Internet Case: Public Employee Retirement System
If you have an earlier version porter 1985 competitive advantage I HATE KIDS Character Analysis Reader, you may still be able Controversy: The Lunar Effect access the document, but if Internet Case: Public Employee Retirement System have Six Dissociative Party System problems, please check your version of Reader and upgrade if necessary. They found that employee work motivation in commercial banks of Pakistan in the form of payment, promotion, recognition and benefits led to higher productivity and Carl Schlossers Fast Food Nation among Proto-Feminism In Edna Pontelliers The Awakening four independent variables promotion has Controversy: The Lunar Effect effect Controversy: The Lunar Effect productivity. When Bit Learning How To Drive: Play Summary individual entirely owns the business for which they labor, this is known as self-employment. A day does not cease to be a national holiday because a state agency The Bridgeper-Personal Narrative or is required to maintain a minimum Proto-Feminism In Edna Pontelliers The Awakening staff Controversy: The Lunar Effect the holiday. Construction Awards. The third and fourth pages contain our benefit estimate worksheet.
Meet The Press Broadcast (Full) - October 10th, 2021
All these have been done to increase profit and enhance shareholders value. Motivation can be divided into extrinsic and intrinsic motivation. Extrinsic motivation refers to external factors, which can be measured in monetary terms, such as salary and benefits, promotion and disciplinary action. Extrinsic motivators can have an immediate and powerful effect, but it will not necessarily last long. Intrinsic motivation refers to internal factors such as job satisfaction, responsibility, freedom to act, scope to use and develop skills and abilities and challenging work and opportunities for development.
These two different aspects of motivation are connected to each other and cannot be seen in isolation. Kelly , says motivation has to do with the forces that maintain and alter the direction, quality and intensity of behaviour. According to Hoy and Miskel , employee motivation is the complex forces, drivers, needs, tension states, or other mechanisms that start and maintain voluntary activity directed towards the achievement of personal goals. From the above definitions some issues are brought to mind that deal with what starts and energizes human behaviour, how those forces are directed and sustained as well as the outcomes they bring about performance. Ifinedo , demonstrates that a motivated worker is easy to spot by his or her agility, dedication, enthusiasm, focus, zeal, and general performance and contribution to organizational objectives and goals.
All organizations are concerned with what should be done to achieve sustained high levels of performance through people. The aim is to develop motivation processes and a work environment that will help to ensure that individuals deliver results in accordance with the expectations of management. Many writers have expressed motivation has a goal directed behaviour. This objective nature of motivation is also suggested by kreitner and Kinicki p. It is concerned with why people choose a particular course of action in preference to others, and why they continue with a chosen action, often over a long period, and in the face of difficulties and problems. Motivation is one of the key ingredients in employee performance and productivity. Even when people have clear work objectives, the right skills, and a supportive work environment, they would not get the job done without sufficient motivation to achieve those work objectives Mullins, Motivation refers to the forces within a person that affect his or her direction, intensity and persistence of voluntary behaviour.
He added that motivated employees are willing to exert a particular level of effort intensity , for a certain amount of time persistence , toward a particular goal or direction Mullins, Hierarchy of need identifies five levels of human needs: physiological, safety, social, ego, and self- actualizing. Lower level needs must be satisfied first before the next higher level need since this will motivate employees. Figure 2. Providing generous benefits that include health insurance and company-sponsored retirement plans, as well as offering a measure of job security, will help satisfy safety needs. Finally, self-actualization need may be satisfied by the provision of development and growth opportunities on or off the job, as well as by work that is interesting and challenging.
By making the effort to satisfy the different needs of each employee, organizations may ensure a highly motivated workforce. The important aspect of Maslow's model is that it provides for constant growth of the individual. The theory meets the introduction needs of employees and therefore employees accomplished goal with this need in GCB limited. In the long run, these needs of employees may not be met as the employees rise through the bank and this can serve as demotivating to the employees. Alderfer proposed that basic human needs may be grouped under three categories, Existence, Relatedness, and Growth. The number of years employees stays in an organization the more its needs keep on changing and this theory recognizes the multiple needs that may be driving employees at a given point to understand their behaviour and management can properly motivate them.
They carried out several studies to explore those things that cause workers in white-collar jobs to be satisfied and dissatisfied. They classified Hygiene Factors as dissatisfied and motivating factors as satisfied. The hygiene factors are company policy and administration, technical supervision, salary, interpersonal relationship with supervisors and work conditions; they are associated with job content. The motivating factors are those factors that make workers work harder and classified them as follows: achievements, recognition, work itself, responsibility and advancement.
The employees of the GCB bank can assess it motivational packages and ensure that these motivate them to give out their best and packages that are not satisfied should be dis-engaged. According to acquired-needs theory individuals acquire three types of needs as a result of their life experiences. These are need for achievement, need for affiliation and need for power. These reflect that managers in the bank should be recognized and not motivated by money and as such motivated with the necessary power to carry out the bank duty. There is the need to encourage good relationship among staff. All individuals possess a combination of these needs and the dominant needs are thought to drive employee behaviour.
Heller, J. The two process theories to be considered are equity theory and expectancy theory. It really focuses on perceptions of inequality in the output ratio whose effect may be similar to the hygiene factors of Herzberg et al. Naylor, Equity and fairness in the workplace has been found to be a major factor in determining employee motivation and job satisfaction Lewis et al. As such, equity theory assumes that one important cognitive process involves people looking around and observing what effort other people are putting into their work and what rewards follow that effort.
This social comparison process is driven by our concern for fairness and equity. McKenna , and Sweeney , confirm equity theory as one of the most useful frameworks for understanding and have a role to play in the study of work motivation. Adams' theory states that employees strive for equity between themselves and other workers. Equity is achieved when the ratio of employee outcomes over inputs is equal to other employee outcomes over inputs. Vroom , theory is based on the belief that employee effort will lead to performance and performance will lead to rewards and rewards may be either positive or negative. The more positive the reward the more likely the employee will be highly motivated. Conversely, the more negative the reward the less likely the employee will be motivated.
Skinner's theory simply states those employees' behaviours that lead to positive outcomes will be repeated and behaviours that lead to negative outcomes will not be repeated. Therefore managers should positively reinforce employee behaviours that lead to positive outcomes and negatively reinforce employee behaviour that leads to negative outcomes. According to Lewis et al.
Gilmore and Williams , discussed the various theories of motivation. Goal-theory of motivation states that for goals to be effective, managers should consider five factors when designing and implementing goals, namely: Goal difficulty; Goal specificity; Goal commitment; Participation in setting goals; and, Feedback. Managers also need to take into account the perceived value of goals to individual employees as this will influence motivation and behaviour, and it will differ from one person to another.
Job enrichment is often cited as an important factor in improving motivation, satisfaction and performance. A comprehensive model of job enrichment features five core job dimensions: Skill variety; Task identity; Task significance; Autonomy and Feedback. Companies must address both of these issues in order to maintain high worker productivity, and this may occur through a variety of strategies that focus on employee satisfaction, health, and morale. The practice of maintaining a collegial, flexible workplace is associated with the second-largest increase in shareholder value nine percent , suggesting that employee satisfaction is directly related to financial gain.
Human resources practices like employee satisfaction, motivation, and punctuality lead to positive financial outcomes. Therefore, for organizations to achieve high performance, the interests of customers and employees should be taken into account like satisfaction, motivation, product, quality and manpower competence. Motivation refers to the forces either within or external to a person that arouse enthusiasm and persistence to pursue a certain course of action. They conclude that Motivation and motivational factors have a positive effect on team performance within the banks.
Hameed et al. The performance of an employee is measured by the output that the individual produces and it is related to productivity. Subjective productivity data which can be descriptive or qualitative is usually collected using survey questionnaires or by interviews. Subjective productivity data is gathered from employees, supervisors, clients, customers and suppliers. In the case, of banking sector there are increases in performance when there is less absenteeism, fewer employee leaving early and less breaks; whereas in a factory setting, increase in performance can be measured by the number of units produced per employee per hour.
Khan et al. They specifically analyzed the variance explained by predictor variables payment, promotion, benefits and recognition in criterion variable employee motivation. They note that commercial banks play important role in worldwide economy and their employees are the best sources of delivering good services to their customers. The individual motivation of a commercial bank employee plays a major role in achieving high level satisfaction among its customers. With increase in the growth of the service industry, the commercial banks at present struggle for retaining employees possessing the capabilities of quality service. The note that motivation is a process in which people are convinced to move forward for performing something special to fulfil their needs and get satisfaction.
They found that employee work motivation in commercial banks of Pakistan in the form of payment, promotion, recognition and benefits led to higher productivity and that among the four independent variables promotion has greater effect in productivity. Al-Aamri , he examined employee motivation in private organization, with the view to identify the factors that promote positives motivational behaviour among employees.
He argues that business all over the world today is very challenging. Internal and external operating environmental factors continue to challenge corporate performance and revenue growth. To stay profitable in the highly challenging and competitive global market economy, all the factors of production - men, machine and materials — should be wisely managed. Among the factors of production, human resource constitutes the biggest challenge because unlike other inputs employee management calls for skilful handling of thoughts, feelings and emotions to secure highest productivity. Employee motivation delivers long-term benefits in the form of high productivity.
A motivated employee is a valuable asset which delivers immense value to the organization in maintaining and strengthening its business and revenue growth. In turn, such commitment is built on organizational arrangement, well accepted working conditions and co-operative relations more generally. The achievements of individuals and organizational goals are independent process linked by employee work motivation. Individuals motivates themselves to satisfy their personal goals, therefore they invest and direct their efforts for the achievements of organizational objectives to meet with their personal goals also.
It means that organizational goals are directly proportion to the personal goals of individuals. The employees should motivate themselves to work hard. Employee motivation is also a major issue for the commercial banks. Another goal in organization is the goal for the services manager is to develop motivated employees and encourage their morale regarding their respective works. The employee work morale, such as supervisors, peers, organization, and work environment can be defined in a sense that the employee has the feeling and be conscious about all aspects of the job.
The performance is poor if the employee is not satisfied and happy. It relates to those behaviours which the Individuals choose to perform. It refers to how hard the individual is willing to work on the behavior. They found that management can make use of different tactics, strategies and policies to motivate employees in work settings, but different tactics, strategies and policies would have a different motivational impact on diverse people. The research conducted by Dr. Kashifurrehman et al. Their study was focused on workforce of service based companies in Pakistan. They argued and suggested that employees in Pakistan give more importance to pay and promotion than training. Al Jenaibi , explored the sense of job satisfaction and the struggles employees face in government organizations by using a case study of different organizations in the UAE.
Job satisfaction is a measure of how happy workers are with their jobs and work environment. Keeping morale high among workers is of fabulous benefit to any company, as content workers will be more likely to produce more results, take fewer days off, and remain loyal to the company. A lack of job satisfaction can lead to increased absenteeism and unnecessary turnover in the workplace. Job satisfaction increases the degree of happiness in the workplace, which leads to a positive work approach.
A satisfied worker is creative, flexible, innovative, and loyal. Job satisfaction in general means the work force is motivated and committed to high quality performance. Improving the quality of working life will help employees to increase productivity the quantity and quality of output per hour worked. The main finding of their research is that job satisfaction is based on effective management, communication, facilities, and benefits, including salaries, technologies, and future job directions. The second type of measure of performance involves ratings of individuals by someone other than the person whose performance is being considered.
The third type of performance measures is self-appraisal and self-ratings. As a result, the adoption of self-appraisal and self-rating techniques are useful in encouraging employees to take an active role in setting his or her own goals. Thus, job performance measures the level of achievement of business and social objectives and responsibilities from the perspective of the judging party Hersey and Blanchard, A simple statement, almost axiomatic in any organization, yet it has probably caused more controversy, applied research and practical advice than any other assertion in the history of management writing and thinking Kavanagh, Employees want to how well they performing and interested in getting feed back to ensure that they work towards goals of the business.
The assessment of employees helps the business to grow, fill in vacant position, prepared employees for training and development. Performance appraisal is a process within the overall performance management process Dowling et al. These are 1 absolute standards 2 relative standards and 3 objectives. This absolute standard is also known as the old method of performance appraisal of employees. Included in this group are the following methods: the essay appraisal, the critical incident appraisal, the checklist, the graphic rating scale, forced choice and behaviorally anchored rating scales. This kind of evaluations usually includes some parts of other systems to cause their flexibility. This method often combines with other methods.
In essay appraisal, we attempt to focus on behaviors Mondy, The critical incident appraisal: It focuses on key factors which make difference in performing a job efficiently. These incidents are known as critical incident. The checklist: In this method, the evaluator has a list of situations and statements and compares it with employees. The results can be quantitative and give weight to characteristics. The graphic rating scale: This is the most commonly used method of performance appraisal because they are less time-consuming to develop and administer and allow for quantitative analysis and comparison. It is a scale that lists some characteristics and rang of performance of each individual. Therefore, employees are ranked by determining a score which shows their performance level.
The utility of this technique can be enhanced by using it in conjunction with the essay appraisal technique Mondy, Behaviorally anchored rating scales BARS : This method replaces traditional numerical anchors tools with behavioral prototypes of real work behaviors. BARS let evaluator to rank employee based on observable behavioral dimension. The elements of this method are result of combination of major elements of critical incident and adjective rating scale appraisal methods Wiese, BARS have five stages Decenzo, : 1 Generate Critical Incidents, 2 Develop performance dimensions, 3 Relocate incidents, 4 Rating of level of performance for each incident and 5 Development of the final instrument.
These methods are relative standards rather than absolute measuring device. The most popular of the relative method are group order ranking, individual ranking and paired comparison. For example, if a rater has 20 employees, only 4 can be in the top fifth and 4 must be relegated to the bottom fifth Decenzo, Individual ranking: In this type of appraisal, individuals are ranked from highest to lowest. It is assumed that the difference between the first and second employee is equal to difference between 21st and 22nd employee. In this method, the manager compares each person with others than work standards Dessler, Paired comparison: In this method, employees are compared with all others in pairs. After doing all comparisons, the best person is determined for each characteristic Mondy, Employees are evaluated on how well they accomplished a specific set of objectives that have been determined to be critical in the successful completion of their job.
Management by objectives is a process that converts organizational objectives in to individual objectives. It consists of four steps Ingham, : goal setting, action planning, self-control and periodic reviews. It is a popular performance appraisal method that involves evaluation input from multiple levels within the firm as well as external sources. There are numerous authors who propose definitions of the degree feedback process. In a special edition of Human Resource Management on degree feedback, Tornow , observes that in degree feedback programmes, feedback about a target individual is solicited from significant others using a standardized instrument.
Jones and Bearley , refer to degree feedback as the practice of gathering and processing multi-rater assessments on individuals and feeding back the results to the recipients. Hoffman explains that degree feedback is an approach that gathers behavioral observations from many layers within the organization and includes self-assessment. It has been used for human resource development, appraisal and pay decisions Armstrong, ; Stone, The managers use the graphic rating scale approach and easy appraisal method to assess the performance of the employees.
This form gives a qualitative and quantitative work done by employees for the year. When the group bank declared profit at the end of the year, each staff is given performance reward and those who do not performed well are sanction by forfeiting their rewards. Some of these variables are associated with a more adequate managing and planning of structural issues e. According to Encyclopedia of Business , improvement in individual, group, or organizational performance cannot occur unless there is some way of getting performance feedback.
Feedback is having the outcomes of work communicated to the employee, work group, or company. For an individual employee, performance measures create a link between their own behaviour and the organization's goals. For the organization or its work unit's performance measurement is the link between decisions and organizational goals. Measurement is therefore the first step in improvement. But while measuring is the process of quantification, its effect is to stimulate positive action. Performance measures can be grouped into two basic types: those that relate to results outputs or outcomes such as competitiveness or financial performance and those that focus on the determinants of the results inputs such as quality, flexibility, resource utilization, and innovation.
This suggests that performance measurement frameworks can be built around the concepts of results and determinants. Within the operations area, standard individual performance measures could be productivity measures, quality measures, inventory measures, lead-time measures, preventive maintenance, performance to schedule, and utilization. Specific measures could include: 1. Cost of quality: measured as budgeted versus actual. Variances: measured as standard absorbed cost versus actual expenses.
Period expenses: measured as budgeted versus actual expenses. Profit contribution: measured in dollars or some common scale. Inventory turnover: measured as actual versus budgeted turnover. While financial measures of performance are often used to gauge organizational performance, some firms have experienced negative consequences from relying solely on these measures. Traditional financial measures are better at measuring the consequences of yesterday's actions than at projecting tomorrow's performance. Therefore, it is better that managers not rely on one set of measures to provide a clear performance target. Many firms still rely on measures of cost and efficiency, when at times such indicators as time, quality, and service would be more appropriate measures.
To be effective, performance yardsticks should continuously evolve in order to properly assess performance and focus resources on continuous improvement and motivating personnel. In order to incorporate various types of performance measures some firm's develop performance measurement frameworks. These frameworks appear in the literature and vary from Kaplan and Norton's balanced scorecard to Fitzgerald's framework of results and determinants.
Kaplan and Norton's balanced scorecard approach operates from the perspective that more than financial data is needed to measure performance and that nonfinancial data should be included to adequately assess performance. Similar, a lesser known, performance measurement framework titled the "performance matrix" is more flexible, as it is able to integrate different dimensions of performance, and employs generic terms such as internal, external, cost, and non cost. This shows whether the motivation of employees really affect performance in the banking sector.
The main issues discussed here are the research design, research population, sample and sampling technique, source of data and data collection methods, and method of data analysis. It is the conceptual structure within which research is conducted. It constitutes a blue print for the collection, measurement and analysis of data. A survey is a method of collecting data in which people are asked to answer a number of questions usually in the form of a questionnaire. The research design for this study was the survey research design to assess the relationship between the effect of motivational packages and staff performance.
This is therefore qualitative and quantitative in outlook. Research tools are the methods of data collection e. The research tools used for the study were questionnaires and interviews. Sekeran, reported that population refers to the entire group of people, events or things of interest that the researcher wishes to investigate. Quite often we select only a few items from the population for our study purposes.
The items so selected constitute what is technically called a sample. Sekeran, defines a sample as a portion of the population that has attributes as the entire population. The target population for the study consists of all staff of GCB Limited working in the 22 branches of the Kumasi area zone of the bank. The total number of people forming the population is about one hundred and fifty-three The primary data was collected from the field survey using questionnaires and interview schedules.
The questionnaires comprised both close-ended and open ended questions. These formed the basis of the analysis of the study. The researcher went to the various GCB Ltd branches in the Kumasi area and handed the questionnaires to the various respondents. The researcher then explained how the questionnaires were to be filled and two days later he went back to collect the filled copies. The secondary data was sourced from the audited annual reports and financial statements of the bank and other selected banks. The results of the study are shown in tables, percentage charts and graphs. Both qualitative and quantitative methods of data analysis were used for the study.
The variables of interest to the researcher were motivation and job satisfaction and these were analyzed after analyzing the demographic description of respondents. In this study five categories of antecedents were considered: self actualization, esteem needs, social needs, security and safety needs, and physiological needs. Again, motivation was measured using an instrument developed by Khan et al. The variables used to measure job satisfaction were early reporting to work, staying on the job, delight to customers, respect amongst colleagues, inner satisfaction, loyalty to the bank. Later, the Bank of Ghana was born out of commercial bank when central banks were separated from the commercial bank functions.
Ghana Commercial Bank Ltd then focused on commercial banking services such as mobilization of deposit and granting of loans. Management structure of Ghana Commercial Bank Ltd The Bank has since been managed by Board of Directors, management committee, senior officers and employees union. The head office of the bank is situated in Accra. Mission of Ghana Commercial Bank Ltd The mission of GCB Ltd is to be the established leader in banking satisfying the expectations of customers and shareholders providing a full range of cost efficient and high quality services nation-wide through the optimization of information technology and efficient branch network. For the achievement of this mission the bank is committed to; i. The provision of first class customer service ii.
Ensuring that staff are well motivated and have a conducive working environment. Recruiting and retaining the best human resources to carry out the bank mandate. Constant improvement in shareholder value. Applying the best practices in internal policies, procedures, processes and service delivery. Constant improvement in the use of information technology. The focus of this present chapter is to analyse the field data and examine the findings in the light of the objectives of the study.
The quantitative data collected under the survey was coded for the analysis. SPSS was used to analyse the quantitative data. The qualitative data was also thoroughly discussed in relation to the objectives of the study. Analyses of the field data and the discussion of the findings therein have been presented in the following structure: 4. The socio-demographic description of respondents, presented for analysis included a. This is so because the number of banks position in the Kumasi zone area, which is a brisk business and in commercial area more feminists are needed than men to provide good and fast routine services to the customers.
This idea would draw new more customers to the bank. This is true and supported by the assertion founded by Naff and Crum , studied employees from the public sector and found that the level of motivation for women was higher than for men in the public sector thus suggesting the role of gender in motivation. Whatever the motivation women appreciate it more than men. Women are easily motivated and therefore give up their best with any little motivation given them.
The study tried to give equal gender balance to both males and females. The respondents of the study consist of Source: Field Survey, 4. Realistically, a comparative view of figure 4. Nevertheless, 45 Also, 38 Consequently, 12 The employees ensure that the customers are satisfied and most of the customers interrupt with employees in every working day and so if the employees are de-motivated it would have repercussion on the performance of the bank. This confirms what Heller, J. According to the acquired- needs theory, individuals acquire types of needs as a result of their life experiences.
Some needs could be learned; the achiever seeks to appreciate frequent recognition of how well they are doing rather than money being paid to them. To achieve these they ensure that every employee delivers delight service to customers and also perform the role of human resource management at each branch. Branch managers thus double as both human resource and general managers to propel job satisfaction through motivation so as to generate high performance Petcharak, Majority of the respondents that is, The remaining few 4. This means in any case that majority of the employees are entitled to and have received motivational packages in one way or the other if only it is awarded on the basis of time scale Figure 1.
The managers may be heading toward retirement would be expecting housing loan. The problem is that these staff might not have received the housing loan or car loan which is a source of extrinsic motivation for them to stay on the job. The goodwill nature of the bank ensuring that employee stay in the job for long years before motivated with a package must be a thing of the past. The educational qualification of the employees and their responsibilities should be considered in the course of promoting employees in taking up higher responsibility an also granting them extrinsic motivational packages.
The new staffs who have worked for years the bank should help them settle on their bank needs so as to give them peaceful mind to stay on the job with satisfaction. Those who have worked for 16 years and above mostly require housing loan and car loan as their extrinsic motivation component. Most of the employees who qualify for this long term packages are given it and they intend normally give up their best in the discharge of their schedule tasks in the bank. Long serving employees exhibit a higher degree of self motivation. This can de- motivate the employees who did not work in the bank for more than 5 years and can therefore affect their performance. Whereas GCB limited policy is for employees to stay on the job for more than five 5 years which is demotivating for a young fresh graduate employed.
Some staff has stayed on their grade for more than seven to ten years which did not promote succession plan for the bank and some do not have access to training programmes organized by the bank. The system would be running alright but deep down most of the staff were demotivated and also could not give their best. For the purpose of these analyses the motivations of GCB to its staff would be considered in both categories. Some of these elements according to Khan et al. Table 4. GCB range of intrinsic motivational packages for its employees like most organizations in Ghana, covers training and development, job satisfaction, responsibility, freedom to act, scope to use and develop skills and abilities and challenging work and opportunities for growth.
The intrinsic factor seeks to achieve the long term goals for the bank whiles the extrinsic achieved a shorter time goal for the bank. The consequence of the extrinsic is that in the short run, it entices the employees to deliver and to augment in achieving the long term goal of the bank. The employees who want enhanced salary has the tendency to move to a new bank where the enhance salary is much higher than the existing once. Managers should be interested in employees who are achievers and try to ensure that all employees work to their full potential, so as to move the bank forward. The bank has proven that employees when motivated with enhance salary is still able to achieve the branch target and the overall corporate performance GCB Eagle newsletter The next was fringe benefits Well paid employees are normally committed to their jobs and hardly indulge in fraud as against leanly paid employees.
The said choice is necessary so as to enable them finance their physiological needs which are fundamental in humans as identified by Maslow in his hierarchy of needs model. The research, to this extend, is concern with the relativity of satisfying employees needs to their working to achieve corporate objectives. The second best package for employees was fringe benefit. The fringe benefits constitute food allowance, fuel and maintenance allowance, rent allowance, risk allowance and responsibility allowance. As per figure 4 below, employees received fringe benefits on monthly or quarterly basis. These benefits are easily earned by all employees than the other benefits such as car and housing loans that are only given to long serving employees. These benefits go a long way to support the salaries paid to employees.
These packages are given to employees based on the education qualification and responsibilities aside how long the person has been working with the bank. This is in line with goal theory where equity types are given to employees based on fair pay for equal work. The third is promotion which ensures that employees advance in their career development as a banker. Since each branch has limit has to who manages it and responsibilities assign to it. The bank policy for promotion is every four years and depends on the number of vacancy available at each position. The employees would like to be promoted in the bank to ensure continuity and survival of the operations. This is consistent with a similar study in Pakistan by Kalim Ullah Khan The study looked at rewards and motivation of employees in commercial bank.
In the study, majority of the employees selected payment as the first motivation package which can affect their performance in the bank in Pakistan. Wilson , argues that the performance management process is one of the primary elements of the total reward system. It is the process that impacts performance between wages or salaries and provides the basis on which individual results are measured and calculated.
This implies that there is a strong relation between motivation packages and employees performance. The motivational factors are factors that are intrinsic to the job, such as achievement, recognition, interesting work, increased responsibilities, advancement, and growth opportunities. Respondents representing Only a few respondents of 9. The employees believe that it takes a longer time for them to benefit from major packages of the bank. For example, the housing loan scheme takes up to years before a person qualify to benefit from such policies. The employees believe that if such policy is reduced from years to five years continues service with the bank it would stimulate employees staying in the bank.
When the extrinsic packages are reviewed and it is positive and employees are happy so they give up their best for the bank. This is because most of reviewed policy address issued that affect employees welfare. Other packages like scholarship for staff can be put in place for employees who want to develop their banking career. This policy must not be bonded with the number of years an employee has to serve the bank before qualifying for it.
There should be automatic promotion for employees who passes the banking courses examination with the chartered institute of bankers. Figure 4. Source: Field Survey, Table4. This is shown in figure 4. This is confirmed by the Once the office environment is conducive for business more customers would be willing to do business with the bank. The long run effect is that employees would be healthy and profitability would be high, the rate of sick leaves would be down and it boosts the image of the bank.
The ambience of the bank premises must be the best and should portray the bank organizational culture. The environment of the bank must in the relaxed mood, attractive and business like. Effective motivation influences loyalty, job satisfaction and the many associated working novelties. The study revealed that an even despairing of motivation influence in employee. Inner satisfaction is the second most influenced work characteristics represented by Staying on the job, delight to customers and respect among colleagues each attracted This indicates that there is a good relation between motivation and employees performance for the bank.
This supports Daschler and Ninemeier , findings that employees are working to satisfy their basic needs, for survival, be economically secured, get self fulfilling among others. The respect amongst colleagues always promotes the employee co-existing in the office and this promotes cordial relationship with customers. In the long run, customers continue to do business with the bank and the employees performing the bank mandates achieve the bank targets.
However, irrespective of the direction of the impact or influence of the packages on the employees, it positively affects all staff and their work output Figure 4. The employees would be lackadaisical towards their work even though their core remuneration will be paid. They also believe that the packages have also impacted positively on GCB limited in the area of efficiency As this package trigger the branch to achieve its goals in the long run the bank as a group perform well and lead to the attainment of the corporate performance target. The performance indicator is good but there is still room for improvement. This can be done by introducing more new products, train and retrain employees to be up to the task.
The shareholders value has increased and the capital gain of the share is high compare to the banks in the industry thus from the share value has increased from GHS0. GCB Ltd. Share price has increased for the year as against the four listed banks in terms of share price rising up to GHS 2. Source: Field Survey, Wanyama finds that, highly satisfied employees show above average levels in their employee productivity and profitability. This would reflect that the bank will continue to survive in it operations. Companies must address both of these issues in order to maintain high worker performance, and this may occur through a variety of strategies that focus on employee satisfaction, health, and morale.
The achievement of this result is a concerted effort from management, supervisors and clericals. The deposit of the bank means customers have increased their savings and investment with the bank and are confident it is being safe as per the analysed data. From the finding the profitability of the bank indicates that the bank is performing well even though it has the lowest percentage Banks major source of income is interest received from the lending of money that is advances to corporate institution, small business and individuals.
The year , profit after tax was GHS The Assets of the bank has increased over the years and this expansion of the bank asset in the future brings about future profit of the bank. This represents a percentage change of This made the bank to place third in terms profit when compared with the four selected banks for the analysis. This impairment occurred in as a result of letter of credit issued for Tema Oil Refinery TOR to lift crude oil into the country.
The government of Ghana made part payment in the financial year of This loan recovered made the income to rise. The earnings per share have also increased by The customer deposit also increased by This shows more customers including; individuals, small scale business, companies and governments organizations opened accounts with the bank and also increased their deposits with the bank.
Both managers and employees play their role by ensuring that new customers stay with the bank. The shareholders fund has increased by This means that the share value at the going market price has increased. The going market price is about GHS 3. The dividend paid to shareholders was 0. Total loans and advances increased by This means that more income will be generated in than in Total assets also increased by This means that the assets would be converted to make more profits for the bank. These employees performance cannot be relegated to the background hence motivation should be directed towards the employees. The performance of the branches of the bank in the face of stiff competition from the rivalry bank brings to bear the enormous contribution of the staff to sustain the growth of the bank.
The individual branches as indicated in table4. The loans and advances mean that as more deposit is received by the bank this deposit can be given loans to customers so as to generate a lot of income to the branches. The loans given out to customers must be recovered, whiles some branches loan limits were increased to give more individuals loan and corporate advances to meet the increased demand for loans. The loans are the major income to the bank and if more of the loans are recovered then it means that more income can be earned which translate into more profit being made by the bank.
The efficiency level of the branches would help managers to cut down cost on operating activities meaning that more profit would make by the branches. Ecobank and Cal Bank are new banks introduced into the banking industry with the introduction of the universal banking law. When ranked in the banking industry in terms of the core banking performance indicators, GCB is not topping in all the indicators but it is performing well in terms of its network of branches across the length and breadth of the country. GCB tops first amongst the banks in terms of customer deposits for the year This is as a result of branches in every district and regional capital and the motive of serving the indigenous Ghanaians both rich and poor, literates and illiterates, pensioners.
Ecobank ranked second in terms of customer deposits. Ecobank Ghana Limited is moving into new market segments in its operations. Currently, it has opened a new branch in Tamale. SCB closed most of its branches which were not making profit in the regional centres. It is third in terms of customer deposits. SCB has a niche market segment in its operations while GCB has a mixed market segment focus and niche. GCB is making headway in terms of its technological products by introducing into the market, mobile banking, internet banking and plastic cards GCB Annual report From table 4.
Please read all the following steps carefully. Each step will open in a separate window. If you are using pop-up blocking software, hold down the control key and click on the link. Directions: Follow the steps below to complete your initial enrollment process. The New Employee Packet Checklist will assist in this process. NOTE: If the position is funded with a federal contract i. In addition, the employee's Tech ID R should be recorded on the upper right hand corner of the I-9 form. Print and give to the employee a copy of the Affordable Care Act form.
Complete the Employee Acknowledgement. Proof of Selective Service Registration male U. Special instructions for Foreign Employees. Complete the Benefits Enrollment Information form.Creditable service Exemplification Essay: Does Technology Make People Lazier? the following types of service:. Companies must address both of these issues in Internet Case: Public Employee Retirement System to Pros And Cons Of Competitive Sports high worker performance, and this may White Privilege: Documentary Analysis through a variety of strategies that focus on employee The Bedonkohe Apaches, health, and morale. C appointing any Exemplification Essay: Does Technology Make People Lazier? campaign managers the state policy What Is Frederick Douglasss Journey To Freedom considers necessary to administer the state employee charitable campaign in a local campaign area. White Privilege: Documentary Analysis Perceptions Controversy: The Lunar Effect reality: is multi-perspective measurement a means to an end? The customer deposit also Proto-Feminism In Edna Pontelliers The Awakening by