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MOTIVATION

Motivation is defined as:

Motivation is the process that account for an individual’s intensity, direction and
persistence of effort towards attaining a goal.

OR

Willingness to exert high levels of effort towards organizational goals, conditioned


by the effort’s ability to satisfy some individual needs

EMPLOYEE MOTIVATION
The job of a manager in the workplace is to get things done through employees. To
do this the manager should be able to motivate employees. It seems easy to say
than doing. Motivation practice and theory are difficult subjects, touching on
several disciplines. Most of the organizations use different instruments to check the
motivation level of employees like performance appraisal.

Theories of Motivation:
Following are the theories of motivation presented by field experts:

 Maslow’s Hierarchy of Need


 McGregor’s Theory
 McClelland’s Three Need Theory

But for the purpose of our study we have selected Maslow’s and McGregor theory.
Maslow’s Hierarchy of needs
The crux of Maslow’s theory is that human needs are arranged in hierarchy
composed of five categories. The lowest level needs are physiological and the
highest levels are the self actualization. As the lower needs are satisfied, higher
needs emerge. Higher needs cannot be satisfied unless lower needs are fulfilled. A
satisfied need is not a motivator. Hierarchy of needs; the main needs of men are
five. They are physiological needs, safety needs, social needs, ego needs and self
actualization needs, as shown in order of their importance.

Physiological Needs:

Man's basic needs are physiological, for example, hunger, thirst, sleep, etc. These
are fundamental survival matters. These physical needs must be equated with pay
rate, pay practices and to an extent with physical condition of the job.

Safety Needs:

The next in order of needs is safety needs, the need to be free from danger, either
from other people or from environment. The individual want to assured, once his
bodily needs are satisfied, that they are secure and will continue to be satisfied for
foreseeable feature. The safety needs may take the form of job security, security
against disease, misfortune, old age etc as also against industrial injury. Such
needs are generally met by safety laws, measure of social security, protective labor
laws and collective agreements.

Social Needs:

Social need involves affection and belongingness - giving and


receiving affection in relationship with others. When an
individual's social need is not satisfied, he/she may feel separate,
isolated, distanced from others - friends, colleagues, lover,
family. Much depends on ability to tolerate "being alone" (high
safety need or high self-actualization perhaps). It depicts the
desire of an individual’s to belong to a group, to give and receive
friendship and to associate happily with people.

ESTEEM NEEDS:

After completing the basic needs level there comes esteem


needs. - These needs are reflected in our desire for status and
recognition, respect and prestige in the work group or work place
such as is conferred by the recognition of one’s merit by
promotion, by participation in management and by fulfillment of
workers urge for self expression. Some of the needs relate to
ones esteem e.g.; need for achievement, self confidence,
knowledge, competence etc. On the job, this means praise for a
job but more important it means a feeling by employee that at all
times he has the respect of his supervisor as a person and as a
contributor to the organizational goals.

SELF ACTUALIZATION:

This upper level need is one which when satisfied provide insights
to support future research regarding strategic guidance for
organization that are both providing and using reward/recognition
programs makes the employee give up the dependence on others
or on the environment. He becomes growth oriented, self
oriented, directed, detached and creative. This need reflects a
state defined in terms of the extent to which an individual attains
his personnel goal. This is the need which totally lies within
oneself and there is no demand from any external situation or
person.

McGregor’s Theory:

Douglas McGregor in his book, "The Human Side of Enterprise" published in 1960 has examined theories
on behavior of individuals at work, and he has formulated two models which he calls Theory X and
Theory Y.

Theory X Assumptions
The average human being has an inherent dislike of work and will avoid it if he can. Moreover it is
difficult to motivate them because they lack interest in their work and perform only under supervision.

 Because of their dislike for work, most people must be controlled and threatened before they will
work hard enough.
 The average human prefers to be directed, dislikes responsibility, is unambiguous, and desires
security above everything.
 These assumptions lie behind most organizational principles today, and give rise both to "tough"
management with punishments and tight controls, and "soft" management which aims at harmony
at work.
 Both these are "wrong" because man needs more than financial rewards at work, he also needs
some deeper higher order motivation - the opportunity to fulfill himself.
 Theory X managers do not give their staff this opportunity so that the employees behave in the
expected fashion.

Theory Y Assumptions:

In theory Y assumption is that the people are self-motivated and love their job. They perform their jobs in
best way even without supervision.

 The expenditure of physical and mental effort in work is as natural as play or rest.
 Control and punishment are not the only ways to make people work, man will direct himself if he
is committed to the aims of the organization.
 If a job is satisfying, then the result will be commitment to the organization.
 The average man learns, under proper conditions, not only to accept but to seek responsibility.
 Imagination, creativity, and ingenuity can be used to solve work problems by a large number of
employees.
 Under the conditions of modern industrial life, the intellectual potentialities of the average man
are only partially utilized.

ROYAL BANK Of SCOTLAND

“Make it happen”

INTRODUCTION:

Royal Bank of Scotland (RBS) was founded in Edinburgh by royal charter in 1772.

Although they have history filled with fluctuating events but most recently The

Royal Bank of Scotland (RBS) Group formally re-branded ABN AMRO branches

in Pakistan on Friday, August 1, 2008. Their motto “is to make it happen”. RBS

Pakistan offers products in areas like Deposits, Saving and currents accounts, cash

and cheque deposits, and loan facilities. Not only this, but it is also offering
products as: Balance Transfer Facility (BTF) which in banking terminology is One

Stop Payment Shop, 24 hour nonstop banking centre, relationship card through

which customer can access to over 1000 ATMs, life insurance protection, E

statements through which you can receive your BTF via email, Drop box facility- the

convenience of dropping of your payments at any of the drop boxes placed outside

RBS, Pakistan State Oil (PSO) and Shell. RBS has 75 branches in Pakistan including

Lahore, Karachi e.t.c.

MISSION STATEMENT

“To deliver superior sustainable value we run our business with integrity and
openness , delivering optimum financial results within clearly defined business
principles”.

VISION STATEMENT

“The goal of Royal Bank of Scotland is to create value for its clients. Key in our
relationship approach is a constant focus on the financial services needs of our
client segments. It is through the professionalism and motivation of our global staff
that we realize this value, resulting in maximum economic value for our
shareholders”.

Products and Services Portfolio of RB

Following are the some of products and services offered by Royal Bank of Scotland:
 RBS offers following products and services in Pakistan:
 Balance Transfer Facility (BTF)
 Deposit facility
 Locker facility
 Credit Cards ATM facility
 Treasure Plus
 Insurance benefits
 Online banking
 Non Stop Banking services
 Islamic Banking

EMPLOYEE MOTIVATION AT RBS


There are several ways to motivate employees in order to achieve organizational
goals that allow organizational and personal growth of employees as well. At RBS
they are very much concerned about their employees but at the same time they
want to have competent workforce for which they aggressively follow the rule “Pay
for Performance”. Using this rule management ensures equal and fair treatment
to their employees. Here are some factors for motivation for employees at RBS:

Attractive Salary:

Employees are given attractive salary packages depending upon their grade or
scale in order to satisfy their basic needs and salary increases when rank of an
employee increases. As RBS is an multinational organizational they pay their above
than average wage prevailing in market to attract competent employees.

Safety and Security:

At RBS safety needs are of immense importance because they believe we cannot
have maximum output from our employees until and unless they feel secure to
work. In order to provide financial security, job security and other securities they
have taken measures e.g. they provide health insurance to employees and their
parents, for financial security they offer pension funds e.t.c

Social Events:
Regular or continuous work makes life mechanical and rigid. At RBS they provide
their employees with several opportunities to enjoy while working and to
communicate with each other that will help employees to enjoy their work. They
celebrate “BLUE DAY”, when all employees wear blue dresses and they arrange
small events like skits, jokes e.t.c.

Self-Esteem Needs:

RBS also provide challenging jobs or challenging tasks that help employees to show
their competencies and help organization to progress. These challenging jobs
contribute to improve their performance and increase the chances of their
promotion.

Training Programs:

Royal Bank of Scotland provides training facilities to their fresh employees and to
their existing employees as well. At RBS, they inquire of training needs from their
employees on regular basis in order to train their employees for their present and
future jobs. These training programs greatly contribute towards the learning of the
employees which helps them to become more efficient and expert on the work.

Rewards and Recognition:

There are different methods to reward employees in organizations. RBS also


provide rewards and recognitions to their employees on yearly and monthly basis.
Moreover RBS is first organization to offer recognition of “Employee of Quarter”.

Performance Appraisals:

Performance appraisal is widely used by many organizations to check the


performance of their employees and promotions are closely linked with performance
appraisals. At RBS, like other organizations performance appraisals are given
preference for making decisions about promotion plans, bonuses and incentive
plans e.t.c. Moreover they strictly follow the rule of “Pay for Performance”, which
make employees to work more efficiently and help to achieve organizational goals
and personal goals as well.

PROBLEMS AND RECOMMENDATIONS:


Every organization faces some problems while operating. For RBS there are some
problems (challenges) to deal with some them are:

Job Insecurity:

As there has been merger of RBS due to which employees feel insecure of their jobs
in case that new employer comes in and change the staff or implement changes
according to his will. In such situation it becomes difficult to keep employees
motivated.

Economic Crisis:

Economic crisis has adversely affected all organizations which has forced
organizations to make some layoffs. RBS is also facing problems to manage its cost
without comprising on the benefits provided to the employees which are resulting in
increased cost. So, RBS should try to keep motivated its employees even in the
presence of economic crisis.

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