Research Paper of Motivation

Motivation through Compensation and Working Environment in Banking Sector of Pakistan

MOTIVATIONthrough

Compensation and Working Environmentin

Banking Sector of Pakistan

Submitted to:Mr. Waheed Khan

Submitted by:The Challengers

Ahmed Arif (Group Leader) 8079Bushra Malik 8085Irfan Mahmood 8091Nosheen Sarwar 8121Sabit Raheem 8132Ready for Challenge

The ChallengersNUMLS, Islamabad.

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CONTENTS

Abstract……………………………………………………….3

Literature Review …………………………………………….4

Research Methodology ……………………………………… 8

Statistical Data ….…………………………………………… 9

Findings ………………………………………………………14

Conclusion ……………………………………………………16

Guidance for Further Research ……………………………… 17

Reference ……………………………………………..…….. 18

Questionnaire …………………………………………………20


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ABSTRACT

In any organization employee motivation is the key factor for organizational performance. Previous studies have shown positive impact of Working Environment and Compensation on employee’s motivation. In this study a sample of 150 bank officer was taken by adopting non probability convenient sampling, to investigate the relationship between Motivation & Working Environment and Employee Motivation. Bank employees found not highly motivated as a result of working environment and compensation. Result showed there is a highly positive relationship of independent variable over dependent variable.


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LITERATURE REVIEW

IntroductionA literature review is a clear and logical presentation of the relevant research work done before in the same area of investigation. Over and over again studies (Bacon et al, 1996; Deshpande and Golhar, 1994 and Julien, 1998) have emphasized that employees are key to maintaining a competitive edge by a business. To be successful in a global market, a firm needs a highly motivated, skilled and satisfied workforce that can produce quality goods at low costs (Wagar, 1998).

RESEARCHERS VIEW

Figure: Compensation and Work environment effect onEmployee Satisfaction and Performance.

(Emmert and Tamer)CompensationBasically compensation refers to all forms of financial returns and tangible services and benefits employees receive as part of an employment relationship (Milkovich & Newman).

Many researchers describe the importance of compensation in motivating employees.

Compensation benefits (Pay, rewards, medical & transportation) are a major consideration in human resource management because it provides employees with a tangible reward for their services (Bohlander, Snell, and Sherman, 2001)


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Sansone and Hareckiewicz (2000) identify that compensation benefits energize and guide behaviors toward reaching a particular goal (Milkovich and Newman, 2002).

Stone (1982) indicated that people are motivated by money for many different reasons. The need to provide the basic necessities of life motivates most people (Kovach, 1987). Benefits, both financial and otherwise, send a powerful message to employees of an organization as to what kind of organization management seeks to create and maintain, and what kind of behavior and attitudes management seeks from its employees (Beer, et al 1988).

I- Pay or SalariesCotton and Tuttle say that employee satisfaction with pay level is important because it has been found to have an effect on levels of absenteeism and turnover (Jerald, 1997).

Pay can be a factor in decision to stay or leave, it is clear that dissatisfaction with pay can be a key factor in turnovers (R. Heneman and T. Judge: 1999).

Linkage between pay and behaviors of employees results in better individual and organizational performance (W. N. Cooke: 1987).

The process by which the organization creates and administers incentive pay can help, it use incentives to achieve the goal of motivating employee (R. T. Kaufman: 1992).

Level of pay and pay system characteristics influence a job candidate’s decision to join a firm (E. E. Lawler: 1971).

II- Rewards & IncentivesIn motivation, rewards and incentives directly effect on the behaviors of employees. Human Resource Professionals are continuously searching for fresh and innovative ideas to drive positive results through employee’s incentive, recognition and reward programs. According to Daniel and Metcalf, “High-performance companies understand the importance of offering awards and incentives that recognize, validate and value outstanding work. They keep employees motivated and are effective methods of reinforcing company expectations and goals, especially in times when promotion is rare, health premiums are on rise and overall job satisfaction is low” (Evans, 1986).


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According to a report by the American Compensation Associations, August 1996.“When it comes to reinforcing team behavior, the reward system is one of the most effective and influential tools available to the organization” (IRS 1996).

Rewards may enhance the employees’ financial well-being through wages, bonuses, or profit sharing, or indirectly, through employer-subsidized benefits such as retirement plans, paid vacations, paid sick leaves, and purchase discounts (Sue Shellenbarger, 19999).

In Cheung and Scherling (1999:563), Martin and Touch identifies that employee job satisfaction is a function of extrinsic (pay, promotion and good relationship in the work place) and intrinsic (achievement of tasks) rewards offered by a job.

Rewards that are proportional to the value of suggestions will facilitate intrinsic motivations (Amabile, 1996). Rewards promote efforts, performance and there is lot of evidence that they often do (Gibbons, 1997; Lazear, 2000,).

D. M. Cable & T. A. Judge (1994) suggest that job candidates look for organizations with reward systems that fit their personalities.

Therefore the reward issue can not be ignored, as it will create a “situation in which the expectation or the actual goal-directed behavior of one person or group are blocked or are about to be blocked (Steers and Black 1994).

III- Health BenefitsWellness programs for healthy working environment, may help organization to cut employer health costs and to lower absenteeism and turnover of employees (Carolyn Petersen).

Family Health benefits often have spillover effects in the form of loyalty because employees see the benefits as evidence that the organization care about its employees. (S. L. Grover and K. J. Crooker: 1995). IV- Working EnvironmentOrganization officials have a legal responsibility, if not a moral one, to ensure that the workplace is free from unnecessary hazards and that conditions surrounding the workplace are not hazardous to employees physical or mental health (Decenzo).


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Good working environment such as work relationships, adequate equipment, space, heating, lighting and ventilation motivated employees (Gerhart).

Green (2001) says managers can motivate employees by setting in motion the conditions required for motivation such as working environment, confidence, trust and satisfaction that enforce employees to improve their performances.

Herzberg and Miller (1968) states that compensation including pay, rewards, communication and working conditions are four common incentives, which motivate employees.


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Research Methodology

Objectives / Aims of the research study

It was an attempt to determine the impact of Working Environment and Compensation on employee motivation. The main objectives were:

To investigate the impact of Working Environment and Compensation on employees motivation.

To investigate the relationship between Independent variables (Working Environment & Compensation) with dependent variable (employees motivation).

To recognize the degree of association between Independent variables and dependent variables.

Instrument:Primary data was collected thorough questionnaires. This questionnaire was initially developed by the Challengers by consulting a number of research papers.

Sample:Total 150 questionnaires were got duly filled by the employees of the different banks of Pakistan (e.g. ABL, HBL, MCB, UBL, FBL, ABN Amro, BAL etc.) These respondents were included Regional Heads, Operation Managers, Branch Managers, Cashiers and other middle level managers and first line managers.

Questionnaire:For this purpose a questionnaire was designed and items were scored on a five point Likert Scale with end points of “Disagree” and “Strongly Disagree”.

Procedure:Two of the independent and one of the dependent variable relationships was tried to found. As we have to establish the relationship between independent variables and dependant variable so we used the correlation to find the relation of the independent variables with the dependent variable. To check the impact of independent variables over the dependent variable we used regression analysis.


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STATISTICAL DATA

GenderMale 74%

Female 26%

Age

Above 20 years

21-30 years 53%

31-40 years 28%

41-50 years 11%

Above 50 years 5%

Education

Ph.D 1%

Master Degree 60%

Bechlore Degree 31%

Intermediat 8%

Others

Income (monthly) Rs.10,000-Rs.20,000 28%

Rs.21,000-Rs.30,000 38%

Rs.31,000-Rs.40,000 11%

Rs.41,000-Rs.50,000 17%

Above 50,000 6%

Work Experience Less than 6 month 5%

6 month to 1 year 32%

1 to 2 years 22%

3 to 5 years 23%

More than 5 years 18%

S. No. Demographics Working Environment Compensation Motivation IV 1 IV2 DV1 2.6 2.0 2.25 2.00 2 2.2 2.0 2.125 2.00 3 2.2 2.6 3.375 2.00 4 2.4 2.4 3.375 3.00 5 2.8 1.9 3 2.00 6 2 2.4 3.375 2.50 7 3 1.7 2.625 2.00 8 2.2 2.5 3 3.00 9 2.6 2.3 2.25 2.00

10 1.8 2.2 3.5 2.00 11 2.6 2.3 3.125 2.50 12 2.4 2.3 3.25 2.50 13 1.4 2.3 2.875 2.00 14 2.6 2.6 3.125 3.00 15 1.8 1.9 2.875 2.00 16 1.8 2.0 2.375 2.00 17 2 2.0 2.5 2.00 18 1.8 2.3 3.25 2.50 19 2 2.3 2.625 2.50 20 2 1.8 3 1.00 21 2.2 1.6 1.75 1.50 22 1.8 2.1 3 2.00


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23 1.8 2.0 3 2.00 24 1.4 1.9 4.25 2.50 25 2.4 2.2 2.125 2.00 26 3.4 2.0 2.375 1.50 27 3.8 2.0 2.125 2.00 28 3 2.3 2.25 2.00 29 1.8 3.0 3 3.00 30 2.4 2.2 1.75 2.50 31 2.4 2.6 3.5 3.00 32 1.8 2.5 2.625 2.00 33 2.2 2.0 2.375 2.00 34 2.4 1.8 2.25 2.50 35 1.8 2.4 3.625 3.00 36 2.6 1.8 2 1.50 37 2.8 3.8 4.5 2.00 38 2.8 2.3 2.375 2.00 39 2 2.2 2.125 2.50 40 2 2.0 2.375 2.00 41 2.2 2.2 2.5 2.00 42 3 1.8 1.625 2.50 43 2.2 2.3 3.25 2.00 44 3.4 2.0 2.5 2.00 45 1.8 1.6 3.75 2.00 46 2.6 2.4 3 1.50 47 3.2 2.5 3.25 3.00 48 2.2 2.0 3.875 2.50 49 3.8 2.2 2.25 2.50 50 2.4 2.3 2.75 3.00 51 3 2.2 2.5 2.50 52 3.4 2.2 2.125 2.00 53 3.2 2.3 2.25 2.00 54 3.4 2.8 2.875 3.50 55 2.8 2.7 2 3.00 56 3.2 2.2 2.25 2.50 57 3 2.2 3 3.00 58 3 2.3 2.125 2.50 59 1.6 2.0 1.75 2.50 60 2.6 2.2 1.875 2.00 61 2.4 2.2 1.75 1.50 62 2 2.0 3 2.50 63 1.6 2.4 2.625 2.00 64 1.8 2.4 2.5 2.00 65 3.2 1.9 3.875 3.50 66 2.2 2.1 3.5 3.00 67 2.6 2.7 3.625 2.50 68 2.6 3.2 3.5 4.00 69 3.4 1.3 1.75 1.50 70 1.8 3.0 3.75 3.00 71 2.4 1.8 1.25 1.50 72 2.2 1.8 2.875 2.00 73 3 2.0 3.375 3.50

74 3.2 2.3 1.625 2.50 75 2.6 2.2 2.875 1.50


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76 2.2 2.1 3.5 2.50

77 3.8 1.7 1.5

1.50

78 2 1.5 2 2.00 79 2.4 2.1 2.25 3.00 80 2.8 2.0 2.625 2.00 81 2.2 2.8 1.75 3.00 82 2.8 2.3 1.75 2.00 83 2.2 1.6 1.375 2.00 84 2.8 1.8 1.625 1.50 85 2.2 2.1 1.25 3.00 86 4 2.5 2.875 3.00 87 2.6 1.9 2 1.50 88 3 1.7 1.75 1.00 89 3 2.3 1.75 3.50 90 2.8 1.9 1 2.00 91 3.4 2.5 4.5 2.50 92 3.6 1.6 1.25 2.00 93 2.8 2.1 2 2.00 94 2 2.3 3.25 2.50 95 2.4 2.3 1.75 2.50 96 2.4 1.8 2.5 2.50 97 2.4 2.4 2.875 2.50 98 3 1.7 2.375 2.00 99 2.8 2.2 3.125 2.50

100 2.6 2.1 2.125 2.00 101 2 2.6 5 4.50 102 2 2.8 4.25 3.00 103 1.8 3.4 4.25 4.50 104 3 3.4 4.5 2.00 105 2 3.4 4.75 5.00 106 2.2 3.0 3.25 3.00 107 1.6 2.1 2.375 2.00 108 2.4 1.7 2.375 2.00 109 2.6 2.8 3.25 2.50 110 2.2 2.3 2.625 3.00 111 2.4 1.9 2.625 3.00 112 1.8 1.8 2.5 2.00 113 2.6 1.6 3.125 1.50 114 2.4 2.0 3.125 3.50 115 2.2 1.3 2.25 1.50 116 1.4 1.8 2.25 2.00 117 3 2.7 4.25 3.50 118 2.4 2.0 2.75 2.00 119 2.2 2.2 3.375 2.50 120 2.2 2.5 3.625 2.50 121 2.8 2.1 3.375 2.50 122 3.2 1.7 2.5 2.00 123 3.2 3.3 2.875 3.00 124 3.2 3.3 3.125 3.00

125 1.8 2.4 3.625 2.50 126 2 2.7 2.625 3.00 127 3.4 2.3 2.625 1.50


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128 2.4 2.3 2.625 3.00 129 3 2.3 2.5 3.00 130 2.6 4.2 3.625 4.50 131 3.6 1.7 2 2.50 132 3.2 2.7 3.375 3.00 133 2.4 2.2 4 2.50 134 2 1.8 3.625 1.50 135 3.8 4.3 3.875 4.00 136 2.8 1.7 2 2.00 137 3 2.5 1.5 2.00 138 2.6 2.3 2 2.00 139 1.8 2.7 2.625 1.50 140 2 1.9 2.5 2.50 141 2.6 2.0 1.375 2.00 142 3 2.5 3 2.50 143 3.2 2.5 2.75 4.00 144 3.8 1.6 2.5 1.50 145 1.8 3.1 4.375 4.50 146 2.4 3.0 3 3.00 147 2 3.2 4.625 4.50 148 2.8 1.8 2.25 2.00 149 2 2.0 2.125 1.50 150 2.8 3.1 3.75 3.50

Working

EnvironmentCompensation Motivation

Mean 2.256666667 2.784166667 2.436666667Median 2.2 2.6 2.5Mode 2.0 2.3 2.0

Standard Deviation 0.5 1.0 0.7Sample Variance 0.3 0.9 0.5

Minimum 1.3 1.0 1.0Maximum 4.3 5.0 5.0

Correlation b/w Motivation and king Environment

Correlation b/w Motivation and Compensation

0.646238187 0.530625915

Regression Lines b/w Motivation (X) and Working Environment (Y)

Regression Lines b/w Motivation (X) and Compensation (Z)

X = 0.30 + 0.95Y X = 1.11 + 0.48Z


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0.01.02.03.04.05.06.07.08.09.0

10.0

1 12 23 34 45 56 67 78 89 100 111 122 133 144

Mo

tiva

tio

n

Working Environment

Motivation and Working Environment

Working Environment IV 1 Motivation DV

0

1

2

3

4

5

6

1 11 21 31 41 51 61 71 81 91 101 111 121 131 141

Mo

tiva

tio

n

Compensation

Motivation and Compensation

Compensation IV2 Motivation DV


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FINDINGS

Descriptive results revealed positive trend of variables i.e. Working Environment & Motivation and Compensation and Motivation. Likert scale helped to explain the feelings of bank officers towards Compensation, Working Environment and motivation.

The aggregate mean of 1st independent variable (Working Environment) is calculated as (2.26), median (2.2), mode (2) with (0.50) standard deviation and (0.30) sample variance, which shows that the people working in banking sector of Pakistan feel that there is need to update the working environment of the banks. They are of a view that working environment in banking sector of Pakistan has some flaws in it which needs to be removed. In nutshell, bank employees are not found highly satisfied and motivated with their current working environment of the banks in Pakistan.

The aggregate mean of 2nd independent variable (Compensation) is calculated as (2.78), median (2.6), mode (2.3) with (1.0) standard deviation and (0.90) sample variance. This again reveals that most of the people are not satisfied with the fully satisfied with their compensation structure. The bank employees feel that they are not paid according to the services they are giving to bank. They are not getting the true fruit of their hard work. There is a need to update the compensation structure according to the services provided by employees.

Aggregate mean of dependent variable (motivation) is found as (2.44), median (2.5), mode (2.0) with (0.7) standard deviation and (0.5) sample variance. We find with the help of this analysis that the motivation level of bank employees is not very high. They are somehow dissatisfied or not motivated in terms of working environment and compensation. Co Relational Analysis

Correlation b/w Motivation and Working Environment

Correlation b/w Motivation and Compensation

0.646238187 0.530625915

According to the research we found that there is a high positive correlation between Motivation and Working Environment as well as Motivation and Compensation.


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If the Working Environment is conducive and cooperating which give the employees a feeling of self accomplishment, hen they will be more motivated and loyal to their organization.

Many of other researchers previously found similar results from their research and analysis. Sansone and Hareckiewicz (2000) identify that compensation benefits energize and guide behaviors toward reaching a particular goal (Milkovich and Newman, 2002).

Stone (1982) indicated that people are motivated by money for many different reasons. The need to provide the basic necessities of life motivates most people (Kovach, 1987).

Regression ResultsThe regression line expresses the best prediction of the dependent variable (X, Motivation), on the independent variables (Y, Working Environment) and (Z, Compensation). The regression lines equations for these variables are as follows:

Regression Lines b/w Motivation (X) and Working Environment (Y)

Regression Lines b/w Motivation (X) and Compensation (Z)

X = 0.30 + 0.95Y X = 1.11 + 0.48Z


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CONCLUSION

Motivation is linked with good working environment and high level of compensation.

The organization should must understand that what type of work environment can motivate their employees and they can become loyal employees of the organization which benefit the organization in the long run. Moreover the organizations should develop such a compensation structure that fulfill the needs of the employees in a best possible way and that they don’t look around to meet their needs.


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DIRECTION FOR FUTURE RESEARCH

We can further carry on this research by adding certain other variables to check their relationship with motivation and these factors might be Quality Supervision, Empowerment, Career Development, Growth Opportunities, Qualification, and Participation etc.

We can also do comparative study of employee’s motivation between public and private banks and also between national and international banks. Difference between the motivational level of male and female employees can also be analyzed thorough this research.

AcknowledgementsThe authors gratefully acknowledge many helpful comments on this research.


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REFERENCES 1. Amabile, T. M. 1996, creativity in context, 2nd ed, Boulder, co, West view press.2. Beer, M. and Walton, E. R. 1990 “Reward Systems and the Role of

Compensation” Manage People, Not Personnel: Motivation and performance Appraisal. A Harvard Business Review Book, Chapter 2, pp.15-30.

3. Bohlander, G., Snell, S. and Sherman A., 2001, Managing Human Resources. Cincinnati, OH: South-Western College Publishing

4. Carolyn Petersen, 2000, “Value of Complementary Care Rises, But Poses Challenges,” Managed Healthcare.

5. Colvin, G. (1998). What money makes you do? Fortune 138 (4), 213-214.6. David A. Decenzo and Stephen P. Robbins. 2002, Human Resource

Management, 7th ed. John Wiley and Sons, Inc.7. D. M. Cable & T. A. Judge, 1994, “Pay Preferences and Job Search Decisions:

A Person-Organization Fit Perspective,” Personal Psychology 47, pp.317-48.8. E. E. Lawler, 1971, Pay & Organizational Effectiveness: A Psychological View,

New York, McGrew-Hill, Inc.9. Emmert, M. and Tamer W. A., 1992. Public Sector Professionals: The effect of

Public Sector Job on Motivation, Satisfaction and Work involvement. American Review of Public Administration, Vol. 22, pp.37-48.

10. Evans M. G., 1986. Organizational behavior: The central role of motivation. Journal of Management.

11. F. Herzberg, B. Mausner, B. Snyderman.1959, The motivation to work. New York, Johnwiely.

12. Green Berg J, 2001. Organizational Justice as Probation and reactions: Implications for research `and application. In Cropanzano R (ed.), Justice in work place: form theory to practice (Vol. 2, pp. 271-302).

13. Gerhart B. (ed.), compensation in organization: Current Research and Practice, pp. 32-60. San Francisco: Jossey-Bass.

14. Gibbons R., 1997, incentives and careers in organizations. In advances in Economic theory and Econometrics, Vol. II, Kreps D. and Wallis K, ed. Cambridge University press, U.K.

15. Herzberg. F. 1968, “One more time: How do you motivate employees?” Harward business review, Vol. 46, ISS. 1, pp, 53-62

16. IRS Employment Review, 1996, “Selecting team rewards”. London , Internet17. Jerald, G. and Robert, A. B., 1997. Behavior in Organizations: Understanding

and Managing the Human Side of Work, Upper Saddle River, NJ: Prentice-Hall, Inc.

18. Kovach, K., 1987. What Motivates Employees? Workers and Supervisors Give Different Answers. Business Horizons.

19. Martin, J. and Hanson, S., 1985. Sex, family wage earning status and satisfaction with work and occupations, 12, 91-109.

20. Milkovich & Newman, 2002. Compensation, 7th ed, The McGrew-Hill Companies, Inc.

21. R. T. Kaufman, 1992, “The Effects of Improshare on Productivity,” Industrial and Labour Relations Review 45, pp. 311-22.

22. R. Heneman and T. Judge, 1999, “Compensation Attitudes: A Review and Recommendations for Future Research,” in Compensation in Organization: Progress and Prospects, S.L. Rynes and B. Gerhart, eds. New Lexington Press, San Francisco.

23. Steers, R. and Black, J. 1994,”Organization Behavior”, 5th ed, Harper Collins.


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24. S. L. Grover and K. J. Crooker, 1995, “Who Appreciates Family Responsive Human Resource Policies: The Impact of Family-Friendly Policies on the Organizational Attachment of Parents and Non-parents,” Personnel Psychology 48, pp. 271-88.

25. Sue Shellenbarger, 1999, “Employees who value time as much as money Now get their Reward,” Wall street journal, p. B-1.

26. Wagar, Terry H., 1998, "Determinants of Human Resource Management Practices in Small Firms: some Evidence from Atlantic Canada," Journal of Small Business Management, pp.13-23.

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28. NUML University, Digital Lab.”Black wall Synergy Data Basis. ”


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Motivation of Employees in Banking Industry of PakistanQuestionnaire

This research is confidential. No responder will be disclosed individually. We request that you provide your honest views, avoiding overly positive and overly negative feedback.

DEMOGRAPHICS

1. Gender

Male Female

2. Age

a) Above 20

b) 21 – 30

c) 31 – 40

d) 41 – 50

e) Above 50 3. Education Level

a) PhD

b) Post Graduate Level

c) Graduate Level

d) Intermediate Level

e) Other ________________________________________________________________

4. How long have you been working at _______________________(Name of Bank)

a) Less than 6 months

b) 6 months – 1 year

c) 1 – 2 years

d) 2 – 3 years

e) 3 – 5 years

f) More than 5 years

5. What is your management level?

________________________________________________

6. What is your pay level?


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a) 10,000 – 20,000

b) 20,000 – 30,000

c) 30,000 – 40,000

d) 40,000 – 50,000

e) Above 50,000

WORK ENVIRONMENT StronglyAgree

Agree Neutral Disagree StronglyDisagree

7. I am treated with dignity and respect by management

8. I fully utilize my skills and abilities in the Bank.

9. Work assigned to me is interesting, rewarding and challenging and give me a feeling of personal accomplishment.

10. Bank provides an environment where diverse individuals can work together effectively and happily.

11. Bank is responsive to change and encourages change within the organization in order to stay effective in a changing environment.

12. Bank place a great emphasis on honestly, integrity and ethical behavior.

13. The amount of work expected to do in my job is reasonable.

14. Employees have the support and authority to make the decision necessary for accomplishing their assigned tasks.

15. Employees have the resources (personnel, finances, tools) necessary to do quality work.

16. All employees at ____________ are treated fairly regardless of age, race, gender, family status, veteran status, national origin, disability, personality, thinking style or sexual orientation.


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17. We can exchange our views freely in the work place.

18. Work environment is overall very comfortable, friendly and cooperative.

COMPENSATION Strongly Agree

Agree Neutral Disagree Strongly Disagree

19. Overall, the employee benefits I receive meet my needs.

20. I understand the value of the total compensation (compensation + benefits) package that Bank delivers to me.

21. Bank pays for performance.

22. I receive good medical allowances.

23. Bank is providing me with transport allowances/facility.

24. The overall benefits given to me by Bank, provide good security for me and my family.

25. Compared to other banks in the industry my Bank has an excellent compensation and benefits package.

26. How would you rate the quality of service you receive when you have a benefits issue, question or claim?

Very Good

Good Average Poor Very Poor

MOTIVATION Strongly Agree

Agree Neutral Disagree Strongly Disagree

27. I am highly motivated with the current working environment of my Bank.

28. I am satisfied with my compensation & benefits package.

“Thank you very much for your support”


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Research Paper of Motivation

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