Oman International Bank is a national owned bank established in 1984. The has 84 branches in Oman and 2 in India and Pakistan. With over 900 full time employees this report aims to illustrate the motivation issues in the bank by highlighting the problem of low morals among the staff, this problem is associated with other staff complains about promotions, leaves, training, incentives, increments, and self development programs. In order to discover the motivation constrains in the bank Human Resource Department personnel manger has been contacted and interviewed. He said the major reason behind the low staff morals can concluded in the whole organization behavior, Thus, its rather can be discussed and serenaded in the total managerial contents than treating this issue separately. The bank has assigned a single trained staff trying to understand motivation discrepancies evinced among employees. Motivation theories are means where they can be very helpful to reengineer motivation to work, e.g, Maslows needs hierachy, Expectancy theory and Motivation-hygiene theory. The HR found a lack of attention to human mental and morals which was an evidence of employees dissatisfaction and organizational commitments. The management recommended to develop an understandable and measurable performance appraisals objectives and to train managers to be proactive and implement instant problem solving with regard to motivation outcomes.
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Motivation is thought of success, which is part of the culture of work if employers understand this dimension of us creative and productive in the preparation and they were on the level of expertise to understand the characteristics of their workers and respect for their talents and create a motivated them to work, success and creativity, they have developed their partners and their institutions on the road to success and development standards of competition in the Information Age. According to Andrzej A., and David A. (2007), motivation can be explored from three related perspectives: Goals, decisions and influences, the innate cognitive drives are driven by number of needs as demonstrated by Abraham Maslow's hierarchy; biological needs, safety needs, affiliation needs, esteem needs, the need to know and understand, aesthetic need motives, the need for transcendence, the need for freedom of enquiry and expression, and self-actualization needs. Motives direct behavior associated with man perceived outcomes and rewards. On the other hand M.S. Srinivasan (2008) wrote that most modern motivational theories suffer from two inadequacies; a lack of sufficient attention to motives of mental, moral and spiritual being in humans and a too heavy insistence on performance rather than on growth.
Â Managers first :
By understanding the behavior of the manager and his subordinates is very important, since we are thinking of affective and strongly persons who communicate with employees Managers must give attention to personal ambitions and the aspirations of the workers in order to motivate knowledge effectively. "If the priority is given to motivate we are certainly motivated and aware that staff career has all the qualifications for success, success does not mean achieving the goals set only in the different tasks, but it means a team is creative and capable to act in case of your absence. To achieve this, the approach of sharing and cooperation more effective than the authoritarian approach. Followed by managers in most cases, training on leadership, but leadership skills are not enough to become a good manager, because leadership is not only part of the work of the Director, it is necessary and inevitable, and there are other important qualifications must be acquired as well", said manager personnel.
Management with a view to motivating:
Positive working environment is one of the foundations of the core motivation, the bank workers are right to increase attention and understanding and also want efficient frameworks delegated tasks in order to increase independence and participation group, so that employees wishing to run their potential better, and delegated responsibilities that correspond to the answer of the needs of the bank, and after evaluation of the interest and strengths of employees bank has. The bank should increase attention to employees satisfaction because the most important role is lay on them in order to letting staff to apply detailed knowledge to work. In this aspect, Dayr Reis and Leticia Pena (2001),demonstrate simple notions:" Dissatisfied parents cannot satisfy their children. Dissatisfied flight attendants cannot satisfy their passengers. The key is to remove barriers to motivation". Bank management has to understand employees and vice versa.
Cultural differences and motivation:
Always on Time
Marked to Standard
Is the leadership style of (give orders and watch) the advantages of the present stage in the United States, although the western side of which follow a open-door approach in the leadership. Â This differs from Japanese method of sharing instead of the control and domination and the modality of cooperation in the field work in the UK. In the way "leadership targets" One of those goals at each level of the institution and individuals have specific targets and the principle of this system to ensure that people understand what the aim of the bank and the role that must be performed in order to achieve their goal and what management expect of them individually. Assume that the programs in the institution are taken into account completely, and if not Start with the preparation of objectives for the group, each member is to be seek to achieve them.
- Improve motivation and communications:
workers well not be motivated if the bank leaders are not convinced of their work or rather motivated, so it is important that leaders are well motivated more than others. The energy for your work is an indicator of the degree motivate you. Improving communication:
Revealing the lack of communication from the bank leaders do show about the transfer of information communication importance, but the content of the message must be given great attention and must be transferred to the recipient to transform motivation.
The ideal approach at the level of information that all people are aware of information that concern them and concern them directly or indirectly and in a detailed and accurate from the moment possible to provide such information and transfer them, the ideal is always targeted, preferably targeting maximum instead of the minimum until the transfer of information . answer the request of the employee motivae him/she, and when complete list of information supplied by staff on a regular basis and timely, staff should be remanded open to other requests of information, and informed the staff before they apply rumors in the organization.
The leading open frameworks:
Administrative leadership, which encourages the open exchange of information and views of all persons to work in a constructive manner, can discuss problems and take decisions quickly and easily, for that, bank management should make sections / departments that you direct are open, managers can also open their doors of your office so they are ready to discuss identified appointments with the staff and you do not cancel them, workers should be encouraged to participate in decision-making.
To encourage motivation and job enrichment :
Job enrichment is another tool bank management or the HRD can exercise with the looking the way out from low morals so as to enhance satisfaction. Job enrichment is about modifying jobs in order to allow employees experience more of the motivator factors, in this way enriched jobs offer frequent opportunities to experience achievement, opportunities to take responsibility, opportunity to be autonomous, Herzberg, Cited in Daniel A. Sachau (2007).Encourages leadership motivational frameworks discussion and running them, and discussing the problems bank may be treated through official channels - in a way not official - and another party would also be important for informal discussions, as is the case of formal meetings of the members of the Working Group, encourage the discussion by asking questions and ask for opinions, and treat opposing views with In the absence of respect interpret the agreement.
Provide time to contact:
Communication and thinking about the activities of the task Avoiding mangers being busy so as not to burden your business to be frugal at the time of thinking and communication, but to be sure to leave free time in the program and managers time to devote to it. This report found that low time for discussions and timing of individual motivation to work forgetting to encourage the group it is quite important to be transparent, open to everyone providing time, management should chat face to face through the allocation of time on a regular basis to talk to each member of staff in the organization and ask them whether they want certain things to help them facilitate their work, and work to respond to their demands.
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Cooperation is the basis of the favorable environment, and must be implemented, However, it is necessary to maintain oversight and support for collaborators, but attention should be paid to those who are characterized by the absence of motivation. If staff think working in the organization that you create obstacles to development in the profession, it becomes a de-motivated very fast, this consists in part of staff work to encourage the career path spirit of motivation to take initiatives, involving the ability to take initiatives of confidence granted and the surrounding environment, and if bank supports people, they will respond to their mangers demands. Bank should Start with thanking the employee for work done well and gave weight to their speech or writing thank memos. It seems difficult for many managers, but it is a balancer fundamental in criticism atmosphere. Bank could also increase cooperation by providing public congratulations for the work performed well, to organize privacy meetings to re-raise moral spirit. In such circumstances managers must play as a friend to play a more cooperative role of director of the commander
How to motivate staff
The work feild consists mostly of humanity elements, and we can not treat them as machines moving, in this regard the composition of human relations a great deal of importance to the institutions, and these relations are between the staff with each other, and most importantly is the relationship between the manager and staff, as they determine the atmosphere in the organization and even the productivity as well through management motivation of staff.
I have spoken to motivation officer in OIB on this subject, saying:
"Manager can improve the return on staff if provided provoking moral and material together, it is the duty of the manager that his staff that he was fully aware of everything they produce, and he appreciated their work, which they have done, and this in itself is a motive for that employee, because at that point hard-workers should be rewarded , and the others employees well be punished for their laziness. It could be just a smile or a word of thanks is the motivation required by hard-working employee, then know that the effort did not go in vain. The first step in employee motivation is that we know his efforts, followed by the second step reward his/her job by in money terms or we promoted him, in my opinion, the work environment is imposed the type of motivation which could be offered.
The psychological makeup of human beings is complex, i.e.; humanitarian aspect is the most difficult studies, because each person has a certain nature, that is something unique individual, and cannot deal with all under the same motives, and we must study the personality of each employee to know the things that can be a motivation that makes work and production in the lasting progress".
the officer adds, "Some wish a moral motivation, and some other bonuses and not interested in the site or job title the work of manager or employee either is normal, the important is getting money. In the departments of business administration at the universities there is considerable focus on how managers to motivate their staff, and have developed special curricula for this subject to learn about the nature of the employee and the psychological structure, and the most important ways that can motivate through it.
I would like to talk about the kind of managers are experimenting all kinds of incentives to their employees, and then monitoring the results, and then the manger considers any of these incentive plans succeeded for the application to staff in the institution, and in my opinion .. Can we get good results, but it takes time and efforts.
From the outset, the manager or department head should understand that all of the staff provided incentives are considered as motives, as much productivity rewards be, and the staff member is to consider powers granted to the mangers as well as leaders, especially in banks, they have a specific budget of the motivation which cannot be exceeded.
I cannot deny my admiration for the methods of motivation applied in European countries, and I hope that will be applied in ours, but it is not simple, the characters of people in European countries, easy to handle and is accepting no idea posed to them, while in Eastern societies, there are references question or fear of adventure always, but I do not mind to take the idea and try to develop it into harmony with the nature of the bank and surrounding community, and here comes the intelligence manager to be informed on any theory of motivation applied in the world, and try to apply in his organization, I do not mind try several times, but taking into account the time factor as I said.
In my opinion that we put the right man in the right place is important, this boosts the confidence of the employee himself and his abilities and potential of the incentive sought by any of us, and we must not forget that both the motivation and punishment exist, punishment is should not be abused in order but must be serve as a motive, and so we can distinguish the dynamic manager of the manager-rigid. "
Training .. Flexibility and comfort of the foundations of constructive self-stimulation
A cultural checklist- Right for change:
A useful checklist by Dayr Reis, Leticia Pena (2001) listed to bank's board of directors:
If your organization is stillusing functional/ vertical hierarchies instead of self-directed work teams, truly empowered to make change, it is not ready for change.
If communications in your organization is still following downwards instead of going 360 degrees in all directions, it is not ready for change.
If customers requirements are being inferred from top or senior managers instead of being incorporated through quality function deployment, your organization is not ready for change.
If your organization is still recognizing and rewarding only individual performance instead of teamwork and collaboration, it is not ready for change.
If your organization is still using only measures that are focused on financial performance instead of customer value, customer satisfaction and retention, the organization is not ready for change.
If measures in your organization are still monitored by accountants and senior managers instead of teams and process owners, the organization os not ready for change.
If goal setting in your organization is maintenance oriented instead of renewal oriented, the organization is not ready for change.
If managers in your organization do not set the example by truly working hard, not merely shuffling papers and stamping other people's work, the organization is not ready for change. "The change will happen the day when organizations will motivate people to work by using a simple formula: Effective change= f( friendship, work, and respect for people") Dayr Reis, Leticia Pena (2001).
In addition, Desmond Daly, Brian H. Kleiner (1995), demonstrated the nine Cs recommended for managers to solve problems proposed by Walter Newsom:
Capability, Confidence, Challenge, Criteria, Credibility, Consistency, Compensation, Cost, and communication.
we hope to review all those who read these lines and reality in terms of motivation, all of us by virtue of position in the hierarchy interacts with the motivation from relevant angles, so it has a motivation by those who are effective that in the hierarchy as it motivates those who fall below it in the hierarchy itself, so the safest deal requires us to motivate the people around us as we like to motivate our managers by the principle of "do to others as you would like to be treated."
And applies to our relationships in work is applicable as well as in all aspects of our lives, as it applies to our social and family life, with the wife and child, brother, friend .. Everyone needs to stimulus as long as we are dealing with people of flesh and blood and feelings and a variety of needs, and varying capabilities. We have come across the problem motivation in OIB with relevant details. Also have given many views and recommendations in order to over-come motivation constrains in the bank.
The development of motivation through the identification of trends in human resources, by taking employees hands to the administrative practice and the role of motivation in the communication process . Learning from mistakes and work hard to provide help and assistance to others in an effective manner mutually, and to encourage entrepreneurship and make proposals and creating a new spirit of every individual makes a project personally seeks to achieve through his work in the bank, and to accept the group in the bank motivation techniques adopted by the company, the company must ensure that a proper environment in which it operates;
â€¢ There is no doubt that the art of motivation in the bank has lacks a lot of tools and suffering from the decline of the administrative in general, but that the ongoing transformations in the international business community, we impose structural reforms and radical procedures fast. Comes on top of these procedures correcting the prevailing incentive policies and address the shortcomings of Outlook about motivation.
â€¢ Motivation to bear fruit and achieve its goal, must be based on the actual preferences of staff and, not the dictates of management away from the concerns of staff and their lives, they cannot make French perfumes for hungry people, for example.
â€¢ Focus on lifting the morale and foster a culture emphasizes that the work was to honor the rights, so the question of self-motivation is very vital for the productivity of work.
â€¢ Bank must give incentives worthy of attention, after it became clear to us that the majority of employees prefer moral motivation, but with the care of the negatives that may occur where systems of physical motivation, and the best in fact is the motivation of mixed systems, which blends between the two forms of motivation, with the tilt motivation by increments, as noted above.
â€¢ It should be noted the question of "believing the majority of staff of banks/orgnizations an advantage in the methods followed by the motivation and employ it" because such a belief is one of the motives of continued leakage in our human resources, and should therefore follow the incentive policies that will improve the reputation of the bank for public and employees, to be step on the road to a public relations campaign seeking to bring this ground-breaking bank to its community.
â€¢ Should be disposed of the idea, which controls the minds of many managers in the board of directors, administrative and according to which the motivation is an unjustified expense and worthless, as the motivation of integrated systems and are consistent with the aspirations of staff and their attributes, social and psychological realities of the material would be of great influence and high yields over what has been spent in the motivation exponentially.