Sample Research Paper On Motivating Employees

Type of paper: Research Paper

Topic: Lending, Banking, Motivation, Workplace, Management, Manager, Theory, Increase

Pages: 5

Words: 1375

Published: 2021/01/02

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Employee motivation is an important aspect needed to improve the performance of an organization. Many theorists have developed various approaches that one can use in a bid to motivate employees; these approaches are either intrinsic or extrinsic forms of motivation. Some of the selected theories that will be used in analysis include the Herzberg’s two-factor theory of motivation and the Deci approach of motivation and self-determination. This paper seeks to establish the best approaches a branch manager can use when he want to increase performance of lending officers and reduce turnover and absenteeism for tellers. Apart from that, a personal reflection will be given based on the best approach one can use to motivate employees.

Increasing performance of lending officers

Deci theory of self-determination and motivation suggest that naturally people are driven by the need to achieve some goal and gain satisfaction. In this case, people work because they want to gain autonomy, grow, relate with others, and gain knowledge of dealing with the environment. The branch manager needs to understand that lending officers want job satisfaction (Ryan & Deci, 2000, p. 41). In this case, he should consider using this approach because it is aimed at gaining knowledge, relating with others, and having some form of autonomy. The rationale behind the use of this approach to improve performance of lending officers is that it does not consider the use of extrinsic motivators such as overtime, salary increment, and related benefits.
In order to increase the number of lending officers, there is the need for the branch manager to ensure that lending officers not only work to earn salaries or benefit from extrinsic needs, but also help lending officers to establish good working relationships with others. This way, lending officers will be satisfied and prefer working as a team; thereby, increase their numbers. Considering that Deci’s theoretical perspective is of the assumption that employees seek to grow because they will learn competent skills, which they will use to deal with the environment and its challenges (Ryan & Deci, 2000, p. 41). The need for to gain the lending experience from others will enable lending officers to increase the amount of funds they loan. It should be noted that, giving lending officers bonuses for loans lent might not increase the lending amount.
The nature of work itself determines the performance and not the reward. For instance, a move by the branch manager to allow lending officers to work under strict company policies, which are hostile and punitive in case of an error, would lower the performance of lending officer. The work involved in lending requires analysis, and sometimes calculation and in this regard, the lending officer needs a settled mind. Based on this situation, the branch officer should learn how to recognize the efforts of the lending officers and encourage them to learn from one another as a way of embracing teamwork as well as gaining experience.

Increasing turnover and absenteeism for tellers

In order to reduce costs, increase the turnover and rate of absenteeism for tellers, the branch manager need to use Herzberg’s two-factor theory of motivation. Proponent of this theory suggested that there are some characteristic of a job, which relate to job dissatisfaction, while others relate to job satisfaction. It should be noted that solving problems that causes dissatisfaction does not create satisfaction; for instance, it might be true that tellers are subjected to strict company policies and that giving them bonuses or salary increment will not make them satisfied (Sapru, 2008, p. 222). Increasing sales volume of the financial institution requires that the branch manager needs to use external satisfiers such as offering bonuses for bank tellers who do their work diligently, and provide overtime for bank tellers who work past the required time. This way, bank tellers will be motivated to work accurately, and effectively; a move that will increase the turnover and reduce the cost of operation.
Indisputably, the fact that tellers are used to the habit of being late means that they are not getting job satisfaction. In such as case, the branch manager should consider factors of satisfaction such as reviewing company policies, allowing them to work with strict supervision, ensuring that there is a friendly relationship between them and their supervisors, improving their working conditions, and checking on their personal and job security (Sapru, 2008, p. 89). Utilizing the approach of remedying factors that cause job dissatisfaction for bank tellers will minimize costs and hence increase the turnover because the approach is not expensive in its implementation. For instance, the financial institutions will not incur any costs by reviewing it firm policies, or forging a friendly relationship between supervisors and tellers.
Concisely, the banks manager has to take different approaches when motivating bank tellers and loan officers. The rationale behind it is that employees in these two professions face different problems. Notably, bank tellers are dissatisfied, while loan officers are out to achieve natural growth, achieve personal goals, forge working and friendly relationships, and gain experience. For this reason, the bank manager has to use Herzberg’s two-factor theory of motivation to motivate bank tellers, and on the other hand adopt the Deci’s motivational and self-determination theory to address the needs of loan lending officers.

Personal reflection regarding motivational approaches

Increasing performance of lending officers in terms of amount and their numbers
I believe that adopting the Herzberg’s two-factor theory of motivation to motivate loan officers would be best as opposed to Deci’s theory of motivation and self-determination. Ideally, lending officers are working in a dissatisfied condition and this explains why their number needs to increase (Ryan & Deci, 2000, p. 39). Apart from that, they are not determined to increase their lending amount because (presumably) their working environment is not friendly, they are not recognized, or they are not taken care of their needs by the financial institution. To remedy their dissatisfied condition, I think the branch manager should improve the physical working condition of lending officers; for instance, provide them with necessary systems that would enable them to conduct their analysis before they award loans. Apart from that, I know that when the branch manager improves the interpersonal relations of lending officers and their supervisors, then they will be at liberty to seek consultations; thereby, increase their lending amount (Thompson, 1996, p. 85). There is also a need for the branch manager to ensure that lending officers have a job security; for instance, a lending officer should not lose his job in an event that a client (loanee) has defaulted on payment or loan servicing. I believe that when the branch manager adopts this approach, lending officers will increase the amount of money they are lending and that more lending officers will join this financial institution.

Increasing turnover and absenteeism for tellers

I think the branch manager need to adopt Deci’s motivation and self-determination theory because the theory suggest that employee needs three psychological needs, which, according to me, bank tellers are lacking and that is why most of them like being absent and their performance cannot be compared to the reward. Notably, bank tellers lack competence that enable them to deal with challenges they encounter at their work place, they lack autonomy, (ability to work freely and control their welfare and lives), and the need to create good rapport with their colleagues and even senior officials. For this reason, the branch manager needs to allow bank tellers to control of their course of their lives because in so doing, most of the bank tellers will shun away from absenteeism. The need to increase the turnover of the financial institution requires that the branch manager should allow bank tellers to gain work experience by relating well with others who might be competent than them. I think that in so doing, the branch manager will achieve the goal of increasing the bank turnover and alleviate the absenteeism problem among bank tellers.


Many firms understand that employee motivation is one of the ways a firm may use in an effort to improve performance. Two theories have been brought forward to address two problems affecting a financial institution. Notably, Herzberg’s two-factor theory of motivation and the Deci’s motivational and self-determination theory have been used to address the needs of loan lending officers and bank tellers respectively. However, problems affecting these employees might be alleviated using different approaches. Notably, the branch manager need to analyze the situation before establishing the best approach that could be used in alleviating the problem.


Ryan, R., & Deci, E. (2000). Intrinsic and Extrinsic Motivations: Classic Definitions and New Directions. Contemporary Educational Psychology, 25(1), 54–67-54–67.
Sapru, R. (2008). Administrative theories and management thought (Eastern economy ed.). New Dehli: PHI Learning.
Thompson, D. (1996). Motivating others: Creating the conditions. Princeton, NJ: Eye On Education.

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