SID#0872823/2

TITLE:

To Critically Evaluate the Role of the Motivation at Republic Bank Limited

SID#0872823/2 ABSTRACT

Republic Bank Limited as a leading financial institution that has been established for a number of years and has always kept measures or practices in place for employee motivation. However, with the growing evolution of employees needs, this document sets out to analyse the issues and strategies that are inherent within Republic Bank Limited. With the ever growing cosmopolitan range of employees at Republic Bank, ensuring these groups of people are constantly motivated to ensure high productivity is essential. This document will be looking at key motivational issues such as attrition, job satisfaction, performance, rewards and recognition. Also, form the literature review of all the various motivational theories relevant to the issues will be discussed. The methodology that will be adopted to undertake the research will be discussed in detail. In addition, ethical considerations have been addressed, with the key issues being confidentiality and plagiarism. From the research conducted findings and recommendation for these issues was made. The importance of research will effectively help Republic Bank reduce some of their weaknesses and toughen their strengths in their motivational implementations. And it can also further show how critically important motivation is to the organization.

SID#0872823/2 1. INTRODUCTION 1.1 BACKGROUND Mullins, (2010) describes Organizational Behaviour as one of the most complex and perhaps least understood academic elements of the modern general management, but since it concerns the behaviour of people within organisations it is also one of the most central. In addition, Cole (1995) explains Organizational Behaviour as a reference to the study of the way individuals and groups behave at work, including the analysis of the interrelationships between individuals and groups, their interaction with their environments Whenever people interrelate with each other in their organizations, many factors come into reality. Factors such as Motivation, Leadership, Group Dynamics and Culture. The study of Organizational Behaviour attempts to study and model these factors. This document will be rooted by Organization Behaviour but the main topic that will be analysed is Motivation as it functions within Republic Bank Limited. Republic Bank Limited is the largest financial institution in the island of Trinidad and Tobago and one of the topmost financial institutions in the Caribbean, unquestioningly serving the Caribbean for more than one hundred and seventy years. Republic Bank offers a variety of financial services, such as online banking, saving and chequing accounts, credit cards, mortgages and investments accounts. They employ over three thousand workers in Trinidad and Tobago and a further two thousand workers comprising their divisions in Grenada, Guyana, Barbados, the Dominican Republic and the Cayman Islands. Vision Statement Republic Bank, the Financial Institution of Choice in the Caribbean for Customers, Staff and Shareholders. We set the Standard of Excellence in Customer Satisfaction, Employee Satisfaction, and Shareholder Value. Mission Statement To provide Personalised, Efficient and Competitively priced Financial Services and to Implement Sound Policies which will redound to the benefit of our Customers, Staff and Shareholders. (Source: Republictt.com)

SID#0872823/2 1.2 STATEMENT OF PROBLEM Republic Bank boasts to a large conglomeration of people with diverse backgrounds and cultural values having to work together effectively and efficiently in achieving its organisational objectives. Within this large institution the implementation and effectiveness of motivation will be scrutinized to reveal whether or not motivation is one of the key factors in their efficiency. 1.3 PURPOSE OF STUDY Organization Behaviour seeks to put prominence on the study of employee behaviour by extension motivation in organizations so as to develop competencies in foreseeing how people are likely to perform. This awareness may be useful in regulating those behaviours that are not achieving the objectives of the Republic Bank Limited. This research will help improve and value the understanding of motivation, its significance, and its influence both negatively and positively, and also its role as a crucial part in the organizational system at Republic Bank Limited. 1.4 RESEARCH QUESTION What motivational issues and practices are predominant within Republic Bank Limited? 1.5 OBJECTIVES OF STUDY 1. To examine the influence of Attrition on Motivation at Republic Bank Limited. 2. To determine the impact of Performance on Motivation at Republic Bank Limited. 3. To discuss the role of Employee Satisfaction on Motivation at Republic Bank Limited. 4. To assess the effectiveness of Rewards and Incentives on Employee Motivation at Republic Bank Limited.

SID#0872823/2 1.6 LIMITATIONS This may refer to the problems the researcher may encounter when collecting and evaluating the data. Some of the limitations the researcher encountered are: Restricted right to use primary data on the research topic. Participant error. Questionnaires completed at different intervals of the week (Friday evening as related to Monday pre-lunch) may produce different results. Participant bias. Participants may not say anything negative because of the fear of employers inspection. The actual limited duration of the assignment. Deficiency of skill by the Investigator.

1.7 DELIMITATIONS This refers to how the researcher dealt with all the problems that was encountered during the research. Authorities within the organization were given a letter of confidence with reference to all primary data collected. Participants were given the assurance that all questionnaires will be totally anonymous, only the data will be used. All tasks that were time consuming were dealt with first, and the researcher multitasks for the other small tasks in order to complete the research within a small time frame.

SID#0872823/2 2. METHODOLOGY Saunders, Lewis and Thornhill (2009), describe methodology as a concept of how any research should be undertaken. Saunders believes that a researcher is obligated to understand the importance of the methodology in order to make importance choices in their research. Methodology refers to the way the researcher goes about conducting and evaluating the research. It involves how the research is going to be conducted from its primary phases to the conclusion and takes into consideration the concepts and techniques that will be implemented. Methodology procedures can be seen as an escort into the various steps in order to complete the research. 2.1 RESEARCH DESIGN Two different types of research were used by the author; Quantitative and Qualitative research. Quantitative refers to data collection methods such as questionnaires. However, qualitative is used to describe collection techniques such as interviews. Finally, since the researcher is an employee of the institution under research, Saunders et al (2009) states that the researcher can use participant observation to also gather data. Christine Sprat et al. (2004) recommend combining quantitative and qualitative methods is a good initiative; using multiple approaches can take advantage of the strengths of each approach and offset their different weaknesses. 2.2 TOOLS AND INSTRUMENTS This refers to all the tools and instruments the researcher used in conducting the research. These include a computer, library access, internet access, motivation text books and also a permission letter from the organization to conduct the research. 2.3 DATA COLLECTION In addition, in order to collect the relevant information necessary for this study, both Secondary and Primary data will be used. Secondary data refers to data used for a research project that was originally collected for some other purpose. This includes journals, text books, white papers and previous research done on the topic. On the other hand, primary data involves data collected specifically for the purpose being undertaken at present. This includes the data collected from the questionnaires that was issued to participants. This research

SID#0872823/2 design is methodologically sound and morally defensible to all those involved. All ethical standards will be met and considered. 2.4 DATA ANALYSIS TECHNIQUES Since the data will be both quantitative and qualitative in nature. The primary data will be evaluated using the Microsoft Excel and SPSS software, the examination of the secondary data will be analysed in a qualitative format. 2.5 ETHICS Implementing an ethical approach will offer a foundation for this study thus; privacy will be a focal concern. Since the researcher was familiar to all participants, and also a member of the organization, ethical considerations were very high.

SID#0872823/2 3. LITERATURE REVIEW Bennett (2008) suggests that a literature review should describe, compare, contrast and evaluates the major theories, arguments, themes, methodologies, approaches and controversies in the scholarly literature on a subject. A literature review is examinations of prior research carried out in the chosen field of motivation as it relates to the objectives. It comprises only the most pertinent and important data from diverse sources. It contains an overall summary of all the data explored. The review will draw out all the main components and show them in a consistent and rational way. 3.1 SIGNIFICANCE OF MOTIVATION Motivation is a significant function for every management for stimulating the employees to work for the achievement of goals within the organization. The giving of directions and instructions by managers doesnt mean that they will be followed by employees. A manager has to make suitable use of motivation techniques to encourage the employees to perform. Effective motivation prospers not only in having an order established but also in accomplishing willpower to see that it is done efficiently and effectively. With the aim of motivating workers to work for the organizational goals, the managers must determine the drives or needs of the workers and offer an atmosphere in which appropriate incentives are available for their satisfaction. If the management is successful; it will also be successful in increasing the enthusiasm of the workers to work. This will increase efficiency and effectiveness overall of the organization. Successful implementation of motivational theories within the organization can bring forth tremendous results. Firstly, the employees will be better satisfied if the organization provides them with prospects to achieve their physiological and psychological needs. The workers will collaborate freely with the management and will contribute their maximum performance towards the objectives of the organization. In addition, the amount of labour turnover and absenteeism among the employees will be low. Ingram and Media (2011), suggests that Employee motivation theories attempt to create models to understand what motivates people to push their performance at work.. Effective employee motivation can increase employees' productivity and loyalty; failing to put these theories into place can lead to increased employee turnover.

SID#0872823/2 3.2 MCGREGORS (1960) THEORY X AND Y According to McGregors Theory X and Y they represent two conflicting ends of the motivation spectrum. Theory X puts forth the impression that employees are naturally averse to work and must frequently be motivated from exterior sources. Macgregors Theory Y suggests that employees can be internally motivated at work, finding accomplishment in obtaining goals that use their skills and experience. 3.3 MASLOWS (1943) HIERARCHY OF NEEDS In addition, Maslows hierarchy of needs theory divides employees' needs into five classifications, beginning with basic physical needs and succeeding to needs for personal evolution and career growth. Maslow suggests that employers must meet each classification of employees' needs for employees to truly pledge themselves to workplace aims. Failing to meet employees needs might cause the employees to eventually try to fulfil these needs on their own, possibly by finding a new employer who offers better prospects. 3.4 HERZBERGS (1959) TWO FACTOR THEORY A substitute motivation theory to Maslows Hierarchy of Needs is the Herzberg Two Factor theory also known as the Dual Structure Theory. The theories have overlays, but the vital nature of each model varies. Despite the fact Maslows Hierarchy indicates the addition or elimination of the same need incentives that will heighten or reduce from the employees satisfaction, Herzbergs discoveries show that reasons leading to job satisfaction are interdependent from reasons leading to poor job satisfaction and employee turnover. Employers must utilize positive reinforcement methods while maintaining expected hygiene factors to maximize employee satisfaction and minimize retention. 3.5 VROOMS (1964) THE EXPECTANCY THEORY The expectancy theory advocates that employees will submit a quantity of work and obligation equivalent to what they expect to gain in return. Vroom suggests that an employees belief about expectation, instrumentality and valence interrelate emotionally to create a motivational vigour such that the employee performs in ways that brings pleasure. Using the formula Motivation = Valence Expectancy (Instrumentality), it can direct and forecast such things as job satisfaction, ones job-related choice, probability of staying in a job, and the energy one might spend at work.

SID#0872823/2 3.6 ADAMS (1965) THE EQUITY THEORY The Equity theory attempts to explain interpersonal satisfaction in terms of awareness of just and unjust distributions of resources within interpersonal relationships. Adams emphasized that employees seek to maintain fairness between the contributions that they bring to the workplace and the results that they receive from it as compared to the apparent inputs and outcomes of other employees. Adams belief is that people value fair dealings which cause them to be motivated to keep the equality maintained thus employees are enthusiastic to stay within the organization. 3.7 THORNIKES (1905) THE REINFORCEMENT THEORY The reinforcement theory based on Thorndike's law of effect (1905) simply looks at the relationship between behaviour and its consequences. This theory focuses on modifying an employee's behaviour on the job through the appropriate use of one of four techniques. One of the techniques being that Managers must recognize that failure to reward can also modify behaviour. Employees who believe that they deserve a reward and do not receive it will often become disenchanted with both their manager and company. 3.8 TAYLORS (1911) THEORY OF SCIENTIFIC MANAGEMENT Taylors theory, suggests the idea that workers are motivated mainly by salaries. His Theory of Scientific Management argued a number of possibilities. One possibility being, that workers do not naturally enjoy work and need close management and control. Taylors view is similar to Macgregors Theory X approach to workers being viewed as lazy and wishes to avoid accountability. On the other hand, Taylors approach is highly ostracized among employees since only tedious, monotonous tasks were given to perform and was being treated little better than human equipment. Organizations could also manage to discharge employees as productivity levels increased which further led to an increase in forms of industrial action by frustrated employees. 3.9 ALDERFERS (1969) ERG THEORY OF MOTIVATION The letters ERG stands for the three levels of needs: Existence, Relatedness and Growth. Alderfer's ERG theory varies from Maslow's Need of Hierarchy as the ERG theory demonstrates that more than one necessity can be active at the same time. ERG theory does

SID#0872823/2 not assume a firm pyramid where a lower need must be extensively satisfied before one can move on. 3.10 MCCLELLANDS (1961) ACQUIRED NEEDS THEORY The Acquired Needs Theory is also known as the Three-Need Theory or Learned Need Theory. It defines three types of motivational needs: Achievement, Authority and Affiliation. Employees will tend to have one of these needs that have an emotional impact to them more strongly than the others, and thus affecting their actions. By and large, all three needs are present in each individual employee. They are moulded and acquired over time by the traditional upbringing of the employee and their life experiences. However, one of the needs is the overriding one, also conditional on the character of the employee. Unlike Maslow hierarchy and McClelland acquired needs theory did not lay down any changeover stages among the needs. 3.11 LOCKES (1968) GOAL SETTING THEORY The goal setting theory projected that intentions to work toward a goal are a key cause of work motivation. Goals, in essence, tell employees what needs to be done and how much effort should be expanded. In general the theory implies that the more difficult the goal, the higher the level of performance expected from the employees. 3.12 MAYOS (1933) THE HAWTHORNE EFFECT Mayo, a member of the research team at the Hawthorne Works in the 1920s, debated that the performance enhancements came about because the employees thought that the modifications made to their work environment would increase their performance and were motivated by the considerations they were being given during the research. Mayo established that workers are not just concerned with money but could be better motivated by having their social needs met while at work, by their need for acknowledgment, safety and a sense of belonging, than by their physical working environment. 3.13 THE INCENTIVES THEORY Incentive theory is primarily a psychosomatic term, explaining the connection between motivation and behaviour of the employee, as shaped by lucrative intent. While other theories of motivation support the belief that the reason of reactions is internal, the incentive theory advocates that in fact the surroundings bring out actions. The rudimentary notion behind the

SID#0872823/2 incentive theory is goals. Incentives may be tangible or intangible. An intangible incentive may involve feeling in good health about oneself, while a tangible one may involve awards. Intangible incentives are also known as intrinsic rewards, while tangible incentives are also known as extrinsic rewards. Sometimes, one type of reward is replaced with the other. This usually happens when an intrinsic reward is replaced with an extrinsic reward. 3.14 STEVEN REISS (2000) THE 16 BASIC DESIRES THEORY Basic needs are essential emotional desires that define an employees behaviour. Steven Reiss acknowledged sixteen major aspects of motivation which captured what any employee is striving for. The Reiss Profile provided an instrument with which basic desires can be seized on a specific level. Reiss has found that the sixteen basic desires guide nearly all meaningful behaviours. The desires are physical, tranquillity, power, acceptance, exercise, order, family, independence, saving, curiosity, romance, honour, status, vengeance, idealism and social contact. Rudimentary desires which are either mostly strong or weak in an employee are in the same way strong performance motivators. A basic desire never exists in segregation; the amalgamation of basic desires is significant.

SID#0872823/2 4. FINDINGS AND ANALYSIS This section sets out the findings and analysis of the data collected through primary research. The methodology was explained in the earlier section. The researcher will be presenting all the significant findings and the analysis of the several findings will follow. Basically, the results will offer the researcher the capability to look at all of the crucial issues raised in connection to the objectives. The questionnaires given to partakers by the researcher were semi structured. The questionnaire consists of nine questions which the researcher derived from issues raised in the objectives, such as attrition, performance, job satisfaction, rewards and incentives. The questionnaires were given to fifty (50) participants and the reply rate was one hundred per cent.

Diagram 4.1 Existence of Job Security

25

20

15

10

0 Strongly Agree Agree Neutral Disagree Strongly Disagree

Source: Author (2011) The table shows that 40% of the respondents are satisfied with good job security within the organization.

SID#0872823/2 Diagram 4.2 Support from Managers

6% 1 Highly satisfied 2 Satisfied 3 Neutral 4 Dissatisfied 58% 5 Highly dissatisfied

36%

Source: Author (2011) This diagram shows that 58% of the employees are satisfied with the support they receive from their managers. Diagram 4.3 Management is interest in motivating employees

Strongly Disagree

Disagree

Neutral

Agree

20

Strongly Agree 0 5 10 15 20 25

27 30

Source: Author (2011) From this table only 54% of employees strongly agreed that management is truly interested in the motivation of employees.

SID#0872823/2 Diagram 4.4 Incentives which motivates mostly

30 25 25 20 20 15 10 5 5 0 Financial Incentives Non financial Incentives Both

Source: Author (2011) This diagram clearly represents that 50% of employees are motivated with both financial and non-financial incentives. Diagram 4.5 Factors which motivates employees the most.

12% 10% 6% Salary increase 42% Promotion Leave Motivational support Recognition 30%

Source: Author (2011) This diagram shows out of the four factors presented to the employees, 42% suggests that a salary increase will be the most important factor.

SID#0872823/2 Diagram 4.6 Satisfaction of incentives provided

0% 6%

18% 36% Highly satisfied Satisfied Neutral 40% Dissatisfied Highly satisfied

Source: Author (2011) This represents 40% of employees are satisfied with the present incentives that are provided by the organisation. Diagram 4.7 Companys recognition and acknowledgment of employees work

Strongly Disagree Disagree Neutral Agree Strongly Agree 0 0

3 18

29

10

15

20

25

30

Source: Author (2011) From the study, 58% of employees agreed that the organization is keen in recognizing and acknowledging their outputs, however 36% disagreed.

SID#0872823/2 Diagram 4.8 Incentives influence on job performance

35 30 25 20 15 10 6 5 0 Influence Doesn't Influence No Opinion 12 32

Source: Author (2011) This represents 64% of employees suggesting that the incentives they do receive will affect their job performance. 4.1 REFLECTION OF FINDINGS WITH THEORIES From the findings 40% of the respondents are satisfied with good job security within the organization. This reflects Macgregors (1960) Theory Y which suggests that employees can be internally motivated at work and Adams (1965) belief that fair dealings can cause employees to stay within the organization. Also, 58% of the employees are satisfied with the support they receive from their managers and only 54% of employees strongly agreed that management is truly interested in the motivation of employees. This also represent Adams (1965) belief that employees value just and fair dealings within the organization, in addition, Maslows (1943) where he implies management must meet each classification of employees' needs. And Finally 50% of employees are motivated with both financial and non-financial incentives and 42% suggests that a salary increase will be the most important factor. This clearly demonstrates Macgregors (1960) Theory Y which he suggests that employees can be internally motivated at work and the incentives theory which shows the relationship of motivation and behaviour of the employee, as shaped by lucrative intent. From the study, 58% of employees agreed that the organization is keen in recognizing and acknowledging their outputs and furthermore, 64% of employees suggesting that the

SID#0872823/2 incentives they do receive will affect their job performance. Furthermore, 40% of employees are satisfied with the present incentives that are provided by the organization. This is clearly the reinforcement theory who believes that they deserve a reward. The Adams (1965) belief that employees value just and fair dealings within the organization and the incentives theory which shows the relationship of motivation and behaviour of the employee, as shaped by lucrative intent. 4.2 RECOMMENDATION FOR FUTURE RESEARCH The current literature on employee motivation aids to get a clear depiction about the factors which motivates the employees. These factors further help the organization to frame appropriate strategies to motivate their employees. Therefore, the motivational level of the employees may also transform. The factors that influence the employees may revolve over time so to the employees needs will also modify in time. Subsequently, nonstop observation and close scrutiny of factors that stimulate the employees is necessary to maintain a capable work force. Furthermore, human resource is the most treasured asset to any organization. A further research with in profound investigation to know to what scope these factors motivate the employees is necessary.

SID#0872823/2 5. CONCLUSION This study aims at providing employees and the organisation with the information that can be favourable both personally and professionally. This awareness may be useful in regulating those behaviours that are not achieving the objectives of the Republic Bank Limited. This research will help improve and value the understanding of motivation, its significance, and its influence both negatively and positively, and also its role as a crucial part in the organizational system at Republic Bank Limited. The straightforward job of management of any successful organization is the effective application of obtainable human resources, technological, financial and physical resources for the achievement of the business objectives. This study was done to find out what motivational issues and practices are predominant within Republic Bank Limited. Also, to take a look at the factors this will motivate the employees. The study undertakes various efforts to analyse the major factors in detail. From the researched conducted via the questionnaires, the researcher was able to find some of the important factors which motivate the employees. Factors like financial incentives, nonfinancial inventive, rewards and recognition from management, good relationship with management, and opportunities for salary increase. It is moreover clear from the research that the company is so enthusiastic in motivating their employees and their present determination for it is so far effective. 5.1 GENERAL FINDINGS The general findings as it relates to the objectives outlined are: 1. To examine the influence of Attrition on Motivation at Republic Bank Limited. Findings based from the questionnaire and participant observation concluded that employees displayed to be satisfied with their job security within the organization. This can be proven by the harmonious relationships observed within the organization between employees and management at all levels. 2. To determine the impact of Performance on Motivation at Republic Bank Limited. From the results obtained 64% of employees suggest that the incentives they do receive will affect their job performance. In addition, out of all the incentives available to employees 42%

SID#0872823/2 suggests that a salary increase will be the most important factor when it comes to performance. 3. To discuss the role of Employee Satisfaction on Motivation at Republic Bank Limited. Only 54% of employees strongly agreed that management is truly interested in the motivation of employees. Further 58% of the employees are satisfied with the support they receive from their managers. From participant observation, the employees are really motivated by the management. 4. To assess the effectiveness of Rewards and Incentives on Employee Motivation at Republic Bank Limited. From the results obtained, 58% of employees agreed that the organization is keen in recognizing and acknowledging their outputs. Additionally, 50% of employees are motivated with both financial and non-financial incentives. And finally, 40% of employees are satisfied with the present incentives that are provided by the organisation. .

SID#0872823/2 6. RECOMMENDATION The performance evaluation actions really play a key role in motivating the employees of the organization. It is a foremost factor that makes an employee feels about his work and accomplishments. Republic Bank can still focus on precise areas which are evolved around this research in order to make the motivational platforms more operational. When the employees are properly motivated with the appropriate techniques they work well. Steps should be taken to improve the motivational programs procedure in the future. Some recommendations based on the results obtained are listed below. The recommendations for the findings from the research are follows The organization should try to improve performance appraisal system on a regular basis, since employees needs change. So that they can always be improving their performance. More Non-financial incentive campaigns should also be executed; it can improve the efficiency level of the employees since it have been noted it is an important factor to the employees. The skills of the employees should be appreciated more. Improved development prospects should be given to the employees for their enhancement.

SID#0872823/2 REFERNCES Bennett, T., 2008. Literature review Academic Tip Sheet. Edith Cowan University. [Online] Available at: http://www.ecu.edu.au/CLT/tips/docs/literature_review.pdf. (Assessed on 2nd November, 2011) Gerald, C., 1995 Organisational Behaviour: theory and Practice, 6th ed. Thomson learning Ingram, D. and Media, D., 2011. Motivation Theories & Employee Turnover. [Online] Available at: http://smallbusiness.chron.com/motivation-theories-employee-turnover11785.html. (Assessed on 2nd November, 2011) Introduction to Module 6, Organisational Behaviour, 1997. Financing Times Mastering Management, FT Pitman Publishing, p. 216 Macefield, R., 2007. Usability Studies and The Hawthorne Effect. Journal of Usability Studies .Vol. 2, Issue 3. pp. 145-154 MacLean, B. and Carroll, S., 2009. Employee Turnover Causes and the Role of Compensation: Two Opposing Viewpoints. [Online] Available at:

http://blogs.payscale.com/compensation/2009/02/employee-turnover-causes.html. (Assessed on 2nd November, 2011) Mullins, J., 2010. Management & Organisational Behaviour, 9th Ed. Pearson Educational Limited Reiss, S., 2000. Who Am I? The 16 basic desires that motivate our actions and define our personalities. Penguin Putnam Inc., New York, NY Republic Bank Limited, 2011. [Online] Available at http://www.republictt.com. (Accessed on 23rd April, 2011.) Saunders, M. Lewis, P and Thornhill, A., 2009. Research Methods for Business Students. 5TH ed. Pearson Education Limited. Edinburgh Spratt. C. Walker, R. and Robinson, B., 2004. Module A5: Mixed research methods. Commonwealth of Learning.

SID#0872823/2 BIBLIOGRAPHY Johnson G, Scholes K & Whittington R. (2008,) Exploring Corporate Strategy: Text and Cases, 8th edition, FT/Prentice Hall Lynch R. (2009) Strategic Management, 5th edition, FT/Prentice Hall Bennett, T. 2008. Literature review Academic Tip Sheet. Edith Cowan University. [Online] Available at: http://www.ecu.edu.au/CLT/tips/docs/literature_review.pdf. (Assessed on 2nd November, 2011) Gerald, C., 1995 Organisational Behaviour: theory and Practice, 6th ed. Thomson learning Ingram, D. and Media, D., 2011. Motivation Theories & Employee Turnover. [Online] Available at: http://smallbusiness.chron.com/motivation-theories-employee-turnover11785.html. (Assessed on 2nd November, 2011) Introduction to Module 6, Organisational Behaviour, 1997. Financing Times Mastering Management, FT Pitman Publishing, p. 216 Macefield, R., 2007. Usability Studies and The Hawthorne Effect. Journal of Usability Studies .Vol. 2, Issue 3. pp. 145-154 MacLean, B. and Carroll, S., 2009. Employee Turnover Causes and the Role of Compensation: Two Opposing Viewpoints. [Online] Available at:

http://blogs.payscale.com/compensation/2009/02/employee-turnover-causes.html. (Assessed on 2nd November, 2011) Mullins, J., 2010. Management & Organisational Behaviour, 9th Ed. Pearson Educational Limited Reiss, S., 2000. Who Am I? The 16 basic desires that motivate our actions and define our personalities. Penguin Putnam Inc., New York, NY Republic Bank Limited, 2011. [Online] Available at: http://www.republictt.com. (Accessed on 23rd April, 2011.) Saunders, M. Lewis, P and Thornhill, A., 2009. Research Methods for Business Students. 5TH ed. Pearson Education Limited. Edinburgh

SID#0872823/2 Spratt. C. Walker, R. and Robinson, B., 2004. Module A5: Mixed research methods. Commonwealth of Learning.