AN INVESTIGATION INTO HUMAN RELATION AND EMPLOYEE MOTIVATION:

A CASE STUDY OF BARINGO TEACHERS SACCO.

BY

BERNARD

REG NO.

A Research Proposal Submitted To the UoN in Partial Fulfillment for the Requirement for

Award of Diploma in business Management.

YEAR 2011

DECLARATION

This research proposal is my original work and has not been presented for any of the study

programmes in any College/University.

Name Sign Date

Bernard .......................... ............................

SUPERVISOR

This proposal has been submitted for examination with my approval as the University

Supervisor.

Name Sign Date

……………………………….. …………………… ………………….

DEDICATION

This proposal is dedicated to the Lord God Almighty who gave me physical and mental health to

undertake and accomplish this project. And to my entire family who supported me morally and

financially tirelessly.

May the Lord almighty bless you all.

ACKNOWLEDGEMENT

I wish to acknowledge the Lord God Almighty for the strength, chance, knowledge and wisdom

He has given me all through my studies. Much appreciation goes to my supervisor, who devoted

a lot of time and patience to this study.

God bless you abundantly.

ABSTRACT

The purpose of this study will be to study human relation and employee motivation in Baringo

Teachers Sacco and come up with recommendations on improvement. This research will be

carried out in Elderma Ravine town and its other branches. Some of the objectives of this

research will be; to find out effects of poor pay on employee productivity, to find out factors

responsible for workers unproductiveness, to find out effects of salary increase, reward and other

welfare packages on productivity of workers and to find out factors responsible for job

satisfaction. This study will adopt the descriptive survey design. This research design will be

most appropriate for it will help the researcher to gather information, summarize it, present it and

interpret it for the purpose of Simple random sampling technique will be used to select 25

respondents. The researcher will use structured questionnaires and interview schedules as

research instruments. The data collected will then be analysed using the quantitative technique

then represent by the use of tables, bar graphs, pie charts and pictures. The research findings will

help the top management of equity bank and other banks in Nakuru town in coming up with

possible solutions to the employee problems. This will also assist the other researchers as they

research on the same problem.

ABBREVIATION

HRM - Human Resource Management

HR - Human Resource

TABLE OF CONTENTS

DECLARATION………………...................…………………………… i

DEDICATION………………………....................................…………… ii

ACKNOWLEDGEMENT………………….………………………….… iii

ABSTRACT.............................................................................................. iv

ABBREVIATION……………………...............……………………… v

TABLE OF CONTENTS.......................................................................... vi

CHAPTER ONE

1.0 Introduction……………………………………………………. 1

1.1 Background of the study………………………………………. 1

1.2 Statement of the problem……………………………………… 2

1.3 Purpose of the study…………………………………………… 2

1.4 Objectives of the Study…………………………………………. 2

1.5 Research questions……………………………………………… 3

1.6 Significance of the study………………………………………… 3

1.7 Scope and Limitation of the study…………………………… 4

CHAPTER TWO; LITERATURE REVIEW

2.0 Introduction ………………………………………………………..

2.1 General Over View …………………………………………………

2.2 What Influences Motivation? ………………………………………

2.3 The Context of Human Resource Management (HRM)……………

2.4 Productivity of Workforce ………………………………………….

2.5 Promotions, Transfers, Demotions and Separation…………………

2.6 Salary and Wages (Compensation) Administration…………………

2.7 The Role of Money as a Motivator ………………………………..

2.8 Summary of Related Literature……………………………………..

CHAPTER THREE; RESEARCH DESIGN AND METHODOLOGY

3.1 Introduction ………………………………………………………… 20

3.2 The research design ……………………………………………….. 20

3.3 The study area ……………………………………………………… 20

3.4 Target population ……………………………………………………. 20

3.5 Sample size and technique ………………………………………… 20

3.6 Research instruments and tools ……………………………………….. 21

3.7 Data Analysis………………………………………………………….. 21

Reference………………………………………………………………… 22

CHAPTER ONE

1.0 Introduction

This chapter will highlight the background information, statement of the problem, purpose and

objectives of the study, research questions, limitations and delimitations of the study.

1.1 Background to the study

It is a well known fact that, the primary concern of an organization is its viability and hence its

efficiency. For effective functioning of any organization employees must learn to perform their

jobs at a satisfactory level of proficiency and also the organization must provide opportunities for

the continued development and training of employees not only on their jobs, but as well develop

them for other jobs for which they might later be considered. According to Obikoya (1996)

employee training is a systematic process of altering the behaviour, knowledge and or motivation

of employees in a direction to increase the trainees' effectiveness and organization goal

achievement. Koontz et al. (1983) opined that people are unique- they have different needs,

different ambition, different attitudes, and different desires for responsibility, different levels of

knowledge and skills and different potentials.

However, Obikoya (2003) believed that both private and public sectors in Kenya are guilty of

wrong utilization of available human resources. This is especially in the banking industry where

graduates are employed in the area which they lack expertise. It is in this direction that Bulama

(1999) opined that banks must engage in intensive staff training and research.

Moreover, Agbato (1982) said that objectives of a bank is to maximize the long term return on

the resources it employed, therefore management by objectives approach is suggested to focus

attention on the right priorities and of securing performance standard and appraisal. According to

Stoner et al. (2002) performance appraisal compares individuals job performance to standards

developed for the individual's position. How performance may prompt corrective action like

additional training, a demotion or separation while high performance may merit reward, such as

bonus or promotion.

The business environment is ever dynamic and changes create problem for the managers in terms

of human resources. It is of important for employers in order to get the best of his employees,

should improve very often upon the factors that persistently motivates employees, since they are

bound to be affected by time.

David et al. (1986) said pay systems have always responded to change, so do day pattern and

practices. Employers move through different stages of accepting the fact that their pay systems

are going to change and understanding the process of change makes it easier to accept the

changes. Also Banjoko (1996) sees compensation of employee as the totality of the financial and

other non-financial rewards that an employee receives in return for his or services. It includes his

basic pay and other numerous financial benefits and incentives the totality of which determines

how well he/she lives in the society. Aggarwal (1986) observed that companies have long sought

management reward systems designed to ensure long and short term productivity and corporate

loyalty. He observed further that top talent is easily woven to a competitor by more challenge

and better rewards. Consequently, corporations have devised many ways to appropriately reward

key staff members while hoping to instill a sense of company loyalty. Therefore most companies

tie their mangers' raises and bonuses to the annual profit level. He argued that wages are

established by ostensibly neutral process of supply and demand.

Yesufu (1965) stated that the condition under which work is performed should be such as to

make workers not only economically highly productive and efficient, but happy human beings

and properly developed citizens. He also states that workers have only tended to pay more

attention to what they can derive from themselves in the nature of higher pay packets, sick

benefits, generous leave and good working conditions.

Whyte (1955) while agreeing that there is no doubt that money has an important effect on the

thinking and behaviour of productive workers, explained that monetary incentive become

quickly entangled with a lot of other motives that have little or nothing to do with money, so that

the ultimate effect of money itself is not easily identified. He however, confirmed that one reason

why money with has proved to be handy is the fact that it is partly true.

Shubin (1957) viewed services such as rest room, lunch stand, cooperative purchasing, medical

attention in premises, hospitalization, pension plan, sports designed by an organization for

providing an occupational environment that would enhance physical, mental and emotional

fitness of employees as well as being a special incentive for better performance.

From all the above discussion, one can easily deduce that it is advantageous for every

organization to give room for good human resources relation and employee motivation. This

involves setting up of programmes of various types, good pay packages, good welfare packages,

adequate training and development and to crate enabling satisfaction which will eventually result

to the realization of the expected productivity level.

1.2 Statement of the problem

Both public and private organization in Kenya contributes to the wrong utilization of available

human resources. This is because college graduates are employed in the area where they lack

expertise. The management of some banks does not seem to know the importance of good

employee relation, employee training and development on their productivity. Some management

believes that if workers have acquired university/college education, there is no need to train

again. Also provisions of welfare facilities are not given adequate attention in some organization.

Despite many policies being put in place to ensure workers productivity and efficiency and to

possibly get rid of unethical practices in the banking sector little has been achieved in some

banks and other organizations. Therefore, the researcher will try to investigate on human relation

and employee motivation in equity bank and come up with recommendations on improvement.

1.3 Purpose of the study

The study will be basically concerned with the study on human relation and employee motivation

in equity bank and come up with recommendations on improvement. The research findings will

help the top management of equity bank and other banks in Nakuru town in coming up with

possible solutions to the employee problems. This will also assist the other researchers as they

research on the same problem.

1.4 Objectives of the study

To find out effects of poor pay on employee productivity.

To find out factors responsible for workers unproductiveness.

To find out effects of salary increase, reward and other welfare packages on productivity

of workers.

To find out factors responsible for job satisfaction.

1.5 Research Questions

In carrying out this research work, the following questions will be asked:

How does poor pay affect employee productivity?

What are the factors responsible for workers unproductiveness?

How do salary increase, reward and other welfare packages affect productivity of

workers?

What are the factors responsible for job satisfaction?

1.6 Significance of the study

The study will find out factors contributing to employee unproductiveness and it will be of

beneficial to the top management of equity bank and other banks in Nakuru town in coming up

with possible solutions to the employee problems. This will also assist the other researchers as

they research on the same problem. By addressing the problems of the workers, banks will help

the workers live a better life and be able to perform their tasks well. The researcher also hopes

that the study will form base for further research by other scholars leading to solving this

problem and motivating workers more.

1.7 Scope and Limitation of the Study

1.7.1 Scope

The study will focus on investigating human relation and employee motivation in equity bank.

The study will be carried out in the human resource department of equity bank in Nakuru town.

The town has over 15 commercial banks. During the research process information will be

collected from both the senior and junior staff at the human resource department in the bank.

1.7.2 Limitations

The finding from the study will be limited to the equity bank in Nakuru town. This will not allow

generalizations to all other commercial banks; however the findings could be helpful to other

banks with similar challenges.

CHAPTER TWO; LITERATURE REVIEW

2.0 Introduction

This chapter presents a review of related literature to the research problem. Studies carried out in

Kenya and other parts of the world will be reviewed.

2.1 General Over View

In today's marketplace, where companies seek a competitive edge, motivation is key for talent

retention and performance. No matter the economic environment, the goal is to create a

workplace that is engaging and motivating, where employees want to stay, grow and contribute

their knowledge, experience and expertise.

Motivation is generally defined as the psychological forces that determine the direction of a

person's level of effort, as well as a person's persistence in the face of obstacles. The direction of

a person's behavior refers to the many possible actions that a person could engage in, while

persistence refers to whether, when faced with roadblocks and obstacles, an individual keeps

trying or gives up.

The responsibility for motivation is three-fold: it falls on the senior leadership, the direct

manager and the employee. Numerous factors are involved, from trust, engagement and values

(individual and organizational) to job satisfaction, achievement, acknowledgement and rewards.

Motivation is essential for working autonomously, as well as for collaboration and effective

teamwork. The ultimate focus of the organization is to successfully retain talent, meet goals and

go beyond expectations. It is the role of HR and organizational leaders to foster an environment

for excellence. Through a foundation of research, theory, studies and practical examples, this

article addresses the questions of what motivates employees, what managers need to do, and

what supports motivation and, thus, performance.

2.2 What Influences Motivation?

Motivating employees for better performance encompasses these critical factors: employee

engagement, organizational vision and values, management acknowledgment and appreciation of

work well done, and overall authenticity of leadership. Chana Anderson, CCP

, SPHR-CA, director of HR and a member of the SHRM Employee Relations Special Expertise

Panel, says that motivation is influenced equally by the employee and the company: "Motivation

and engagement is truly a 50-50 relationship between the employee and employer. Employees

are expected to come to the workplace with the intrinsic motivation and desire to be successful,

be value-added and contribute to the obtainment of an employer's vision. Conversely, it is

incumbent upon the employer to provide resources, opportunities, recognition and a cohesive

work environment for employees to be successful."

2.2.1 Employee Engagement

Engagement influences motivation. It is reflected in the extent to which employees commit, how

hard they work and how long they stay. People join organizations for different reasons,

motivated by intrinsic and extrinsic rewards. Intrinsic rewards are reflected in actions believed to

be important. Examples include an employee who wants to help people by providing excellent

customer service or a senior manager who gains a sense of accomplishment from overseeing a

large corporation. Intrinsic outcomes include responsibility, autonomy, feelings of

accomplishment and the pleasure of doing interesting work. Extrinsic-motivated behavior

includes actions performed with the goal to have material or social rewards, with outcomes such

as job security, benefits, vacation time and public recognition. It is the responsibility of managers

to motivate employees, with the goal for employees to contribute to the organization. Managers

can best motivate employees by offering rewards that are meaningful to them.

2.2.2 Vision and Values

Employees are often motivated differently. To develop a work environment that promotes

motivation, organizations need to know what is important to their employees and then to

emphasize these factors. In fact, some companies and researchers are beginning to look at "work

spirituality"--not in a religious sense, but in a sense that what an employee does aligns with his

or her greater sense of life and purpose. Aside from monetary gain, work provides people with

fulfillment on various levels, from earning a living and "doing good work" to aspiring to a vision

and ultimately having an impact on the quality of life. These reasons can change over time in

response to changes in people's home life and responsibilities. Further, in response to drastic

economic changes and natural disasters, companies can change over time as well.

2.2.3 Management Acknowledgment and Appreciation

How employees are treated is a strong determinant of employee motivation and performance.

Edward E. Lawler III, author and consultant for human resource management, emphasizes that

"treating people right is fundamental to creating organizational effectiveness and success. It is

also easier said than done." According to Lawler, this includes "a highly complex set of actions

on the part of both organizations and employees. Organizations must develop ways to treat their

employees so that they are motivated and satisfied; employees must behave in ways to help their

organizations become effective and high-performing." This winning combination for

performance requires a partnership between the organization and the employees. Lawler states:

"One can't succeed without the other. To provide people with meaningful work and rewards,

organizations need to be successful. And to be successful, organizations need high-performing

individuals. The challenge is to design organizations that perform at high levels and treat people

in ways that are rewarding and satisfying." To describe this mutually beneficial relationship,

Lawler uses the term virtuous spiral, a relationship that occurs when the organization values its

employees, and in return, workers are committed to high performance.

2.2.4 Leadership and Making a Difference

In today's pressure-cooker environment, performance is carefully noted at all levels of the

organization. No matter an individual's title, everyone has the opportunity to lead in some

capacity and have a positive impact on performance. Understanding the value that can be

achieved through different roles is one way of providing motivation, performance and thus

leadership skills. A recent article published on Knowledge@Wharton, titled "Putting a Face to a

Name: The Art of Motivating Employees," emphasizes that workers have better results when

they can identify with those they serve. Specifically, face-to-face interactions and task

significance ("what I do makes a difference") are key drivers for motivation and performance.

Research by Adam Grant, Ph.D., a Wharton management professor, indicates that making human

connections is critical for motivation, leadership and high job performance. He found that face-

to-face interactions--no matter how superficial--can lead to significant improvements in

performance, and that motivation and performance increase simply by an employee's awareness

of the impact of his or her job on others. Dr. Grant has observed this result through studies of all

types of jobs and roles in the workplace, from customer service representatives, managers,

nurses, doctors and medical technicians to security guards, engineers, salespeople, police officers

and fire fighters--based on when people can directly see the impact of their efforts.

2.3 The Context of Human Resource Management (HRM)

The context of "Human Resources" implies that people in a work organization are endowed with

a range of abilities, talents and attitude necessary to influence productivity, quality and

profitability. Human resources as viewed by Giant (1978) as the supply of physical labour,

technical and professional skills which are germane to the development policies, programmes,

projects and daily activities. Ndiomu (1992) contended that the human resources of a nation

comprise men and women, young and old who engage in the production of goods and services

and who are the greatest and indeed the most precious assets of the nation.

Udo-Udo Aka (1992) asserted that the concept of human resources refers to the management,

scientific, engineering, technical, craft and other skills which are developed and employed in

creating, designing and developing organizations and in managing and operating productive and

service enterprises and economic institutions. Human resources are composed of individuals

working for an organization, employed these days on a variety of contracts; some as "core" long-

term staff, some as temporary staff, some as contracted staff but collectively making up the most

important of an organization's resources as opined by Cowling (1998).

In general, regardless of the job, the most effective employees are those who provide the highest

possible quality and quantity of a product or service at the lowest possible cost and in the

timeliest fashion with a maximum of positive impact on co-workers, organizational units and the

client/ customer population. However, HRM is that part of the management process that

specializes in the management of people in the work place from recruitment to training to salary

to the point of Exit. HRM emphasizes that employees are the primary resource for gaining

sustainable competitive advantage that human resources activities need to be integrated with

corporate strategy and that human resource specialists help organizational controllers to meet

both efficiency and equity objectives.

According to Glueck (1982) HRM is the function of all enterprises which provides for effective

use of human resources to achieve both the objectives of the enterprises and that of the

employees. HRM consists of activities that relate to people within the firm, rather than activities

that deal with finance, engineering, marketing accounting. HRM deals with recruiting, selection,

appraising rewarding and developing of employees as well as negotiating with labour unions.

Obikoya (2002) quoted Yoder, Heinemann, Turnbull and Stone (1984) as saying that human

resource management involves procedure through which human resources are organized and

directed towards the attainment of organizational, individual and social goals. It makes the best

possible utilization of the rank and the employees. Summarizing what Human resource

management is, Cole (1990) write: "It is that specialist function of management which has prime

responsibility for the following.

Formulating, proposing and gaining acceptance for the human resource management

policies and strategies of the organization.

Providing adequate human resource management services for the organization to enable

it to recruit, motivate, and develop sufficient and sustainable employees at all levels.

Advising the organization management of the human consequences of change"

It has been argued in the past and up till now that productive workforce determines the

placement and importance of an organization in the society. Then the question comes to mind,

what makes people or personnel in an organization to be productive or unproductive as the case

may be?

Therefore, personnel management in the context of productivity of workforce and sustenance of

such organization is a condition that guarantees optimally, the interests of workers versus their

welfare, education, training, health, job security the need to be important and motivation of such

workers either materially or through other rewards. Thus, it could be assumed that most

organizations with industrial harmony have well designed articulated and observed policies that

ensure the job satisfaction which in turn positively affects the productivity of the workforce.

In line with the above, most human resource managers always play active role in the outcome of

the performance of their organizations. The advent of staff competition in the banking industry

coupled with the fact that customers now have full knowledge of their importance to the industry

have made most banks to place very high premium on the quality and quantity of their personnel

with a view to getting the best that will guarantee optimum returns on investment. This in

consequence has given rise to very robust profit reported yearly by these banks.

2.4 Productivity of Workforce

An understanding of the concept of productivity improvement programmes requires clear

definition of the following concept issues, productivity, quality improvement and programmes.

According to Ulrich (1997), productivity refers to a ratio of output to input. Input may include

labour hours or costs, production costs and equipment costs. Output may consist of sales,

earnings, and market share. Many firms now assume or have shown that productivity is affected

by employee's knowledge, skills, abilities, attitude, motivation and behaviours. The improvement

programme starts with this assumption and proceeds with different intervention strategies.

Prokopenko (1996) defined productivity as the relationship between the output generated by a

production or service system and the input provided to create this output.

According to Obikoya (2002), quality can be assessed by looking at performance, reliability,

conformance to standards, durability, serviceability, aesthetics and complying with customer

requirements. Crosby defined quality as "conformance to the requirements". Improvement refers

to the deliberate efforts of an organization to increase in value or excellence. In other words, the

enhancement or betterment of a company's performance, for example, increase in a company's

share turnover from year to year gaining the company's share of the market or a continuous

research and development activities of a company. Programme means a schedule of plan to be

followed. It is an intended plan of action to guide the activities of a business organization. By

productivity improvement programmes, it means the various schedules or plan put forward by an

organization to enhance its effectiveness and efficiency. In other words, it is all the concerned

efforts of an organization to gain competitive advantage over its competitors to accomplish the

organization's mission at a low enough cost. Better training and development programmes have

been shown to improve the performance of current employees, while certain incentive and

compensation systems translate into higher productivity and performance as opined by Benker,

Lee and Porter (1996).

2.4.1 Objectives of Performance Appraisal

The main purpose of any performance in appraisal system according to Killen (1977) is to:

Evaluate an employee's works to the organization

Provide basis for wages, salary, increases, promotion, demotion and transfer.

Point out employee's specific needs for additional education, training and development

which will lead to their improved performance and the overall organizational

performance.

Acknowledge high performance and motivate high performances.

Enable workers know how their superiors view their performance

Provide appraisal reports which will serve as the basis determine training and

development need.

Provide appraisal reports which will serve as the basis for job redesigning.

Help determine training and development need.

Provide the employer with the data that could be used for staff development to serve in

greater capacity.

Improve communication line between the supervisors and their subordinates in work

environment.

However, employees should receive regular indications from their supervisors on how they are

doing. That is to say there should be no surprise at annual review time. The performance

appraisal should be a summary of what the superior and the employee have been taking about all

the year along. Report by William (1977) indicates that human resource manger is responsible

for designing and overseeing the appraisal programmes. The person who conducts performance

appraisal varies from company to company. However, direct participation by line manager in the

operation of the programme is necessary, for success.

2.5 Promotions, Transfers, Demotions and Separation

According to Stoner et al. (2002) movement of personnel within an organization their promotion,

transfer, demotion and separation-is a major aspect of human resource management. The actual

decisions about whom to promote and whom to fine can also be among the most difficult and

important aspect of human resource management a manager has to make.

2.5.1 Promotions

The possibility of advancement often serves as a major incentive for superior management

performance. Therefore, it is extremely important that promotions be fair-based on merit and

untainted by favouritism still, even fair and appropriate promotions can create a number of

problems. One major problem is that frequently organizations members who are bye- passed for

promotion feel resentful which may affect their morale and productivity.

2.5.2 Transfers

Transfers serve a number of purposes: They are used to give people broader. Job experience as

part of their development and to fill vacancies as they occur. Transfers are also used to keep

promotion ladders open and to keep individuals interested in the work. For example, many

middle managers reach plateau simply because there is no room for all of them at the top. Such

managers may be shifted to other positions to keep their job motivation and interest high.

Finally, inadequately performing employees may be transferred to other jobs simply because a

higher-level manager is reluctant to demote or fire them. Increasingly however, some employees

are refusing transfers because they do not want to move their families or jeopardize a spouse's

course.

2.5.3 Discipline, Demotions and Separations

Discipline is generally administered when an employee violates company policy of fall short of

work expectations and mangers must act to remedy the situation. Discipline usually progresses

through a series of step-warning, reprimand, probation, suspension, disciplinary transfer,

demotion and discharge until the problem is solved or eliminated. If demotion or transfer is not

feasible, separation is usually better than letting a poor performer stay on the job. No matter how

agonizing the separation decision may be, the logic of human resource planning frequently

requires that it be made.

2.6 Salary and Wages (Compensation) Administration

Employee compensation administration has given much and careful thought to build job effort

firm employees so that both they and the employers will be limited together in a bargain based

upon a fair days' work for a fair day's pay. Rachel (1971) said equal pay for equal work is an

acceptable principle for achieving equity of compensation. This is an important criterion.

Employees expect what their members are paid to be at least comparable to that of other

reference groups. Consistent with this principle, and with the concept of an employment

exchange, people expect to be paid differently for work in different jobs. A major task in reward

systems management is the determination of a structure of compensation differentials that both

employer and employees can accept as being reflective of differences in the work associated with

these jobs.

2.7 The Role of Money as a Motivator

According to Obikoya (2003) some behaviour scientists have been interpreted as implying that

money is not a motivator of behaviour. Herzberg, categorized pay as hygienic factor. However,

in considering the role of hygiene factors, we must remember that if they are not adequately

supplied, employees will become dissatisfied and restrict their productivity. Therefore it seems

that money plays an important role in employee behaviour and motivation. The role of money as

a motivator is not deniable. The question is "To what extent does money motivate?" For

individuals with strong physiological needs, pay would likely serve as a most important of the

basic necessities. The organization must however reward employees according to their

productivity. A clear relationship must exist between performances and pay if money is to serve

as an effective motivator.

2.8 Summary of Related Literature

It is now evident that Human Resource Management has to do with the inception of personnel in

the organization till the exit period. That is why today, the management of human resource is

generally accepted to be the primary responsibility of all managers, line or staff, facilitated and

supported by a lean and competent human resource department. Druker (1977) charged

management with three functions: economic performance, managing managers and managing

workers and work. According to him "man alone of all the resources available to man can grow

and develop and the added".

Management of human resources is therefore very important business function. An organization

must have the right numbers and types of employees who must be managed in such a way that

they will be able to achieve their personnel and organizational objective simultaneously.

Furthermore, people in work organizations endowed with a range of abilities, talents and

attitudes influenced productivity, quality and profitability. Individuals therefore become human

resources by virtue of the roles they assume in the work organization.

The specific reward for the employee must complement the performance not vice-versa.

Monetary rewards must not be used as the only reward feedback to the employee. Immediate

supervision must use intrinsic motivational tools such as unexpected minor rewards and/or verbal

compliments. Again, the central focus must be on the task. The focus cannot be allowed to shift

to the reward. Monetary systems do motivate employees to perform above their normal work

standard, but in so doing, management must be aware of what impact these systems have on

decreasing intrinsic motivation. This is why they must be used carefully, and they can not be

used as a substitute for management.

If management expects the worker to be motivated, then management must allow for the above

actions to take place. If one of these actions is missing, it may not doom a system to failure, but

it certainly can create deterioration of the system. The key to success of any management team is

believability  through actions taken. If these actions are not present, failure will likely occur.

CHAPTER THREE; RESEARCH METHODOLOGY

3.1 Introduction

A research methodology is a systematic procedure of gathering information about a particular

area of study. This chapter will contain research design, study area, target population, sample

size and technique then the research tools and data analysis.

3.2 The research design

The study will adopt the descriptive survey design to collect the opinions of staff through the use

of questionnaires. This survey research design will be used to study the aspect of human relation

and employee motivation in equity bank in Nakuru town and come up with recommendations on

how to improve.

3.3 The study area

The study will be carried out in equity bank, Nakuru town branch. The town has more that 15

other commercial banks. The town is a cosmopolitan and it’s a home of all tribes and races.

3.4 Target population

The target population of the research will be the employees working at the bank. The study will

specifically be carried out at the human resource department of the bank. Both the senior and

junior staff of the bank will be interviewed and their opinions collected.

3.5 Sample size and technique

Sampling is a procedure of selecting a part of population on which research can be conducted,

which ensures that conclusions from the study can be generalized to the entire population.

Simple random sampling technique will be used to select 20 junior staff and 5 senior staff of the

bank.

3.6 Research instruments and tools

3.6.1 Questionnaires

Sounders (2003) states that a questionnaire is a general term to include all technique of data

collection in which each person is asked to respond to the same set of questions on a

predetermined outcome. Researcher will use questionnaires because the respondents will answer

anonymously without fear. More so, researcher will collect large data in a shorter period of time.

It will therefore save time.

3.6.2 Interview schedule

An interview is a purposeful discussion between two or more people Sounders (2003). The

researcher will carry out verbal conversation with the respondents. The researcher will choose

this method of data collection so as to get first hand information from the bank workers. This

method will be successful since the respondents will be cooperative and flexible in answering

questions. The researcher will be in a position to clarify to the respondents anything.

3.7 Data Analysis

Data collected will be processed, coded and analyzed to facilitate answering the research

objectives and questions. The descriptive statistics will be used to analyze data which will be

presented as frequencies, percentages, tables and bars.

REFERENCE

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