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| Format: Ms Word | 1-5 Chapters | Table of Content|


Study Level: BTech, BSc, BEng, BA, HND, ND or NCE

Amount: ₦3,000.00


The success of any establishment, in achieving its goals and objectives relies heavily on the performance level of employees. Employees performance is a combination of his/her effort and motivation, where efforts comprises of the skills, training and resources required for performing a task and motivation however, is the inner force that drives individual to work towards a particular goal (Flippo, 2001). An establishment can be more effective, efficient, flexible, committed and profitable when trust is equated with productivity, and less hierarchical structure, which reflects the content theory of motivation and much involvement of workers, which therefore creates an employee’s and management system. This, describes the process theory of motivation (Ouchi, 2001). High quality work design is a great determinant of employee’s wellbeing, positive work attitudes and organizational performance. Many establishments continuously experience deskilled and demotivating work. Research estimates certain factors that influenced work design.

1. Formal decision making process, influencing managers’ work design, related motivation knowledge, skills and Ability and opportunities.

2. Informal and emergent work design processes influencing employees’ work design, related motivation, knowledge and opportunities (Sharon & David, 2016).

Work design becomes effective through various characteristics; skill variety, task identity, task significance, autonomy and job feedback. It is a traditional Practice done to increase productivity, and improve quality work experiences in and organization (Stephen, Jennifer & Frederick, P. 2007). Both motivational and work design theories, explains increment variance in job satisfaction and less stress (Hackman, 1980). It flourishes in a positive work environment, which is why so many leaders want to learn new ways to motivate their workforce, by; recognize great work, setting small measurable goals, Celebrating result, staying positive and transparent and providing a sense of security (Meghan, 2006). For the purpose of this report, we will examine some long-term implication of motivation and work design, management of others using Diamond Bank and Access Bank as a case study.


Emergent of Diamond Bank

The amount of effort people are willing to put in their work depends on the degree to which they feel their motivational needs will be satisfied. On the other hand, individuals become de-motivated if they feel something in the organization prevents them from attaining good outcomes. It can be observed from the above definitions that, motivation in general, is more or less basically concern with factors or events that leads and drives certain human action or inaction over a given period of time given the prevailing conditions (Alavi & Askaripur, 2003).

 I gained my learning experience through my long years of service at Diamond bank. Diamond bank plc, was a Nigerian multinational financial service provider. It was founded in December 1990 by Pascal Dozie and established as a private Limited liability company on March 1991, and successfully grew to a universal bank ten years later (2001).


Bank employees face myriad concerns specific to their field including low pay, high targets and problems with both job motivation and job satisfaction (Kelly, 1990). Research has it that, most bank employees demonstrate low levels of work commitment and an inability to embrace new change initiatives (Durkin & Bennet, 1999).

 I joined Diamond bank, 2011 till the merger in 2019, Worked as a customer service officer from 2011 to 2015, then sales from 2015 to 2019 before joining Access Bank in 2019 post the merger. For Diamond bank, in terms of motivation, we were not being motivated by the bank rather we had too much task dumped on us with an expectancy to produce excellent results. The bank was understaffed, and task meant for three or four people was left for one person. I resumed very early daily and closed very late every day. I had no time for myself, there was no work life balance. Employee’s needs, are factors that brings them a reasonable degree of confidence and satisfaction (Saif et al., 2012). This affected me mentally and physically, I often made errors and easily turned red at very little occurrences. I developed deep hatred for my boss because he was less supportive. It took so many years to get promoted to the next level, management cared less about the Junior staff and distributed the major profits among top management staff, buying luxurious cars for themselves, travelling abroad at little intervals, having all expenses paid by the bank. On the side of the employee, there was no reward, but high task.

However, Reward as the main factor of motivation can encourage retention within the organization, the broader employment relationship and social exchange are significant as well. ( Desseler; Barkhuizen; Bezuidenhout; Braine & Plessis, 2011, p. 433).




Account Number: 0709546102

Access Bank: Savings
Account Name: Emmanuel Idorenyin Samuel.

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