Effects of Motivation on the Performance of Employees in the banking Sector

The motivation of a bank’s employee plays a major role in achieving high levels of satisfaction among its customers (Petcharack, 2004). Every employee or worker has his or her own set of motivations and personal incentives that ginger him or her to work hard or not as the case may be. Some are motivated by recognition whilst others are motivated by cash incentives. Whatever the form of employee motivation, the key to promoting that motivation as an employer, is understanding and incentives (McCoy, 2000). Employees need to be motivated to actualize their potential and there are several ways of enabling them and empowering them to do so. These include the role of reward systems in motivating employees according to their needs for extrinsic or external motivation and by providing them opportunities that appeal to their intrinsic or internal motivation needs. Motivation is the key to creating an enabling environment where optimal performance is possible. This leads to the question how then ensure that individual motivation is at its peak within the organization or workplace (Chapman, 2004).

The other factors that motivate employees are the kind of job that they are asked to perform, the added benefits like extended vacations and perquisites like company provided accommodation and funding for kids schooling as well as provision of medical insurance coverage for the employees and their families. In recent years, there has been lot of emphasis on motivating employees by organizing offsite events and fun and recreation events where the employees let their hair down and indulge in the much-needed stress relieving activities. In the nutshell, Motivation does not only encourage productive performance but also show employees how much the company cares. Perhaps the most vital impact of employee motivation is that of increased productivity or performance. This according to literature on the subject is the central aim of adopting employee motivational programmed thus, if you can increase employee motivation, Productivity inevitably will follow suit (Ryan, 2011).

Statement of the Problem

The need to increase productivity and efficiency in the work place or any organization has led to increasing academic interest in the area of motivation over the years. Scholars have been keenly interested in knowing what factors are responsible for stimulating the will to work. Thus, motivation has become an issue of concern for both scholars and practitioners of personnel management. From productivity and profitability to recruiting and retention, hardworking and happy employees lead to harmony and organizational triumph (Ryan, 2012). The performance of organization and employee motivation has been the focus of intensive research effort in recent times. Employees are motivated in order to achieve their mission and vision which is of paramount concern. Employees in both public and private sector organization are becoming increasingly aware that motivation increases productivity. Lack of proper motivation may result in losses which may eventually lead to low staff turnover, poor attitude towards work, low output level and low profitability (Sarpong, 2016).

Enew et al. (2007), contend that commercial banking started developing significantly from the 19th Century onwards. Banks grew in response to the need for services such as loans, safe deposit and financing of consignments of exported and imported goods. The services rendered by banks can be grouped into two broad headings:

(i)                 lending and credit

(ii)              saving and investing.

In simple terms, a loan represents the granting of a specific sum of money to an individual or organization for them to spend personally in respect of some specific, previously agreed item. Credit, on the other hand, refers to a means of financing an item or items of expenditure whereby the funds are transferred to the product provider directly by source of credit. Saving and investing are the reciprocal of lending and credit. Saving and investing concern the sacrificing of present consumption in order to provide for some future event or requirement. The term “savings” is used to describe a process associated with the accumulation of a larger fund through regular contributions, while the term “investment” is used to describe the process of managing a lump-sum for the purpose earning recurrent income or for capital growth (Enew et al., 2007). The three-pillar banking structure in the country has been replaced with a universal banking system where there are no barriers in the business areas of operation. Indeed Ghana adopted its current system of universal banking from the developed countries whose banking industries are far advanced (Bank of Ghana, 2010).

 Recommendations Based on the findings of the study (Sarpong, 2016):

1) The study entreats management to make job security their top priority and there must be awareness of how secured workers are on the job to ensure the retention of hardworking and experienced employees.

 2) The researcher entreats the management to ensure that equity prevails in all facets of their activities especially when dealing with issues concerning the employees.

3) Management is also entreated to involve all the employees in all decisions especially ones concerning their lives.

 4) Respect and recognition should be accorded employees to promote cordial relationship amongst themselves as well as management to foster cooperation in achieving the organizational strategic goal.

5) Employees’ development to enhance their performance as well as promoting self-fulfillment and self-actualization should be entreated as a matter of urgency.

 6) The study entreats the management to review its motivational packages in order to incorporate other packages that are also important to gain competitive advantage.

Conclusion

 It is evident from the findings of the study (Sarpong, 2016):

That the best mechanism for an organization to attain its strategic goals is nothing more than good motivational packages that really meet the needs of the employees. It is undisputable fact that, motivation plays a very significant role for any organization which wins competitive advantage. Therefore, an organization without motivational packages is bound to bankruptcy. It is due to this reason that this study was undertaken by the researcher to assess motivation and its effect on performance at Ecobank Limited-KNUST Branch and Stadium Branch. The findings of the study showed that when employees are motivated, they enjoy going to work every working day. They also perform at their best and as well assist the bank to meet its strategic objectives when motivated. Besides, the study revealed that view that motivational packages influence employees to report to work early; to stay on the job; to have inner satisfaction and become loyal to the bank. Again, the study proved with every reasonable doubt that employees’ involvement in the formulation of motivational packages is very crucial for the packages to be effective. Also, findings of the study revealed a number of positive effects of motivation such as work output, profitability, staff retention, enhancement of customer base and efficiency to the advantage of the organization. It can therefore be concluded that the findings of the research have excellently fulfilled the objectives of the study and validated the research questions put forward by the researcher. The results of the study are extremely essential since they show how motivation is the basic need for employees to be able to reach self-actualization. The fact that motivation is noted as a major factor to enhance employees’ performance

References

Enew, C, & Nigel, W 2007. Financial Services Marketing, An International Guide to Principles and Practices. Elsevier Limited. Financial Institutions. New York, Vintage Press Inc.

Management Vol. 1. Retrieved from http://www.Aibuma.Org/Journal/Index.Htm

McCoy,2012. Putting, Employee Motivation’ in its place. Women’s media: U.S.A.

 Petcharack, P 2014. A Comparative Analysis of factors determining motivational level of employees working in commercial banks in Kohat. International journal of business and management, 5(12), 1833-3850. Retrieved from http://www.ccsenet.org/ijbm

Ryan, RM 2000. Self-determination theory and the facilitation of intrinsic motivation, social development and well. American psychologist, 55(1), 68-79.

Sarpong, L 2016, Effects of Motivation on the Performance of Employees of Ecobank Ghana Limited. Knust Branch and Stadium Branch Journal of Business Theory and Practice ISSN 2372-9759 (Print) ISSN 2329-2644 (Online) 4(1).

 

Different Aspects of Employee Motivation in Sri Lankan Banking Sector.

Over the years the need to increase productivity and efficiency in the work place or any organization has led to increasing academic interest in the area of motivation (Muluka, 2014). There is no doubt that most of the growth in any organization comes not from mysterious market forces, but rather from the employees (Muluka, 2014). Keeping the employees motivated can be the most challenging aspect of running an organization for any Human resources department and managers as well. While necessary steps to stay competitive in this trying macro –economic climate are necessary, an organization’s most important asset, human resources, are taking a real hit (Muluka, 2014).

It has been shown, argued and proven that unless individual staff are motivated to make sufficient use of the potentials found in them during the employment process, they may not achieve the level of performance that is desired from them (Morris, 1998).

For a staff to be motivated, he or she has to perceive that his or her needs and wants are being met. Thus, the satisfaction of the staff represents an indispensable dimension of the motivational process. Different Aspects of Employee Motivation are practiced by the Sri Lankan banking sector because a satisfied individual would certainly contribute positively to the realization of the organizational goals and objectives while a dis-satisfied staff may only not contribute but can even act in such a way that the realization of such goals and objectives could be completely destroyed. To enrich the findings here I present some extraction from annual report 2019 of some prestigious banks in Sri Lanka.

       Sampath Bank PLC

“Being a bank, our human capital, Team Sampath, is our most valuable asset, for it is they who are entrusted with delivering the Sampath Value Proposition to the customer and in doing so also tasked with realizing the Bank's goals and objectives. Hence, we continue to systematically invest in developing our employees to ensure they stay connected to the Bank’s core purpose”. Bank have identified four material topics deemed critical in managing our human capital and have put in place a Material Topics Employee Engagement Talent Acquisition and Management Training and Development Employee Relations Overall Human Resources Policy Recruitment and Selection Policy Performance Management Policy Training and Development Policy Industrial Relations Policy Employee Relations Policy Reward Management Policy Employee Welfare Policy Grievances Handling Policy Employee Transfer Policy Leave Administration Policy Sports Policy Developing Employee Capabilities Enhancing Employee Productivity Strengthening Customer Orientation Building Employee Relations and Employee Engagement Focus Areas comprehensive policy framework with the aim of developing a reliable, well-trained and highly-capable workforce that the Bank can leverage on, to execute its strategy and continue to stay ahead of peers.

" The bank continue to systematically invest in developing our employees to ensure they stay connected to the Bank’s core purpose”

·         Developing Employee Capabilities

·         Enhancing Employee Productivity

·         Strengthening Customer Orientatio

·         Building Employee Relations and Employee Engagement 

       Commercial Bank of Ceylon PLC

Driving the value creation model is the workforce, also referred to, with the utmost respect, as the Human Capital. The latter term is meant to acknowledge that employees are a resource that needs to be meticulously nourished; just as strong team creates value for the Bank and its stakeholders, the Bank, in turn, is mindful of delivering value to our team.                 The people are tasked with achieving the Bank’s vision and embodying and representing our strong customer-focused culture. Employees execute the strategy

which essentially involves delighting the customer and maintaining operational excellence. Employees are at the heart of legacy of success and future strategy.

In this rapidly changing environment, bank believe that upholding recognized standards and principles for labor practices, human rights and occupational health and safety is vital. Bank strive to ensure safe and fair working conditions and practices, and to create an environment that allows our employees to flourish. In this respect, bank see the efforts at enhancing productivity and profitability as entirely compatible with employee well-being. Centralization, automation, and digitalization enable the Bank to become cost-efficient by facilitating our growth while maintaining current staff numbers. But they also provide many benefits to the working experience of employees by delegating mundane, repetitive tasks to RPAs and making operational processes more streamlined. This reduces the demands and pressures on our people, enabling them to work more efficiently and productively; and in turn, staff fatigue and exhaustion is reduced, while enabling morale and motivation to remain high. And in line with this increased emphasis on employee well-being, for the first time we provided staff with the facilities of external counselors. Bank believe that in the fast-paced business context of banking, promoting mental health is paramount.  The Bank remained committed to the principles of equal opportunity irrespective of gender, age, race or religion in all our processes from recruitment to career development and progression. In addition, the Bank continues to ensure that the ratio of basic salary and remuneration of women and men across all locations of operation and all employee categories remains equal.

  

        Hatton National Bank PLC

“Being a service organization, we rely heavily on our people, for it is our human capital that delivers our value proposition to the market and drives our strategy for the benefit of all stakeholders of HNBF. It is why bank is striving to create a diverse and inclusive environment for employees, where they can find the opportunity for personal and professional growth to allow them to reach their potential. Bank’s first priority is to be fully compliant with all applicable labour laws in Sri Lanka as well as to uphold the UNGC principles on labour”. Bank respect the individual’s right to be a part of an association or group as long as such a membership does not violate the fundamental rights of any other individual or group. At present there are no collective bargaining agreements in effect at HNBF, mainly due to the Company’s commitment to foster strong relationships with employees based on mutual trust and respect. Bank believe employment should be at the free will of the employee and no individual is forced to remain in employment should they not wish to do so. Bank encourage managers to maintain ongoing dialogue with their teams in order to obtain feedback regarding employee satisfaction levels. Child labour is strictly prohibited at HNBF and only those who meet the minimum legal age requirements are permitted to work in the Company. As a strict rule, we do not recruit employees below the age of 18 for any of our operations.

Bank advocate equal opportunity at every stage of the employment life cycle and maintain a non-discriminatory approach throughout the employment process including recruitment, selection, evaluation, promotion and training and development of all employees. Bank value all employees and offer equal pay for both men and women in comparable roles and ensure that all HNBF employees receive equal opportunities for growth and development regardless of age, gender or other factors. If an employee makes a complaint regarding any type of discrimination, an inquiry will be held with every effort made to rectify the situation effectively. There were no reported incidents of discrimination during the reporting period.

Conclusion

Although the use of technology in banks has revolutionized the working of banks by transforming them into a technology intensive and customer friendly institution, yet the importance of human capital is not reduced. Human Resource Management is important for banks because banking is a service industry. Management of people and management of risk are two key challenges facing banks. How you manage the people and how you manage the risks determines your success in the banking business. It, therefore, follows from this that organizational goals cannot be achieved without committed and motivated employers in the organization. So, it is highlighted every bank implement different indigenous strategies and aspects on the base of different modern and traditional motivational theories and new trends to build motivated team to achieve their vision.

List of Reference

Annual Report 2019 Hatton National Bank PLC 

 Annual Report 2019 Sampath Bank PLC

  Annual Report 2019 Commercial Bank of Ceylon PLC

  Muluka, K. O (2014). The influence of motivation on performance of employees in commercial banks: case study of commercial banks in bongoma town. https://www.academia.edu/9426159

Rose, G. L. (2015).  “An assessment of the contribution of employee motivation in providing quality customer service in the banking sector, a case of Akiba commercial bank plc Tanzania”. https://www.core.ac.uk/download/pdf/44684901

 

 

 Drivers of Employer Motivation in Banking Sector

Although the use of technology in banks has revolutionized the working of banks by transforming them into a technology intensive and customer friendly institution, yet the importance of human capital is not reduced. Human Resource Management is important for banks because banking is a service industry. Management of people and management of risk are two key challenges facing banks. How you manage the people and how you manage the risks determines your success in the banking business. Efficient risk management may not be possible without efficient and skilled manpower. Banking has been and will always be a People Business (Chakraborty, 2012). It, therefore, follows from this that organizational goals cannot be achieved without committed and motivated employers in the organization. In the words of Allen, “poorly motivated people can nullify the soundest organization (Grewal & Ahluwalia, 2008).

Banks, therefore, need motivated employers who, through their followers, are able to produce extraordinary results and bring high value to the Bank. This strongly underscores the need to motivate the people in charge of the branches of Banks so that they, in turn, can motivate their staff to face the severe competition and challenges of the modern banking sector. In order to have a cutting edge in this area, the right kind of technology is not sufficient – rather a proper organizational climate and the right people competencies become more critical (Rai &Vinod, 2008).

The most banks in Sri Lanka now adopting modern technology, including new delivery channels. But technology no longer remains a major differentiator among banks. It must remember that the key differentiator amongst the banks in the decade ahead will be the ability to harness the human Capital and building a competitive advantage on the strength of their human resources (Rai, Vinod & Ibid 2008).

Middle Managers

According to Subramanyam (2019) Middle managers, in any organization, act as the lynchpin between the Top Management and the employees by themselves being facilitators, nurturers and motivators. They translate the organizational goals and strategy of the Top Management into concrete, comprehensive and recognizable business actions by performing a clever act of balancing the changing dynamics of the employees. Middle managers, who supervise the majority of employees, are key to bringing engagement back (BCG, 2010). Most of the Branch or Middle Managers, many Branch Managers successfully manage the business of the branch even when they do not get adequate support and encouragement from the top management in Sri Lanka. A Study of business performance of these Branch Managers of banks, show they are able to produce, sometimes amazing but unheralded results, by improving productivity and performance of their employees.

Role of Branch Managers of Banks: According to Subramanyam (2019)

• Shape and sharpen the skills of the employees to business needs of the bank and make them     perform at their best.

 • Act as effective facilitators and nurturers enabling their staff to provide excellent, courteous and pinpointed customer service to create ‘a Wow! Customers’ in the branches.

• Encourage the staff to come out with new and innovative ideas to cut down the unnecessary procedural delays to further improve business prospects of the branch.

• Engage, connect and motivate the employees to work willingly and happily by adopting a healthy, positive and flexible leadership style.

•Explore newer business opportunities for the bank branches in order to increase the bottom line of the bank branches

Drivers of Motivation: Based on the foundational theory of motivation and habits of effective people, 8 drivers of motivation have been identified by Subramanyam (2019), which influence the organizational performance. Seven of these drivers are based on the Stephen Covey’s famous “Seven Habits of Highly Effective People”. One more driver - Influence - has been added, making the total Drivers of Motivation (DM) to eight. All these eight drivers are detailed as below:

·   Power of Informing: These attributes will influence an employee to perform better in an organization.

·   Understanding the Mysteries of the Mind: These attributes or trait that facilitates functional efficiency.

·   Basic Instincts and its Influence: Basic Instincts are that part of the personality drawn from inheritance or derived from experience, which makes performance easy and effective.

·     Employee’s Characteristics: Attributes present in an employee, which are pronounced or exhibited in an operational situation.

·     Self-Belongingness: This is an ‘inherent’ desire present in a person which persuade a person to perform better.

·      Workplace Habits: These are beneficial practices, which facilitates harmonious, proactive, healthy relationships leading to continuous improvement in the quality of work.

·     Acquiring Mastery over Skills: That skills set, mastery of which will make a person stand out from all others in an organization.

·        Synergy: The ability to release the potential, but hidden energy, to work together with enthusiasm and coordination, even under adverse and unfavorable situation and discomfort criticisms.

Strategies (Subramanyam, 2019)

·      The Top Management support, which is currently happening at the branches, must continue in the form of frequent meetings, performance enabling workshops, short-term seminars, conclaves, and consortiums.

·     The Branch managers should be continuously motivated for effective transmission at the Branch level.

·     Continuous up-dating of knowledge and skills should be a part of the training centers under each bank.

·    New Skills sets, based on usage of internet technology, need to be introduced on a continuous basis.

·    Cluster approach to empower Branch managers, in order to train them in the case of decision making may be attempted.

·         Regional specific strategies should be evolved to empower Branch managers.

·     The personality of Branch managers should be assessed regularly by changes in demographics and psychographics. This will lead to strategic thinking of changing personalities of the Branch managers.

According to my experience following strategy also used in the Sri Lankan banking sector effectively to motivate middle level managers.

·         Frequent meetings with top management, performance enabling workshops, short-term seminars, conclaves, and consortiums.

·         Frequent branch visit  by the top management short term meetings.

·         Consolidation and strengthening the role of Chief Employee Experience Officer.

·         Implementation of leadership development modules

·         Implementation of an organization wide ‘Service Excellence’ initiative

·         Creation of the organizational competency key to define competency and trainings for identified roles.

·         Cutting edge Performance Management System Talent analytics and HRIS

·         Implementation of self-development training modules that add value to life in general.

·         Rolling out the centralized operations to the network

·          Introduced award winning products

·         strengthen the environment and social management system

·    The Bank has strengthened its credit risk management processes and set up a Centre of Aspiration to improve recovery processes, supporting improvement of this key indicator.

·         Implementation of increment system to enhance the performances.

List of References

Akhtar, Jamal and Kushwaha, AKS 2015, Occupational Stress Levels of Male and Female Employees in Public Sector Banks. Indian Journal of Applied Research,5(10). pp.460-462.

 Alalade, Samson, Y, Oguntodu, James, A 2015, Motivation and Employees’ Performance in the Nigerian Banking Industry: A Survey of Selected Banks. International Journal of Economics, Commerce and Management. 3(4), pp.1-14.

 Kumarasinghe, Sriya, Hoshino and Yasuo 2010, Role and Perceptions of Middle Managers and Their Influence on Business Performance: The Case of Sri Lanka. International Business Research, 3(4), pp.1-16.

Sekaran, U 1989, “Paths to the Job satisfaction of bank employees”, Journal of Organizational Behaviour,10(4), pp.347-59.

Subramanyam, MJ 2019, Drivers of Employer Motivation in Banking Sector - A Radar Design Approach International Journal of Business from Bharatiya Vidya Bhavan's M P Birla Institute of Management, Bengaluru .13(1) pp 48-78. ISSN 0974-0082.

Whetten, David, A, Cameron and Kim, S 1998, Developing Management skills. Addison-Weley educational Publishers Inc., Massachusetts. Fourth Edition. pp.289.

 ROLE OF MANAGEMENT IN MOTIVATING EMPOLEES IN THE BANKING SECTOR

The new awakening of humanism and humanization all over the world has in fact enlarged the scope of applying principle of personnel management in organizations. The development of people, their competencies and the process developing the total organization are the main concerns of personnel managers. According to my experience organizations in banking sectors face the major problems of professional incompetence and lack of motivation among their employees. Therefore, task of the management towards the employee motivation is very crucial.

According to findings of (Muluka, 2014) the Management should enhance following strategies to motivate the employees

1. Establishing Training and Performance scheme

Properly utilized Training and development, selection, job rotation, job analysis, job enrichment, job evaluation, performance appraisal, merit rating would to a greater extent revitalize the workforce. Not all employees progress at the same rate. As a result, it becomes necessary that management give constructive feedback to improve employee’s performance and train them. That process requires evaluating why an employee isn't meeting the expectations, how management can help employer, and working to find a solution.

Training increases a worker’s output and productivity thus a greater chance of commitment. Training makes employees feel worthy and with a higher sense of worth, they feel more loyal to organization. It also provides employees with a feeling of empowerment which motivates to get a job done well. It’s often recommended to increase the skill and work product level of the employees by implementing ongoing training offers (Muluka, 2014). 

2. Establishing favorable Incentives rewards, Promotion, Salary increment system

Incentive pay, based on the quantity of work delivered rather than on the time spent on the job, is particularly beneficial for increasing worker productivity. Merit and hard work must be rewarded adequately. Rewards based on personal influences demoralize the workforce. Include both non-financial and financial mechanisms for rewarding employees’ performance and contributions. Promotions and lateral moves may be long term rewards that recognize employees’ professional growth, expertise, and capacity to contribute to the institution in new roles (Muluka ,2014).

3.Creating favorable Management style

Udoh (1999) says that management has a major influence on employee perception and needs. An employee’s relationship with a manager is the most important indicator of success or failure on the job. Managers have numerous ways to influence employee performance through behavior modeling, constructive feedback, and performance reviews, among other methods. However, these techniques won't succeed unless the manager tries to understand his employees' motivations. Managers who follow a "command and control" leadership model inspire lower loyalty and productivity than those who allow their subordinates some degree of autonomy.

It is important to engage employees in the decision-making process, but create realistic process. Managers and leaders who believe in their employee’s strengths, treat employees with respect, inquire employees for information about their performance and communicate regularly with employees reap a lot from them through a strong relationship and friendship (Muluka, 2014).

4. Providing a safe and non-threatening work environment

A safe and non-threatening work environment is necessary to maintain a high level of employee motivation. Flexible human resource policies, flexible time, work from home, childcare also be liable to have happier and more motivated workers. Employees who feel socially and emotionally disconnected from their co-workers respond by disengaging from the company and the job. Employees who feel a strong sense of social connection at work respond by identifying with their job and their company, and working hard for its success. Rather than focusing on reward and punishment to improve employee performance, companies should work to create an environment in which employees feel a sense of security, some degree of control over their circumstances, an overall sense of support and well-being, and a socially connected, engaging and satisfying workplace (Muluka, 2014).

Basing on the findings of the study: “An assessment of the contribution of employee motivation in providing quality customer service in the banking sector, a case of Akiba commercial bank plc, Tanzania (2015)., the researcher recommended that:

Management should think of increasing new motivational packages which influence performance at the bank. Sales employees and credit officers are the most productive staffs hence the management has to think on how can motivate them by giving them transport allowances or car loans to simplify field where employees go to visit customers and employee spend most of working hours there.

Motivation should be given mostly to the employees and once employee perform well then reward and recognition should be given accordingly. Reward and motivation to employees who exceeded their target and performance and for those who succeeded in challenging assignment is of no doubt and by motivating them will encourage others to perform like them.

Management should also make sure that it improves working environments and working machines equipment. By doing so employees will be comfortable in saving clients and level of employee the image of the bank will portray type of employee working in the office.

Recognition and promotion are another way management can use to influence service quality in bank. So, the management should be open on this and state it well to staffs on how employee qualifies for promotion. The management should think of extending loan and security free because already the staff is working with the bank. Moreover, the management should invest on staff training both indoor and outdoor trainings. This will sharpen skills of its staffs and will improve service quality by acquiring new knowledge and new exposure of what other competitors doing in the market. When a bank is assured of skilled staffs this is really motivational to employees because their comfortable of service they provide to customers and they do it comfortably. Then new employed staffs will learn to the senior employees, will also reduce turnover of staffs.

 

·         Increased investment for talent development

·         Promote our employee innovation and Ideation program with IDEABOX

·         Implementation of a regular employee happiness level monitoring too

·         Drive culture transformation

·         Happy and Bright initiatives for employees

·   HNB Talent Space, an e-learning platform with multiple learning and engagement faculties including peer group discussions

·          Information security and data loss prevention training

·          Digital literacy, Cyber security

·         Launch of Talent Edge a superior dynamic HRIS

·         Centralization of staff loans facilities

List of References

”International Journal of Business trends and Technology", 2(4)-2012. http://www.internationaljournalssrg.org

Muluka, KO 2014, The influence of motivation on performance of employees in commercial banks: case study of commercial banks in bongoma town. https://www.academia.edu/9426159

Mani, V 2010,” Development of Employee Satisfaction index scorecard”. European Journal of Social Sciences,15(1),pp.129-139.

Okan, V and Safakli, L 2012, Universality of Factors Motivating employees in banking Sector of Nothern Cyprus. Turkey.

Rose, GL 2015,  “An assessment of the contribution of employee motivation in providing quality customer service in the banking sector, a case of Akiba commercial bank plc Tanzania”. https://core.ac.uk/download/pdf/44684901.pdf

“The Influence of Employee Involvement on Productivity: A Review of Research- June 2000”. http://www.hrsdc.gc.ca/en/cs/sp/hrsd/prc/publications/research/2000- 002584/page03.shtml.