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.

 Employee Motivation Factors in Banking Sector

The early approaches of motivation emphasize on the needs of the individuals explaining their tendency to be motivated and the efforts exerted in order to satisfy those needs. There were some other approaches which highlighted on the employees’ goal setting. Simons and Enz (2006) says now the employees perform the task not only to fulfill the basic needs but also to increase their values, become successful and satisfied from their performance.

In the banking sector in which I am employed in, the success of the organization mainly reflected by the hard works of employees. Therefore, to achieve the organizational goals employee should be motivated by the external and internal factors.

According to Kumari, et. al (2020) was to investigate motivation factors, and variation of the impact of demographic determinants on job satisfaction across public and private banking sectors in Sri Lanka. The results indicated that the majority of the employees considered job satisfaction as the top motivator among bankers. A number of dependents, education level and distance to the workplace are significant factors on job satisfaction of private sector bankers whereas age and experience had a significant impact on job satisfaction of public sector employees which implies that demographic determinants on job satisfaction vary with the banking sector

Ahmad, et.al (2014) suggest Ways of motivating employee to ensure better performance as illustrated figure 1.0

figure 1.0: Ways of motivating employee to ensure better performance

Source: (Ahmad, et.al (2014)

Communication

Communication is always an effective way to improve motivation and enhance productivity. There should be two-way communication between managers and staff that generate feedbacks on the performance (Ahmad, et.al,2014).

Participation scheme

Participation scheme enables staff to become a member of decision-making team and express their Job views on organizational decisions. This leads staff to be responsible to increase their efficiency and productivity at work (Ahmad, et.al, 2014).

Fringe benefit

If an organization can retain the employees by providing them with the fringe benefit. This prevents turnover if effectively use and increase the productivity (Ahmad, et.al, 2014).

Job satisfaction

job satisfaction refers to employee’s satisfaction with the general work characteristics and it affects the morale of workers. It also relates to the expectations of an employee on the job, the degree of happiness derived from the condition of service. Employee satisfaction is major among several factors that determine the effectiveness of an organization. Employee satisfaction is primary to organizations that are effective (Ademodi & Akintomide 2015; Benrazavi & Silong 2013; Bhatti & Qureshi 2007; Bibi et.al 2012; Bockerman & Ilmakunnas 2012; Dauda et.al 2013; Maithili & Navaneethakrishnan 2014; Parvin & Kabir 2011; Sageer et.al 2012; Yaya et. al 2016; Idiegbeyan-ose et.al 2018).

For the success and survival of company in the competitive market, the most prioritized work of managers is to retain the skilled employees and motivate them to give their best performance. Nevertheless, employees are more interested in doing different jobs at the same time and are not willing to keep long term relationships with organizations. To add up, they are unlikely to be motivated as they use to be before (Ahmad, et. al 2014).

Most of the empirical studies found motivation and job satisfaction to be positively correlated, while hostile work environment is seen as a demotivational factor in the work place (Babalola & Nwalo 2013; Kian et al 2014; Oni-Ojo et al 2015).

The result of the research on: Factors Affecting Employees Motivation in Banking Sector of Pakistan: Akhtar, et.al (2014) provide an innovative attempt investigate the Factors Affecting Employees Motivation in Banking Sector as illustrated figure 2.0

figure 2.0: Factors Affecting Employees Motivation in Banking Sector

                                                                      

                                                            Source :(Akhtar, et.al 2014)

The result suggests that there is positive relationship between financial rewards and employee’s motivation. The firms with higher level of financial rewards are more motivated than others. The results also suggest that the relationship between job design and employee’s motivation is also significant. There is a relationship between supervision and employee’s motivation which is further tested by applying regression analysis. The significant result shows a positive relationship between them. There is relationship between good pay and employee motivation which is tested and proved by statistical analysis. With the help of significant results of regression, it was shown that there is a relationship between personal characteristics and employees’ motivation.

The analysis of the study Drivers of Employer Motivation in Banking Sector - A Radar Design Approach  Subramanyam (2019) shows that factors namely “Fair wages and Promotion”, “Health and other services” , “Work environment” , “Job Specification”, “Prestige and Request” , “Management Policies and Style” , “Non-Cash Benefits”, “Sports” and lastly “Setting and Defining Goals”  “Company Policy” , “Quality Supervision”, “Relation with worker” , “personal life”, “rate of pay”, “job security” and working conditions”  play a significant role in motivating employees in the banking sectors. The result of this study correlates with the previous conducted study such as Ruthankoon and Ogunlana (2003), Mc Clelland (1975), Naylor (1999), Leach and Westbrook (2000) according to whom the factors cited above motivate employees to perform better thus helping banking sectors to direct their attention to the above motivating factors in order to achieve organizational success.

List of References

Ahmad, N, Ahmad, RR, Mangi, R, Paleishah and Susan, A 2014, ” Factors Motivating Employees in Public Sector Banks", European Academic Research, 2(5), pp 6005-6021.

Akhtar, N, Aziz, S, Ali, A and Salman, M 2014, ” Factors Affecting Employees Motivation in Banking Sector Pakistan”, Journal of Asian Strategy, 4(10), pp.63-81.

Baldoni, J 2005, Motivation Secrets. Great Motivation Secrets of Great Leaders. [Online] http://govleaders.org/motivation_secrets.htm

George, JM & Jones, GR 2005, “Understanding and managing organizational behavior”, (4th ed.). Upper Saddle River, NJ, Pearson Prentice, New York: McGraw-Hill.

Graham, S 1999, what employers must do to Motivation. in African Americans.

Idiegbeyan, J, Aregbesola, A, Owolabi, SE and Eyiolorunshe, T 2019, “Relationship between Motivation and Job Satisfaction of Staff in Private University Libraries, Nigeria.”: Academy of Strategic Management Journal,18(1).

Kumari, KWSN, Jayasinghe, GJMSR and Sampath, JKH 2020,” Employee Motivation Factors in Banking Sector: A Study on Qualitative and Quantitative Analysis”, Journal of Social and Political Sciences,3(1).

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.