Business Research Method
Job Motivation and Job Performance: An Exploratory Study in RHB Bank

Lecturer: Dr.Mirza Manirajah Abdullah

Prepared by Student Name: LEE LIAN SENG I/C NO: 710414-10-5663
RIVERBANK ACADEMY SDN BHD NO 3-3 & 5-3, JALAN PUSAT PERNIAGAAN 1, PUSAT PERNIAGAAN SG.JELOK, 43000 KAJANG SELANGOR TEL: 03-87375009 FAX: 03-87395418 WEBSITE: www.riverbankacademy.com.my EMAIL: info@riverbankacademy.com.my

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CONTENTS DESCRIPTION PAGE Introduction To RHB Bank Introduction to Job Motivation and Job Performance page 6 Purpose of Study page 6 Problem Statement page 6 Objective of Study page 8 Limitation of Study page 8 Literature Review page 9 Discussion Page 17 Methodology & Hypothesis of Study page 35 Sampling Procedures page 35 Data Analysis page 39 Summary and Conclusions page 43 Recommendations page 44 page 2

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Introduction

Although formed in 1997, our roots go back in time to the early 90s. Many events since that time have moulded us into the bank we are today. Below is brief run-through of the important dates and events in the history of the RHB Banking Group which include mergers and partnerships with other banks that have ultimately lead to the RHB Banking Group that we are today.

Kwong Yik Bank Berhad
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1913 - Established with a start-up capital of RM300,000 at the Old Market Square in Kuala Lumpur, making it Malaya's first local bank

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1997 - Merges with DCB Bank Berhad, making it the country's biggest ever banking merger at that time

Sime Bank Berhad (formerly known as UMBC Bank)
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1959 - A group of businessmen, led by Mr Chang Ming Thien, a prominent figure in the rubber industry in Malaya and Singapore, sets up the United Malayan Banking Corporation Berhad (UMBC)

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1960 - Officially declared open by Prime Minister Tunku Abdul Rahman Putra AlHaj. It is the first commercial bank to be established in independent Malaya

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1996 - UMBC becomes part of Sime Darby Berhad and is renamed Sime Bank Berhad
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1999 - Merges with RHB Bank Berhad and becomes part of the RHB Banking Group

DCB Bank Berhad
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1966 - Establishment of Development and Commercial Bank (D&C Bank, later renamed DCB Bank)

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1997 - Merges with Kwong Yik Bank Berhad to form RHB Bank Berhad, turning a medium-sized bank into the third largest integrated financial services group in Malaysia

Utama Banking Group (UBG)
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1976 - A licensed commercial bank, is incorporated as a public company 2003 - Merger of RHB Bank Berhad with Bank Utama Berhad into the RHB Banking Group

RHB Banking Group
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1983 - Rashid Hussain secures a broker's licence and sets up Rashid Hussain Securities Sdn Bhd

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1996 - Rashid Hussain acquires a 75% stake in Kwong Yik Bank Berhad 1997 - Merger of Kwong Yik Bank Berhad and DCB Bank Berhad to form RHB Bank, then Malaysia's third largest financial services group

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1999 - Merger of Sime Bank Berhad and RHB Bank Berhad to form the RHB Banking Group

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2003 - Merger of RHB Bank Berhad with Bank Utama Berhad into the RHB Banking Group

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2005 - RHB Banking Group received a license for its Islamic Banking arm - RHB Islamic Bank Berhad

In conjunction with the 100 years Celebration of RHB existence, new Vision and Core Values has been launch to drive the organization to the next greater heights of achievement.
VISION: To be a Leading Multinational Financial Services Group by years of 2020

Definition of New Core Values - PRIDE Professional:

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We are committed to maintain a high level of proficiency, competency and reliability in all that we do.

Respect:

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We are courteous, humble and we show empathy to everyone through our actions and interactions.

Integrity:

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We are honest, ethical and we uphold a high standard of governance.

Dynamic:

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We are proactive, responsive and forward thinking.

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Excellence:

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Purpose of Study

The purpose of study job motivation and job performance is to evaluate and identified both positive key points can be used by the organization to increase the employee engagement to achieve the ultimate objective and the goals set by the management.

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Problem Statement

Job motivation "is a set of energetic forces that originate both within as well as beyond an individual's being, to initiate work-related behaviour, and to determine its form, direction, intensity, and duration. Understanding what motivates an organization's employees is central to the study of I–O psychology. Motivation is a person's internal disposition to be concerned with and approach positive incentives and avoid negative incentives. To further this, an incentive is the anticipated reward or aversive event available in the environment. While motivation can often be used as a tool to help predict behaviour, it varies greatly among individuals and must often be combined with ability and environmental factors to actually influence behaviour and performance. Because of motivation's role in influencing workplace behaviour and performance, it is the key for organizations to understand and to structure the work environment to encourage productive behaviours and discourage those that are unproductive.

There is general consensus that motivation involves three psychological processes: arousal, direction, and intensity. Arousal is what initiates action. It is fuelled by a person's need or desire for something that is missing from their lives at a given moment, either totally or partially. Direction refers to the path employees take in accomplishing the goals they set for
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themselves. Finally, intensity is the vigour and amount of energy employees put into this goal-directed work performance. The level of intensity is based on the importance and difficulty of the goal. These psychological processes result in four outcomes. First, motivation serves to direct attention, focusing on particular issues, people, tasks, etc. It also serves to stimulate an employee to put forth effort. Next, motivation results in persistence, preventing one from deviating from the goal-seeking behaviour. Finally, motivation results in task strategies, which as defined by Mitchell & Daniels, are "patterns of behaviour produced to reach a particular goal.

. Job performance is a commonly used, yet poorly defined concept in industrial and organizational psychology, the branch of psychology that deals with the workplace. It's also part of Human Resources Management. It most commonly refers to whether a person performs their job well. Despite the confusion over how it should be exactly defined, performance is an extremely important criterion that relates to organizational outcomes and success. Among the most commonly accepted theories of job performance comes from the work of John P. Campbell and colleagues. Coming from a psychological perspective, Campbell describes job performance as an individual level variable. That is, performance is something a single person does. This differentiates it from more encompassing constructs such as organizational performance or national performance which are higher level variables.

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Objective of Study

These objectives are paying attention to the problems and objectives that are selected to clarify the intended information and also be able to derive specific information that are not limited by the previous questions. This study intended to get the suitable data to help in building the proper assessment. This includes: 1. to determine methods that RHB BANK BERHAD practice to inspire or motivate their employees. 2. To determine the accomplished strategies by RHB BANK BERHAD in giving job satisfaction to their employees. 3. To create an appropriate solution for RHB BANK BERHAD problems.

Limitation of Study The limitations of this study would be of financial assistance and the participation of the employee. Participants may not be willing to participate and share their information. While financial assistance may have denied assistance. The participant basically will not share their personal information such as remunerations package offered by their employer. If willing, they will only share estimate range of income

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or their remuneration package for this study purpose. The participant will have the option not to disclose certain information if requested.

Literature Review

Maslow's Hierarchy of Needs

Current risk organization theory and standards have the same opinion that not all risk is bad.

Maslow's "hierarchy of needs" seeks to explain human motivation, and proposes a layered series of motivators ranging from survival to self-actualization. Applying this framework to risk management reveals why individuals and organisation‟s think first about threats, and why they see opportunities as optional extras

Maslow's Hierarchy of Needs theory can be summarized as follows:
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Human beings have wants and desires which influence their behaviour. Only unsatisfied needs influence behaviour, satisfied needs do not.

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Needs are arranged in order of importance to human life, from the basic to the complex.

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The person advances to the next level of needs only after the lower level need is at least minimally satisfied.
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The further the progress up the hierarchy, the more individuality, humanness and psychological health a person will show.

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McClelland’s Theory of Needs

David McClelland and his associates proposed McClelland‟s theory of Needs / Achievement Motivation Theory. This theory states that human behaviour is affected by three needs - Need for Power, Achievement and Affiliation.

Need for achievement is the urge to excel, to accomplish in relation to a set of standards, to struggle to achieve success. Need for power is the desire to influence other individual‟s behaviour as per your wish. In other words, it is the desire to have control over others and to be influential.

Need for affiliation is a need for open and sociable interpersonal relationships. In other words, it is a desire for relationship based on co-operation and mutual understanding.

The individuals with high achievement needs are highly motivated by competing and challenging work. They look for promotional opportunities in job. They have a strong urge for feedback on their achievement. Such individuals try to get satisfaction in performing things better. High achievement is directly related to high performance. Individuals who are better and above average performers are highly motivated. They assume responsibility for solving the problems at work. McClelland called such individuals as gamblers as they set challenging targets for themselves and they take deliberate risk to achieve those set targets.

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Such individuals look for innovative ways of performing job. They perceive achievement of goals as a reward, and value it more than a financial reward.

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The individuals who are motivated by power have a strong urge to be influential and controlling. They want that their views and ideas should dominate and thus, they want to lead. Such individuals are motivated by the need for reputation and self-esteem. Individuals with greater power and authority will perform better than those possessing less power. Generally, managers with high need for power turn out to be more efficient and successful managers. They are more determined and loyal to the organization they work for. Need for power should not always be taken negatively. It can be viewed as the need to have a positive effect on the organization and to support the organization in achieving its goals.

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The individuals who are motivated by affiliation have an urge for a friendly and supportive environment. Such individuals are effective performers in a team. These people want to be liked by others. The manager‟s ability to make decisions is hampered if they have a high affiliation need as they prefer to be accepted and liked by others, and this weakens their objectivity. Individuals having high affiliation needs prefer working in an environment providing greater personal interaction. Such people have a need to be on the good books of all. They generally cannot be good leaders.

McClelland believed that needs can be learned (or more accurately, strengthened or weakened), and the program training he developed supported that proposition. In his achievement motivation program, trainee wrote achievement-oriented stories and practiced achievement-oriented behaviours in business games. They also completed a detailed achievement for the next two years and formed a reference group with other trainees to maintain their new found achievement motivation. Participants attending these achievement

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motivation programs subsequently started more new businesses, had greater community involvement, invested more in expanding their businesses and employed twice as many people compared with a matched sample of non-participants. These training programs increase achievement motivation by altering participant self-concept and reinforced experiences such that they amplified related emotion generated by innate drive. When writing an achievement plan, for example, participants were encouraged (and supported by other participants) to experience their anticipated thrill of succeeding.

4-Drive Theory

The Four Drive Model of Employee Motivation was presented by Lawrence and Nohria in 2002. The model is a holistic way of looking at employee motivation beyond the typical “pay” model that is prevalent in the corporate world today. I will not go into detail regarding the model here, but just give an overview and how this model presents a new way of thinking for organizational leaders (see here for how leaders can impact performance using it). The Four Drive theory is based on research that shows four underlying drives – the drive to Acquire & Achieve, to Bond & Belong, to be Challenged & Comprehend and to Define & Defend.

Each of these drives is important if we are to understand employee motivation. While companies typically focus on the drive to Acquire & Achieve (i.e., base pay, incentives, etc…), the other three drives play an integral part in fully motivating employees. Thus, the new theory provides a model for employers to look at when they are trying to find ways to increase employee engagement and motivation.

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For instance, companies often pay lip service to team building as they don‟t see how it really impacts performance.

The Four Drive model shows that team building relates directly to the drive to Bond & Belong – which in turn can influence an employee‟s motivation. Thus conducting a team building session should no longer be just about having fun for a few hours, it should help a company‟s employees positively build and enhance the bonds they have with their coworkers.

The drive to be Challenged & Comprehend highlights the fact that we perform better when we are not bored or “not challenged” and learning on the job. Instead of trying to automate

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and simplify all work, leaders should look at how they can enhance or create challenges for employees and provide them opportunities to learn and grow. With this in mind, organizations must look at how they are structuring their jobs, their projects, their incentives.

Organizations do not typically think of the drive to Define & Defend when they are thinking about motivation. The Four Drive model indicates that a company‟s reputation, its moral bearing, the culture and what it does can all be significant factors in how motivated employees are. Think of the different motivation an employee would have working for a pharmaceutical company that is providing lifesaving medicines for people or a one that is out to maximize shareholder returns. Which do you think would have the more motivated workforce?

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The expectancy theory of motivation

The expectancy theory of motivation provides an explanation as to why an individual chooses to act out a specific behaviour as opposed to another. This cognitive process evaluates the motivational force (MF) of the different behavioural options based on the individual's own perception of the probability of attaining his desired outcome. Thus, the motivational force can be summarized by the following equation: MF = Expectancy X Instrumentality X ∑ (Valence(s))

Expectancy (E)

Expectancy refers to the "effort-performance" relation. Thus, the perception of the individual is that the effort that he or she will put forward will actually result in the attainment of the "performance". This cognitive evaluation is heavily weighted by an individual's past experiences, personality, self-confidence and emotional state.

The Instrumentality (I)

Instrumentality refers to the "performance-reward" relation. The individual evaluates the likelihood or probability that achieving the performance level will actually result in the attainment of the reward.

Valance (V)

Valance is the value that the individual associates with the outcome (reward). A positive valance indicates that the individual has a preference for getting the reward as opposed to, vice-versa, a negative valance that is indicative that the individual, based on his perception

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evaluated that the reward doesn't fill a need or personal goal, thus he or she doesn't place any value towards its attainment.

As the Motivational Force (MF) is the multiplication of the expectancy by the instrumentality it is then by the valence that any of the perception having a value of zero or the individual's feeling that "it's not going to happen", will result in a motivational force of zero.

Discussion

The expectancy theory of motivation and job satisfaction seeks its roots from the RHB Bank Bhd where I worked since 1992 till today.. These study focused on the conscious and rational aspects of employee motivation and the factors associated with levels of high or low productivity which is similar to all financial institution in Malaysia.

Their study evaluated the following three variables:

1. Individual needs as reflected in the goals sought. Examples of these goals would be making more money or getting along well in the work group. 2. Individual perceptions of the relative usefulness of productivity behaviour (high or low) as a means of attaining desired goals (in theoretical terms, the instrumentality of various productivity levels or the extent to which they are seen as providing a path to a goal). 3. The amount of freedom from restraining factors the individual has in following the desired path. Examples of constraining factors might be supervisory and work group pressures or limitations of ability and knowledge.

The hypothesis is:

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"If a worker sees high productivity as a path leading to the attainment of one or more of his personal goals, he will tend to be a high producer. Conversely, if he sees low productivity as a path to the achievement of his goals he will tend to be a low producer.

In 1964 Even though no formal theory of motivation emerged from this initiative, Vroom based the expectancy theory of motivation largely on the findings of earlier research. If fact, Vroom expanded the ideology to include the individual capacity to not only have a preference towards a certain goal, but to cognitively evaluate and rank them in order of preference. Thus, a particular reward can fulfil multiple outcomes, consequently adding to the sum of the valences.

Therefore even though individuals express high effort and high performance doesn't mean business success as people could be directing their efforts towards a doomed organizational goal. In addition, and contrary to popular belief, the expectancy theory of motivation provides an individual decision model.

Critique

The expectancy theory of motivation has been the target of many critics, Graen (1969), Lawler (1971), Lawler and Porter (1967 & 1968), since it was originally presented by Vroom in 1964. These critics are far more an extension to the original concepts as opposed to a deviation from them. Actually Mr. Vroom admitted himself that the expectancy theory of motivation should be updated with new research findings.

One of the major criticisms of the expectancy theory of motivation decision model was its simplicity. In the sense that it doesn't explain the different levels of efforts acted out by an individual. There is also the assumption that a reward will entice an employee to expand greater efforts in order to obtain the reward, but neglect the fact that the reward in question
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could have a negative effect for the individual. For example a pay increase might push him or her into a higher tax bracket.

The effectiveness of the expectancy theory of motivation decision model from a managerial perspective relies on the manager to make assumptions on the motivational force of the reward for the employee (s). Thus, the uses of the "rewards" need to obey to "The Law of Effect" where:

1. Positively rewarded behaviours will have a tendency to augment in frequency. 2. Negatively or neutrally rewarded behaviours will have a tendency to diminish in frequency. 3. The type of reinforcement and its timing will impact the frequency of the behaviour.

Future of theory

The expectancy theory of motivation has prevailed as an acceptably rational explanation for an individual decision-making model. It's without question that the theory which is a predictive value may enable managers to increase the likelihood of an individual acting out the desired behaviour. However, the implementation of the theory in an organizational context isn't an easy task! Many sub-cognitive processes are involved in the overall decision that finding the balance between the individual's "reward" and the cost to be borne by the organization becomes a tedious task. In addition, each trial changes the equation, in the sense that the individual will use that new experience to alter his or her perception of the future probability of attaining the desired outcome.

The evolution of cognitive neuroscience techniques, brain scans being among the major ones, could expand the understanding of the cognitive processes involved in our decision-making

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process. More specifically they perhaps could shed some light on the "evaluative" as well as the "progressive" nature of motivational forces that drive our behaviours.

Organization Behaviour Modification

Behavior modification is the traditional term for the use of empirically demonstrated behavior change techniques to increase or decrease the frequency of behaviors, such as altering an individual's behaviors and reactions to stimuli through positive and negative reinforcement of adaptive behavior and/or the reduction of behavior through its extinction, punishment and/or satiation. The first use of the term behavior modification appears to have been by Edward Thorndike in 1911. His article Provisional Laws of Acquired Behavior or Learning makes frequent use of the term "modifying behavior". Through early research in the 1940s and the 1950s the term was used by Joseph Wolpe's research group. The experimental tradition in clinical psychology used it to refer to psycho-therapeutic techniques derived from empirical research. It has since come to refer mainly to techniques for increasing adaptive behavior through reinforcement and decreasing maladaptive behavior through extinction or punishment (with emphasis on the former). Behavior modification is a form of

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Behavior therapy now known as applied behavior analysis. Emphasizing the empirical roots of behavior modification, some authors consider it to be broader in scope and to subsume the other two categories of behavior change methods.

In recent years, the concept of punishment has had many critics, though these criticisms tend not to apply to negative punishment (time-outs) and usually apply to the addition of some aversive event. The use of positive punishment by board certified behavior analysts is restricted to extreme circumstances when all other forms of treatment have failed and when the behavior to be modified is a danger to the person or to others (see professional practice of behavior analysis). In clinical settings positive punishment is usually restricted to using a spray bottle filled with water as an aversive event. When misused, more aversive punishment can lead to affective (emotional) disorders, as well as to the receiver of the punishment increasingly trying to avoid the punishment (i.e., "not get caught").

The use of positive reinforcement to change behavior has many applications to organizational training. An assessment called performance audit is conducted first, to determine the problems or behaviors that can be modified for more efficient job performance. A program of positive reinforcement is then introduced to reward employees for displaying the desired behaviors, such as reducing errors or production time per unit. Punishment or reprimands are not used. Although this may temporarily eliminate an undesirable behavior, they may leave in its place anxiety, hostility and anger. Providing positive reinforcement is much more effective in improving employee productivity and behavior.

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Social Cognitive Theory

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Cognitive theory is a learning theory of psychology that attempts to explain human behavior by understanding the thought processes. The assumption is that humans are logical beings that make the choices that make the most sense to them. Information processing is a commonly used description of the mental process, comparing the human mind to a computer.

Pure cognitive theory largely rejects behaviorism on the basis that behaviorism reduces complex human behavior to simple cause and effect. However, the trend in past decades has been towards merging the two into a comprehensive cognitive-behavioral theory. This allows therapists to use techniques from both schools of thought to help clients achieve their goals.

Social cognitive theory is a subset of cognitive theory. Primarily focused on the ways in which we learn to model the behavior of others, social cognitive theory can be seen in advertising campaigns and peer pressure situations. It is also useful in the treatment of psychological disorders including phobias. Goal Setting and Feedback

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Goal setting theory has been used to increase success and achievement since the early 1800s. In the early 1900s, Napoleon Hill researched and conducted extensive studies with regard to goal setting and the effects on the business world; his research was the foundation for many books including most notably "The Laws of Success" and "Think and Grow Rich". The advancement of goal setting theory continued in the 1960s with the beginning of Edwin A. Locke's 30-year research into goal setting. In 1968, Locke published an article titled "Toward a Theory of Task Motivation and Incentives" where he stressed the importance of clear goal setting and helpful feedback in motivating employees. Locke coined the popular phrase of SMART goals which is still widely used today.

Purpose

Setting goals serves the purpose of increasing effort and persistence and directing these efforts and attention toward goal-relevant activities. Edwin A. Locke stressed that to benefit from goal setting and motivate employees, goals must be SMART: specific, measurable, attainable, relevant and time-bound. Goals need to be clear, easy to objectively measure, challenging but still attainable, relevant to the overall success of the organization, and have a time frame for accomplishing the goal.

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Balanced Scorecard Basics

The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and non-profit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. It was originated by Drs. Robert Kaplan (Harvard Business School) and David Norton as a performance measurement framework that added strategic non-financial performance measures to traditional financial metrics to give managers and executives a more 'balanced' view of organizational performance. While the phrase balanced scorecard was coined in the early 1990s, the roots of the this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950‟s and the work of

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French process engineers (who created the Tableau de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.

The balanced scorecard has evolved from its early use as a simple performance measurement framework to a full strategic planning and management system. The “new” balanced scorecard transforms an organization‟s strategic plan from an attractive but passive document into the "marching orders" for the organization on a daily basis. It provides a framework that not only provides performance measurements, but helps planners identify what should be done and measured. It enables executives to truly execute their strategies.

This new approach to strategic management was first detailed in a series of articles and books by Drs. Kaplan and Norton. Recognizing some of the weaknesses and vagueness of previous management approaches, the balanced scorecard approach provides a clear prescription as to what companies should measure in order to 'balance' the financial perspective. The balanced scorecard is a management system (not only a measurement system) that enables organizations to clarify their vision and strategy and translate them into action. It provides feedback around both the internal business processes and external outcomes in order to continuously improve strategic performance and results. When fully deployed, the balanced scorecard transforms strategic planning from an academic exercise into the nerve centre of an enterprise.

Kaplan and Norton describe the innovation of the balanced scorecard as follows:

"The balanced scorecard retains traditional financial measures. But financial measures tell the story of past events, an adequate story for industrial age companies for which investments in long-term capabilities and customer relationships were not critical for success. These financial measures are inadequate, however, for guiding and evaluating the journey that

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information age companies must make to create future value through investment in customers, suppliers, employees, processes, technology, and innovation."

Adapted from Robert S. Kaplan and David P. Norton, “Using the Balanced Scorecard as a Strategic Management System,” Harvard Business Review (January-February 1996): 76.

Perspectives

The balanced scorecard suggests that we view the organization from four perspectives, and to develop metrics, collect data and analyse it relative to each of these perspectives:

The Learning & Growth Perspective This perspective includes employee training and corporate cultural attitudes related to both individual and corporate self-improvement. In a knowledge-worker organization, people --

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the only repository of knowledge -- are the main resource. In the current climate of rapid technological change, it is becoming necessary for knowledge workers to be in a continuous learning mode. Metrics can be put into place to guide managers in focusing training funds where they can help the most. In any case, learning and growth constitute the essential foundation for success of any knowledge-worker organization.

Kaplan and Norton emphasize that 'learning' is more than 'training'; it also includes things like mentors and tutors within the organization, as well as that ease of communication among workers that allows them to readily get help on a problem when it is needed. It also includes technological tools; what the Baldrige criteria call "high performance work systems."

The Business Process Perspective This perspective refers to internal business processes. Metrics based on this perspective allow the managers to know how well their business is running, and whether its products and services conform to customer requirements (the mission). These metrics have to be carefully designed by those who know these processes most intimately; with our unique missions these are not something that can be developed by outside consultants.

The Customer Perspective Recent management philosophy has shown an increasing realization of the importance of customer focus and customer satisfaction in any business. These are leading indicators: if customers are not satisfied, they will eventually find other suppliers that will meet their needs. Poor performance from this perspective is thus a leading indicator of future decline, even though the current financial picture may look good.

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In developing metrics for satisfaction, customers should be analysed in terms of kinds of customers and the kinds of processes for which we are providing a product or service to those customer groups.

The Financial Perspective Kaplan and Norton do not disregard the traditional need for financial data. Timely and accurate funding data will always be a priority, and managers will do whatever necessary to provide it. In fact, often there is more than enough handling and processing of financial data. With the implementation of a corporate database, it is hoped that more of the processing can be centralized and automated. But the point is that the current emphasis on financials leads to the "unbalanced" situation with regard to other perspectives. There is perhaps a need to include additional financial-related data, such as risk assessment and cost-benefit data, in this category.

Strategy Mapping

Strategy maps are communication tools used to tell a story of how value is created for the organization. They show a logical, step-by-step connection between strategic objectives (shown as ovals on the map) in the form of a cause-and-effect chain. Generally speaking, improving performance in the objectives found in the Learning & Growth perspective (the bottom row) enables the organization to improve its Internal Process perspective Objectives (the next row up), which in turn enables the organization to create desirable results in the Customer and Financial perspectives (the top two rows).

Balanced Scorecard Software

The balanced scorecard is not a piece of software. Unfortunately, many people believe that implementing software amounts to implementing a balanced scorecard. Once a scorecard has
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been developed and implemented, however, performance management software can be used to get the right performance information to the right people at the right time. Automation adds structure and discipline to implementing the Balanced Scorecard system, helps transform disparate corporate data into information and knowledge, and helps communicate performance information

Job feedback Job feedback was defined as providing credible information about the results of one‟s performance so that individuals could regulate their efforts in real time (Pritchard, Jones, Roth,Stuebing, & Ekeberg, 1988). We used the organization‟s internal method of feedback to employees to obtain a personal score for each individual. The feedback scorecard, consisting of 20 close-ended questions, was answered by immediate supervisors and presented to employees at a one-on-one feedback meeting. The feedback included information on both the employee‟s formal and informal performance. Sample question is „„The employee is cooperative and creative.‟‟ Responses were made on a five-point scale ranging from 1 (never true) to 5 (always true). No reliability figure is available for this scale, as it was based on the internal records of the organizations that allowed us to use a final score for each employee.

Organizational Justice

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Organizational justice is conceptualized as a multidimensional construct. The four proposed components are distributive, procedural, interpersonal, and informational justice. Research also suggests the importance of affect and emotion in the appraisal of the fairness of a situation as well as one‟s behavioral and attitudinal reactions to the situation (e.g., Barsky, Kaplan, & Beal, 2011). A myriad of literature in the industrial/organizational psychology field has examined organizational justice as well as the associated outcomes. Perceptions of justice influence many key organizational outcomes such as motivation (Latham & Pinder, 2005) and job satisfaction (Al-Zu‟bi, 2010).

Corporate social responsibility

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A concept related to organizational justice is corporate social responsibility (CSR). Organizational justice generally refers to perceptions of fairness in treatment of individuals internal to that organization while corporate social responsibility focuses on the fairness of treatment of entities external to the organization. Corporate social responsibility refers to a mechanism by which businesses monitor and regulate their performance in line with moral and societal standards such that it has positive influences on all of its stakeholders (Carroll, 1999). Thus, CSR involves organizations going above and beyond what is moral or ethical and behaving in ways that benefit members of society in general. It has been proposed that an employee‟s perceptions of their organization‟s level of corporate social responsibility can impact that individual‟s own attitudes and perceptions of justice even if they are not the victim of unfair acts (Rupp et al., 2006).

Roots in equity theory

The idea of organizational justice stems from equity theory (Adams, 1963, 1965), which posits that judgments of equity and inequity are derived from comparisons between one‟s self and others based on inputs and outcomes. Inputs refer to what a person perceives to contribute (e.g., knowledge and effort) while outcomes are what an individual perceives to get out of an exchange relationship (e.g., pay and recognition). Comparison points against which these inputs and outcomes are judged may be internal (one‟s self at an earlier time) or external (other individuals).

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Equity Theory

This is a more recent theory. Equity theory is the roots of the concepts we know call organizational justice. This theory is not as broad as the other two, but is still pretty informative. In general terms, equity theory posits that humans seek to maintain a balance between inputs and outputs.

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Inputs are anything employees contribute to the job, be it time, effort, education, dedication, passion, etc.

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Outputs refer to anything employees get out of a job. These can be things like compensation, benefits, awards, recognition, sense of belonging, etc.

Employees seek equilibrium between their inputs and outputs. Much of the research on this model of employee motivation revolves around the issue of inequity. If employees feel their inputs are greater than their outputs, they will attempt to increase their outputs. Failing that, they will try to reduce their inputs. Reduction in employee inputs seldom works out in a way employers enjoy.

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This theory also focuses our attention on two aspects of organizational justice; distributive and procedural.

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Distributive justice refers to the distribution of organizational valuables. More often than not, this aspect of justice deals with how much compensation one employee receives relative to others. For instance, if one employee learns that another employee gets substantially more money for the same work, the first employee will feel that they are underpaid. They might have been perfectly fine with their compensation, until they learned that they received different (less) compensation than someone else.
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This comparison occurs not just among peers, but also across levels of the organization. Supervisor tends to expect more compensation that those they manage.

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Interestingly enough, this comparison is driven by the similarity between the employees being compared. Line workers seldom base equity perceptions on how much money the CEO is making. They are much more likely to compare themselves to other line workers, or to a lesser extent, their supervisors.

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By the same token, CEOs tend to compare themselves to their line workers, or other executives in their organization when developing distributive justice perceptions. Their point of reference tends to be other CEOs. This is one possible explanation for the escalation in executive pay people keep writing about.

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Procedural justice refers to how decisions are made and how people are treated. When people talk about “office politics,” they are probably noticing that some people are treated differently than others. This happens all the time, and it is not always a bad thing; this preferential treatment is the cornerstone of Leader-Member Exchange (LMX) theory (another topic for another day). Here are the important bits for this theory:

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

Reduce systematic procedural inequity. People should be treated the same whenever possible. If an inequity must occur, then explain it to all parties involved.



Perhaps the most important lesson we can draw from this theory is to allow your employees sufficient amount of voice. People should have a say in the rules that impact them. Many times people will accept distributive and some procedural inequities, as long as they have been given a voice. Of course, it is not the act of speaking out those matters, so much as the sense that someone is listening to their concerns; that their input matters.



This can be illustrated by the following equation:

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Methodology

The agreed consumers of RHB BANK BERHAD to answer the semi-interviews are two medical practitioners, general managers, homemakers, and two college students. They were chosen purposively for the reason of this study. A designed questionnaire for semi-interview was utilized for collection of data from the participants. Below are the selected questions asked during the interview:
  

How long have you been patronizing RHB Bank BHD-MALAYSIA's services? Do you have any plans changing banks? Are you happy with the services provided by RHB Bank Bhd, Malaysia?

The questions consisted of the following broad sections; and approach through the services proved by RHB BANK BERHAD and information and insight about dissimilar aspect of their services. These selected interview questions were created to identify how RHB BANK BERHAD conducts their service and how much they aim to satisfy their financial needs. Since they interact with such with the representatives of RHB BANK BERHAD first had, they are the most suitable subjects for this study. I have incorporated their family's views on this and how they respond to the participant views. Their families were included since they are also consumer body. These participants were invited through the accumulated list of consumers that participant in their Customer Satisfaction Survey (CSAT). A meeting was made with the participants. Accordingly the participants were briefed and were given a schedule as to when the official interview will occur. Both Doctors, in this study, have the same qualifications below:
 

More than a year as customers of RHB Bank Bhd Above 25 years old

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

Has active profession

Both homemakers have the same qualifications:
  

More than a year as customers of RHB Bank Bhd Above 18 years old No source of income except their spouse

Both Students have the same qualifications:
 

Dependent on their parents regarding financial needs Above 18 years old

Both general managers have the same qualifications:
 

Has control and jurisdictions on the profit of their industry Above 25 years of age

Apart from the consumers of RHB, this study has interviewed employees, upper management to discuss several questions in regard to the services they render. During the interviews the doctors, general managers, and homemakers were willing to answer the questions. The students, in the other hand, were at times reluctant to answer some of the questions. The students must have thought their answers weren't accurate.

During the interviews the doctors, general managers, and homemakers were willing to answer the questions. The students, in the other hand, were at times reluctant to answer some of the questions. The students must have thought their answers weren't accurate.

Hypothesis of Study, Hypothesis 1
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This study shows that adequate salary or monetary income plays a major role in allowing employees to be satisfied in their jobs. There is no significant relationship between salary and job satisfaction

Hypothesis 2

This study shows that work recognition plays a role to have a sense of importance and motivates employees to work diligently. There is no significant relationship between work recognition and job satisfaction.

Hypothesis 3
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this study shows giving professional growth to employees such as personal development program, trainings, seminars, etc. allows employees to have mental growth which they apply to their daily duties as employees. There is no significant relationship between professional growth to employee's creativity and development.

 

Sampling Procedures Sources of Data: Primary or Secondary

Data Analysis This is a descriptive study looking into the impact of motivation on job satisfaction. The management dilemma in many organizations in today‟s fast paced technological environment is how managers can improve the motivation of employees, so that companies employ and retain a fulfilled workforce that contributes optimally to organizational stakeholders. Essentially, the questions that must be answered by this research are:
  

What makes some employees perform better than others? What makes some employees seem better satisfied in their jobs than others? In what ways can management improve the motivation of its employees?

Some of the benefits of this research for managers as well as organizations include:

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

It will broaden management‟s insights that motivation plays a key role in the overall job satisfaction of employees.



It will enable managers to understand the factors and processes that are internal and external to the individual employee in an organization that have an effect in his/her behaviour and performance.



By understanding motivational issues behind employees, managers can systematically develop strategies to deal with motivational problems.

The results of this investigation can help companies‟ lower turnover costs by addressing motivational concerns of employees. The consequence is that employees will stay and not resign the company. Replacing an experienced and trained worker can be very costly for organization. Existance of Bank Employees Union does contribute to setting a basic terms and conditions that need to be followed by employees and management to ensure the employees benefits is always protected and created a better working environment (NUBE,ABOM, Maybank Exec Union, Am Union & ect)

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Employee Reviews (reference from Glassdoor)

1) Dec 10, 2012 “good staff benefits, stress work place”

Mortgage Consultant (Former Employee)

Kuala Lumpur (Malaysia)

I worked at RHB Bank Berhad full-time for less than a year Pros – staff benefits, medical claims, training allowance, hp allowance..
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Cons – Never have a proper training esp for a new join staff. If a staff not meet the sales target within 3- 4 months, you need to quit your job by yourself or it will have a warning letter. Advice to Senior Management – Provide a proper training to new join staff, guide them and approach them how to do in mortgage sales.

2) May 27, 2013 “Not recommended to all of my friends”

Senior Executive (Current Employee)

Kuala Lumpur (Malaysia)

I have been working at RHB Bank Berhad full-time for more than 3 years Pros – Get to know to the world of investment Cons – less benefit compare to other competitors! Advice to Senior Management – To be more transparent, give more staff benefits and eliminate managers that 'take money' from staffs

3) Jun 17, 2013 “Too much office politics, bosses unprofessional”

Assistant Manager (Current Employee)

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Kuala Lumpur (Malaysia)

I have been working at RHB Bank Berhad full-time for less than a year Pros – None really.. Just avoid this company unless you know some good influential people within the company who can help you along the way Cons – Too much office politics hinders actual professional work done. The bosses know nuts about the actual professional work while pretending to know it all. I am not too sure if this is just limited to my previous department or the whole bank is run this way.

But I understand from another friend that it is quite widespread and he describes the internal environment in RHB as such - 'dead wood'. Advice to Senior Management – Learn to adapt and reward the deserving and the people who know

4) Dec 10, 2012 “good staff benefits, stress work place”

Mortgage Consultant (Former Employee)

Kuala Lumpur (Malaysia)

I worked at RHB Bank Berhad full-time for less than a year Pros – staff benefits, medical claims, training allowance, hp allowance..

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Cons – Never have a proper training esp for a new join staff. If a staff not meet the sales target within 3- 4 months, you need to quit your job by yourself or it will have a warning letter. Advice to Senior Management – Provide a proper training to new join staff, guide them and approach them how to do in mortgage sales.

5) Nov 23, 2012 “Pride”

Anonymous Employee (Current Employee)

I have been working at RHB Bank Berhad full-time for more than 7 years Pros – Hopefully a new begining into the next milenuim Cons – Chances that the "walk the talk" won't be followed Advice to Senior Management – People management,

Discussion & conclusion The wide purpose of the study was to recognize the manner of the participants towards RHB BANK BERHAD clients and their information and awareness about dissimilar aspects of their service. The result revealed that all are satisfied with the services that they have been receiving from RHB BANK BERHAD. Below are the statements argued by the participants:

'I don't want to change banks since they are very much in tuned with what I need' 'A lot of people are deprived of basic assistance; Here, I feel that customer service is their priority and

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they make sure that I get something from my investments' All of them affirmed that they may meet battle from other banks and hey have been invited several times to change bank. Two of the participants, have tried venturing to other banks. However, they only did those as supporting banks, their priority Banks is and will always be RHB Bank Bhd, Malaysia

Both job motivation and job performance are equally important in all the organization in today‟s world is the ultimate outcome and the objective of the management is to maintain the growth of the company business and deliver the positive return to all the shareholders besides looking after the employee‟s benefits, safety and health.

Recommendations

Job motivation and job performance should be given an equal attention by the management and it is the utmost important issue that required the highest attention as it shows how strong is the employee engagement that could lead the performance to positive outcome that both the organization and employee are looking forwards to achieve. Success in a Big Organization comes from all level of employees and distribution of profits MUST be given fairly & equally to all levels too. This is the most basic theory & secret that will create the biggest impact to the organization when all are happy & working in a BIG family.
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