Motivation Plan
HALA ALNAJJAR
LDR531
08/05/2014
ISMAIL RAHIMIAN

Motivation Plan
The Cairo Amman Bank is a full-service bank in Jordan and the Palestinian territories, with head office in Amman. The head office for the Palestinian territories is in Ramallah. The Bank operates about 84 branches and offices in Jordan and 21 in the Palestinian territories. CAB currently ranks sixth in Jordan and third in the Palestinian territories based on assists. It is also ranked third in the Palestinian territories based on the number of branches it has. The Bank is a member of the joint ATM network in Jordan. Cairo Amman Bank was establishes on 14 January 1960 as a Jordanian public shareholding company and began its banking services on 1 July 1960. (www.cab.jo)

The Banks logo is in green which stands for “Together we go green”, on the basis of world vision to fight social, economic and environmental challenges resulting from energy consumption, and in line with the Bank’s policy during the previous two years to save energy consumption and recycling. (www.cab.jo)

The values of Cairo Amman Bank | Openness and Welcoming: Our employees are always available to provide assistance and advice. | Growth achievement: We are keen on the future and growth of our customers. | Hospitality: We provide our customers with support and advice in atmospheres of comfort. | 24-hour service: We help our customers to manage their accounts efficiently through a telephone call or at the press of the button (Internet and ATM machines). | Consultation: Our employees are ready to provide an effective consultation in the appropriate time and manner. |
( www.cab.jo )

I’m as one of CAB branch managers responsible for the administration and efficient daily operation of a full service branch office, including operations, lending, product, sales, customer service, security and safety in accordance with the Bank’s objectives. Develops new deposit and loan business; provides a superior level of customer relations and promotes the sales and service culture through coaching, guidance and staff motivation; achieves individual and branch sales goals through new business sales referrals and retention of account relationships. Provides leadership, training and supervision; delegates day to day operations to the operations officer or other branch personnel. Responsible for attaining established Bank and branch goals through active participation in sales management and officer call programs. Participate in community affairs to increase the Banks visibility and to enhance new and existing business opportunities.
My team consists of five members, four members are considered cautious and one is dominance. Cautious style members are considered systemic, careful, analytical and perfectionist. Dominance style members are direct, result-oriented firm and forceful people. Each member’s style and personality can positively influence and increase the branches productivity. Does motivation lead to satisfaction or does satisfaction lead to motivation? The truth is that satisfaction leads to motivation. How can managers expect new employees to be motivated about the success of the bank’s vision? All they know about the bank is what they’ve gathered from google searches. It’s up to the manager to satisfy employees and motivate them.
Motivation:
Motivation is the internal condition that activates behavior and gives it direction; and energizes and directs goal oriented behavior. Motivation may be intrinsic or extrinsic. Intrinsic motivation comes from rewards inherent to a task or activity itself. It involves engaging in a behavior because it is personally rewarding; essentially, performing an activity for its own sake rather than the desire for some external reward. For example: engaging in a behavior because it is personally rewarding; essentially, performing an activity for its own sake rather than the desire for some external reward. Extrinsic motivation comes from outside of the performer. Money is the most obvious example, but threat of punishment is also common extrinsic motivation.
Job Satisfaction:
The sense of fulfillment and pride felt by people who enjoy their work and do it well. This feeling is enhanced if the significance of the work done and its value are recognized by those in authority. Various factors influence job satisfaction and our understanding of the significance of these stems in part from ( Fredrick Hertzberg ), he called “elements such as remuneration, working relationships, status, and job security “hygiene factors” because they concern the context in which somebody works. Hygiene factors do not in themselves promotes job satisfaction, but serves primarily to prevent job dissatisfaction”. Motivators contribute to job satisfaction and include achievement, recognition, the work itself, responsibility, advancement, and growth. An absence of job satisfaction can lead to poor motivation, stress, and high labor turnover. Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of one’s job, an affective reaction to one’s job, and an attitude towards one’s job. Weiss (2002) has argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affecting (emotion), beliefs and behaviors. This definition suggests that employees from attitudes towards their jobs by taking into account their feelings, their beliefs, and their behaviors. In order to create a motivating and satisfying workplace I would create a culture where everyone’s ideas are heard and appreciated. Develop an atmosphere where there’s no such thing as a bad or stupid idea. I would give my employees control and will eliminate factors that prevent creativity. This might be something simple as opening a suggestion box. Empowering my employees is important. Managers have to play a crucial supportive role in today’s workplace. As a manager I must ensure that my employees are well equipped, physically and mentally, to reach their goals. Whether it means to provide support, or training programs, I am responsible for coaching my team to success. To increase motivation, also I need to satisfy the need for personal success and show employees specifically how that relates to the banks success.

Conclusion By the time these requirements are satisfied by the manager, the employee is truly motivated to achieve the banks goals. A culture of teamwork, innovation and ambition has been established. All these tools for increasing employee motivation, satisfaction, and performance will not result in immediate change but will allow a manager to identify and assess current and future issues within a team.

Reference

www.cab.jo. (2013). CAB Analysis. Retrieved from http://www.cab.jo
Herzberg, F. 1968. One more time: how do you motivate employees? Harvard Business Review (January-February):53-62.
Fisher, C.D. (2002). Antecedents and consequences of real-time affective reactions at work. Motivation and emotion, 26, 3-30
Weiss, Howard M. Deconstructing job satisfaction-separating evaluations, beliefs and affective experiences, Human Resource Management Review 2002; 12: 173-194
University of Phoenix (2014). The DISC Platinum Rule Behavioral Style Assessment. Retrieved from University of Phoenix, LDR531 website.