Effect of Reward System on Employee Motivation. A Survey of Selected Banks in Nigeria
CHAPTER ONE
Objectives of the Study
The objectives of this study include:
- To assess the impact of the reward system on employee motivation in Zenith Bank and Fidelity Bank.
- To identify specific elements within the reward system that significantly influence employee motivation.
- To recommend strategies for optimizing the reward system to enhance overall employee motivation.
CHAPTER TWO
LITERATURE REVIEW
Conceptual Review
Employee Motivation
Employee motivation is a multifaceted construct that plays a pivotal role in shaping individual and organizational outcomes (Gomez-Mejia, 2022). Defined as the internal and external factors that stimulate enthusiasm and persistence in employees to achieve their work-related goals (Hameed et al., 2020), employee motivation is deeply rooted in psychological and behavioural theories. The Expectancy Theory, for instance, posits that individuals are motivated to act in a certain way based on their belief that their efforts will lead to desired performance and outcomes (Vroom, 1964). This theory forms a foundational aspect of the theoretical framework of employee motivation.
The components of employee motivation are diverse, encompassing both intrinsic and extrinsic factors. Intrinsic motivation refers to internal factors such as job satisfaction, a sense of accomplishment, and the enjoyment derived from the work itself (Berger, 2019). On the other hand, extrinsic motivation involves external factors like monetary rewards, recognition, and career advancement opportunities (Hameed et al., 2020). These components interact to form a complex web that influences an employee’s willingness to exert effort, persistence, and goal attainment (Peterson & Luthans, 2022).
In the organizational context, employee motivation is of paramount importance as it directly impacts various aspects of organizational performance. Al-Haziazi (2020) highlights the significant link between a motivated workforce and organizational success. Motivated employees are more likely to be engaged in their tasks, leading to higher productivity, job satisfaction, and lower turnover rates (Samuel et al., 2019). Furthermore, motivated employees tend to be more innovative and committed to achieving organizational goals, contributing to the overall growth and competitiveness of the organization (Afriyie et al., 2020).
One critical aspect of employee motivation is its influence on job satisfaction. Job satisfaction, a key component of motivation, is closely linked to employee morale and commitment to the organization (Hellriegel & Slocum, 2021). When employees are motivated, they are more likely to find their work meaningful, leading to increased job satisfaction and overall well-being (Hair et al., 2022). This positive correlation between motivation and job satisfaction is vital for organizations aiming to create a positive work environment and retain top talent (Samuel et al., 2019).
Recognizing and understanding the theoretical foundations and components of employee motivation is imperative for organizational leaders seeking to design effective human resource management strategies. The intricate interplay between intrinsic and extrinsic motivators necessitates a holistic approach to crafting motivational strategies (Armstrong, 2019). Organizations that fail to grasp the nuances of employee motivation risk implementing one-size-fits-all approaches that may not resonate with the diverse needs and preferences of their workforce (Baker, 2021).
CHAPTER THREE
RESEARCH METHODOLOGY
Introduction
This chapter outlines the methodology employed to investigate the Effect of Reward Systems on Employee Motivation in the Nigerian banking sector. By following a systematic and rigorous research approach, this study aims to contribute valuable insights to the existing body of knowledge.
Research Philosophy
The research philosophy guiding this study is rooted in positivism, aiming to reveal causal relationships between reward systems and employee motivation (Saunders et al., 2019). Positivism is characterized by an objective stance, emphasizing the quantification and analysis of numerical data to derive conclusions that can be applied universally (Creswell & Creswell, 2018). This approach aligns seamlessly with the study’s objective of investigating the impact of reward systems on employee motivation in the Nigerian banking sector.
Positivism’s commitment to objectivity is essential in this research context. By employing a positivist lens, the study aims to ensure that the investigation is free from subjective biases or interpretations. This objectivity is crucial when exploring complex phenomena such as employee motivation within the intricate dynamics of the banking sector (Anderson et al., 2020). Positivism’s emphasis on observable and measurable phenomena enables a rigorous and systematic inquiry into the relationship between reward systems and motivation.
The justification for adopting a positivist approach lies in the study’s objectives. The need to objectively measure and analyze the impact of reward systems on employee motivation within the banking sector necessitates a philosophy that aligns with these objectives (Creswell & Creswell, 2018). Positivism provides a structured framework for collecting and interpreting quantitative data, offering a systematic means to investigate patterns, trends, and relationships (Saunders et al., 2019).
Furthermore, the banking sector’s reliance on empirical evidence and measurable outcomes makes positivism particularly relevant. The objective of quantifying data to derive generalizable conclusions resonates with the industry’s emphasis on performance metrics and tangible results (Creswell & Creswell, 2018). The positivist philosophy, by focusing on observable phenomena and statistical analysis, facilitates the creation of reliable knowledge that can inform decision-making within the dynamic and results-driven banking environment.
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND DISCUSSION
Data Presentation
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
Summary of Findings
The research undertaken in this study aimed to explore the relationship between reward systems and employee motivation, job satisfaction, and organizational outcomes within the context of Zenith Bank and Fidelity Bank. Through a comprehensive analysis of data collected from employees within these banks, several key findings emerged, shedding light on various aspects of the reward system’s effectiveness and its impact on organizational dynamics.
First and foremost, the study revealed a generally positive perception among employees regarding the role of the reward system in driving motivation. A significant majority of respondents acknowledged the importance of financial incentives, such as salary and bonuses, in motivating them to perform at their best. Moreover, recognition and non-monetary rewards were also highlighted as crucial factors in boosting morale and motivation among employees. These findings underscore the multifaceted nature of employee motivation and the importance of incorporating both financial and non-financial incentives within the reward system to cater to diverse employee needs and preferences.
Furthermore, the research findings highlighted the significant influence of the reward system on job satisfaction and employee retention. Employees who reported satisfaction with the reward system were more likely to express intentions to remain with the organization, emphasizing the critical role of rewards in fostering employee loyalty and commitment. Additionally, the study revealed a positive correlation between a well-designed reward system and overall job satisfaction, indicating that employees perceive the reward system as a key determinant of their overall satisfaction with their job roles and organizational environment.
In terms of specific elements within the reward system, career development opportunities emerged as a particularly influential factor in driving motivation and job satisfaction among employees. Respondents expressed a strong desire for opportunities for growth and advancement within the organization, highlighting the importance of incorporating career development initiatives within the reward system to engage and retain top talent. Moreover, the transparency and fairness of the reward system were also cited as critical factors in shaping employee perceptions and attitudes towards the organization. Employees who perceived the reward system as transparent, equitable, and aligned with organizational values reported higher levels of motivation and job satisfaction, further underscoring the importance of fairness and consistency in reward practices.
Additionally, the study explored strategies for optimizing the reward system to enhance overall employee motivation and organizational outcomes. While the findings indicated generally positive perceptions of the current reward system, there were also areas of improvement identified. Respondents expressed a need for greater clarity and communication regarding the various components of the reward system, as well as opportunities for customization and flexibility to meet individual employee preferences. Furthermore, there was a consensus among employees regarding the importance of continuous evaluation and refinement of the reward system to ensure its effectiveness in driving motivation and achieving organizational goals.
Overall, the findings of this study provide valuable insights into the complex interplay between reward systems, employee motivation, job satisfaction, and organizational outcomes within the banking sector. By identifying key factors influencing employee perceptions of the reward system and its impact on organizational dynamics, this research contributes to the existing body of knowledge on reward management practices and offers practical implications for enhancing employee engagement, retention, and performance within banking organizations.
Conclusion
The findings of the hypotheses testing provide valuable insights into the relationship between reward systems and employee motivation, job satisfaction, and organizational outcomes within Zenith Bank and Fidelity Bank. Firstly, the results of the one-sample t-tests revealed a significant positive relationship between the reward system and employee motivation in both banks. This underscores the importance of effective reward systems in driving employee engagement and performance, aligning with previous research highlighting the motivational impact of rewards.
Secondly, the analysis indicated that specific elements within the reward system, such as non-monetary recognition, career development opportunities, and a positive work environment, significantly influence employee motivation. This finding emphasizes the need for organizations to adopt a holistic approach to reward management, encompassing both financial and non-financial incentives to cater to diverse employee needs and preferences.
Furthermore, the results revealed a strong correlation between an optimized reward system higher levels of job satisfaction and lower employee turnover rates in the selected banks. Employees who perceived the reward system as transparent, fair, and aligned with organizational goals reported greater satisfaction with their job roles and expressed intentions to remain with the organization. This highlights the critical role of reward systems in fostering employee loyalty, commitment, and retention, ultimately contributing to organizational stability and success.
In conclusion, the findings of this study underscore the importance of strategic reward management practices in driving employee motivation, job satisfaction, and organizational performance within the banking sector. By recognizing the significance of both financial and non-financial incentives and ensuring the transparency and fairness of reward systems, organizations can create a positive work environment conducive to employee engagement, retention, and overall success. Moving forward, future research could explore the long-term impact of reward systems on organizational outcomes and examine the effectiveness of different reward strategies in diverse organizational contexts.
Recommendations
Based on the findings and conclusions drawn from the study on the relationship between reward systems and employee motivation in Zenith Bank and Fidelity Bank, the following recommendations are proposed:
- Enhance Transparency and Clarity: Both banks should strive to improve the transparency and clarity of their reward systems. Employees should have a clear understanding of how rewards are determined and how they can attain them. This can help build trust and confidence in the fairness of the reward system.
- Diversify Reward Offerings: To cater to the diverse needs and preferences of employees, both banks should consider diversifying their reward offerings beyond financial incentives. Non-monetary rewards such as recognition, career development opportunities, and a positive work environment should be emphasized to enhance motivation and job satisfaction.
- Regular Communication and Feedback: Establish regular channels of communication and feedback mechanisms to keep employees informed about changes or updates to the reward system. Soliciting feedback from employees can also provide valuable insights into their preferences and help tailor reward programs accordingly.
- Align Rewards with Organizational Goals: Ensure that reward systems are closely aligned with the strategic objectives and values of the organization. By linking rewards to desired behaviours and performance outcomes that contribute to organizational success, banks can reinforce a culture of high performance and achievement.
- Invest in Training and Development: Provide training and development opportunities to employees to enhance their skills and competencies. Investing in employee growth and professional development not only contributes to job satisfaction but also increases employee motivation and engagement.
- Recognize and Celebrate Achievements: Implement programs to recognize and celebrate employee achievements and milestones. Whether through formal recognition programs or informal gestures of appreciation, acknowledging employee contributions can boost morale and motivation.
- Foster a Culture of Collaboration and Inclusion: Create a culture of collaboration and inclusion where all employees feel valued and respected. Encourage teamwork, collaboration, and knowledge sharing to foster a sense of belonging and camaraderie among employees.
- Monitor and Evaluate Reward System Effectiveness: Continuously monitor and evaluate the effectiveness of the reward system through regular feedback surveys, performance evaluations, and key performance indicators. Use this data to identify areas for improvement and make adjustments to the reward system as needed to ensure its ongoing relevance and effectiveness.
Limitations of the study
While the study aimed to provide valuable insights into the relationship between reward systems and employee motivation in Zenith Bank and Fidelity Bank, it is essential to acknowledge certain limitations that may have impacted the findings. Firstly, the study’s reliance on self-reported data through questionnaires introduces the possibility of response bias and social desirability bias. Participants may have provided answers that they perceived as socially acceptable or aligned with the organization’s expectations, leading to inflated or skewed results. Additionally, the study’s focus on only two banks may limit the generalizability of the findings to other organizations within the banking sector or across different industries. Different banks may have unique organizational cultures, reward systems, and employee demographics that could influence the relationship between reward systems and motivation differently.
Furthermore, the cross-sectional nature of the study design poses limitations in establishing causality or identifying long-term effects. The study captured data at a specific point in time, preventing the exploration of how the relationship between reward systems and employee motivation may evolve. Longitudinal studies or experimental designs could provide more robust evidence of causality and allow for the examination of temporal changes in the relationship. Additionally, while efforts were made to achieve a representative sample through random sampling techniques, the possibility of sample bias cannot be entirely ruled out. Certain groups of employees may have been underrepresented or excluded from the study, leading to potential biases in the findings. These limitations highlight the need for caution when interpreting the results and suggest avenues for future research to address these methodological constraints.
References
- Abdul, H., Muhammad R., Hafiz M., Kashif, Z., Ghazanfar, A., & Muhammad, A. (2019). Impact of Reward on Employee Performance (Empirical Evidence from Banking Sector of Pakistan); International Journal of Business and Social Science, 5(2), 302 – 309.
- Adeniji, A.A. & Osibanjo, O.A. (2018). Human Resource Management: Theory and Practice; https://doi.org/10.1037/1082-989X.3.4.424.
- Afriyie, E.O., Twumasi, E.A., Sarpong, L. & Darko, O. (2020). The Effect of Compensation on Employees’ Performance: A Case of a Technical University in Ghana. International Journal of Managerial Studies and Research (IJMSR), 8(6), 44-54.
- Ajila, C and Abiola, A. (2022). Influence of Rewards on Workers Performance: An empirical study. International Journal of Engineering Technology, Management and Applied Science, 4(8), 45-55.
- Akhter, N., Ijaz, M., Siddiqi, U. I., Shouqat, U., & Raza, A. (2022). Impact of Compensation Discrimination on Employee Performance in Engro Food Limited, Alhamd Food Limited and Leader Industry Sahiwal of Pakistan. International Review of Management and Business Research, 5(2), 547.
- Akuoko, K.O., Kanwetuu, V.P., and Dwumah, P. (2022). Effect of Reward Systems on Employees’ Behaviour in Obuasi Municipality of Ghana. International Journal of Social Science & Interdisciplinary Research, 3(1), 128-141.
- Alabi, O.A., Olonade, Z.O., Omotoye, O.O. & Odebode, A.S. (2022). Non-Financial Rewards and Employee Performance in Money Deposit Banks in Lagos State, Nigeria. ABUAD Journal of Social and Management Sciences (AJSMS), 3(1), 58-77.
- Al-Haziazi, M. (2020). Impact of HRM System on Organizational Performance in the Sultanate Of Oman. International Journal of Management (IJM), 2020, 11(8), 446-458. Doi: 10.34218/Ijm.11.8.2020.043.
- Alsafadi, Y. & Altahat, S. (2021). Human Resource Management Practices and Employee Performance: The Role of Job Satisfaction. Journal of Asian Finance, Economics and Business, 8(1), 519–529. doi:10.13106/jafeb.2021.vol8.no1.519.
- Anderson, V., Fontinha, R., & Robson, F. (2020). Research Methods in Human Resource Management: Investigating a Business Issue (4th Ed.). CIPD.
- Armstrong, M (2019). A Handbook on Human Resources Management Practices; UK; Kogan, 986.
- Baker, A. (2021). The stock options book. Oakland, CA: National Center for Employee Ownership.
- Beiske, B. (2017). Research Methods: Uses and Limitations of questionnaires, interviews and case studies. GRIN Verlag.
