ST.

MARY’S UNIVERSITY

SCHOOL OF GRADUATE STUDIES

AN ASSESSMENT OF EMPLOYEE MOTIVATION

AT DASHEN BANK SHARE COMPANY

BY

BEREKET ZENEBE AWEKE

ID SGS/0062/09A

JULY, 2019

ADDIS ABABA, ETHIOPIA

 AN ASSESSMENT OF EMPLOYEE MOTIVATION

AT DASHEN BANK SHARE COMPANY

BY

BEREKET ZENEBE AWEKE

A THESIS SUBMITTED TO ST.MARY’S UNIVERSITY, SCHOOL OF

GRADUATE STUDIES IN PARTIAL FULFILLMENT OF THE
REQUIREMENTS FOR THE DEGREE OF MASTER OF BUSINESS
ADMINISTRATION

JULY, 2019

ADDIS ABABA, ETHIOPIA

 ST. MARY’S UNIVERSITY

SCHOOL OF GRADUATE STUDIES

GENERAL BUSINESS ADMINSTRATION PROGRAM

AN ASSESSMENT OF EMPLOYEE MOTIVATION

AT DASHEN BANK SHARE COMPANY

BY

BEREKET ZENEBE AWEKE

APPROVED BY BOARD OF EXAMINERS

______________________ _____________________ __________________

Dean, School of Graduate Studies Signature Date

______________________________ _____________________ __________________

Advisor Signature Date

______________________________ _____________________ __________________

External Examiner Signature Date

______________________________ _____________________ ____________

Internal Examiner Signature Date

DECLARATION
I, the undersigned, declare that this thesis is my original work prepared under the guidance of
GoitomAbrham (Asst. Professor). All sources of materials used for this thesis have been duly
acknowledged. I further confirm that the thesis has not been submitted either in part or in full to
any other higher learning institution for earning any degree.

_________________________ _________________________

Name Signature &Date

ENDORESEMENT
This thesis has been submitted to St. Mary’s University, School of Graduate Studies for
examination with my approval as a university advisor.

__________________________ ________________________

Advisor Signature & Date

 Table of Contents

ACKNOWLEDGEMENTS ..................................................................................................... IIII

List of Abbreviation /Acronyms ............................................................................................ IVV

List of Tables ............................................................................................................................. V

ABSTRACT .............................................................................................................................. VI

CHAPTER ONE:INTRODUCTION .......................................................................................... 1

1.1 Background of the Study....................................................................................................... 1

1.2 Statement of the Problem ...................................................................................................... 3

1.3 Basic Research Questions ..................................................................................................... 4

1.4. Objectives of the Study ........................................................................................................ 4

1.4.1. General Objective ............................................................................................................. 4

1.4.2. Specific Objectives ........................................................................................................... 4

1.5 Significance of the Study ...................................................................................................... 5

1.6 Scope of the Study ................................................................................................................ 5

1.7 Definition of Terms (Conceptual) ......................................................................................... 5

1.8. Organization of the Study .................................................................................................... 6

CHAPTER TWO:REVIEW OF RELATED LITRATURE ....................................................... 7

2.1 Motivation: An Overview ..................................................................................................... 7

2.2 Historical Development of the Employee Motivation Concept ............................................ 8

2.3 Characteristics of motivation ................................................................................................ 8

2.3.1 Importance of motivation ................................................................................................... 9

2.4. Types of motivation ........................................................................................................... 10

2.5. Non-financial factors of motivation that affect employees’ performance ......................... 10

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2.5.1. Financial factors of motivation that affect employees’ performance ............................. 11

2.6 Theories of Motivation........................................................................................................ 12

2.7 Motivational Factors ........................................................................................................... 21

2.8 Empirical Evidence ............................................................................................................. 23

CHAPTER THREE:RESEARCH DESIGN AND METHODOLOGY ................................... 25

3.1 Research Design .................................................................................................................. 25

3.2. Approaches of the Study .................................................................................................... 25

3.3 Data Sources ....................................................................................................................... 28

3.4 Data Collection Instrument ................................................................................................. 28

3.5 Validity and Reliability of Measures .................................................................................. 28

3.6 Ethical Considerations ........................................................................................................ 29

3.7 Methods of Data Analysis ................................................................................................... 30

CHAPTER FOUR: DATA ANALYSIS AND INTERPRETATION ...................................... 31

4.2 Demographic Characteristics of Respondents .................................................................... 31

4.3 Analysis of Collected Data ................................................................................................. 33

CHAPTER FIVE:SUMMARY, CONCLUSIONS AND RECOMMENDATIONS .............. 44

5.1 Summary of Major Findings ............................................................................................... 44

5.2 CONCLUSIONS ................................................................................................................. 45

5.3 RECOMMENDATIONS .................................................................................................... 47

5.4 Limitation of the Study ....................................................................................................... 48

5.5. Future Area of Research .................................................................................................... 48

References ................................................................................................................................ 49

Appendix:QuestionnireDustributin To Respondants……………………………….……..….52

II
 ACKNOWLEDGEMENTS

My appreciation goes to my advisor Goitom Abrham (Asst. Professor) for his great effort to
support me and providing valuable comments. Many thanks to my sisters W/r
HiwotTeferaandHilnaAwerarse; I acknowledge your advice and prayers. I also recognize the
support of my girlfriend WintaAlem. Finally, I want to thank the management and employees of
Dashen Bank S.C for their cooperation.

III
List of Abbreviation /Acronyms

DB: Dashen Bank

HRM: Human Resources Management
E.C: Ethiopian Calendar
G.C: Gregorian calendar
WC: Working Conditions,
PM: Promotion Practice,
WC: Work Content,

IV
 List of Tables
Table 3.2 List of Sample Branches ............................................................................................. 277

Table 3.3.Cronbach`s Alpha Reliability Test of the Questionnaire………………………...……29

Table 4.2 Demographic Characteristics of Respondents .............................................................. 31

Table 4.3.1 Current Working Condition .................................................................................. 3333

Table 4.3.2 Promotion................................................................................................................... 35

Table 4.3.3 View on the Work Content ....................................................................................... 37

Table 4.3.4 Benefit ........................................................................................................................ 39

Table 4.3.5 Payment ..................................................................................................................... 40

Table 4.3.6 View on Recognition ................................................................................................. 41

Table 4.3.6 Descriptive Statistics (Mean and Std. Deviation) of Motivational Practices ............ 42

V
 ABSTRACT
The main objective of this study was to assess the motivational practices that are being
implemented in Dashen Bank S.C. In this regard, working condition, promotion, work
content, benefit, payment and recognition are assessed from varied dimensions. A
number of studies confirm that a well-motivated employee has a great impact on
organizational employee performance. The research design of this study is descriptive
and a questionnaire was administered to 144 respondents selected from 10 branches of
the bank. The respondents were selected by using stratified random sampling method. A
quantitative research approach was used to answer the research question that emerged
through the review of exiting literature and the data was collected using standard
questionnaire specifically designed to capture responses to assess the motivational
practices of the bank. The questionnaire was a five-point Likert scale used to collect
primary data. Demographic characteristics of respondents such as Gender, Age,
Educational Qualification and Work experience also analyzed to explore any significant
differences on motivation practices between such groups, Descriptive statistics such as
standard deviation, mean, frequency and percentage were used to analyze the collected
data. The data collected from the survey was analyzed using SPSS software version 20.0
and presented in the form of Descriptive Statistics. The main findings of this study
indicated that there is motivational practice in DashenBank, even though it is not
effective and majority employees are not satisfied with the current employee motivational
practice of the bank. The results have shown that respondents have felt unfair and
injustice in the company’s motivational practices. The researcher recommends the bank
to revise method of current motivational practices and implement clear and appropriate
motivational techniques.
Key Words: Working Condition, Promotion, Work Content, Benefit, Payment and
Recognition

VI
 CHAPTER ONE

INTRODUCTION
This chapter specifically provides background information of the study and it’s organized in ten
sections. The first two sections deal with background information and statement of the problem.
Research question and objectives of the study are presented in the fourth and fifth section
respectively. The sixth part describes the significance of the study. Section seven and eight on
the otherhand the discus the scope of the study and the definition terms respecting the final
section presents the organization of the researcher report.

1.1 Background of the Study

In this time, many organizations are concerned with what should be done to achieve sustained
high level of performance through people. This means, giving close attention to how individuals
can best be motivated through such means as incentives, rewards, leadership and, importantly,
the work they do and the organization context within which they carry out that work.
(Armstrong, 2009) How to motivate employees has been one of the central concerns for many
researchers and practitioners for decades. In order to stay in today’s competitive environment,
organizations should give attention to their employees (Armstrong, 2009).Motivating employees
cannot be treated as a static approach to management. It is a continuous process of the
management. There are different kinds of motivational practices and challenges that affect
organizational effectiveness. Motivation is one of the factors which have a great impact on
employee’s performance. Employees are the key to productivity, creativity and profit
(Armstrong, 2006)

Many organizations would like to have their employees motivated and ready to work, but do not
understand what truly motivates an employee. Hiring and managing diverse, talented employees
won’t mean much to an organization’s performance unless the employee feel motivated to give
their best on the job (Keller, 2007).

Employee productivity increases can be achieved by knowing more about employees and what
motivates them. Effective channelization of the human resource can be attained through
designing, implementing and proper practices of motivational techniques. The organizations with
more motivated employees tend to be more effective than organizations with fewer motivated

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employees. Poor motivation may lead to grievance, employee turnover, absenteeism and
tardiness. On the contrary, high performance is achieved by well-motivated employees who are
prepared to exercise discretionary effort (Armstrong, 2009).

In this modern time, in all countries, banks are financial intermediaries in the business of earning
profits, and the bank industry is considered as an engine and plays a major role in the
development of economy. The employees are the closest trusted sources of delivering good
service to the customer. As a result, those services provided and accessible by employees can
generate a positive perception and good images in the eyes of bank customers. Therefore, in the
bank industry, motivation of employees plays great contribution to achieve the bank objectives
(Keller, 2007).

Dashen bank S.C is a privately owned company established on September 20, 1995 as a share
company in accordance with the “commercial code of Ethiopia, 1960” and the “Licensing and
supervision of banking business proclamation No. 84/1994”. Dashen come into existence with an
authorized and subscribed capital of birr 50 Million on paid up capital of birr 14.9 Million. The
first founding members were 11 business man and professional that agreed to combine their
financial resources and expertise. Currently, as at the status by the end of June 2018 it has an
authorized capital of Birr 2.38 Billion and paid up capital of Birr 1.2 Billion. The share holders’
found including share capital, legal and general reserves and retained earnings per share stood at
birr 589 and the number of shareholders has reached to 185. (Annual Report, JUNE 30, 2018)

As per the annual report of Dashen Bank for the year ended June 2018, the paid up capital of the
bank has reached 1,490,000,000 and its primary capital raised to birr over 2,000,000,000.

Cognizant of the fact that the success of the bank highly depend on the quality of its human
resources, the bank continues to strengthen its staff capabilities through providing various
trainings and motivation. During the fiscal year of, the bank invested 2% of its recurrent
expenditure on staff training and development (Annual Report, June, 2018)

Since establishment, the bank has gone through many stage and development. Dashen Bank is
the second private bank in the country in both profitability and technological advancement.
Strong Compensation and Benefit Schemes achieved this. Currently the bank has more than
5500 employees and Above 350 Branches available. (Annual Report June, 2018)

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The main objective of the study is therefore to assess the motivational practices implemented by
ashen bank. In this study, Motivational factors like working condition, promotion, work content,
employee benefits, payment, and reward were taken into consideration to assess the motivational
practices of the organization. As the result the researcher recommend some points regarding to
employee motivation.

In general, this study focused on assessing the practices of employee motivation in Dashen Bank
S.C.

1.2 Statement of the Problem

Human resource is one of the resources which determine the success and failure of the
organization. Organizations with motivated and talented employees offering outstanding service
to customers are likely to get ahead of the competition. Achieving organizational objectives by
implementing motivational techniques is a great challenge for managers, because it cannot be
observed directly; it can only inferred from observed behavior (John, 2007). It might be difficult
for the organization to know what motivates its employees because different employees have a
variety of perceptions, aspirations and needs. Something that motivates someone might not
motivate others. Motivating employees requires a profound understanding of individual
differences, human nature and perceptions (Armstrong, 2009).Satisfying people’s need by
implementing motivational techniques is very challenging for managers.

Many organizations are unwilling to design and implement appropriate motivational practices.
Poor motivation may lead to absenteeism, turnover, and reduction in productivity, disobedience
of their employees. Neglecting to implement appropriate motivational techniques may lead to
poor organizational performance (Langton & Robbins, 2006).

From the researcher’s point of view, Dashen Bank is not exercising formal and appropriate
motivational techniques to enhance employee’s performance. According to HR annual report
employee’s level of motivation is low and this is evident by low productivity and low work
morale (Annual report JUN, 2018). To retain its employees, the bank needs to adequately
motivate its employees by using appropriate motivational practices.

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The researcher’s interest to assess the organization motivational practice during those visits the
researcher usually observed employees complaining on the motivational practices of the
organization (salary, promotion, payment, work content, recognition and working condition).
Therefore, the researcher presumed that the organization lacks motivational techniques. Thus,
the study was initiated to assess the current motivational practices that exist in Dashen bank.

1.3 Basic Research Questions

The studytriedto seek answer for the following basic questions;

• What motivational schemes are currently in place by the Bank?

• To what extent are the employees satisfied with the motivational practices of the Bank?
• Which types of motivational packages are preferred by staff of Dashen Bank?

1.4. Objectives of the Study

1.4.1. General Objective

The main objective of the study is to assess employee motivation practice of in Dashen Bank
S.C.

1.4.2. Specific Objectives

Specifically, the objectives of study include the following;

• To identify motivational practices are currently being implemented by the Bank;

• To Assess to what extent Dashen bank’s employees are satisfied with the motivational
schemes implemented by the bank focusing in the six motivational schemes; and
• To analyze which motivational packages satisfy employees at Dashen Bank?

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1.5 Significance of the Study
This study aims at assessing and crating a good understanding of the current motivational
practice that are practiced in Dashenbank.The results of the study will have a potential value to
many organizations to have a good understanding of what really motivates employees and how
management can strategically maximize the human resource potentials of the organization to the
fullest. This study is expected to be used as a source of document by providing useful
information for researchers who will be interested to conduct further study on the area under
investigation. But most importantly, the study aims to provide a significant result about
motivational practices of Dashen bank and provide a recommendation to take remedial action.

1.6Scope of the Study

The research has both geographic and conceptual delimitations. On the geographical delimitation
the Bank has many branches in Addis Ababa and out of the city. The research addresses ten (10)
branches becausebeside the geographical scope and homogenatesfrom the four different districts
under Addis Ababa City branches are selected due to time and resource constraints for it is
difficult to include all branches in the current study. The selected ten branches consist of 274
employees and the research has been conducted by selecting 162 employees from those 10
branches. Thus, the number of respondents is delimited to 162

The study also focused on the motivational factors which include promotion, recognition,
working environment, payment, work content and employ benefit

1.7 Definition of Terms (Conceptual)

Motivation: is the willingness to do something conditioned up on the action’s ability to satisfy
some need for the individual (Robbins, 2003)

Work Motivation: is a set of energetic forces that originate both within as well as beyond an
individual’s being, to initiate work-related behavior, and to determine its form, direction,
intensity, and duration (Lopes, Lagoa, &Calapez, 2014).

Benefit: leave medical, life insurance and vacation (Lopes, Lagoa, &Calapez, 2014).

5
Employee Benefits: financial and nonfinancial other than base pay one receive for services
rendered to employers (Robbins, 2003)

Work content: task identity, task variety, task significance, autonomy and feedback(Luthans,
1995).

1.8. Organization of the Study

The study report is organized in to five chapters:ChapterOne deals with general introduction of
the study. It consisted 8 subtitles; background of the study, background of the organization,
statement of the problem, basic research questions, objectives of the study, definition of terms,
significance of the study, and scope of the study.Chapter Two presents review of related
literature, which discussed some concepts from literatures as references for this study. It
provided the theoretical foundations and empirical studies upon which the research is based on
and it stated the basic ideas and concepts in relation to the specific issue under study.Chapter
Three covered the research design & methodology; which answered the question “how?” the
research is done. Therefore, this chapter contains design of the research, source of data, tools and
procedures of data collection and methods of data analysis.ChapterFourpresents results and
discussion of the findings of the researchChapterFivesummarized the findings of the study,
specifies the conclusions drawn from the findings and recommendations given for improving the
motivational practices and facing the motivational challenges of the Bank.

6
 CHAPTER TWO

REVIEW OF RELATED LITRATURE

This section reviews and discusses the overall concepts of motivation, challenges affecting
motivation at the working environment, contemporary theories of motivation and various
theories, motivation through top management and some empirical studies on employee’s
motivation.

2.1 Motivation: An Overview

Many authors defined motivation in many ways. (Robbins, 2003)defined motivation as the
willingness to do something conditioned up on the action’s ability to satisfy some need for the
individual,Pinder (1998) defined motivation as a set of energetic forces that originate both within
and beyond an individual’s being, to initiate work related behavior and to determine its form,
direction, intensity and duration. According to Berleson and Steiner (1964) motivation is an
inner state that energizes, activates and directs the behavior towards certain goals. V.G
Kondalkar (2007) sees motivation as inner burning passion caused by needs that propels an
individual to exert physical and mental energy to achieve desired objectives. Motivation is a
driving force within a person which stimulates the individual to do something up to the target
level in order to fulfill some need or expectation (Mullins, 2007).

Human resource is one of the factors which determine the success and failure of the organization.
Employees play a critical role on efficiency, effectiveness and sustainability of the organization.
One way to improve the productivity is the effective utilization of the organizations’ human
capital. Employees are one of the most precious assets for the organizations to achieve their
objectives and to maintain sustainable competitive advantage. Motivation is one of the factors
that influence employee’s level of efficiency; support Organizations to achieve goals and leads
to stability of man power. The theories of motivation try to explain why workers behave the way
they do. Diverse theories have been developed over the past years. (Robinson and Judge, 2013)

7
2.2 Historical Development of the Employee Motivation Concept
Interest in motivational phenomena is dated back to Darwin and Freud, and it is probably true
that the form of the early dominant motivation questions stemmed largely from concepts relating
to Darwinian evolution. Freud and various others were influenced by these concepts. However,
most of the concepts in vogue have pre- Darwinian origins, such as the notion of evolution,
instinct, hedonism, reality and irrationality, unconscious process, active mental forces, and
mechanism and determinism. (Cofer and Appley, 1968)

2.3 Characteristics of motivation

According to HabibA.(2011).motivation is characterized as follows.

• Motivation is always internal to the person: It is essentially a psychological phenomenon.

In this regard, Berelson and sterner (2003) said that a motive is an inner state that energizes,
activates or moves towards goals.
• Motivation of a person is in totality and not in part: Human behavior is caused by the
various needs. A worker works in a satisfactory because one needs money. Similarly, a
thirsty man feels the water to conquer his thirst. The feeling of needs is continues process
and the satisfaction of one-need leads to the creation of a new need. All needs are
interrelated and motivation should be in totality(Armstrong, 2009).
• Performance is the result of ability and motivation: if an employee s highly qualified but
is very poor, it can be due to the absence of motivation.
Performance=Ability*motivation

According to (Mullins, 2007), motivation is essential to the operation of organizations. No

matter how much machinery and equipment an organization has, these things cannot be put to
use until they are released and guided by people who have been so motivated. This is the most
important characteristics of motivation that this study tried to see the effect of motivation on
employees’ performance.

Motivation can be positive or negative:Positive motivation means use of incentives may be

financial and non-financial pay revision; confirmation of job and the like are positive motivators.
Negative motivation refers to emphasizing penalties; demotion and termination from service are
some of the example of negative motivation(Mullins, 2007),

8
Frustrated person cannot be motivated:if a person does not have his basic needs satisfied, he
might be frustrated, mentally ill to some extent. Such a frustrated person cannot be motivated
unless his basic needs are satisfied (Mullins, 2007).

2.3.1 Importance of motivation

Motivation according to (Robinson and judge, 2013) is the process that influences people to act
and determine the organizational efficiency. He stated that all facilities may go wasted if
employees are not properly motivated. The same author describes as the importance of
motivation can be judged from the following factors (Robinson and judge, 2013).
➢ Need satisfaction: Motivation helps in satisfying individual as well as group need
employees. It results in the voluntary co-operation and co-ordination of employees.
In addition the goal of the organization can be easily achieved
➢ Job satisfaction: when employees are properly motivated, they use their skill and
knowledge up to their maximum ability to show better results to the management
➢ Productivity: Motivation results in increased productivity since its basic objective is
to achieve the goals to the enterprise and the being motivated workers give their best
performance that helps in increasing the productivity of the organization
➢ Acceptance of organizational changes: Technological changes taking place in the
world have brought about revolutionary changes on productivity. Generally,
employees resist these changes but with proper motivation, they accept these changes,
thereby keeping the organization in line with the other competing concerns
➢ Increasing all-round efficiency: The friction between the workers themselves and
between the management and worker is decreased, resulting in an all-round
efficiency. It helps in decreasing the wastages, accidents, complaints and grievances.
➢ Reduction in labor turnover and absenteeism: One of the most important
contributions of motivation is that employees prefer to stay in the organization there
by bringing the labor turnover to the minimum. Similarly, motivated employees tend
to be regular and the problem of absenteeism is minimized
➢ Basisofco-operation: Efficiency and output are increased through cooperation. The
cooperation could not be obtained without motivation; thus, motivation is a basic of
cooperation.

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2.4. Types of motivation
(Mullins, 2007), classified work place motivation in to two ways these are:

2.4.1 Intrinsic motivation: it is derived from the content of the job. It is a motivation created by
the worker itself in that what people do satisfy their need for achievement, recognition,
responsibility and personal growth (Mullins, 2007).

2.4.2 Extrinsic motivation: this is what is done for people to motivate them. It arises when
management provides such as awards, increased pay, praise or promotion. Extrinsic motivators
can have an immediate effect on performance, but this will not necessarily last. The intrinsic
motivators which are concerned with quality of working life, are likely to have deeper and
longer-term effect because they are inherent in people and not imposed from outside, although
they may be nurtured b the organization (Mullins, 2007).

2.5. Non-financial factors of motivation that affect employees’ performance

The followings are non-financial motivational factors:

1. A safety and healthy work Environment

The work environment is comprised of the physical location, equipment, materials processed or
used, and the activities of an employee while engaged in the performance of his work, whether
on or off the railroads property.Because motivation is an essential ingredient in the workplace,
understanding the way these elements affect each individual is a great way to boost motivation
and improve company morale. The work environment can either make people feel good or de
motivate them if it is not satisfactory. Mangers are in an aspiration to ensure safe working
Conditions and build up healthy environment.(Stephen R. Robbins, (2003)

2. Career Development

Employee development might be described as a continually process of improving employees so

that they make the fullest possible use of their abilities. This is done by encouraging self-
development and training. Clayton Alderfer (1969) Career development has strong implications
for both employees and employers in any company.

10
3. Employee Involvement

Employee involvement (EI) is the process of developing ‘a feeling of psychological ownership

among organizational members’ and has been implemented through the participation of
employees in information processing, decision-making and/or problem solvingClaytonAlderfer
(1969)

Participation is mental and emotional involvement of persons in group situations that encourage
them to contribute to group goals and share responsibly for them. One important benefit of
participation is it motivates. Employees are given opportunity to release their own sources
initiative and creatively toward the objective of the organization participation specially improve
motivation by helping employees understand and clarify their paths towards goals. The improved
understanding of path goals relationships produces a higher expecting of goal attainment. The
result is improved motivation Stephen R. Robbins, (2003),

2.5.1. Financial factors of motivation that affect employees’ performance

This type of motivation system can be in the form of rewards, bonuses, fringe benefits, salaries
and wages.

1 Rewards

Stephen R. Robbins, (2003),defines rewards as ‘all forms of financial return, tangible services
and benefits an employee receives as part of an employment relationship. It is without doubt that
every employee expects some level of reward after delivering a function or task. Employees
expect employers to deliver or execute designated duties to their satisfaction whilst employees
also expect their employers to assure them of adequate wages and salaries (rewards) after they
dutifully deliver what is expected of them. Organization distributes money and other benefits in
exchange for the employees’ availability, competencies, and behavior, rewards help to
individual’s contribution.

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2. Fringe benefits

Such extra benefits, in addition to the normal wage or salary compensation, are referred to as
fringe benefits. Stephen R. Robbins, (2003), Employee fringe can be grouped into the following
groups.

These are:-Payment without work, Retirement benefits, Safety and health provision: and
Recreation and other benefits.

3. Bonus

Are essentially rewards for success and are paid out as lump sum. This is accomplished when the
organization, individual or team has achieved something out standing or when organizational
performance has exceeded what it has planned. Stephen R. Robbins, (2003),

4. Salaries

Salary is a form of periodic payment from an employer to an employee, which may be specified
in an employment contract. It is contrasted with piece wages, where each job, hour or other unit
is paid separately, rather than on a periodic basis. A wage is compensation, usually financial,
received by workers in exchange for their labor. Compensation in terms of wages is given
to workers and compensation in terms of salary is given to employeesStephen R. Robbins,
(2003),

2.6 Theories of Motivation

There are two types of motivation namely content theory and process theory. Content theory of
motivation concerned with ‘what’ motivate employees and process theory of motivation deals
with ‘how’ motivation occurs.

2.6.1 Content Theory of Motivation

Content theory of needs focus on the underlining human needs that shape motivational drives
(John, 2007). He adds that people will behave in ways that they think will satisfy some or all of
their needs. According to Armstrong (1999) content theory of motivation states that unsatisfied
needs create tension and disequilibrium. In order to restore the balance individuals identify goals
and behavioral path ways that make them to satisfy their needs. Content theories of motivation

12
are focus on the needs that people attempting to satisfy. It concerned with the needs that
motivate people. Content theory of motivation incorporate:

➢ Maslow’s hierarchy of needs

➢ Herzberg’s two-factor theory
➢ Alderfer’sERGtheory
➢ McClelland’s 3 needs theory

2.6.1.1 Maslow’s Hierarchy of Needs

Abraham Maslow in 1943 classified human needs in to five general categories. He classified
human needs according to hierarchy, namely, physiological needs, safety and security needs,
social needs, and self-actualization. He assumed the first three needs (physiological needs, safety
needs and social needs) as ‘lower order’ or deficiency and the second two needs(esteem and self-
actualization) as ‘higher or growth needs(Kondalkar ,2007).

Source: www.Maslow+need+theory

Physiological needs: are consist basic needs such as food, air, water, shelter and so on. In the
organization settings, these needs are addressed by providing comfortable working
environments, salaries sufficient to buy food, shelter and so forth(Kondalkar ,2007).

Safety needs: consists of security, stability and freedom from threat. They relate to the need to
feel safe and secure, to be free from the threats of physical and emotional harm. Many employers
offer pension plans and job security to satisfy these needs at the workplace. Social needs:
includes relationship, acceptance and affection. In the organization, making friends at work,good
relationships with co-workers’ and Supervisors can help satisfy social needs(Kondalkar,2007).

13
Esteem needs: consist self-respect and respect from others. They are made up of the need for
status and recognition as well as need for self-respect. Respected job titles, large offices,
acknowledgement for contributions to the organizations are examples of these needs in the
workplace (Kondalkar,2007).

Self-actualization: is a need of full utilization of one’s potential. They include the needs to grow
and develop one’s capabilities and to achieve new and meaningful goals (Kondalkar,2007).

Maslow states that the lower order needs should be satisfy before the higher order needs met.
Needs are hierarchal in nature and only one need dominates at one point of time. Once the
strongest need is satisfied then the second need emerges (Kondalkar, 2007). He classified human
needs by using a pyramid figure. Human needs are start from the bottom of the pyramid and
work to achieve the next level. When the lower needs met, it will shift to the next level of the
pyramid.

Maslow’s theory of motivation has been criticized by many authors. There is little evidence to
support the assumption that there is distinct, hierarchically ordered level of human needs. The
concept of prepotency is difficult to verify and has never been proven (John, 2007). He argues
that human behavior cannot be predicted and cannot categorize. Different people may have
different needs depending on their perception and situation. Some people may have high social
need and the other one may have high esteem need. People may have different priorities and it is
difficult to accept that people’s needs progress steadily up the hierarchy (Armstrong 2009). It is
difficult to generalize the human needs in five categories. It is possible to skip from one need
level to the other. John also argues that it is possible that people may be motivated to meet all
needs simultaneously. Several needs can be emerged at one time. However there is many critics
on Maslow’s need theory, it can aware the organizations to identify their employee’s needs. It
shows how much human needs can influence the behavior of individuals. From the above theory
it can be understood that understanding and addressing employees need is critical to
organization. Even if Maslow’s need theory has its own strong and weak side, the theory could
enhance the awareness of employers about the employee’s need.

14
2.6.1.2 Herzberg’s two-Factor Theory
In 1957 Frederic Herzberg develop Two-Factor theory namely, Hygiene factors and Motivators.
He suggested that all variables that make people either good or bad about their job can be
grouped in to one of the two categories (Robbins, 2003). The goal oriented factor as motivator
includes achievement, recognition, growth, responsibility, and the work itself. Motivators are
things that allow for psychological growth and development on the job. Those that prevent job
dissatisfaction as hygiene factors include working conditions, supervision, reward,
administration and company policy. Hygiene factors provide rewards originating outside the
worker. The theory suggests that two separate sets of factors influence the attitudes and
behaviors of workers. He considered hygiene factors as extrinsic factors and the motivators as
intrinsic Factors. He conducted his study on two hundred professional engineers and
accountants. They were asked to list their work experience that made them feel exceptionally
good and exceptional bad about their job. It was found that their good time is associated with the
content of the job such as achievement, recognition, advancement, responsibility and the work
itself. On the other hand, their bad time is associated with the context of the job such as salary,
working condition, supervision, company policy and administration (Armstrong, 1999).
Herzberg states that the presence of hygiene factors does not cause satisfaction but their absence
cause dissatisfaction. Hygiene factors are congruent with Maslow’s lower order needs. On the
other hand, the presence of motivator factors cause motivation but the absence of motivator
factors does not cause dissatisfaction rather any satisfaction. Motivator factors are congruent
with Maslow’s higher order needs.

According to Herzberg, satisfaction would happen as the result of motivator factors. Herzberg
argued that for an employee truly motivated, the employee’s job has to be fully enriched where
the employee has the opportunity for achievement and recognition, stimulation, responsibility
and advancement (Ramlall, 2004).

From the above theory it can be understood that both intrinsic and extrinsic motivators have a
great impact on employee’s performance. It is clear that both factors are equally important to
employees. Some employees are more intrinsically and others are more extrinsically Motivated
and it is important to the firms to consider both factors

15
2.6.1.3 Alderfer ERG Theory
Clayton Alderfer in 1972 condenses Maslow’s five human needs in to three. They are known as
Existence needs, relatedness needs and growth needs. Alderfer state that people are motivated to
act so as to achieve individual satisfaction. John Shield (2007) stated the three as follows;

➢ Existence needs, these needs are concerned with basic survival; they are a kin to
Maslow’s physiological needs and security needs such as food, air, water, shelter and so
on.
➢ Relatedness needs, these needs are concerned with interpersonal and social affiliation;
they are similar to Maslow’s social needs and esteem needs such as relationship,
acceptance and affection.
➢ Growth needs, these relate to the need to make optimal use of one’s personal capacity,
they are parallel Maslow’s need for self-actualization.

Alderfer argue that several needs drivers might be activate at any time. A person may satisfy a
need depending on his perception and situation. According to John, James and Richard (2002),
ERG theory provides a more flexible approach about human needs than does Maslow’s strict
hierarchy. Some people might have higher relation need than growth need. According to John
Shield (2007), Alerfer state that an already satisfied lower-level need could be reactivated if the
individual was unable to satisfy a higher-order need and then the person will become frustrated.
Jennifer and Gareth (2007) adds that when an individual is motivated to satisfy a higher-level
need but has difficulty doing so, the person’s motivation to satisfy lower-level needs will
increase.

From the above theory organization could understand that different employees have different
needs. The organizations should give attention to their employees. Employees need a well
relationship with supervisors and colleagues. And also they need advancement in dimensions.

16
2.6.1.4 McClelland’s 3 Needs Theory
McClelland believed that culture influences the manner in which people view their jobs and
lives. According to Robbins (2003) David McClelland proposed that there are three needs that
are major motives in work. It is propose that needs are learned through coping with one’s
environment these needs are need for affiliation, need for achievement and need for power.
People have different characteristics depending on their dominant motivator. McClelland state
we all have these motivating drivers and one of these will be our dominant motivating driver. A
person’s effectiveness in certain job is influenced by these three needs. John Shield (2007) state
these three needs as follows;

➢ Need for affiliation; the desire for friendly and close interpersonal relationships
➢ Need for achievement; the desire for excel and succeed.
➢ Need for power; the desire to influence, control and direct.

According to McClelland, the individual needs vary depending on the individual’s positions in
the organizational hierarchy. Robbins (2003) state that a high-need affiliate is drawn to
interpersonal relationships and opportunities for communication they prefer a work that provides
significance personal interaction with others and have a desire to spend times in social
relationships and activities. A high-need achiever will prefer individual responsibilities, goals
and performance feedback. They like to solve problems and achieve goals. The high need-for-
power type seeks influence over others. McClelland suggest that top managers should have a
high need for power with a low need for affiliation (Kreitner, 1998). According to John Shield
(2007), ordinary employees are motivated mainly by the need for affiliation, middle and junior
managers are influenced by the needs for achievement and executives and senior managers are
influenced by the need for power.

Smart managers will look to all of these approaches to provide insights that can be applied to
specific challenges and problems (Ivancevich and Matteson, 2002). From the above theory it can
be understood that employees need achievement, closed relationship and power. The
organizations should craft a conducive working environment to satisfy these needs.

17
2.6.2 Process Theory
According to John Shield (2007) process theories of motivation seek to explain the cognitive
processes by which individuals decide to pursue particular pathways to reward attainment and
need satisfaction. Process theory state how employees select actions to meet needs and determine
their choices. There are many process theories of motivation and the following theory has been
selected for this paperJohn Shield (2007).

➢ Equity theory
➢ Goal setting theory
➢ Expectancy theory

2.6.2.1 Equity Theory

This theory suggests that motivation can be maintained through the concepts of distributive
justice, where pay is seen to be fairly distributed in line with employee’s worth and output.
Employees assess their level of effort against fellow workers and the reward they receive for
their effort. When people feel that they are treated fairly, they become motivated; when they feel
unfairly treated they become demotivated. People want to be treated fairly in all facets of
compensation, including base pay, incentives and benefits. Equity theory state that people
compare their inputs and outputs with others and if they feel there is unfair treatment, they
attempt to do something about it. Inputs are what an individual contributes to the work and
outputs are what an individual obtains in return(John Shield, 2007).

According to Armstrong (2006), Adam states that there are two types of equality namely
distributive equality and procedural equality. Distributive equality focuses on the fairness that
people feel they are rewarded according to their contribution and in comparison with others. On
other hand, procedural equity concerned with the perceptions employees have about the fairness
with which the procedure. Unfair treatment may lead to low productivity, absenteeism, reduced
quality of output, resignation and so on.

18
According Robbins (2003) individuals who feel that they are treated unfairly, will engage one or
more of the following activities;

➢ Change the work input

➢ Change the outcomes
➢ Take action to change the inputs and outputs of the comparison person

Equity theory suggested that managers should treat their employees on a fair and equitable basis.

2.6.2.2 Goal Setting Theory

According to John R. Schermerhorn and his queliques (2010) goal setting is the process of
developing, negotiating and formalizing the objectives that a person is responsible for
accomplishing. In late the 1960s Locke and Latham develop goal setting theory and it focus on
the relationship between goals and task performance. This theory highlights mechanisms that
connect goals to performance outcomes: goals direct attention to priorities; stimulate effort; and
the more challenging the goal, the more people will draw on their full range of skills. An
individual’s conscious goals and intentions are the primary determinants of behavior. Goals can
enhance motivation if they are developed and handled appropriately. In addition, it is specified
by many authors and practitioners that specific goals can boost motivation and performance by
leading people to focus their attention on well-defined objectives, increase their effort to achieve
these objectives, persist in the face of setbacks, and finally develop new strategies to better deal
with complex challenges to goal attainment (Jone,2007).

Goal setting theory states that specific and challenging goals with appropriate feedback will
result a higher task performance. Challenging goals will lead to a higher performance if they are
accepted by the employees. Specific goals lead to better performance than vague goals. People
strive to attain goals in order to satisfy their desires. According John Shield (2007) Goal setting
theory has the following practical implications:

* Specific and clear goals are more motivating than the general ones.

* Challenging but attainable goals motivate more than those which are easily achievable.

* Employees should have knowledge, skill, abilities, equipment and material to achieve these
goals.

19
* Goals must accepted by the employee and feedback on task performance enhance motivation.

Goal setting theory state that goals indicate to an employee about what needs to be done and how
much effort should be exerted. According to Michael Armstrong (2006), employee participation
in goal setting is important as a means of getting agreement to the setting of higher goals. Goal-
setting is an important management tool for enhancing work performance. It can be a very
powerful technique for motivating employees.

2.6.2.3 Expectancy Theory

Expectancy theory is one of process theory and it was developed by Victor Vroom in 1964.
Expectancy theory states that work behavior is determined by individual expectations of the
likely consequences of such behavior. It attempt to explain and predict worker motivation in
terms of anticipated actions and rewards (John, 2007). According to Stephen Robins et al 2007,
the amount of effort on a job depend on the expected return and may result in increase pleasure
and that people may perform their job and be satisfied if they believe that their efforts will be
rewarded. Expectancy theory identifies three factors that influence employee motivation:
expectancy, instrumentality and valence. Robbins (2003) states the three variables as follows:

Expectancy: which is the degree to which employees believe that, having achieved a goal will
lead to a secondary action, namely a reward.

Instrumentality: is the degree of an employee’s self-belief in their ability to achieve a goal.

Valiancy, which is the value they put on that reward

According to Robbins (2013), an employee is motivated due the following three reasons. First, if
the effort will yield acceptable performance second, if the performance will be rewarded and
finally if the value of the reward is highly positive. The combination of the three variables will
enhance employee’s motivation. Expectancy theory suggests that managers should identify and
influence work expectancies, instrumentalities and valences that support organizational
objectives.

20
2.7 Motivational Factors
Employees are the most important assets of an organization. The organizations with more
motivated employees tend to be more effective than organizations with fewer motivated
employees. There are many motivation factors that can be used to encourage employees to work,
for the purpose the study the following motivation factors are selected from Herzberg’s Two
Factors Theories:

2.7.1 Recognition
Recognition schemes enable appreciation to be shown to individuals for their achievements
either informally on a day-to-day basis or through formal recognition arrangements. They can
take place quietly between managers and individuals (Armstrong, 2009). Recognition of work is
the essence of securing good work. It is one of the most powerful motivators. Efficient people
would naturally like to get recognition for their skill and excellence in their work. Such
recognition can do many things that what a cash reward can do. Armstrong and Murlis (2005),
underlined on the point that, recognition is supposed to be given judiciously. That is, it must be
related to real achievements of employees. The recognition given will have a great impact if it is
followed by provision of achievement bonuses awards. Organization can also give other forms of
recognitions such as long service awards, status symbols of one kind or another, sabbaticals and
work related trips abroad.

2.7.2 Promotion
It involves a competitive selection process, and results in the employee’s movement in to a
different role in a higher pay band. If it is done fairly it enhance employee motivation and
competitiveness. Promotion contributes significantly to the dissatisfaction of
employees(Armstrong, 2006).

2.7.3 Benefit
From the above theories we can say that organizations should understand the needs of their
employees and create conducive working environment. Managers should understand what 18
motivate their employees. Organizations should develop and handle proper motivational
practices(Armstrong,2006).

21
2.7.4 Working Condition
Good working condition consist healthy, safe and pleasant working environment. Working
conditions have a modest but lasting effect on job satisfaction. In Lam’s et al.(2000) work
environment emerged as an influential factor in predicting overall job satisfaction.

They add that focusing strategically on this factor would enhance managerial employee’s job
satisfaction level and improve their retention rate. According to Pearson (1991), jobs that are
both motivating and satisfying are said to be those that provide skill variety, task identity, task
significance, autonomy and feedback. The type of job individuals do influences their
satisfaction. He also adds that managers must make the work content as interesting as possible in
order to build strong level of motivation(Kondalkar, 2007).

The place should be should be neat and clean with necessary facilities. Light, ventilation,
cleanliness, enough space for work, immediate availability of supervision, adequate latest tools
and generally good surrounding will definitely add to job satisfaction(Kondalkar, 2007).

2.7.5 Payment
Salary and wage plays decisive part in employee motivation. Employee wages and salary must
ensure him the social status and should be able to fulfill the expectations. According to Herzberg
theory, it is identified that in order to prevent dissatisfaction, management needs to continue to
observe competitors salaries and keep their staff’s salaries in line with competitors(Kondalkar,
2007).

2.7.6 Work content

Content of the work itself is a major source of satisfaction. The content of the work should be
encouraging and interesting and have variety inbuilt in it so that it is not boring. Positive
feedback from the job and autonomy has been considered to be important for motivation of
employees (Kondalkar, 2007). He also adds that too tough or job having two little challenge
brings frustration and feeling of failure hence the job should be moderately tough so that the
individual has to stretch his ability, imagination and skills. In Lam’s et al.(2000) work
environment emerged as an influential factor in predicting overall job satisfaction. They add that
focusing strategically on this factor would enhance managerial employee’s job satisfaction level

22
and improve their retention rate. The job itself is an influential factor in predicting overall job
satisfaction. The job should have variety, autonomy, identity and feedback.

2.8 Empirical Evidence

The theoretical part of the thesis showed that a nature of motivation is very complex and there
are no simple answers to the question what motivate employees more. Something that motivates
someone might not motivate others.

Mahlet (2012) has conducted a study entitled reward and motivation for health care professionals
in Addis Ababa. Her study focused on two governmental hospitals which found in Addis Ababa
namely Tikuranbesa hospital and Alert hospital. She has examined the influence of intrinsic and
extrinsic rewards such as promotion, acknowledgment, task autonomy, work hour and so on.
There was a significant and positive relationship between these variables and work motivation.
The study highlighted the various dimensions necessary for motivating employees to improve
the quality of care in health sector which is the concern of all.

Patcharak (2002) has conducted a study on employees of Saint Paul hotel. The title of the study
was assessment of motivation. The motivating factors such as salary, job security, flexible hour,
advancement, work environment and benefit were used to execute the study. The result indicated
that these factors had significance and positive relationship with work motivation. Especially
salary and work content had strong relationship with work motivation. Kahn (2010) has
examined the influence of on payment, recognition, promotion on employee work motivation.
The statistical analysis result shows that there is strong relationship between reward and
employee motivation. This study has greatly contributed in revealing the fact that different
tactics and policies would have different motivational impact on diverse people.

Tamene (2015) conducted a study with the title of”the relationship between Reward practices
and Motivation: (The Case of Co-operative Bank of Oromia S.C). The study examines the
association between rewards and employee motivation in Co-operative Bank of Oromia S.C. The
result showed that promotion is much important factor for employee motivation as compared to
other variable factors like Working condition, work content and benefits.

23
Kahn (2010) has examined the influence of on payment, recognition, promotion on employee
work motivation. The statistical analysis result shows that there is strong relationship between
reward and employee motivation. This study has greatly contributed in revealing the fact that
different tactics and policies would have different motivational impact on diverse people.

24
 CHAPTER THREE

RESEARCH DESIGN AND METHODOLOGY

In this chapter, research design, study population and sampling, source of data and instrument of
data collection, procedure of data collection, data analysis method, validity and reliability of
instruments as well as ethical issues are addressed.

3.1 Research Design

The purpose of this paper to assess the motivational practices of Dashen Bank S.C. Descriptive
research design is used describe what the current motivational practices look like. The
researcher has chosen this design because the major purpose of descriptive research is
description of the state of affairs as it exists at present and it reports what has happened or what
is happening (C.R. Kothari, 2004)

Descriptive research design is used in order to understand and systematically describe the
motivational practices of the case organization since it is used to obtain information concerning
the current status of the phenomena and to describe ‘what exists” with respect to variables or
conditions in a situation, and is aimed at collecting both primary and secondary data to analyze
and then draw the valid conclusions based on the meanings derived from the data.

3.2. Approaches of the Study

3.2.1 Target Population of the Study

There are many branches, functional units and departments in the organization. For this research
paper, employees’ of ten (10) selected branches(Africa Avenue, Bole Medhanialem, Piassa,
Gullele, Gerji, Tana, Amest Kilo, Taitu, Mesalemiya, Megenagna) of Dashen bank Addis Ababa
area in the four districts were considered as population of the study. The ten branches are
selected due to time constraint face by the research to cover the whole population. It is difficult
to involve the whole population in a research study because it consumes time, resource
andpurposely decided to exclude employees working under outlining branches as well as head
office organs. This is due to the impossibility of data collection and the homogeneity of
respondents. So, select a representative sample out of the population was important. The ten

25
branches consist of 274 employees and it was consider as a research population. The
representative sample was taken out of this population

3.2.2 Sample Size and Sampling Techniques

The sample size of this research was containing 162 respondents. It is taken from the target
population target at 95 % confidence interval and 5% margin of error. Ten branches of the bank
were included in this sample size. The representative samples were drawn from (Africa Avenue,
Bole Medhanialem, Piassa, Gullele, Gerji, Tana, Amest Kilo, Taitu, Mesalamiya, Meganagha) of
Dashen bank Addis Ababa area in the four districts. The study was use stratified sampling to
select representatives from the population.
The sample was divided in to four strata, namely Supervisor, Maker/checker, Customer service
assistance manager and Customer manager. To determine the sample size the researcher used the
formula for estimating the sample size provided by Taro Yamane (1969) which was cited in
Obasi and Ekwueme (2011) and cited again on Belaynewasrie, Electronic commerce (2012). Out
of 274 employees of DB the researcher were select 162-employees.

n = 274= 1+274(0.05)^2 =162

Where, n = sample size, N= population

1 = constant,e = error estimate

26
Table 3.2 List of Sample Branches

Branch Names Number of Employees Sample Size

Bole Medhanialem 34 18

Africa Avenue 25 15

Piazza 33 20

Gullele 24 15

Gerji 23 14

Mesalemiya 27 15

Tana 38 20

Megenagna 29 16

Taitu 19 14

Amest Kilo 22 15

Total 274 162

Source -(Annual report,JUN-2018)

27
3.3 Data Sources
The data collection process was administered by using primary data and secondary data sources.
The primary data was collected by using questionnaire and it is the main method for data
collection. It contains close ended questionnaire with 5 likert-scale (from strongly Disagree (1) to
strongly agree (5) and will be distributed to the respondents. The questionnaire is selected
because it is less time consuming, less expensive and simple to administer.
The secondary data was collected from company website, internal brochures and publications
and annual reports. It was used to gain understanding about the organization. Books, articles,
journals and scholarly websites were used to compile information relevant to conduct the study
and answer the research questions.

3.4 Data Collection Instrument

Data was collected using standard questionnaire (Minnesota satisfaction questionnaire)
specifically designed to capture responses to assess the practices of the organization.Questions
on key dimensions of the study: Working condition, Promotion, Work content, Benefit, Payment
and Recognition.

3.5 Validity and Reliability of Measures

3.5.1 Validity

Sound measurement must meet the tests of validity and reliability. In fact, these are the major
considerations one should use in evaluating a measurement tool. “Validity refers to the extent to
which a test measures what we actually wish to measure. Reliability has to do with the accuracy and
precision of a measurement procedure”. Robert (1977)

Validity refers to the extent to which a measurement instrument actually measures what is
intended to measure. Validity is concerned with the degree to which the designed questionnaire
items fairly and accurately represented the main variables.A soon as the researcher get appraisal,
the survey questionnaire were distributed to the sample population.

3.5.2 Reliability
In order to ensure reliability, statistical analysis was implemented to examine the internal consistency
of the instruments utilized. Cronbach’s alpha reliability test was used as an examination indicator to
determine the reliability of the measurement scale. As stated by Nunnaly (1978) the closer the
28
reliability coefficient to 1.00 is the better. In general, reliabilities less than 0.60 are considered poor;
those in the range of 0.60 to 0.80 are considered good and acceptable. In the current study, all
variables' scale were independently measured and acceptable results found with an aggregate result
of 82.1% as shown below

Table 3.3.Cronbach`s Alpha Reliability Test of the Questionnaire

Measures Cronbach`s Alpha value NO.OF Items

Working Conditions 0.826 5

Promotion Practice 0.827 6

Work Content 0.823 5

Benefit 0.824 4

Payment 0.829 3

Recognition 0.831 2

Reliability of total scale 0.821 25

Source: Own survey, 2019

3.6 Ethical Considerations

Participants’ protection was adequate throughout the data collection process. Ethical research
requires that researchers obtain necessary approvals before collecting data in studies involving
human subjects (Tamariz, Palacio, Robert, & Marcus, 2013).
Accordingly, I obtained the consent of the Dashen Bank Human Resource director before
conducting the research and data collection process.
An informed consent form provides prospective participants the opportunity to understand their
rights and benefits before participating in research (Montalvo& Larson, 2014). The informed
consent form was the first open page of the questionnaire. Only participants who read and agreed
to the informed consent completed the questionnaire voluntarily and confidentially. No
participant received incentives for participating in the study.
29
Respondents who are involved in the study were entitled to the right of privacy and dignity of
treatment. Information obtained from respondents will be handled confidentially. Respondents
were not required to mention their name and identification number in the questionnaire. This
situation helps them to express their idea and opinion freely. Willingness of the participants in
the data gathering process is prerequisite for the study. The data that was obtained from the
participants will not use for other purpose. Source of data is properly cited.

3.7 Methods of Data Analysis

The data analysis was gathered through questionnaire. After collection of row data, it was edited,
classified and tabulated by using different techniques. Descriptive statistics such as standard
deviation, mean, frequency and percentage was used to analyze the data. According to Goodwin
(2004), descriptive statistics provides a summary of the main features of a set of data collected
from a sample of participants.

30
 CHAPTER FOUR
DATA ANALYSIS AND INTERPRETATION

4.1 Response Rate

A total 162 questionnaires were distributed to respondents, out of which 144 were returned with
response rate 89.4 %. In order to see the general perception of the respondents regarding the
motivational practices in the subject organization, the researcher has included the measures
stated in the coming tables followed by analysis & interpretation supplemented using frequency
tables. In order to simplify interpretation of the results, ratings of agree & strongly agree are
grouped as agreement and ratings of disagree & strongly disagree are grouped as disagreement

4.2 Demographic Characteristics of Respondents

Below is a presentation of gender, age, educational level & work experience distribution of the
survey questionnaire respondents.

Table 4.2 Demographic Characteristics of Respondents

Variable Frequency Percent

Gender Male 92 63.9

Female 42 36.1

Total 144 100.0

18-25 years 12 8.3

26-30 years 50 34.7

31-35 years 49 34.0

36-40 years 11 7.6

31
 Above 40 years 22 15.3

Age Total 144 100.0

Diploma 3 2.1

Educational Bachelor degree 126 87.5

Master’s degree 15 10.4

Total 144 100.0

1-3 years 18 12.5

Work 4-6 years 23 16.0

experience 7-9 years 39 27.1

10 years and 64 44.4

above

Total 144 100.0

Maker/Checker 119 82.6

Supervisor 17 11.8

Customer 4 2.8
Current
serv.Ass.Mangr
Position
Customer 4 2.8
serv.Manger

Total 144 100.0

Source: Researcher’s Survey, 2019

32
 As can be seen from the table 4.1, majority of the respondents are male 92 (64%) and 52 (36%)
are female. This shows that there is low number of females on the Bank. In addition, majority of
the male respondents (58) fall in the age group of 26–35 years old.
The above table (Table 4.2) shows that 3 respondents (2.1%) are Diploma holders, 126
respondents (87.5%) have a Bachelor degree and 15 respondents (10.4%) have MastersDegree.
This shows that majority of the respondents are educated.

When looking at the tenure of respondents in the company, 12.5% of the respondents have 0-3
years’ experience in the company, 16% of the respondents have 4-6 years’ experience in the
company, 27.1% of respondents have 7-9 years of experience and 44.4% of respondents have 10
years and above experience in the company. This shows that majority of positions are occupied
by employees who have 10 years and above experience.
Regarding the position in which participants are working currently, the majority of participants,
119 (82.6%) were Maker/Checker, 17 (11.8%) of them were Supervisor, 4(2.8%) of participants
were Customer service Assistance Manger and 4(2.8%) of respondents were Customer service
Manger Majority of respondents are Maker/Checker.

4.3 Analysis of Collected Data

Table 4.3.1 current working condition

No Description Strongly Disagree Neutral Agree Strongly

disagree agree

1 I have the necessary N 6 13 27 87 11

equipment and
% 4.2 9.0 18.8 60.4 7.6
supplies to perform
my job

2 I have good N 8 21 67 48
working
% 5.6 14.6 46.5 33.3
relationship with
my supervisor

33
3 There is a clear N 11 15 30 69 19
channel of
% 7.6 10.4 20.8 47.9 13.2
communication in
my work place

4 the work N 10 18 42 68 6
environment is
% 6.9 12.5 29.2 47.2 4.2
suitable for the
work I do

5 The amount of the N 9 19 20 73 23

work is fairly
% 6.3 13.2 13.9 50.7 16.0
distributed

Source: Researcher’s Survey, 2019

As shown in table 4.2, 87(60.4%) of respondents agree that the organization offer them the
necessary equipment and supplies to do their job and 9(13%) of respondents disagree with the
statement that they have the necessary equipment and supplies to perform their job while
27(18.8%) respondents are neutral. when looking to working relationship, 115(80%) of
respondents perceive that they have good relationship with their supervisor and 8(5.6%)
respondents disagree while 21(14.6%) respondents are neutral. This implies that supervisors
have a good relationship with employees.
On the subject of clear channel of communication, 88(61%) of respondents believe that there is
clear channel of communication in the work place and 26(18%) of respondents disagree with the
statement and 30(20.8%) of respondents are neutral.
In order to check the suitability of the working environment, respondents were asked to express
their level of agreement whether the working environment is suitable to do their job.
Accordingly, 74(51.4%) of respondents perceive that the working condition is suitable to work,
28(19.4%) disagree and 42(29.2%) of respondents neutral to the statement.

34
 Similarly, 96(66.7%) respondents specified that the work environment is fairly distribute and
while 28(19.5%) of respondents are disagree with the statement and 20(13.9%) of respondents
are neutral.
To sum up, as the result indicated majority respondents are satisfied particularly with working
relationship. This indicates that the respondents have general agreement with the working
condition. It is understandable that the target organization is doing well in working condition.
This implies that an attractive working condition is contributes to employee work motivation.

Table 4.3.2 Promotion practice

No Description Strongly Disagr Neutral Agree Strongly
disagree ee agree

1 There are N 24 39 61 18 2
opportunities to
% 16.7 27.1 42.4 12.5 1.4
advance to better
position

2 Everyone has an N 43 34 48 17 2
equal chance to be
% 29.9 23.6 33.3 11.8 1.4
promoted

3 the company has N 30 38 49 25 2

transparent way of
% 20.8 26.4 34.0 17.4 1.4
handling
promotions

4 I clearly understand N 24 50 41 27 2
my career
% 16.7 34.7 28.5 18.8 1.4
advancement
procedures

5 promotions are N 19 44 48 31 2
performance related
% 13.2 30.6 33.3 21.5 1.4

35
6 I will be promoted N 30 48 57 6 3
within the next two
% 20.8 33.3 39.6 4.2 2.1
years

Source: Researcher’s Survey, 2019

In order to measure the respondents toward promotion, respondents were presented with items
listed in table 4.3 accordingly, 20(13.9%) of respondents agree that there are opportunities to
advancement in the organization while 63(43.8%) respondents disagree with the statement and
61(42.4%) of respondents are neutral. This implies that the career advancement opportunity of
the organization is weak.
On the other hand, respondents were asked to indicate their level of agreement on whether the
organization offers equal chance of promotion to every employee. Accordingly, 19(13.2%) of
respondents agree that there is an equal chance to promotion in the organization, 77(53.5%) of
respondents disagree with the statement and 48(33.3%) of respondents remained neutral. The
frequency distribution indicate that majority of the respondents believe that there is not equal
chance to be promoted.
On the subject of transparency, 27(18.8%) of respondents believe that there is transparent way of
promotion practice in the organization, 68(47.2%) of respondents are disagree with transparency
and 49(34%) of respondents remains neutral. This implies that the promotional practice of the
case company lacks transparency.
Respondents were asked to whether they clearly understood their career advancement procedures
and 29(20.2%) believe that there is a clear career advancement procedures while 74(51.4%) of
respondents disagree that they do not understood the career advancement procedures clearly and
42(28.5%) respondents are neutral. This implies that employees do not understand career
advancement procedures of the organization.
Concerning on performance related promotions, 33(22.9%) of respondents expressed that the
performance that implementing by the organization is performance related, 63(43.8%) of
respondents disagree with the statement and 48(33.3%) of respondents remain neutral. This
implies that promotional practice of the organization is not performance related.

36
 Responds were asked to express whether they are satisfied with the way that promotions are
given out of the job and 17(11.8%) of respondents perceive that the way promotions are given
out of the job is satisfied while 71(49.3%) of respondents are not satisfied with the statement and
56(36.9%) of respondents are neutral. This implies that there is no transparent way of handling
promotions.
Finally, respondents were asked express their expectations about future promotion opportunity
and 9(6.3%) of respondents expect that they will be promoted with two years while 78(54.1%) of
respondents doesn’t expect promotion with two years and 57(39.6%) of respondents are neutral
to future promotion.
In general, majority of respondents are not satisfied with the promotional practices of the
organization. The promotional practice of the organization lacks of clear and transparent career
path. It has poor opportunity to advance to better position. Promotion is not perceived as fair and
performance related. It is not efficiently implemented since there is a gap in motivating
employees. Hence, the organization needs to do much in crafting and implementing adequate
promotional techniques.

Table 4.3.3 view on the work content

No Description Strongly Disagr Neutral Agree Strongly
disagree ee agree

1 My job is enjoyable N 5 18 44 71 6

% 3.5 12.5 30.5 49.3 4.2

2 I feel a sense of N 5 21 33 76 3
pride in doing my
% 3.5 18.8 22.9 52.8 2.1
job.

3 I regularly receive N 9 33 54 42 6
feedback on my job
% 6.3 22.9 37.5 29.2 4.2
performance

4 My job has variety N 17 25 44 50 8

37
 % 11.8 17.4 30.6 34.7 5.6

5 I have certain N 3 29 49 53 10
degree of autonomy
% 2.1 20.1 34.0 36.8 6.9
in my work

Source: Researcher’s Survey, 2019

As portrayed on table 4.4, respondent’s perception regarding work content was gathered by using
the listed measures. Respondents were asked to rate whether they are enjoying their job and
77(53.5%) of respondents agree that their job is enjoyable while 23(16%) respondents do not
enjoy their job and 44(30.5%) respondents are neutral. The table indicates that some of
respondents enjoying their job. Similarly, 79(54.9%) respondents agree that they feel a sense of
pride in doing their job while 32(22.3%) of respondents do not feel a sense of pride in doing their
job and 33(22.9%)of them neutral. Some respondents indicated that they feel a sense of pride in
doing their job.
On the subject of feedback, 48(33.4%) respondents agree that they regularly receive feedback on
their job performance while 42(29.2%) of respondents disagree with the statement and
54(37.5%) of respondents remains neutral. Moderate a number of respondents feel that they
regularly receive feedback on their job performance. Respondents were asked to measure
whether their job has adequate variety and 58(40.3%) of respondents believe that they job has
variety and 42(29.2%) of respondents believe that their job has not variety and 44(30.6%) are
neutral. Moderate number of respondents perceived that their job has adequate variety.

Concerning on degree of autonomy, 63(43.7%) of respondents expressed that they have certain
degree of autonomy in their job while 32(22.2%) of respondents disagree with this measure and
the other 49(34%) of respondents were neutral. The result indicated that average number of
respondents believe that their job has certain degree of autonomy.
In general, the work content of the organization needs improvement. The result indicated that the
work content of the organization has moderate task identity, task variety and autonomy. Average
number of respondents feels that they regularly receive feedback on their job performance.

38
 Table 4.3.4 Benefit
No Description Strongly Disagr Neutral Agree Strongly
disagree ee agree

1 I am satisfied with N 4 18 62 57 3
the benefits I
% 12.5 43.1 39.6 2.1
receive
2.8

2 My medical scheme N 4 3 26 82 29
is good
% 2.8 2.1 18.1 56.9 20.1

3 The benefit package N 5 22 51 61 5

I have is equitable
% 3.5 15.3 35.4 42.4 3.5
with the job I do

4 The leave N 14 25 39 55 11
arrangement of the
% 9.7 17.4 27.1 38.2 7.6
organization is fair

Source: Researcher’s Survey, 2019

As presented on table 4.5, 60(41.7%) of respondents indicated that the benefit that provided by
the company were satisfied while 22(15.3%) of respondents are disagree with the benefit and
62(43.1%) of respondents remains neutral. Regarding to medical scheme, respondents were
asked to rate whether their medical scheme is good and 111(77%) of respondents believe that
they have a good medical benefit while 7(4.9%) of respondents disagree with the medical benefit
scheme and 26(18.1%) of neutral. Most of respondents perceive that the medical scheme offered
by the organization is good. On the subject of benefit package, 66(45.9%) of respondents believe
that the benefit package that provided by the organization is equitable while 27(18.8%) of
respondents disagree with the benefit package and 51(35.4%) of respondents remains neutral.

39
 Respondents were also asked to express whether the leave arrangement of the organization is fair
and 66(45.8%) respondents agree that the leave arrangement of the organization is fair while
39(27.1) of respondents disagree with the benefit package arrangement and 39(27.1%) of
respondents are neutral. Average number of respondents perceives that the leave arrangement of
the organization is fair.
In general, the benefit package of the organization needs improvement except the medical
scheme. Most of respondents perceive that the medical scheme offered by the organization is
good. Moderate number of respondents perceive that the benefit package that provided by the
organization is equitable.

Table 4.3.5 Payment

No Description Strongly Disagr Neutral Agree Strongly
disagree ee agree

1 I feel am being paid N 3 17 55 66 3

a fair amount for the
% 2.1 11.8 38.2 45.8 2.1
work I do

2 salary increases are N 3 19 66 50 6

decided in fair
% 2.1 13.2 45.6 34.7 4.2
manner

3 My salary is fair N 9 19 45 62 9
compared with that
% 6.3 13.2 31.3 43.1 6.3
for similar jobs in
other companies

Source: Researcher’s Survey, 2019

In order to measure the perception of respondents toward payment, respondents were asked to
rate whether the payment that made by the organization is fair and 69(47.9%) of respondents
believe that the payment made by the organization is fair while 20(13.9%) of respondents
disagree with the fairness and 55(38.2%) respondents are neutral. Around half of respondents
perceive that the payment is fair. In addition, 56(38.9%) of respondents believe that salary

40
 increases are decided in fair manner while 22(15.3%) of respondents are disagree with the salary
increases and 66(45.8%) of respondents are neutral.

As presented on table 4.8, 71(49.4%) of respondents are believe that their salary is fair in
comparison to other employees who are doing similar jobs while 28(19.5%) of respondents are
disagree with the measure and 45(31.3%) of respondents are neutral. Similarly, 70(48.6%)
respondents agree that their salary is fair compared with that for similar jobs in other companies
while 24(16.7%) of respondents disagree with the statement and 50(34.7%) of respondents are
neutral. Around half of respondents believe that their salary is fair in comparison to similar job
in the company and other companies.

In general, the case organization is highly suggested to investigate this issue further and take
immediate action accordingly. The result indicated that salary increment is not decided in fair
manner. The salary increment poorly considers the living standard and the value the company
puts nit’s employees.

Table 4.3.6 view on recognition

No Description Strongly Disagr Neutral Agree Strongly
disagree ee agree

1 I get credit for the N 9 26 66 32 11

work I do
% 6.3 18.1 45.8 22.2 7.6

2 I receive recognition N 6 21 38 72 7
from my supervisor
% 4.2 14.6 26.4 50.0 4.9
for tasks well done

Source: Researcher’s Survey, 2019

In order to measure the perception of toward recognition, respondents were asked to rate whether
they receive recognition from their supervisor and 72(50%) of respondents agree that they
receive recognition from their supervisor when they perform well while 27(18.8%) of
respondents argue that they do not receive recognition from their supervisor and 38(26.4%) of
respondents are neutral.

41
As presented on table 4.7, 43(29.8%) of respondents believe that they get credit for their job
while 35(24.4%) of respondents disagree that they do not get credit and 66(45.8%) of
respondents are neutral.
In general, the recognition practice of the organization needs improvement. More than half of the
respondents believe that they receive recognition from my supervisor even if it is not adequate.
There is infrequent praise giving practices in the organization. The organization sometimes gives
credit for the job well done.

Table 4.3.7 Descriptive Statistics (Mean and Std. Deviation) of Motivational

Practices
N Minimum Maximum Mean Std.
Deviation
WC 144 1.5 4.5 3.6816 .74275

PM 144 1.00 4.86 2.4871 .81014

WC 144 1.33 4.83 3.1690 .72635

BT 144 1.75 4.75 3.3976 .65340

PT 144 1.50 5.00 3.215 .75514

RN 144 1.25 5.00 3.1733 .79754

Note: WC = Working Conditions, PM = Promotion Practice, WC = Work Content, BT =

Benefit, PT = Payment, RN = Recognition
The above table 4.8 shows that participants’ total work condition mean score was 3. 68. The
maximum and minimum mean score was 1.50 and 4.50 respectively. In a 5-point Likert scale the
possible score ranges from 1-5 and 3 become the hypothetical average score. A calculated mean
score less than 3, which is hypothetical average, can be considered as low mean score whereas
greater than 3 can be considered as high mean score. Consequently, since the calculated mean
42
score (3.68) is greater than 3; the level of participants working condition was high. In other
words, in the current study, participants perceived that their working condition in the Bank was
good.
Regarding promotion practice, it can be seen from the above table that participants’ total
promotion practice mean score was 2.49. The maximum and the minimum individual mean score
was 1 and 4.86 respectively.
It can be seen that the calculated mean score (2.49) is less than 3, therefore, in the current study
participants’ perceived promotion practice in the bank was low.
On the subject of work content, participants’ total work content mean score was 3.17. The
minimum and maximum individual mean score was 1.33 and 4.83 respectively. The work
content mean score is (3.17) is greater than the hypothetical mean score (3) implies that in this
study participants’ perception about work content the bank was moderate.
Concerning on benefit, it can be seen from the above table that participants’ total benefit mean
score was 3.40. 1.75 was the minimum and 4.75 were the maximum individual mean score. We
can see that the calculated benefit mean score (3.40) is greater than 3 implies that participants’
benefit getting from the bank was high.
Regarding payment score on the above table indicates that participants’ total payment mean
score was 3.18. The minimum individual mean score was 1.5 and the maximum was 5. When the
calculated payment mean score (3.18) with the hypothetical average score (3), the calculated
mean score is greater than the hypothetical average score. This suggests that the payment made
by bank was moderate.
On the subject of recognition, the table above shows that the recognition mean score was 3.17 as
well as the minimum individual mean score was 1.25 and the maximum individual mean score
was 5. The recognition mean score (3.18) is greater than the hypothetical mean score 3. From
this it can be inferred that in the current study the recognition given by the organization was
moderate

43
 CHAPTER FIVE

SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

In Chapter four, data analysis and interpretation has been presented. In this chapter, major
findings are summarized and the subsequent conclusions are drawn. Based on the conclusion,
recommendations are forwarded.

5.1 Summary of Major Findings

Regarding working condition, majority of respondents believe that the Dashen Bank S.C
offer them the necessary equipment and supplies to do their job. The descriptive statistics shows
that employees have good relationship with their supervisor and colleagues. It is found that
there is a clear channel of communication and suitable working environment in the bank.
According to the result, most of respondents believe that the working environment is free from
accident and hazard.

Concerning promotion, advancement opportunity provided by the Dashen bank S.C is not
found to be satisfactory by employees. Half of respondents do not believe that everyone has
equal chance to be promoted. According to the result, there is not transparent way of handling
promotions in the organization. According to the result, respondents are not clearly
understandthe career path advancement procedures. Respondents are not perceived that
promotion is performance related. Respondents also indicate that they are not satisfied with the
way promotion is given out on this job. Most of respondents do not expect promotion within
two years. In addition, majority of respondents are either neutral or disagree with the promotion
practice of the organization.
Regarding to work content, some respondents indicated that their job is enjoyable and they feel
a sense of pride. In relation to feedback, analysis shows that feedback practices of the bank is
moderate. According to the result, the job has moderate variety and certain degree of autonomy.
The analysis also indicated that the job has moderate task identity.

44
On the subject of benefit, the result indicated that little respondents are satisfied with the benefit
they receive from the organization. Majority of respondents believe that their medical scheme is
fair. Moderate number of respondents perceive that the benefit package that provided by the bank
is equitable. The leave arrangement of the bank is moderate.

Payment, some of the respondents are agree with the payment. Around half of respondents believe
that their salary is fair in comparison with employees in the same bank and other companies. The
analysis shows that salary raises moderately consider the living standard. Respondents indicate that
the salary scheme moderately considers the value the company puts on its employees.

Concerning on recognition, respondents indicated that they receive recognition from their
supervisor. According to the result, the organization fairly gives credit to its employees.

The result indicated that the mean score of working condition is greater than the average mean
score and all other factors (promotion, recognition, work content, benefit and payment).
Participants perceived that their working condition in the bank was good. This indicated that
employees are more motivated by the working condition of the bank. The average mean score of
the study is 3. On the contrary, the mean score of the promotion is below the average mean score
and all other factors. Participants’ perceived promotion practice in the bank was low.

5.2 CONCLUSIONS
As indicated in the introduction section of this study, motivation is critical for the successful
operation and profitability of an organization. Knowing the correct way to motivate employees
takes an organization a great leap forward toward success. The main objective of the study was
assessing the motivational techniques that being implemented in the Dashen bank S.C. In order to
assess the motivational practices of the bank, the researcher used six factors: promotion,
recognition, working condition, payment, benefit and work content. Thus, based on the analysis
stated above, the following conclusion has been reached.

Working condition is found as a major motivation factor than the others. Most employees are
motivated by the working condition of the Dashen bank S.C. On the contrary, the banks’
promotional practices are found as a low motivational factor among others. Majority ofemployees

45
are not satisfied with the current promotional practices of the bank. Generally, majority of
employees are not satisfied with the existing motivational practices of the bank.

Working condition is found to be well in the organization and perceived as effective in

enhancing the employee’s work motivation. According to the study, employees are mainly
motivated by working condition. Similarly, a study was conducted in Islamabad on health
professionals to assess the overall satisfaction level the employees, it is found that working
condition was the most predominant factor among others (Habib A et al, 2011).

Coming to the promotional practice of the organization, it has problem in attracting and
motivating employees. Majority of respondents are not satisfied with the promotional practices
of the organization. The promotional practice of the organization lacks of clear and transparent
career path. It has poor opportunity to advance to better position. Promotion is not perceived as
fair and performance related. It is not efficiently implemented since there is a gap in motivating
employees. Employees are not satisfied with the current promotional practices of the bank.
They felt some kind of unfairness and injustice in the organization’s advancement opportunity.
So it is reasonable to conclude that the bank failed to advancement opportunities of its
employees. This situation may lead negative perception among employees. Alderfer (1972)
suggested that any blockage to achieve growth need could have profoundly negative emotional
and productivity consequences.
Regarding to work content, some respondents believe that their job is enjoyable and feel a sense
of pride in doing their job. The job has moderate feedback, task variety and autonomy. The result
indicated that the case bank have to do a lot regarding work content. The work content of the
organization should be evaluated and the necessary improvement should be taken.
Coming to benefit, the benefit package of the bank needs improvement except the medical
scheme Most of respondents perceive that the medical scheme offered by the organization is
good. Moderate number of respondents perceive that the benefit package that provided by the
bank is equitable. The leave arrangement of the bank is moderate. The case bank should evaluate
its benefit package and take the necessary action to improve the practice.
Regarding to payment, the case organization is highly suggested to investigate this issue further
and take immediate action accordingly. The result indicated that salary increment is not decided

46
in fair manner. The salary increment poorly considers the living standard and the value the
company puts on its employees. The bank should think about the ways and commit to improve
its practices in this regard.
Coming to recognition, around half of the respondents believe that they receive recognition from
my supervisor for tasks well done. The Dashen bank S.C sometimes gives credit for the job well
done. This indicates that the case bank have to do a lot regarding on recognition.

The above motivational factors (Working condition, Promotion, Work content, Benefit, Payment
and Recognition) are exercised by the Dashen bank S.C even though they are not appropriately
implemented. The current motivational practice of the bank is not updated through time with
change. The six motivational factors used to assess the motivational practices of the bank
revealed that employees are not happy and motivated with the practice except the working
condition. The results testify that, the existing motivational practices of the bank fail to satisfy
the needs of the employees.

5.3 RECOMMENDATIONS
The findings of the study show a need for the Bank to address the exhibited problem. To enhance
the motivational practices of the case bank, the following recommendations are forwarded:
1. The bank should craft and implement appropriate motivational techniques. Because of The
result of the findings needs attention by the Bank to make corrective actions so as to improve
employee work motivation.
2. The study indicated that promotion was amongst the factors which contribute to lower
motivation of employee among the others. The Bank should craft and implement clear and
appropriate career advancement procedures that could be applied consistently. The current career
path trend should be evaluated and redesigned by considering the competency of employees. It
should be fair and performance related

3. The bank’s motivation practices should fit with external change. When the bank passing
through dynamic changes it is important to consider these changes and align with the
motivational strategy so as to let employees be motivated enough and work towards achievement
of the organizational goals.

47
4. The bank should establish continues monitoring and evaluation system that will enable the
bank identify and solve problems from the grass root level. .

5. The salary increment should be based on merit and performance. Proper action should be
taken to maintain internal equity. The bank needs to adjust its payment package by conducting
market analysis.
6. Work content of the bank should be studied to include attributes which will make employees
fell fulfilled and satisfied of the job. The nature of the work content should allow them to use
their knowledge and skill.
To close the gap between the practices and the theories, the bank should look in to its practices
and take evaluation, restructuring and corrective actions. If the bank takes in to consideration the
recommendations, it would be possible to support the bank performance.

5.4 Limitation of the Study

The limitation faced by the researcher while conducting this research was time and conducted
this research with few respondents limiting the subject area and the generalization of the study.
The researcher may have biases in selecting sample because it may need in-depth level of
research and sufficient funds. In addition, since it is not possible to incorporate all factors of
employee motivation in one study, only specific factors are included in this study

5.5. Future Area of Research

Employee motivation is critical to any organization. The research area needs a comprehensive
evaluation. The researcher recommends further related studies in the topic area. Future research
could also consider other factors that might be motivating employees

48
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Appendix I
St. Mary`s University
School of Graduate Studies

Dear respondents,
The purpose of this questionnaire is to collect information for the study that attempt to assess a
motivational practices that implemented in Dashen Bank S.C. Your response to each question
is the main source to the effectiveness of this study. I like assure you that your response to the
questionnaire would be kept confidential and it has no intention except for academic purpose

Please don’t write your name or any personal identifier on the questionnaire.
For any clarification needed please contact me on 0920146348 ([email protected])
Thank you in advance, for your time.

Personal Information
Instruction: please put a tick mark (√) in the check box corresponding to the choice that most
represents you.

Part one:
Respondent’s demographic data
1. Gender:
a) Maleb) Female
2. Age group: a) 18-25 b) 26-30 c) 31-35 d) 36-40 e) above 40

3. Educational level: a) Diploma b) Bachelor degree c) Master’s degree

d) Other: please specify ………………
4. Work experience in the company: Below a) 0-1 year b) 1-3 year
c) 4-6 year d) 7-9 year e) 10 year and above
5. Your current position in the organization a) Maker/checker b) Supervisor
c) Customer service assistance manager d) Customer manager

Please indicate to what extents do you agree or disagree with the following scale
1- Strongly disagree 2-Disagree 3- Neutral 4-Agree 5- Strongly agree

52
Key: Strongly disagree =1, Disagree= 2, Neutral=3, Agree=4, strongly agree=5

Work motivation questionnaire

1. Current working condition of the organization

Statement from survey 1- 2- 3- 4- 5-Strongly
Strongly Disagree Neutral Agree agree
disagree

1 I have the necessary equipment

and supplies to perform my job
2 I have good working relationship
with my supervisor
3 There is a clear channel of
communication in my work place
4 the work environment is suitable
for the work I do
5 The amount of the work is fairly
distributed
2. Promotion practice of the organization
Statement from survey 1- 2- 3- Neutral 4- 5-
Strongly Disagree Agree Strongl
disagree y agree

1 There are opportunities to advance to better

position
2 Everyone has an equal chance to be
promoted
3 the company has transparent way of
handling promotions
4 I clearly understand my career
advancement procedures
5 promotions are performance related
6 I will be promoted within the next two
years

53
3-Work content of the organization

Statement from survey 1- 2-Disagree 3- 4- 5-

Strongly Neutral Agree Strongly
disagree agree

1 My job is enjoyable
2 I feel a sense of pride in doing my job.
3 I regularly receive feedback on my job
performance
4 My job has variety

5 I have certain degree of autonomy in my

work
4-Benefit provided by the organization
Statement from survey 1- 2- 3- Neutral 4- 5-
Strongly Disagree Agree Strongly
disagree agree

1 I am satisfied with the benefits I receive

2 My medical scheme is good
3 The benefit package I have is equitable
with the job I do
4 The leave arrangement of the
organization is fair
5. Payment made by the organization
Statement from survey 1- 2- 3- Neutral 4- 5-
Strongly Disagree Agree Strongly
disagree agree

1 I feel am being paid a fair amount for the

work I do
2 salary increases are decided in fair
manner
3 My salary is fair compared with that for
similar jobs in other companies

54
6-Recognition given by the organization

Statement from survey 1- 2-Disagree 3- Neutral 4- 5-

Strongly Agree Strongly
disagree agree

1 I receive recognition from my

supervisor for tasks well done
2 I get credit for the work I do
7-Which type of motivational packages preferred by staff of DashenBank?

_____________________________________________________________________________

55