and
dedication while reducing turnover:

 Provide workers with responsibility and let them use it.

Most surveys show that the greatest source of employee pride and satisfaction is the
feeling of accomplishment that comes from having an exercising responsibility.

Job enrichment involves the structuring of various elements of the job content such as
increasing job responsibilities and the variety of tasks or employee autonomy (Perry and
Porter, 1982, pp.89-98); (Hackman and Oldham, 1976, pp.250 279).

 Show respect.

~ 56 ~
 Frustrated by a faltering economy, diminishing markets and meddling investors have led
many top management level individuals to look close at home for someone to blame or
too often to their own employees. The result would be a growing number of employees
would tend to feel like they are being viewed as enemies and not as loyal partners.
Thus, as result many employees seem ready to jump ship at the first sign of opportunity.
On the other hand, companies that truly value their employees earn more than
gratitude where they would also win enhanced dedication and productivity as well. So
the manger should make sure to show the employees how much he or she respect,
value and appreciate them. This could be done by throwing a pizza party, recognizing an
employee of the month, etc.

 Recognize the whole person.

Employees are more than 9-to-5 robots who turn off at night and wait until their
starting bell rings the next morning. All workers have lives, interests, friends and family
outside the office-and most are constantly struggling to balance increasingly hectic
schedules. While companies are not ready to sacrifice unduly to the whims of a single
individual, making concessions where possible-allowing of a long lunch break to attend a
child's school event, for instance, or permitting a sales executive to fly out on Monday
morning instead of Sunday night would pay huge dividends in the long run.

 Mark out a clear path to growth.

Some employees are content to remain where they are in an organization, but most
want to grow in their careers over time. While annual performance reviews were
originally designed to promote this goal, too often they have become empty,
"Dilbertzed" rituals, more embarrassing than ennobling. By contrast, if the bank wishes
to increase employee satisfaction, the management should consider the past formalities
and establish genuine growth paths for all their employees and not just their senior
executives.

~ 57 ~
 As demonstrated by the literature, many employees, especially highly achievement
orientated people, are strongly motivated by having, encouraging promotion prospects
in their jobs, as these offer opportunity for advancement in their careers and in the
companies they work for (Bellenger, Wilcox and Ingram, 1984, pp.1-6; Sylvia and Sylvia,
1986, pp.227-241; Deventer, 1987, pp. 2-6).

Trends toward increasing job dissatisfaction can be reversed and even employees
with low morale can become motivated and enthusiastic again. But it takes work and creativity
on the employer's part. It is critical for the senior level management to sets the tone, create the
environment in which these initiatives could happen, and then provide the required resources.
But however, this top level commitment must be combined with middle level and front line
managerial support and grassroots employee involvement, if it is to be truly successful."

~ 58 ~
 List of References

 Agho, A.O., Mueller, C.W. and Price, J.L. (1993) ‘Determinants of employee job
satisfaction: An empirical test of a causal model’. Human Relations, 46(8), pp.1007-1027.

 Alderfer, C.P. (1969) ‘An empirical test of a new theory of human needs’. Organizational
Behavior and Human Performance, 4, pp.142-175.

 Beach, D.S. (1980) ‘Personnel: The management of people at work’. (4th ed.). New York:
Macmillan Publishing Co. Inc.

 Becherer, R.C., Morgan, F.W. and Richard, L.M. (1982) ‘The job characteristics of
industrial salespersons: Relationship to motivation and satisfaction’. Journal of
Marketing, 46(4), pp.125-135.

 Bellenger, D.N., Wilcox, J.B. and Ingram, T.N. (1984) ‘An examination of reward
preferences for sales managers’. Journal of Personal Selling and Sales Management,
4(2), pp.1-6.

 Citi Group.inc (2011) Citi Bank. Available at: www.citigroup.com (Accessed: 4 December
2011).

 Cohen-Rosenthal, E. and Cairnes, L. (1991) ‘Doing the best job’. Journal for Quality and
Participation, 14(3), pp.48-53.

 Coster, E.A. (1992) ‘The perceived quality of working life and job facet satisfaction’.
Journal of Industrial Psychology, 18(2), pp.6-9.

~ 59 ~
 Davy, J.A., Kinicki, A.J. and Scheck, C.L. (1997) ‘A test of job securities direct and
mediated effects on withdrawal cognitions’. Journal of Organizational Behavior, 18,
pp.323-349.

 Deshpande, S.P. (1996) ‘The impact of ethical climate types on facets of job satisfaction:
An empirical investigation’. Journal of Business Ethics, 15, pp.655-660.

 Du Plessis, S. (2003) ‘Purpose is alive and well and living inside you: Key feature’. Career
Success, 3(1), pp. 1-2.

 Du Toit, M.A. (1990) ‘Motivering (Motivation)’. In J. Kroon (Ed.), Algemene bestuur

(General Management). 2nd edn. Pretoria : HAUM, pp.83-92.

 Fried, Y. and Ferris, G.R. (1987) ‘The validity of the job characteristics model: A review
and meta-analysis’. Personnel Psychology, 40, pp.287-322.

 Gouws, A. (1995) Die verwantskap tussen motivering en werkstevredenheid van ‘n groep

inligtingspesialiste (The relationship between motivation and job satisfaction of a group
of information specialists). M.Bib. dissertation, Rand Afrikaans University, Johannesburg.

 Guppy, A. and Rick, J. (1996) Work and Stress, 10(2), pp.154-164.

 Hackman, J.R. and Oldham, G.R. (1976) ‘Motivation through the design of work: Test of
a theory’. Organizational Behavior and Human Performance, 16(2), pp. 250-279.

 Herzberg, F. (1966) ‘Work and the nature of man’. Cleveland: World Publishing.

 Herzberg, F. (1987) ‘one more time: How do you motivate employees?’ Harvard
Business Review, 65(5), pp.109-128.

~ 60 ~
 Hoole, C. and Vermeulen, L.P. (2003) ‘Job satisfaction among South African pilots’. South
African Journal of Industrial Psychology, 29(1), pp.52-57.

 Jernigan, I.E., Beggs, J.M. and Kohut, G.F. (2002) ‘Dimensions of work satisfaction as
predictors of commitment type’. Journal of Managerial Psychology, 17(7), pp.564-579.

 Johnie, P.B. (1989) ‘Motivating the Nigerian worker- A study of two public sector
organizations’. Journal of Managerial Psychology, 4(2), pp.24-31.

 Kemp, N.J., Wall, T.D., Clegg, C.W. and Cordery, J.L. (1983) ‘Autonomous work groups in
a Greenfield site: A comparative study’. Journal of Occupational Psychology, 56(4),
pp.271-288.

 Locke, E.A. and Lathan, G.P. (1990) Theory of Goal settings and Task Performance.
Englewood Cliffs, N.J: Prentice –Hall, pp. 248-250.

 Luthan, F. (1998) Organizational Behavior. 8th edn. Boston: Irwin McGraw-Hill.

 Maslow, A.H. (1968) Towards a psychology of being. New York: Van Nostrand Reinhold
Company.

 McClelland, D.C. (1987) Human motivation. [Press release]. Cambridge: Cambridge

University Press. 10 July.

 McGregor, D. (1960) ‘The human side of enterprise’. New York: McGraw-Hill.

 Mitchell, T.R. and Lason, J.R. (1987) People in organization. 3rd edn. New York: McGraw-
Hill.

~ 61 ~
 Mol, A. (1990) ‘Help! Ek is ‘n bestuurder’. (Help! I am a manager). Cape Town: Tafelberg
Publishers.

 Moon, M.J. (2000) ‘Organizational commitment revisited in new public management’.

Public Performance and Management Review, 24(2), pp.177-194.

 Mullins, L.J. (2007) Management and Organizational Behavior. 8th edn. Harlow: Financial
Times Prentice Hall.

 Orpen, C. (1994) ‘Interactive effects of work motivation and personal control on

employee job performance and satisfaction’. Journal of Social Psychology, 134(6),
pp.855-856.

 Perry, B. (2005) Manchester United, Brand of Hope and Glory, in Johnson, G. and
Scholes, K. (eds), Exploring corporate strategy- Text and cases (7th edn). Pearson
Education Limited.

 Perry, B. (2010) ‘Managing Human Capital’ in Bop Perry. Enterprise Operations. India:
Elsevier, pp. 191.

 Perry, J.L. and Porter, L.W. (1982) ‘Factors affecting the context for motivation in public
organizations’. Academy of Management Review, 7(1), pp.89-98.

 Porter, L.W., Lawler, E.E. and Hackman, J.R. (1975) ‘Behavior in organizations’. New
York: McGraw-Hill.

 Rothmann, S. and Coetzer, E.P. (2002) ‘The relationship between personality

dimensions and job satisfaction’. Bestuursdinamika 11(1), pp.29-42.

~ 62 ~
 Ritter, J.A. and Anker, R. (2002) ‘Good jobs, bad jobs: Worker’s evaluations in five
countries’. International Labor Review, 141(4), pp.331-358.

 Sekaran, U. (2006) Research Methods for Business. 4th edn. United Kingdom: John Wiley
and Sons, Ltd.

 Shepard, J.M. (1973) ‘Specialization, autonomy and job satisfaction’. Industrial Relations,
12(3), pp.274-281.

 Spector, P.E. (2003) ‘Industrial and organizational psychology’, Research and practice.
(3rd edn.) New York: John Wiley & Sons, Inc.

 Stinson, J.E. and Johnson, T.W. (1977) Tasks, individual differences, and job satisfaction.
Industrial Relations, 16(3), pp.315-325.

 Strydom, S.C. and Meyer, J.C. (2002) ‘N Ondersoek na die bronne van
werkstevredenheid en werkstres onder middelvlakbestuurders in die Wes-Kaap.’ (An
investigation of the sources of job satisfaction and work stress among middle-level
managers in the Western Cape). South African Journal of Industrial Psychology, 28(2),
pp.15-22.

 Sylvia, R.D. and Sylvia, K.M. (1986) ‘An empirical investigation of the impacts of career
plateauing’. International Journal of Public Administration, 8(3), pp.227-241.

 Thomson, D. (2003) ‘Incentive schemes have to work!’. Management Today, 18(10),

pp.46-47.

 Tyagi, P.K. (1985) ‘Work motivation through the design of salesperson jobs’. Journal of
Personal Selling and Sales Management, 5(1), pp.41-52.

~ 63 ~
 Van Deventer, M.H. (1987) ‘Motivation, self-motivation and job satisfaction’. Cape
Librarian, 31(3), pp.2-6.

 Van Vuuren, S.M. (1990) ‘Die verband tussen sekere persoonlikheidseienskappe en

werkstevredenheid by die predikant’. (The relationship between certain personality
characteristics and job satisfaction in the clergyman). D-thesis, Rand Afrikaans
University, Johannesburg.

 Vercueil, J.C. (1970) ‘Die verband tussen sekere persoonlikheidseienskappe,

werkstevredenheid en personeelomset in ‘n hoogs gespesialiseerde industriële
onderneming’. (The relationship between certain personality characteristics, job
satisfaction and personnel turnover in a highly specialized industrial organization). M.A.
dissertation, Rand Afrikaans University, Johannesburg.

 Visser, P.J., Breed, M. and Van Breda, R. (1997) ‘Employee satisfaction: A triangular
approach’. Journal of Industrial Psychology, 23(2), pp.19-24.

 Viswesvaran, C. and Deshpande, S.P. (1996) ‘Ethics, success and job satisfaction: A test
of dissonance theory in India’. Journal of Business Ethics, 15(10), pp.1065-1069.

 Vroom, V.H. (1964) ‘Work and motivation’. New York: John Wiley.

 Weaver, C.N. (1988) ‘Relationships among pay, race, sex, occupational prestige,
supervision, work autonomy, and job satisfaction in a national sample’. Personnel
Psychology, 30(3), pp.437-445.

Bibliographic Indexes

~ 64 ~
 Ayeni, C.O. and Popoola S.O. (2007) ‘Work Motivation, Job Satisfaction, and
Organizational Commitment of Library Personnel in Academic and Research Libraries in
Oyo State, Nigeria’, Library Philosophy and Practice 2007, April [Online]. Available at:
http://unllib.unl.edu/LPP/tella2.pdf (Accessed: 1 November 2011).

 Bannister, B.D and Balkin, D.B (1990) ‘Performance evaluation and compensation
feedback messages: an integrated model’, Journal of Occupational Psychology, Vol 63,
June, British Psychological Society.

 Biz-Development (2007) Human Resources, Employee Induction (1). Available at:

http://www.biz-development.com/HumanResources/3.3.Employee-Induction.htm
(Accessed: 2 February 2012)

 Bizhelp24 (2009) Employee Induction. Available at:

http://www.bizhelp24.com/personal/employee-induction.html (Accessed: 2 February
2012)

 Brown, R. D. (1988) Performance appraisal as a tool for staff development, No 43. San
Francisco Jossey-Bass.

 Business Dictionary.com. Available at:

http://www.businessdictionary.com/definition/induction-of-employees.html (No date)
(Accessed: 1 February 2012)

 CiteHR. (2006) Key performance measurables of a good induction program. Available at:
http://www.citehr.com/13550-key-performance-measurables-good-induction-
program.html (Accessed: 2 February 2012).

~ 65 ~
 CiteHR. (2006) Appraisal System Attributes: Clarity, Openness, and Fairness. Available at:
http://www.citehr.com/21317-appraisal-system-attributes-clarity-openness-
fairness.html (Accessed: 8 February 2012)

 Creamer, D.G. and Janosik, S. M. (in press). ‘Performance appraisal: Accountability that
leads to professional development’. In Janosik, S.M., Creamer, D.G., Hirt, J.B., Winston,
R.B., Jr., Saunders, S. and Cooper, D. (Eds.), Supervising new professionals in student
affairs. New York: Brunner-Rutledge.

 Creamer, E. G. (2000) ‘Quality, equality, and equity in individual performance measures’.

In Janosik, S.M, Creamer, D.G and Alexander M.D. (Eds.), International Perspectives on
Quality in Higher Education. No. 1. Blacksburg, VA. Educational Policy Institute of Higher
Education: Monograph Series in Higher Education, pp. 54-62.

 Davis, J. S. (2001) ‘Approaches to performance appraisal in student affairs’. College

Student Affairs Journal, 21(1), pp. 92-100.

 Derven, M.G (1990) ‘The paradox of performance appraisals’, Personnel Journal, vol 69,
February, pp.107-111.

 Dictionary.com (2012) Available at: http://dictionary.reference.com/browse/appraisal

(Accessed: 4 February 2012)

 Free Management Library. Available at:

http://managementhelp.org/employeeperformance/performance-appraisals.htm (No
date) (Accessed: 07 February 2012).

 Grote, D. (1996) The compere guide to performance appraisal. New York: American
Management Association.

~ 66 ~
 Human Resource Management. Available at:
http://practicehrm.blogspot.com/search/label/General%20induction (No date)
(Accessed: 2 February 2012)

 Human Resource Management. Available at:

http://practicehrm.blogspot.com/search/label/Human%20induction (No date)
(Accessed: 2 February 2012)

 Human Resource Management. Available at:

http://practicehrm.blogspot.com/2009/10/preparation-to-induction-basic.html (No
date) (Accessed:2 February 2012)

 Human Resource Management. Available at:

http://practicehrm.blogspot.com/2009/10/process-of-induction.html (No date)
(Accessed: 2 February 2012)

 Human Resource Management. Available at:

http://practicehrm.blogspot.com/2009/10/objectives-of-induction.html (No date)
(Accessed: 2 February 2012)

 Induction Programme. Available at: http://www.new-employee.com.au/induction-

program.htm (2008) (Accessed: 2 February 2012)

 Lawrie, J. (1990) ‘Prepare for a performance appraisal’, Personnel Journal, vol 69, April,
pp.132-136.

 Sekaran, U. (2006) Research Methods for Business. 4th edn. New Delhi: John Wiley and
sons. Ltd

~ 67 ~
  Schein, E.H (2004) Organizational Culture and Leadership (3rd edn). San Francisco:
Jossey-Bass.

Appendices o1

Concerns or Point of view of the scholar or the Probable questions proposed to be raised in
Literature Review the interviews.

According to Luthan (1998), Job satisfaction is Employees

often determined by how well outcome meet
or exceed expectations.  Generally employees work for 14hours
per day in the ‘Funds Transferring’
Bellenger, Wilcox and Ingram (1984, pp.1-6), unit. Is this effort and commitment of
as well as Guppy and Rick (1996, pp.154-164) the employees, recognized and
explored, people’s need for praise and other appreciated by the manger of this
outward signs of recognition for their department?
achievements.
 Do you possibly think the employees
Employees experience their jobs, as far more are being rewarded adequately by the
pleasant and rewarding when they receive bank compared to the efforts being
appropriate recognition for their made? Yes/No?
accomplishments (Van Vuuren, 1990; Beach, Manager
1980).
 What are the incentives provided by
Research on issues surrounding the material the bank for the effort being made by
reward for work performance, reported a the employees?
significant positive correlation between the
extent to which people are motivated by  What are the internal processes used
financial reward and their level of satisfaction in order to improve the performance
with their work (Hoole and Vermeulen, 2003, of the employees?
pp.52-57); (Thomson, 2003, pp. 46-47);
(Strydom and Meyer, 2002, pp.15-22); (Visser,
Breed and Van Breda, 1997, pp.19-24); (Agho,
Mueller and Price, 1993, pp.1007-1027); (Mol,
1990); (Bellenger, Wilcox and Ingram, 1984,
pp.1-6).

~ 68 ~
Mullins (2010, pp.195) identified certain broad Employees
classifications that could be applied to
understand motivation, namely:  Are the employees satisfied or
 Intrinsic satisfaction derived from the interested in the nature of the work
nature of work, interest in the job, self- they are involved with?
development, etc.
 Social relationships such as friendships,  According to your belief are the social
being part of a team, etc. needs satisfied?

The needs theories (Alderfer, 1969, pp.142- Manager

175; Maslow, 1968; Herzberg, 1966;
McGregor, 1960) emphasized that people  What are the steps taken in order to
need and appreciate the support they receive build up the social relationship among
from those they share their work environment
employees?
with and this support and interaction would
make them feel much happier at work.

Similarly, several employee needs and motives Employees

portray the nature and level of synergy or
harmony between their motivation profiles as
well as in their working environments. This
includes the extent, to which people are
motivated by opportunities for interaction at
work,
 By praise and tangible recognition.
 By the synergy between their own
and the company’s values and
principles.
 By their need for job security.
 By their need for opportunities for
continual personal growth and
development.
Many employees, especially highly
achievement orientated people, are strongly
motivated by having, encouraging promotion
prospects in their jobs, as these offer
opportunity for advancement in their careers
and in the companies they work for
(Bellenger, Wilcox and Ingram, 1984, pp.1-6;
Sylvia and Sylvia, 1986, pp.227-241; Deventer,
1987, pp. 2-6).
 Does the bank provide the suitable
working environment or either an
opportunity for their personal
development, such as to carry out their
further studies while working?
 What are your future promotional
prospects?
Manager
 Do you encourage the young
operational level employees to carry
out their studies appropriately by
providing proper guidance and
necessary support?
 If so, does the bank provide the
suitable working environment to do so
such as flexible structures or are there
any incentives or any other procedures
carried out to encourage employees
for their own continual growth?

~ 69 ~
The personal values that people hold compel Employees
many employees to uphold their ideals and
conform to high ethical and quality standards,  Are the employees given specific time
even in the workplace. Hoole and Vermeulen duration for breakfast or lunch?
(2003, pp.52-57) found that having to
compromise these principles at work by not  Is the work load given to each one of
adhering to adequate safety standards or the employees realistic to achieve, or
producing work of inferior quality would either does it amount to stress at the
diminish the satisfaction experienced by the workplace?
employees.
Manager

 What are the company policies or

procedures available to maintain the
safety and health issues of the
employees?

Davy, Kinicki and Scheck (1997) also Employees

discovered that, job security refers to one’s
expectations about continuity in a job
situation and would also extend to a concern
over loss of desirable job features such as
promotion opportunities and working
conditions.
 What is your personal opinion about
continuing the current job in this bank?
Mention the reason for the answer.
Manager

Bellenger, Wilcox and Ingram, (1984, pp.1-6)
as well as Johnie (1989, pp.24-31) found that
job security was significantly less important to
younger and more senior employees than to
older and more junior employees.
 What are the promotion opportunities
and working conditions available in the
bank?

~ 70 ~
According to Alderfer, (1969, pp.142-175); Employees
Maslow, (1968); McGregor, (1960), In line with
people’s need for achievement at work, it is  Did the company provide any training,
expected that their satisfaction will increase as prior to start the actual work? Yes or
more opportunities for further training and No?
development and acquisition of new skills
present themselves.  If it is a ‘NO’, what are the issues u
faced due to lack of training when
Coster (1992, pp.6-9) confirmed this notion carrying out your job role?
through the finding that learning
opportunities represented a substantial Manager
predictor of job satisfaction.
 What are the training and
With reference to employee’s intrinsic development progrmmes conducted in
motivation dimension, task enrichment theory order to improve the performance and
holds that a person’s motivation is increased the knowledge of the young
by his/her experience of meaningful and operational level employees?
enriched job content (Tyagi, 1985, pp.41-52);
(Hackman, and Oldham, 1976, pp. 250-279);
(Porter, Lawler and Hackman,1975).

Job enrichment involves the structuring of Employees

various elements of the job content such as
increasing job responsibilities and the variety  Do you find the current job that you
of tasks or employee autonomy (Perry and are engaged with, as an interesting
Porter, 1982, pp.89-98); (Hackman and job? If yes/no why?
Oldham, 1976, pp.250 279).
 Does the manager provide you with
Strydom and Meyer (2002, pp.15-22) interesting tasks or more
confirmed this finding by stating that the responsibilities in the workplace?
content of the work itself has a direct effect
on job satisfaction. It also found that, the Manager
more interesting the tasks an employee has to
perform, the higher his or her level of job  What are the Job Enrichment
satisfaction is expected to be. strategies used in order to motivate
the employees and increase the
Shepard (1973, pp. 274-281) found that performance?
workers in highly specialized, repetitive jobs
exhibited the lowest levels of job satisfaction  Do the tasks given to operational level
among workers who perform a variety of jobs. employees contain a high level of

~ 71 ~
Similarly, Stinson and Johnson, (1977, pp.315- specialization?
325) found a consistent negative relationship
between task repetitiveness and job
satisfaction, regardless of whether the
respondent exhibited a high need for
achievement. In other words, even employees
who are not highly achievement oriented
would also experience a decrease in job
satisfaction when performing repetitive, non-
stimulating work.

(Becherer, Morgan and Richard, 1982, pp.125-

135); (Fried and Ferris, 1987, pp.287-322);
(Jernigan, Beggs, and Kohut, 2002, pp. 564-
579) reported that jobs, which require the
application of a wider array of skills from an
employee, would enhance the level of job
satisfaction of that employee and as such
represents a powerful contributor towards job
satisfaction.

~ 72 ~