EFFECTS OF MOTIVATION ON EMPLOYEES PERFORMANCE AT FIRST ALLIED SAVINGS AND LOANS LIMITED, ADUM BRANCH -KUMASI

AYAM, JOHN; KUSI-APPIAH, GYAMFUAA; NYAMEKYE TIWAA, ADWOA; KYEI-ADDAE, ANITA; AMOAH, AGNES

DSpace Home
→
STUDENTS’ FINAL PROJECT (THESIS/DISSERTATION)
→
SCHOOL OF BUSINESS- ST
→
Business Administration -ST
→
View Item

EFFECTS OF MOTIVATION ON EMPLOYEES PERFORMANCE AT FIRST ALLIED SAVINGS AND LOANS LIMITED, ADUM BRANCH -KUMASI

AYAM, JOHN; KUSI-APPIAH, GYAMFUAA; NYAMEKYE TIWAA, ADWOA; KYEI-ADDAE, ANITA; AMOAH, AGNES

URI: http://localhost:8080/xmlui/handle/123456789/3030

Date: 2012-11-20

Abstract:

The study looks at the effects of motivation on employee performance at First Allied Savings and Loans Limited as the case study. The study adopted the descriptive method and questionnaires was the main instrument for collecting data from a sample size of 35 respondents in the Kumasi Branch – Adum. The purpose of the study was to investigate into the effects of motivation on employee’s performance at First Allied Savings and Loans Limited, Kumasi, Adum Branch. The study revealed that 21 respondent representing 60% said that their level of motivation is low, 21 respondent representing 60%. With regards to the effects of motivation on employee’s performance, it was discovered that 24 of the respondents representing 68.65% were willing to increase their productivity level if only they are given extrinsic reward. In ranking among the seven selected motivational factors, high salary was ranked as the number one with 11 representing 31.4%. The study concluded that staff level of motivation at First Allied Savings and Loans Ltd is generally low and is evident in relation to their output of work and will commit themselves in order to work to see the success of the business. It was therefore recommended that motivation should be management’s topmost priority in order for employees to deliver excellent service to its valued customers.

Description:

Even with the best strategy in place and appropriate organizational architecture, an organization will be effective only if it members are motivated to perform at a high level. The types of motivation are intrinsic and extrinsic. “Intrinsic motivation is a psychological force that determines the direction of a person’s behaviour as a result of challenging or interesting work, giving autonomy to work, designed scope to develop skills, abilities, opportunity to develop and grow, etc. Extrinsic is also psychological force that determines behavioural change as a result of tangible and intangible benefit such as salary, fringe benefit and special awards” (Gareth, R Jones and Jennifer M. George, 2003). It is a fact that success in every organization depends on the quality of its human resources both skilled and unskilled labour which is perhaps the most intangible aspect of the organization, hence the most important. All these things plants, machinery and financing cannot generate income without manpower. Studies have shown that in today’s competitive business environment, success is increasingly a function of effective human resources management (George Ahindo, Executive MBA, 2008). It is therefore necessary to have a workforce that is motivated to yield high performance and productivity towards achieving the organizational goals and objectives. Irrespective of the industry within which an organization operates, the concept of motivation cannot be looked down upon. With this regard banking being a service industry and therefore having direct contact with customers, the presence or absence of employees’ motivation can have immediate telling effect on the customer (thus either delighting the customer or otherwise) which eventually results in customer retention and profitability . It is one of the driving forces that have direct impact on the business productivity. The critical workforce management challenges of the immediate future driven by corporate re-engineering and restructuring efforts, loyalty concerns and fierce competition for key talents are closely linked to the emerging issues of employees’ commitment and productivity.

Show full item record