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Impact of Motivation on Employee Performances: A Case Study of Karmasangsthan Bank Limited, Bangladesh | OMICS International
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Arabian Journal of Business and Management Review
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Impact of Motivation on Employee Performances: A Case Study of Karmasangsthan Bank Limited, Bangladesh

Md. Nurun Nabi1*, Md. Monirul Islam2, Tanvir Mahady Dip3, and Md. Abdullah Al Hossain3

1Textile Engineering Management Department, Bangladesh University of Textiles, (BUTEX), Bangladesh

2Department of Textile Engineering Management, Bangladesh University of Textiles, (BUTEX), Bangladesh

3Department of Yarn Engineering, Bangladesh University of Textiles, (BUTEX), Bangladesh

*Corresponding Author:
Md. Nurun Nabi
Textile Engineering Management Department
Bangladesh University of Textiles, Bangladesh
Tel: 8801914881007
E-mail: [email protected]

Received Date: February 27, 2017; Accepted Date: March 02, 2017; Published Date: March 12, 2017

Citation: Nurun Nabi, Islam M, Dip TM, Hossain AA (2017) Impact of Motivation on Employee Performances: A Case Study of Karmasangsthan Bank Limited, Bangladesh. Arabian J Bus Manag Review 7: 293.

Copyright: © 2017 Nurun Nabi, et al. This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.

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Employees are the heart of any organization. For any organization to operate smoothly and without any interruption, employee cooperation cannot be replaced with anything else. It is of utmost importance that the employees of an organization not only have a good relationship with the top management, but also, they maintain a healthy and professional relationship with their coworkers. The following study is a self-conducted research on how motivational tools impact the performance of employee for betterment. The study also focused on de-motivation factors affecting employee performance negatively. A sample of individuals was selected and was interviewed with self-administrated questionnaire to obtain primary data. The data were analyzed using descriptive statistical analysis methods. The results obtained indicate that if employees are positively motivated, it improves both their effectiveness and efficiency drastically for achieving organizational goals.


Employee; Employee Engagement; Decision making; Motivation; Productivity; Organizational goals; Organizational Performances and Job satisfaction


Background of the study

What makes the employees of any organization “go the extra mile” to provide excellent service? The answer to this question lies in this self-conducted research paper. Motivation is actually a combination of factors that operate within each individual and requires a combination of approaches. In general sense, motivation can be referred as a combination of motive and action. Vroom [1] has suggested that performance can be thought of a multiplicative function of motivation and ability [2]. {P=F (M.A)}. The model of motivation is based upon a definition of motivation as "a process governing choices made by persons or lower organisms among alternative form of voluntary activity" [1]. Also, research reveals that an employee's ability only partially determines his output or productivity. The other major determinant is his motivation level. “Psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort and a person's level of persistence". Jones and George [3] from the book "Contemporary Management." Employee motivation plays a vital role in the management field; both theoretically and practically. It is said that one of the important functions of human resource manager is to ensure job commitment at the workplace, which can only be achieved through motivation. There is general agreement that people are motivated in situations where (1) they can participate, (2) they can feel accomplishment and receive recognition for their work, (3) where the communication is frequent and (4) there are opportunities for career and knowledge growth. "A central concern of industrial relations is the identification and measurement of factors associated with individual differences in employee job performance.” And this identification and measurement are the basic function of motivational factors or tools. Motivation is crucial for good performance and therefore it is increasingly important to study what motivates employees for better performance, so the author of this journal urges that more and more research should be conducted to find out the factors that affects employee performance significantly.

Statement of the problem

In the modern competitive world, business organizations are facing ever-growing challenges regarding commitment, engagement, belief, recruitment and retention of their employees. Multiple studies in different countries and across industries show that employees who are passionate about their jobs and the organizations in which they work are in the minority. DDI (Development Dimensions International)’s own research reveals that only 19 percent of employees are highly engaged within their organization. The number of employers experiencing retention difficulties has climbed from 69% in last year’s survey to 78% in this year’s survey. Private sector businesses claim to be struggling more to hold on to employees than any of the other sectors (83%). Not only is that, also in the field of recruitment, a high proportion of these organizations still experiencing difficulties (84%).

Motivation is about giving your staff the right mixture of guidance, direction, resources and rewards so that they are inspired and keen to work in the way that you want them to. So, a large portion behind these difficulties can easily be solved by imparting proper motivation. In the fierce era of competition, organizations nowadays are more emphasizing on the management of Human Resources. A manager capable of managing his employee effectively is a successful one. Motivational tools are the most effective in this context. We always have to keep in mind that employees are not motivated solely by money and employee behavior is linked to their attitudes.

Any Institution faces the challenges of employee retention, high cost of recruitment, training, rising competition, increased rules & regulation by the government and high rate of technological growth. Also, from the perspective of employee, they feel de-motivated and overworked. For finding out more accurate outcomes we conducted our research within a few branches of the Karmosangsthan Bank Limited. The essence of the study is to find out at what level employee engagement in decision making can motivate the employees to not only ameliorate their diligence but also their perseverance and resolution [4-8].

Objective of the study

The cardinal objective of the study was to explore how different key variables motivate employee and assist an organization (Karmosangsthan Bank Limited) to rise and ascend as an economic superpower. The chief intentions of this study are:

? To investigate the condition of motivation in our banking sectors.

? To analyze the influences and outcomes of motivation on employee performance.

? To explore the extend up to which motivation has been able to meet employee prospect.

? To examine the employee performance level bolstered by motivation.

? To identify the factors as well as hindrances are still holding back employee’s resolution

? To compare the level of achievement with motivation with the level of expectation.

? To study effectiveness of techniques adopted by organizations.

? To suggest what more can be done to achieve optimum outcomes using motivational tools for the betterment of both the organization and employee.

Research questions

Research is the systematic investigation into and study of materials and sources to establish facts and reach new conclusions. We have conducted our research on employee motivation for we believe it is one of the strongest and most influential equipment that can stimulate human resource either for the betterment or for the worse. So, it is a sensitive issue, unless applied correctly may cause aberration. We have developed some questions here which are directly related to how motivation impacts their job satisfaction level and encourage them to work for their employer.

• How the Intrinsic and Extrinsic motivational factors impact the employee performance?

• How the workplace environment and sound communication with top management impacts employee performance?

• How the employees rank the importance of ten factors that motivated them in doing their work: 1=most important, 10=least important?

• Where the employees desire to see themselves after 10 years of working?

Development of hypothesis

Ho1: Motivation has a great impact on employees’ performances.

Ho2: Motivation has an influence on the Employees job performances.

Ho3: Motivation has relationship between Production and productivity.

H04: Motivation has a great significance on organizational effectiveness.

Scope of the study

The study was conducted in one of our country’s renowned banking sector, Karmasangsthan Bank Limited. We have conducted our research on 5 branches of Karmosangsthan bank on about 130 employees. The survey was conducted on employees of different levels and on employees with different experience. The research was conducted in Dhaka region mainly. We have used closed ended descriptive questionnaire for data collection from the responders. In Bangladesh, there are numerous more similar banking sectors where such studies can easily be conducted and the result could be used for their benefits. It would also improve employee relationship with top management.

Significance of the study

Why do we need motivated employees? The answer is survival. Motivated employees are needed in our rapidly changing workplaces. As we are still a developing country, for our continuous growth, it is important that our economy is well governed and we can provide our maximum effort in workplaces, so we need know where are we standing right now in case of employee motivation and what else we need to do to ensure more efficient performance from our employee. We also need to compare with others to find out where they are for individual benefits. So, the significance of this study is undeniable. It is also required to know about employee psychology and expectation, so that the top management can ensure more and more facilities for them.

Literature Reviews

Concept of motivation

Along with perception, personality, attitude and learning, motivation is an important part of understanding behavior. defines motivation as, “a process that starts with a physiological deficiency or need that activates a behavior or drive that is aimed at a goal incentive”. state that in a system sense, motivation consists of these three interacting and interdependent elements, i.e., needs, drives, and incentives. It is a firm belief of management researchers that, organizational goals are unattainable without enduring commitment of the members of the organization. Motivation is a human psychological characteristic that contributes to a person's degree of commitment. Motivation refers to the resolution of achieving a goal, marked by a goal directed behavior. When we refer to someone being motivated, we imply that the individual is trying hard to perpetrate a certain task. However, motivation alone can’t suffice what we require to consummate that task with utmost efficiency. Ability – having the skill and knowledge to perform that task is also significant in this regard. Sometimes it becomes the determinant of effectiveness


Employees are always directly influenced by motivation to satisfy their esteem, physiological safety, social safety, psychological and self-actualization levels. Herzberg [9] defined job satisfaction as recognition, responsibility, and opportunity for advancement as employee motivation factors. Separating satisfiers and dissatisfies he identified dissatisfies as hygiene factors that influences health, comfort and social wellbeing. Removal of these factors will result in dissatisfaction of employees. Hygiene factors include company policy, interpersonal relations, working conditions, salary or job security [10].

Decision making

Decision making autonomously motivates the employees to be aware of his rights in an organization. It favors the employee to maintain a higher degree of constancy between their ideas and works. By relating the motivational process and career exploration. i) Career exploration varies in the way that individual develops and sustains motivation, ii) Autonomy and control orientations were positively related to self-exploration and in the utility of career decision making exploration, iii) Internal locus of control was the highest predictor of career exploration as one of the most important prediction, decision making allows the employees to realize their own identity and actions. Employees are influenced by both internal and external forces, but the impact of these forces depends a great deal on their own levels of internal and external locus of control.


Productivity is the ratio of output or production capacity of the workers in an organization. The ultimate essence of motivating employees is to meliorate productivity. An effective employee is a combination of a good skill set and a productive work environment. Companies rely on employees to produce and deliver high-quality products and services. Employees are impacted by a variety of forces both internal and external as they attempt to perform their job duties. This is directly related to productivity [10].

Organizational goals, organizational performances and job satisfaction

For any organization, the main reason behind running activities is to achieve organizational goals, a level of performance set up in terms of different factors. Organizational performance plays the principle role in attaining such goals. Some believe it is simply how content an individual is with his or her job, in other words, whether they like the job or individual aspects or facets of jobs, such as nature of work or supervision. Meeting personal goals help an employee stay motivated and feel about them to continue to produce. By improving proficiency and employee connection motivation helps to improve performance and thus achieving organizational goals. As a psychological catalyst motivation turns the spirit to embodied object. Organizational effectiveness is an extent up to which, the organization fulfills its goals using certain resources and with placing strain on its members. It also helps to ensure the operative use of human resource, gratification of employees, mutual consistency, durability of workforce which are important factors for attaining the organizational goals, smoothing organizational performance and thus bringing about job satisfaction.

Different theories of motivation

Motivation is such a scheme which is applied to inspire, increase stamina and work ability by mentally conciliating the employees or workers to their work or job in a organization. In brief, Motivation is something which inspires one to work self-intentionally.

Many contemporary authors have defined the concept of motivation. Motivation has been defined as: the psychological process that gives behavior purpose and direction; a predisposition to behave in a purposive manner to achieve specific, unmet needs [8]; an internal drive to satisfy an unsatisfied need and the will to achieve. For this paper, motivation is operationally defined as the inner force that drives individuals to accomplish personal and organizational goals. Motivation is the inner state that energizes channels and sustains human behavior. In Encyclopedia of Management “Motivation refers to the degree of readiness of an organism to pursue some designed goal and implies the determination of the nature and locus of forces inducing the degree of readiness. Motivation is a process whereby needs instigate behavior directed towards the goals that can satisfy those needs (Figure 1) [11,12].


Figure 1: Different theories of motivation.

Maslow’s hierarchy of needs: Human behavior is goal-directed. Motivation cause goal-directed behavior. It is through motivation that needs can be handled and tackled purposely. According to Maslow’s Hierarchy, needs were categorized into 5 types/ levels from lower to higher order of needs. Individuals must satisfy lower order of needs before they approach higher order. Satisfied needs will no longer motivate. Motivating a person depends on knowing at what level the person is at of hierarchy.

a. Lower Order (External): Physiological, Safety etc.

b. Higher Order (Internal): Social, Esteem, Self-actualization etc.

c. Physical needs: Need for food, water, shelter, clothing, sexual satisfaction etc.

d. Safety and security needs: Need to be free from physical danger and the fear of

e. Social needs: Need for love and affection, acceptance by fellows and the like.

f. Ego-need: Need for power, prestige, status and self-confidence.

g. Self-actualization need: Desire to become what one is capable of becoming-to maximize one’s potential and to accomplish something’s.

McGregor’s theory X and theory Y: (a). Theory X assumes that, workers have little ambition; dislikes work, avoid responsibility and require close supervision. People don’t like to work and try to avoid it. So, managers have to control and threaten people to get them to work. People prefer to be directed and tend to resist change. People are gullible and not bright.

(b). Theory Y assumes that, workers can exercise self-direction, desire responsibilities and like to work. People don’t naturally dislike work and work is natural part of their lives. People are internally motivated to reach objectives to which they are committed to. People are also committed to goal attainment. They will both seek and accept responsibility under favorable condition. People have capacity for innovation in solving problems. According to this theory democratic management is preferable (Figure 2).


Figure 2: McGregor’s theory X and theory Y.

Herzberg’s motivation hygiene theory: Job satisfaction and dissatisfaction are created by different job factors. They are:

a. Motivators: Achievement, Recognition, Work itself, Responsibility, Advancement, Growth etc.

b. Hygiene factors: Supervision, Company policy, Relation with supervisors, working condition Salary status, Security, Relation with peers, Subordinate etc.

Three needs theory: McClelland’s three needs theory refers that; every person has one of three driving motivators. Those are the need for achievement, affiliation or power. They aren’t inherent; we develop them through culture and life experience.

Goal setting theory: The basic assumption of goal-setting is that goals are immediate regulators of human actions. This theory refers to effects of setting goals on subsequent performance. Individuals who set specific, difficult goals performed better than those who set easy and simple goals. Some of the important features of this theory are: The willingness to work for attainment of goals, Specific and clear goals, Specific and challenging goals, Better and appropriate feedback of the results etc.

Reinforcement theory: This theory refers that we can change anyone’s behavior by using reinforcement, punishment and extinction. Rewards are used to reinforce behavior we want and punishment to prevent behavior we don’t want. Extinction is to stop someone from practicing learned behavior at all (Figure 3).


Figure 3: Reinforcement theory.

Equity theory: Equity theory is a theory that centers on perceived fairness of an individual. An employee reflects on how much effort he has expended and compares this to what he has got from it. Based on the idea that, individuals are motivated by fairness and if the find/ identify inequity in the input or output ratio of themselves and their referent groups then they will seek to adjust their input or output to reach their perceived equity. External equity arises when employee use comparisons to others who have the same job but work in different organizations. Internal equity occurs when employees compare themselves to others who have different job but work in the same organization.

Person Referent other


Research Methodology

Research design

A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. The research design for this study was a descriptive survey through questionnaire. The purpose of using descriptive surveys was to collect detailed and information that describe an existing phenomenon. From a review of literature, a survey questionnaire was developed to collect data for the study the primary data was collected through this form of questionnaire and was hand delivered to the target employees. The questions were filled by the participating employees and were returned. After that, the results were further analyzed using descriptive statistical analysis method to find out how the motivational factors affect their performance. This study is a descriptive survey because it adopted the use of questionnaire aimed at finding the impact of Employee motivation on organizational performance [13-15].

Target population

A population refers to the aggregate of all cases that conform to some designated set of specifications it is the entire set of relevant units of analysis or data. For this study, employees with different designation and experience level were chosen as target population over 5 branches of Karmosansthan Bank Limited. A total of 130 people were chosen and they were provided with the questionnaire. Their answers were collected as primary data. Afterwards these data were analyzed to get an overall idea regarding impact of motivation on different stages showing target population (Table 1).

KBL Branch Frequency Number of Employees Interviewed
Branch 1 1 30
Branch 2 1 25
Branch 3 1 25
Branch 4 1 25
Branch 5 1 25
Total   130

Table 1: Target Population.

Sampling design and size

A sample of about 130 people was selected from the target population, based on their designation and experience level. The sampling was done using stratified random sampling method, in which the population are divided into groups (in this case, designation wise and experience wise) based on factors that may influence the effect of motivation. In stratified random sampling, the strata (groups) are formed based on members' shared attributes or characteristics. Its advantages include minimizing sample selection bias and ensuring certain segments of the population are not overrepresented or underrepresented showing sample (Table 2).

KBL Branch Frequency Sample Size No. of Respondent Sample Population
Branch 1 1 1 30 30
Branch 2 1 1 25 25
Branch 3 1 1 25 25
Branch 4 1 1 25 25
Branch 5 1 1 25 25
Total       130

Table 2: Sampling design and size.

Data Collection Instrument

We employed a self-administered questionnaire of descriptive type to collect primary data before analyzing. This questionnaire is convenient in many ways. Firstly, the respondents answer at their convenience. Secondly, there is no need to set up interview appointments. Furthermore, no interviewer is present to inject bias in the way of questions asked. Moreover, the low cost-per-completion makes it an economical method of surveying large sample.

Data analysis and presentation

We used SPSS (Statistical Package for the Social Scientists) as a data management and statistical analysis tool which has a very versatile data processing capability. It is an electronically storing questionnaire data. Data are stored in a spreadsheet-like table similar to that of Microsoft Excel. It also generates routine descriptive statistical data for question responses, such as frequency counts of closed questions, distribution of multiple-choice question responses etc. It creates graphical presentations of questionnaire data for reporting, presentations or publication which also explores relationships between responses to different questions collating open question responses [17].

a. Background information : Before analyzing data, the background information on the employees at different level has been shown throughout the following pi diagrams. We assume it will be helpful to understand the range of area we’ve tried to cover with our research.

We see that, among the 130 people we conducted our research on, 42%, i.e., 55 individuals were female and 58%, i.e., 75 individuals were male (Figure 4).


Figure 4: Gender of employees.

We see that, among 130 people we conducted research on, 28 individuals are of age 21-30 years, 43 individuals are of age 31-40 years, 40 individuals are of age 41-50 years and 19 individuals are of age 51-60 years (Figure 5).


Figure 5: Age of employees.

We see that, among 130 people we conducted research on, 102 individuals are University Graduate and 28 individuals are University Postgraduate (Figure 6).


Figure 6: Educational qualification of employees.

We see that, among 130 people we conducted research on, 20 individuals are serving between 0-4 years, 35 individuals are serving between 5-8 years, 43 individuals are serving between 9 and 12 years and 32 individuals are serving for more than 12 years (Figure 7).


Figure 7: Service of employees.

b. Effect of extrinsic motivation: We considered three factors as extrinsic motivation determinant; They are Salary, Monetary Incentives and Compensation Package. The result showed that, extrinsic motivation is a dominating factor for motivation employees. We considered three ramifications under this factor. Here, in case of salary, 90% respondents agreed that salary motivates employees to improve their performance; meanwhile, 8% agree with the fact, 2% are uncertain and no one disagrees. In case of monetary incentives, 68% respondents agreed that monetary incentives motivate employees to improve their performance; 23% agree with the fact, 6% are uncertain, 2% disagree and 1% strongly disagree. In case of compensation packages, 77% respondents agreed that compensation packages motivate employees to improve their performance; 16% agree with the fact, 6% are uncertain, 1% disagree and none strongly disagrees (Table 3) (Figure 8).

Statements Strongly Agree Agree Uncertain Disagree Strongly Disagree
Salary 90% 8% 2% 0% 0%
Monetary Incentives 68% 23% 6% 2% 1%
Compensation Package 77% 16% 6% 1% 0%

Table 3: Effect of extrinsic motivation.


Figure 8: Effect of extrinservice motivation.

c. Effect of job enrichment and performance appraisal: We categorized this section into four different factors; they are work environment, responsibility, promotion and recognition and appraisal for work done. The study shows that job enrichment and performance appraisal is a very important psychological motivating factor. Here, in case of work environment, 72% respondents agreed that work environment motivates employees to improve their performance; meanwhile, 22% agree with the fact, 2% are uncertain, 3% disagree and 1% strongly disagree. In case of responsibilities, 52% respondents agreed that responsibilities motivate employees to improve their performance; 19% agree with the fact, 7% are uncertain, 15% disagree and 9% strongly disagree. In case of promotion, 65% respondents agreed that promotion motivate employees to improve their performance; 22% agree with the fact, 10% are uncertain, 3% disagree and none strongly disagrees. In case of recognition and appraisal for work done, 72% respondents agreed that recognition and appraisal for work done motivate employees to improve their performance; 18% agree with the fact, 6% are uncertain, 3% disagree and 1% strongly disagree (Table 4) (Figure 9) [18].

Statements Strongly Agree Agree Uncertain Disagree Strongly Disagree
Work Environment 72% 22% 2% 3% 1%
Responsibility 52% 19% 7% 15% 9%
Promotion 65% 22% 10% 3% 0%
Recognition and Appreciation for work done 72% 18% 6% 3% 1%

Table 4: Effect of job enrichment and performance appraisal.


Figure 9: Effect of job enrichment and performance appraisal.

d. Effect of relationships and security: Effect of relationships and security was divided into three sectors; Relationship with superiors, Relationship with peers and Job security. The result showed that, relationships and security is also a dominating factor for motivation employees. We considered three ramifications under this factor. Here, in case of Relationship with superiors, 78% respondents agreed that Relationship with superiors motivates employees to improve their performance; meanwhile, 15% agree with the fact, 4% are uncertain, 2% disagree and 1% strongly disagree. In case of Relationship with peers, 71% respondents agreed that Relationship with peers motivate employees to improve their performance; 16% agree with the fact, 5% are uncertain, 6% disagree and 2% strongly disagree. In case of Job security, 73%respondents agreed that Job security motivate employees to improve their performance; 18% agree with the fact, 9% are uncertain and none disagrees (Table 5) (Figure 10).

Statements Strongly Agree Agree Uncertain Disagree Strongly Disagree
Relationship with Superiors 78% 15% 4% 2% 1%
Relationship with Peers 71% 16% 5% 6% 2%
Job Security 73% 18% 9% 0% 0%

Table 5: Effect of relationships and security.


Figure 10: Effect of relationships and security.

e. Effect of authority to make decision and growth opportunity: Here, in case of Authority to make decision, 53% respondents agreed that Authority to make decision motivates employees to improve their performance; meanwhile, 12% agree with the fact, 25% are uncertain, 6% disagree and 4% strongly disagree.

Here, in case of Growth Opportunity, 76% respondents agreed that Growth Opportunity motivates employees to improve their performance; meanwhile, 25% agree with the fact, 5% are uncertain, 2% disagree and 2% strongly disagree (Table 6) and (Figures 11 and 12).

Statement Strongly Agree Agree Uncertain Disagree Strongly Disagree
Authority to make decision in order to complete task 53% 12% 25% 6% 4%
Growth Opportunity 76% 15% 5% 2% 2%

Table 6: Effect ofauthority to make decision and growth opportunity.


Figure 11: Effect of authority to make decision and growth opportunity.


Figure 12: Effect of authority to growth opportunity.

Summary and Findings of the Study

From the data analysis above, we find that, there are two parts to data analysis; the first part provided the background data of the respondents and the second part represented elaborated expression about their response are showed in the form of percentage under each section which are Extrinsic motivation, Job enrichment and performance appraisal, Relationships and security, Authority to make decisions and Growth opportunity.

a. Effect of extrinsic motivation on employee performance: From the study conducted above, It can be asserted with certainty that, extrinsic factors are great motivator as majority of the respondents thinks. So, an effective scheme of monetary and extrinsic rewards should be made. It is also to be kept in mind that, after a certain amount of time, employees may feel the requirement for more monetary incentives.

b. Effect of job enrichment and performance appraisal: Job enrichment and performance appraisal are also a decent motivation factors. The effects of these factors are more on the psychological perspective. If the working environment is good, the employee will perform with more convenience and ease. Similarly, if the employee knows his/her good performance is being appraised by the top management and subordinates, then surely better performance can be expected. Nonetheless in some cases, the employees may feel pressurized by excessive workload and responsibility which that case works as a de motivator.

c. Effect of relationships and security: Relationships with superiors and peers are also important as deducted from the survey above. Similarly, job security has also a positive effect on employees’ performance as they feel more secured doing their job knowing that they are secured with their job. That’s why it is better to provide a legal agreement during joining.

d. Effect of authority to make decision: If the employees are given authority to take decision under their territories of expertise, then it may very well be used as an enormous motivation tool. They shouldn’t be allowed to take decision outside their range of operation.

e. Effect of growth opportunity: If the employees feel that they have a great future in their respective organization, they will work with more efficiency and compatibility. So this is also a great motivator. Such motivating should be established by exemplifying others working in the same organization.


The researchers inferred to the conclusion based on the research conducted above and the respondents ‘repercussion of the questionnaire supplied, that motivation indeed has a momentous effect on employee performance. From the data analysis presented above we can clearly come to the decision that the factors taken into account during the survey (Extrinsic factors, Job enrichment and performance appraisal, Relationships and job security, Authority in decision making, Growth opportunity etc.), pragmatically dominates employees’ will to perform and achieve goals of the respective organization. The factors considered under Extrinsic motivation are salary, monetary incentives and compensation package; the factors considered under Job enrichment and performance appraisal are work environment, responsibility, promotion and recognition and appreciation for work done; the factors considered under Relationships and security are relationship with superiors, peers and job security; Moreover, Authority to make decisions, Growth opportunity and prospects were also considered. The result evidently represented the tangible sorting of how motivation is responsible for upliftment of employee performance. From what the researchers found it can easily be stated that the connection between motivation and performance is quite natural if not obvious. When the employees will get some extra drive and exertion, it is bound to ameliorate their typical standard of performance [19].


The results obtained from this research can certainly be used very effectively to improve the present scenario of motivation in different sectors of our country. It will help to establish a firmer grip on not only organizational behavior but also employee psychology. Motivating your employees is a delicate and purposeful challenge that requires more than an annual review or jotting a few notes in someone’s personnel file. The following can be suggested based on the research and survey conducted above.

• Based on the result provided by the study, the organization can get an idea of the fact if they require taking steps regarding motivation.

• The study can also be used to bring clarity concerning how to implicate different theories of motivation into practical field of work.

• To inspect the extend up to which motivation has been able to meet employee prospect expectation.

• To inspire these sectors to enforce more motivational tools to achieve more successes.

• The results can be used to compare present scenario regarding level motivation and the optimum rate of motivation should be applied to attain organizational goals most effectively.

Future Scope of the Research:

There are certainly more scopes for conducting research studies concerning motivation in the future. The researchers conducted their study on banking sector. There are other sectors like industrial sectors, marketing sectors, business sectors etc. These are the main economic power provider for a country. If we can generate better outcomes from these sectors, our country is bound to be developed. From the study above we see that motivation has a dominating impact on employee performance, so, if we can find out more effective use of motivational tools from these studies, it will certainly help to make our economic sectors more enriched.


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