GREENWICH SCHOOL OF MANAGEMENT: GROUP PROJECT

  As a consultancy group of three people, explain in detail how you would seek to enhance motivation of staff members in a financial sector organisation.  And explain why these may differ from effective method utilised within the industry/sectors in different economic and political times.     I EXECUTIVE SUMMARY             The financial sector organisation chosen is the Guarantee Trust Bank of U.K (abbreviation GTB or GTBank).  First and foremost, GTB is one of the fast growing banks in U.K.   It is reliable effective and strong with capital base of £1.5billion and has a number of experience and diligent staff all over their branches.  However, the more needing effect hereby is to motivate the staff and their morale at work which could help lead to staff retention and better performance.          The question is what is motivation and how can it be enhanced?  Every professional is at one time or another faced with the challenge of finding the motivation to perform a task or to fulfil an obligation.  Motivation is the individual drive that causes people to behave in a particular way.  Motivation is very personal.  Different people are motivated by different rewards, experience and circumstances.  The motivating force that causes one individual to get up every morning would not necessarily be enough to get their next door neighbour out of bed.  It is because of the personal nature of motivation that managers, co-workers, and individuals are continuously seeking to develop a better understanding of what is necessary to create motivation.        i Content Theories        a,   Abraham Maslow`s Theory                    According to Content Theories – ‘What Motivate Employees’ – this consist of Maslow’s hierarchy of needs.  Going by Abraham Maslow’s theory, there are five basic needs – physiological basic needs (food, water, sleep, oxygen, warmth, and freedom from pain); safety needs (protection against danger, threat, deprivation); social needs (the need for belonging, acceptance, friendship), self-esteem needs (reputation, status); self-actualisation (the need for realising one’s own potential for continual self development) – comprises of lower and higher-order needs.          Maslow claimed that as each level of need, starting with the lower-order needs, is gratified, people seek a higher-order need (see figure 1.0).  People start by seeking to satisfy their physiological needs and when those are satiated, safety needs emerge, and so on.  Social belonging, esteem, and self-actualisation are growth needs - in other words, they are needed for growth beyond a basic level of existence.  The two lower-order needs, physiological needs and safety are deficiency needs.  This means that if a deficiency arises at some point for whatever reason in the individual’s supply of physiological necessities or feeling of physical safety, redressing this deficiency can temporarily become more important than fulfilling the higher-order of needs.            When all the deficiency needs are again satisfied, the individual can

again be motivated by growth needs, first seeking rewarding social relationships, then prestige, recognition and achievement then the highest category of growth, self-actualisation, which is the desire for self-fulfilment through personal development of one’s potential.  This can be expressed in many different ways, including maternally, paternally, occupationally and artistically.            Maslow’s theory has long had appeal partly because it appears to be so readily applicable to most situations; however, on close inspection the attractiveness of theory is its vagueness and difficult to disprove.  The distinction it makes between lower-order needs (physiological, safety) and higher-order needs (social, esteem, self-actualisation) is one that has intuitive appeal to students and business practitioners from different backgrounds and cultures partly because it is imprecise and open to a wide variety of interpretations.  Nevertheless, the hierarchy retains significance for business and management students by drawing attention to the prominent role of intrinsic motivation in ensuring that work is satisfying for employees.    

Self Actualisation

   

Esteem    

Social    

Safety    

Physiological      

Fig 1.0  Maslow’s Hierarchy of Needs                   Motivation is important in both staff’s personal and professional lives.  Motivation has always been a push that gets staff/employee to get started, or the gasoline that keep them going.  There are different opinions about what motivation actually is.  Some theorists feel that it is anything that leads to people achieving more than they would otherwise do.  Others feel that motivation is the process of satisfying the needs of a person, so that the person is motivated to carry out his or her duties as well as can be done.  If the second opinion is taken, then it follows that if one can identify an individual’s needs, then it should be possible to motivate a number of staff/employee.  However, individual needs are complex and changeable and so motivation is not as simple as it would first appear.  For many years, management theorists have considered the concept of motivation and there has been much disagreement on the matter.       

        A motivator is a thing or action that makes an individual to perform.  Motivators are the rewards or incentives that drive people towards achieving results.  Thus, people are motivated towards achieving results by motivators.  When results have been achieved then satisfaction is experienced.  Much of the discussion regarding motivation is based around the question of what things actually work as motivators.         b,  David McClelland’s theory                 David McClelland’s also argue the issue of needs for motivation.  In his well-known theory of needs for motivation focuses on the needs of achievement, power and affiliation.  He illustrate that people with high needs for achievement seek jobs and tasks in which they have personal responsibility and can obtain quick feedback on their progress and attainment.  High achievers are moderate risk takers, preferring the odds of success to be even or in their favour.  They are not motivated by success that can be put down to good luck, preferred outcomes that they believe are a consequence of their own achievements.  People with a high need for power seek situations where they can have power and influence over others.  They like to be in position of status and authority, and frequently will aim to increase their influence over other sin preference to concentrating an effective work performance.  Lastly, people with a high need for affiliation are motivated by being liked and accepted by others.  They are most motivated in work situation where there is high degree of co-operation and where greater priority is given to attaining mutual understanding among the group rather than to competition between individuals.            In nut shell, the achievement need is the drive to excel and to achieve according to standards set by both others and oneself; the need for power is the need to make other behave in a way they otherwise would not behave; and the need for affiliation is the desire for friendly interpersonal relationships.  McClelland’s research found that high achievers – who sought situations in which they gain personal responsibility, get feedback, and undertake moderate risks – were people who tend to be successful in entrepreneurial activities; however they are not always the best general managers.  Ti is the needs for power and affiliation, according to McClelland, that are related to managerial success, particularly in large organisation, the best general managers having a high need for power and a relatively low need for affiliation.   1.0 INTRODUCTION                   There are no gainsaying that motivation has a significant role to play in an organisation of GTBank.  This is because motivation can have an effect on the output of their business and concerns both quantity and quality.  See it this way:  the organisation relies heavily in the efficiency of their productive staff to make sure services are executed to meet the demand of the customers.  If these staff members lack the motivation, per adventure to carry out full service to meet the demand, then the company face a problem leading to disastrous consequences.           However, the employees are greatest asset of the organisation and no matter how efficient the technology and equipment may be, it is no match for the effectiveness and efficiency of the staff.  More so, the size of the organisation is irrelevant; whether the top-level & middle level of management are trying to get the best out of fifty of their staff or just one, everyone needs some form of motivation.  Motivation is

something that is approached differently by different businesses and the responsibility of its integration lies with all immediate supervisors or managers of staff members.   It is therefore the business of the company to initiate motivation as a strategy to attain corporate goals.   “Enhancing motivation of staff members in a Guaranty Trust Bank (UK) Ltd is one of the greatest challenges.  High levels of motivations are directly connected to high levels of productivity.  Increasing productivity is always a major goal to be considered within the company.  A lack of motivations in the workplace is a major issue for any organisation and is associated with staff members who see no value in the work that they do or see no reason to achieve the goals set out for them (“incentive”).  Therefore understanding the role that motivation, both internal and external, can play in the workplace is crucial to creating a work environment in which all can succeed and thrive.  Unfortunately, increasing motivation can be a tricky endeavour, one that has its pros and cons”.          Depending on how motivated staffs are, it may further determine the effort they put into the work and therefore increase the standard of the output.  However when suggesting the factors that determine the motivation of an employees in the workplace, almost one would immediately think of high salary.  This answer is correct for the reason that some employees/staff members will be motivated by money, but almost wrong for the reason that it does not satisfy others (to a lasting degree).  This supports the statement that human motivation is a personal characteristic, and not a one fit all option.          Nevertheless, salary, benefits, working conditions, supervision, policy, safety, security, affiliation and relationships are all externally motivated needs.  These are the first three levels of “Hewlett’s hierarchy”.  When these needs are achieved, the person moves up to level four and then five.  Thus, if level one through three are not met, the person becomes dissatisfied with their job.  When satisfaction is not found, the person becomes less productive and eventually quits or is fired.  Achievement, advancement, recognition, growth, responsibility and job nature are internal motivators.  These are the last two level of “Hewlett’s Hierarchy”.  They occur when the person motivates themselves (after external motivation needs are met).  An organisation that meets the need on the Hewlett’s Hierarchy will see motivated employees and see productivity increase.  Understanding the definition of motivation, and then apply it, is one of the most prevalent challenges facing an organisation.  Companies often spend thousands of pounds each year hiring outside firms just to give motivation seminars.   2.0   MAIN KIND OF MOTIVATION                 There are two main kind of motivation:  Intrinsic and Extrinsic.   2.1   Intrinsic motivation   This refers to motivation that comes from inside an individual rather than any external or outside rewards, such as money or grades.  The motivation comes from the pleasure one gets from the task itself or from the sense of satisfaction in completing or even working on a task.  An intrinsically motivated workforce will work on a solution to a problem because the challenge of finding a solution provides a sense of pleasure,

or an intrinsically motivated person will work on a math equation, for example, because it is enjoyable.  In neither case does the person work on the task because there is some reward involved, such as a prize, a payment, or in case of students, a grade.   2.2 Extrinsic motivation   This refers to motivation that comes from outside an individual.  The motivating factors are external, or outside, rewards such as money or grades  These rewards provide satisfaction and pleasure that the task itself may not provide an extrinsically motivated person will work on a task even when they have little interest in it because of the anticipated satisfaction they will get from some reward.  By and large, it doesn’t mean, in the real sense of it, that a person will not get any pleasure from working on or completing a task.  It just means that the pleasure they anticipate from some external reward will continue to be a motivator even when the task to be done holds little or no interest.   3.0 Requisites to Motivation   There were requisites to motivation; if at all motivation has to be made effective

        Staff members have to be motivated to motivate   Motivation requires a goal         Motivation once established, does not last if not repeated         Motivation requires recognition         Participation has motivating effect         Seeing staffs progressing motivates others         Challenge only motivates if one can win         Everybody (staff, manager, etc) has a motivational fuse i.e. everybody can be motivated

        A motivated workforce is more likely to achieve the objectives of a business, as people strive to attain whatever motivators they are being offered.  Thus, effective motivation is of great importance in an organisation and should not be overlooked. However, to enhance motivation of staff member of a Guaranty Trust Banks, there are several numbers of issues to be considered:   4.0 POPULAR MOTIVATIONAL STRATEGIES  

        Empowerment:  This could be achieve when a staff members of GTB is allowed to set their own work goals, make decisions, and solve problems within their sphere of responsibility and authority.  This strategy gives the staff members the means by which they can exercise power over their working lives.  Empowerment can be equally through informal systems or through the more

formal system of autonomous work groups.  These provide staff members with autonomy and decision-making powers and aim to increase motivation while also improving flexibility and quality, thus adding value to the organisation.

       Empowerment involves

        Recognising that staff members are capable of doing more         Making staff members feel trusted and confident to carry out jobs and make                 decisions without supervision         Recognising staff members’ achievements         Creating an environment where staff members wish to contribute and to be                involves.

       With such system in place, empowerment is likely to lead to improved motivation,  reduced labour turnover, reduced absenteeism and in turn an increase in productivity.  

        Delegation: This is a process of entrusting authority and responsibility to other throughout the various levels of the organisation. According to J.D. Mooney, ‘Principles of organisation’ delegation means the conferring of a specified authority by a higher authority.  In its essence, it involves a dual responsibility.  The one to whom authority is delegated becomes responsible to the superior for doing the job, but the superior remains responsible for getting the job done.  This principle of delegation is the centre of all processes in formal organisation.

        Delegation is therefore a matter of sound economic as well as good organisation.  It is a principle of delegation that decisions should be made at the lowest level in the organisation compatible with efficiency.  It is a question of opportunity cost.  If decisions are made at a higher level than necessary they are being made at greater cost than necessary.  Therefore, staff members of GTB can be motivated by senior managers delegation of authority and responsibility which might lead to optimum use of human resources and improved organisational performance.          By delegating authority to the staff members, there will be best use of time for the senior managers, since time is one of the most valuable, but critical resources.  Delegation leaves the managers free to make profitable use of time to concentrate on the more important tasks and to spend more time in managing and less in doing.  

        Participation:  This can be achieved by giving staff members a voice in making decision about their own work.  This allow them to feel belonging and relevant to the organisation.  Thus motivate staff members wanting to be better in their organisation task.           Reward systems:  these can be break down into three system, namely reward system; merit system; and incentive system:

 

   o      Reward system: The formal and informal mechanism by which the staff member performance is defined, evaluated and rewarded.  This could be in form of extrinsic rewards, which are not               directly related to the work itself but are associated with doing their job, for example, financial incentive, fringe benefits, good working conditions and interaction with people at work.

  o       Work system: This is a reward system whereby staff members could be made to get different pay raises at the end of the year depending on their overall job performance.

  o       Incentive system: This is a reward system whereby staff member could be made to get different pay amounts at each pay period in proportion to what they do.

  5.0 MANAGERIAL ACTIONS FOR INCREASED MOTIVATION         Motivation is achieved through different factors with different staff member.  It is therefore important to find out these factors for each staff member which can be put into action once identified.  The best way of identifying these factors is to issue an employee appraisal.  However to motivate staff member, it is essential to identify the approach of considering to offer a financial or non-financial motivation.       5.1  FINANCIAL MOTIVATOR:            This increased motivation through financial rewards is a method that is most common when businesses rely on the quantity of the output of employees.  Thus a staff member could be motivated with the motivation of commission payment scheme.  This is a situation where the organisation relies on selling their product or services through the means of personal sales (telephone, door-to-door etc).          Another is the issue of fringe benefits can be used to motivate staff member of the organisation, instead of increasing wages or salaries such as company cars, private health, or interest-free bans from the business.  These benefits are often valued higher than wage increases and can be less expensive for the business to provide.         Another financial motivators is the offer a share of the organisation profits, say 5% which is split between a staff members.  This incentive can influence team working in the organisation.          Sometimes staff members may only have motivation to get a task done quickly without care to the quality of the outcome (i.e. service).  In which case, the introduction of quality related bonus pay which determines their salary could be employed.  This salary will be up for review twice a year and reflects their value in the organisation with respects to, for example, the standard they complete tasks as well as personal sale records, achievements and so on.  This will give the staff members the motivation to complete tasks to a high standard and a desire to further

excel in the future in order to gain a higher salary and of course, the feeling of achievement (priceless).          The issues of time rate or ‘wages’ can be used to motivate staff members, since it involves paying by the number of hours worked.  This could motivate staff to put in more hours of work.  Also the use of overtime, where extra pay for work done over and above normal working hours.  It is usually paid at a higher hourly rate, e.g. double time means twice the normal hourly rate.  This can motivate staff members to work extra hard.           There were also holiday pay entitlement, time off, shift payments (usually paid for working unsocial hours such as night work), bonus payment (a special single payment for achieving a target).  However paying extra money for jobs with difficult hours will usually encourage staff member to apply for extra work hour.           A loyalty bonus on one hand can be used to persuade staff member to stay with their employer for a long period of time.  Staff members may not want to work longer than their contracted hours but they can often be persuaded to do so by receiving a higher rate of pay.            More so, the use of perk could be used to motivate staff member in which case the organisation might provide cars; health insurance; free uniform; discounted products and first class travel.  It is often cheaper for the organisation of GTB to provide goods rather than the money to buy them with.  A good perk will make an employee reluctant to leave the business.   5.2 NON-FINANCIAL MOTIVATOR          Most staff members work to satisfy needs of one kind or another.  Non-financial motivators are things other than money that motivate people to work.  Abraham Maslow developed his hierarchy of needs based on research about what motivates people to work.  He suggested that there were 5 levels of needs that influence a person’s behaviour.  As explained earlier on, in the hierarchy the things at the top are more important than those at the bottom.          Maslow said the lower levels have to be satisfied first.  Only when these needs have been satisfied will the individual strive to satisfy the higher needs.  For example, hungry, cold, people will seek food and shelter first.  Once they are well fed and comfortable, they will turn their attention to higher needs, for instance the pleasure of being with colleagues.          Therefore the question pose by Maslow is how can an organisation like GTB provide for these needs?  Firstly basic needs – a fair wage, a meal and rest facilities could be made available to staff members.  Secondly, safety needs – job security, safe working conditions, and pension schemes should be provided, to make staff feel sense of belonging and secure without panic for the unknown contingency of their future.  Thirdly, social needs – met by introducing team work and perhaps providing social facilities like a club or sports pitch.  Also, the provision of network internet computer and a WI-FI game, as well as offering end of the year party for party staff members to feel that their work were acknowledge.  Fourthly, self-esteem needs – this is about

how others see themselves at work and can be provided for by rewarding staff with status symbols like cars, offices and new jobs titles.  Allowing staff to gain qualifications at work can boost self esteem too.  Fifth, self-actualisation – this is allowing staff members to achieve their full potential.  The organisation must ensure that promotion is possible and that there are opportunities to use initiative.          The staff member could be motivated in this aspect by giving them more responsibility so that they feel their contribution is more valuable to the business and that their role is of higher importance.  Further, the organisation can promise the chance of promotion if they reach a certain standard or target, the process of appraisal, which is a huge motivator to employees.  This is because they will be recognised for the value they add (or do not add!) to the company by reviewing their progress and achievements over a certain period.          The following are non-financial motivators that can be introduced in the company.  To some degree they can also be seen as process that reduces job dissatisfaction:   5.2.1 Job enlargement : This involves expanding the job of a staff member that has them doing more work of a similar nature to what they already do.  This may be allowing them to complete the whole task instead of just part of it.  For example the staff member could be assigned to render a bank services to their customer as well as corporate advice and follow up on the progress of the service and its feedback from customer.  This process ideally removes the boredom out of the job by eliminating the repetitiveness out of tasks and allowing them to complete the whole process, further increasing their responsibility.         In theory, job enlargement equally motivates staff members through giving them recognition, improving their promotion prospects and increasing the feelings of achievement arising from the job itself.  Thus encourages staff member’s satisfaction in their work, as they are completing the entire process.         Job enlargement is more efficient if the staff members are organised in groups, so that each staff member can be trained to do all jobs in the group.   5.2.2 Job Rotation : This involves allowing staff members to change the nature of their job periodically.  For instance, the organisation may give the staff member administration duties one week, marketing the week after, and then back to their original job of sales the following week.  This cycle will then be ongoing.  The purpose of this is that the employee again, is satisfied by reduced boredom and also motivated by the achievement of increased skills and experience to be gain. The organisation gains from cross-training and the potential for feedback and improvement ideas.          It is also argued that due to their wider range of skills, it will makes staff members become more flexible since it has the useful side effect of ensuring that if one person is absent, others can cover the job without difficulty.   5.2.3 Job enrichment : This is similar to job enlargement, the company can enrich the staff member’s job by expanding their tasks to give a higher level of responsibility in

the nature of work they do.  It actually means giving the staff members greater responsibility and offering them challenges that allow them to utilise their skills fully.          The idea of job enrichment came from Hertzberg’s two factor theory.  Whereas job enlargement expands the job ‘horizontally’, job enrichment attempts to give staff member greater responsibility by ‘vertically’ extending their role in production process. A staff member of GTB for instance, may be given responsible for:

        Planning a task         Quality control         Work supervision         Ordering material         Maintenance

          Hertz berg suggested that only job enrichment is likely to provide long-term job satisfaction.  An enriched job should ideally gives staff members a ‘challenge’, which will develop their ‘unused’ skills and encourage them to be more productive.  The aim is to make workers feel they have been rewarded for their contribution to the company.  Staff members will also be provided with varied tasks, which may possibly lead to future promotion.   5.2.4 Job redesign : The dissatisfaction within financial incentive schemes reached its peak in 1960s and 1970s.  In response the ‘Quality of Working Life Movement’ began to develop ideas which were based around the ‘human relations school’, as first outlined by the Hawthorne studies, it was argued that workers were likely to be motivated by non-monetary factors and that jobs needed to be designed or redesigned to take these factors into account.  However, job redesigned could be applied by designing a better fit between staff members and their jobs:  

        combining tasks         forming natural work groups         establishing client relationships

       In 1968, Fredrick Herzberg published an article in the Harvard Business Review (HBR) that by 1987 had sold 1.2 million reprints, the largest sale of any article in HBR’s history.  The article was republished in 1987 as an HBR classic, entitled “one more time: How do you motivate employees?” Herzberg proposes that the key to motivating employees lies in job design and job enrichment.  He argues that there has been a series of myths about motivation and cites nine personnel practices that in his view are failed past attempts to until motivation.   Reducing the time spent at work, he says, will not motivate employees because motivated people seek more hours of work, not fewer.  Increasing wages or reducing them in an economic depression, does not motivate people either.  Fringe benefits, he suggests, have become an expectation and one unlikely to motivate.  People take for granted having to work only five days a week and for less than ten hours a day.   He also presents further research evidence, found in a job-attitude study conducted in six countries, supporting the importance of motivators.  They were found to be important in contributing to job satisfaction while hygiene factors at best reduced the occurrence of job dissatisfaction (see fig 2)

                                           Herzberg provides a model of job enrichment that is consistent with the recent focus on serving the customer and that highlights the contribution of learning and feeling in business performance.  In the model, employees work closely together in serving clients and understanding and developing the product.  Five ingredients are proposed as contributing to client- and product-focused learning and feeling:  control over resources, self-scheduling, personal accountability, direct communication with authority, and direct feedback.  Herzberg warns that personnel practices in the 1980s have become too focused on hygiene factors and serving the bottom line.  He proposes that the work ethic and the quality-of-work-life movement have succumbed to what he says are the abstract and emotionless fields of finance and marketing.  Job enrichment, he asserts, is still the key to designing work that motivates employees.   5.2.5 Multi-skilling : This is a term used to describe the process of enhancing the skills of employees.  This can be apply to the staff member to enhanced their motivation.  It is argued that giving individuals the skills and responsibilities to deal with a greater variety of issues will allow a company to respond more quickly and effectively to problems.  For instance, a receptionist might have been trained to pass on calls to other people in the company.        Multi-skilling this job could mean that the receptionist now deals with more straightforward enquiries himself/herself.  This would result in a quicker response to the customer’s enquiry.  It would also free up time for other people to work on more demanding activities.  Certain motivation theories suggest that giving individuals more skills and responsibilities can improve their work performance.   5.2.6 Quality Control Circles : These are small groups of workers (about 5-20) in the same area of production who meet regularly to study and solve production problems.  In addition, such groups are intended to motivate and involve workers on the shop floor.  Unlike job enlargement and job enrichment, they allow the workforce directly to improve the nature of the work they are doing.           This can equally be apply to the staff members of GTB, where staff members group themselves in the same area, for instance finance or sales and so meet regularly

to study and solve related finance or sales problems.  Thus, the groups could motivate and involve other staff members on the managerial floor.           Quality control circles are only likely to work if they have the support of both management and staff members.  Also company have to accept staff member participation and involvement in decision making, and set up a structure that support the scheme.   5.2.7 Team working : This is a system that can be employed into the organisation where banking tasks is organised into large units of work and a group of staff members allocated to work together in order to meet shared objectives.          Team working contrasts with systems where individual staff member takes on smaller, more fragmented processes, characterised by a high division of labour.  A team of people working on a larger task will need to be multi-skilled, well trained and motivated by more than piece-rate rewards received by workers carry out a single, repetitive task.           By using team working, an organisation get a more motivated, flexible workforce that can cover absence more easily.   6.0 OTHER MOTIVATING FACTOR –        Other motivating factor to be apply to the staff members to strongly motivate them within the organisation of GTB are as follows:  

        Individual respect & trust         Challenging work         Encouragement from the organisational management         Financial security         Opportunity to express creativity         Job security         Opportunities for improvement and advancement         Unified work environment         A project approaching completion         An approaching vacation         Recognition from others         Merit awards and good benefit         Positive relationship with customer         Expressing appreciation for job well done         Recognise achievement         Constructive criticism         Effective and interpersonal communication         Detailed instruction

  Team Spirit – Creating an environment of camaraderie.  Staff members work more effectively – they don’t want to let others downs.   Recognise achievement – making a point to recognise achievements on-on-one and also in group setting.  Staff members like to see that their work isn’t being ignored.

  Personal stake – thinking about the personal stake of others.  What do they need?  By understanding this one will be able to keep staff member happy and productive.   Concentrate on outcome – no one likes to work with someone standing over their shoulder.    Focus on outcomes – management of organisation should make it clear what they want and cut staff members loose to get it done on their own.   Trust and respect – giving the staff members the trust and respect they deserve and they will respond to requests much more favourably.   Create challenges – staffs are happy when they are progressing towards a goal.  Giving them the opportunity to face new and difficult problems and they will be more enthusiastic.   Let staff be creative – the management of the organisation should never expect everyone to do things their ways.  Allowing staff member to be creative creates a more optimistic environment and can lead to awesome new ideas.   Constructive criticism – often staff member don’t realise what they are doing wrong, the management should let them know.  Most staff want to improve and will make an effort once they know how to do it.   Demand improvement – the organisational management should never let staff members stagnate.  Each time someone advances the management can raise the bar a little higher.   Make it fun – the management should make it fun, because work is most enjoyable when it doesn’t feel like work at all.  Let the staff have fun and the positive environment will lead to better results.   Create opportunities – giving the staff the opportunity to advance.  The management should let them know that hard work will pay off.   Communication – keeping the communication channel open by being aware of potential problems, management can fix them before a serious dispute arises.   Making it stimulating – this actually means mixing it up.  The management should never ask staff members to do the same boring tasks all the time.  A stimulating environment creates enthusiasm and the opportunity for “big picture” thinking.     …  And   explain why these may differ from effective method utilised within the industry/sectors in different economic and political times                     This is different from the effective method utilised within the industry in different economic and political times.  This is because the method used in GTB was

autocratic leadership style, where one manager set objectives, allocate tasks, and insist on obedience.  Therefore the group become dependent on him or her.  The result of this style is that staff members of the group are dissatisfied with the leader.  This results in little cohesion, the need for high levels of supervision and poor level of motivation amongst staff member.            Although autocratic leadership may be needed in certain circumstance, for example, in the armed forces, where there may be a need to move troops quickly, and for orders to be obeyed instantly.            Also, the method of centralising authority and responsibility to manager and never allow staff member to take group responsibility or participate in decision making process. The reason is that staff members are seen as a co-workers hired and assign tasks to, and made to carry out task dictated to by the managers.          In this type of organisation possibility that staff member work hard to their best interest of the organisation are never been appreciated instead they received no positive comment because they are paid staff member and they are meant to work toward the objectives of company and so their work is not considered having positive recommendation or recognition.  Under this system of management, monitor and supervision of the manager is seen as being objective and subjective to their subordinate staff members.          The aspect of division of labour where individual staff member undertake a task purely because he/she is qualify in that area of specialisation and his allocated a particular task relating to its discipline and individual worked based on that killed knowledge by dividing the job, does not allow flexibility and thus, lead to boredom ness and not motivating the staff member.  The reason being that if an accountant is not around, no individual staff member cannot take up his task in the interim.           More so, organisation of GTB and its management have fear of delegation of responsibility and authority to staff member with the fear that individual staff member can abuse the opportunity in favour of themselves instead of that of the company.  The risk of delegation as envisage by the company is that staff member can gang up forming an opposition staff unionism which might not go down with the running of the organisation.  Mostly, GTB found almost the slightest way of avoiding staff member freedom of will and choice in the company.           The use of assertive words like commanding tone, or unfriendly reprimand action from the manager to the staff member when fault arises within the uncontrollable capacity of staff member has been a methodising by the company.  Suffice to say there s no individual trust and respect for the staff member.   The issue of time management is out of place – staff member work Monday till Friday and they are paid salary.  The question of what will happen if the staff doesn’t turn up when called him/her sick is undermined.  However, there is more pressing issue why the effective method used by the organisation might not motivate staff member.    *  Theory X and Y  

       According to Douglas McGregor in 1960, published “The Humans Side of Enterprise” it was an attempt to apply the implications of Maslow and the work of Taylor and Mayo to business.  In it, he give different reasons why people work.  He coined the terms Theory X and Theory Y to describe these differences.   Table 59.3 shows the main ideas of the two.                                            Theory X assumes that people motivated by money are the workers that are lazy.  If this is accepted, then the only way to get people to work is by using strict control.  This control can be one of two form as used by the company in question.  One method is the use of coercion – the threat of punishment if rules are broken or targets not achieved.  This is often known as the ‘stick’ approach.  The problem with threat is that they are only effective method if the staff member of GTB being threatened believes that they will be carry out.  Modern employment laws and company wide agreements have made this difficult for managers.  For this reason, a ‘carrot’ approach may be more suitable.  People have to be persuaded to carry out tasks by promises or rewards.           Theory Y, on the other hand, assumed that given the staff member a free will of democratic lifestyle of leadership they are most motivated by those of things at the top of Maslow’s hierarchy.  In other words, people are responsible, committed and enjoy having control over work.  Most staff member, given equal opportunity, will get involved in work and contribute towards the solution of a problem that may arise.  This theory is similar in some ways to the Human Relation School .             In practice, it could be argued that most emphasise of the organisation of GTB is on the use of money (in term of pay packages and salary review) and control to encourage workers to behave in the ‘correct way’.  A representative of a banker’s union wrote in the ‘independent on Sunday’, “The lower down the ladder you are, the less control you have over your work environment.  Managers can do as they please, stretch their legs whenever they want.  Administrative or clerical staff members, if they don’t complete a given number of key strokes in an hour or a day, half the time they don’t know what they are doing.  They don’t see any end product.  More and more work has been downgraded.”

  ** Latham and Locke’s Theory               Latham and Locke in 1979 stated that the advantage of goal theory is that it has clear practical applications for managing and motivating people.  Latham & Locke’s goal-directed theory observe that mostly managers are not in a position to change staff member’s personalities and the best they can do is to use incentives to direct staff member’s energies towards the goals of the organisation.  Money, they say, is the primary incentives, but there are many others, such as participation in decision making, behaviour modification (using structured systems of incentives to modify staff’s behaviour), and organisation development.             Latham and Locke reported on laboratory experiments showing that individual staff members who were given specific, challenging goals outperformed those who were given vague goal like that of the Guaranty Trust Bank Plc.  These experiment’s quite applicable to pay and performance feedback resulted in improved performance only where the feedback led the individuals to set themselves higher goals then they had before.            The authors also reported studies they undertook to help managers improved the productivity of staff members.  Giving a number of able bodies’ staff member’s specific production goals, such as the amount of clerical work or administrative paperwork to be collected, sorted out and filled up, was found to increase productivity – when it was combined with a supervisory presence on site.  Staff members on their own without supervision tended to under-perform.  When there was an atmosphere of trust between managers and subordinates, staff members given the most demanding goals were discovered to out-perform others, having higher rates of productivity and lower rates of absenteeism, injury and employee turnover.  However, Guaranty Trust bank have little or no trust relations with their staff members.  This is as a result that, element of trusts as always make staff member dodgy and mistrust of funds put in their custody, for example, the issue of bank fraud has raise a number of issue regarding trust among managers and staff members.   7.0 CONCLUSION       I  Victor Vroom Book Work                 Above all, Victor Vroom’s Book Work and motivation is regarded by many as a landmark in the field of motivation.  His theory assumes that human behaviour is goal-directed and that work will be more motivating when it provide the opportunity for goal attainment and need satisfaction.  Vroom developed what is known as expectancy theory, in which motivation is a function of each individual’s expectation that his or her behaviour will result in outcomes that have psychological value.         II Expectancy Theory        It is predicted, according to expectancy theory, that individuals will behave in ways they think are likely to lead to rewards they value.  This, however, appeared effective motivators, does not sound as any of the effective methods employed by GTB towards their staffs.  Therefore, the theory’s recommendation for managers at GTB is that

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