Compensation And Motivation Of Employees In East Africa Commerce Essay

At this minute in clip it is acknowledged that one of the faster turning sectors in Africa and the full universe is the banking sector. In Africa for illustration a survey in Ghana has shown that the figure of bank employees showed an addition of 62.68 % ( or 4,157 ) from 6, 632 at terminal 2001 to 10,789 as at terminal 2007. While twelvemonth 2002 exhibited the lowest growing ( 3.66 % ) in the figure of individuals employed by the industry, 2006 showed the highest growing ( 13.56 % ) in employment ( Amediku, 2008 ) .

In the eastern Africa this phenomenon has no exclusion. The tendency is extremely the same in the banking sector whether operating in a extremely deregulated environment or otherwise.

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Overview of the Kenyan banking sector

The banking sector in Kenya is one that operates in a comparatively deregulated environment. The entry of the foreign Bankss has ne’er been a great issue in this state as the banking systems had operated with lone foreign owned Bankss merely after the period the state obtained its independency. To day of the month the foreign owned Bankss still exist though they are non every bit dominant as they were in those yearss. This is to state that though their laterality has been diminished they still form a significant portion of the system in Kenya ( Amediku, 2008 )

In the 1980s and the mid 1990s, a series of reforms in the Kenyan fiscal system was introduced which have played a function in the prohibition king industry of Kenya.

In the 1990s there was a pecuniary policy reform which entailed the liberalizing involvement rates and taking the so bing direct controls on loaning with unfastened market operations.

There were many effects that were placed to better the efficiency of the intermediation, but these attempts were undermined due to the presence of a unnecessarily immense, every bit good as weak authorities owned Bankss. These Bankss made up the bulk portion of the banking systems nonperforming loans. ( NPLs ) . The National Bank of Kenya ( NBK ) which was the 6th largest bank in the state has been inoperable for a really long period of clip. The 2nd largest bank in Kenya i.e. the Kenya Commercial Bank ( KCB ) , has performed better than the NBK but it still suffered a batch as a consequence of bad loan portfolio. The survey conducted by Brownbridge and Harvey ( 1998 ) provides us with some empirical grounds that the vigorous competition among the Kenyan Bankss had been a consequence of the liberalisation in the 1990s.

Though the survey by Brownbridge and Harvey provided groundss, it has non clearly shown whether the liberalisation has improved the efficiency of recognition allotment in the presence of widespread deformations elsewhere in the economic system.

A authorities elected in December 2002 prepared an economic recovery scheme incorporating of import structural steps for beef uping the fiscal sector, including through keeping free competition among Bankss.

Overview of the Uganda banking sector

In the old ages of 1970s and 1980s, Uganda had experienced a civil perturbation that had drastically led to a big diminution in the fiscal system of the state. It lead to the diminution in the fiscal intermediation, and the fiscal services became concentrated in really few commercial Bankss in the capital of the state. Aleem and Kasekende ( 2001 ) have found that in that clip the direction of fiscal establishments was nonprofessional which led to the prostration of concern subject collapsed. The facets of disintermediation ; parallel markets in foreign exchanges, trade and the recognition developed ; every bit good as the diminution in the usage of the recognition instruments were extremely contributed by the fiscal repression in the signifier of involvement rate controls and directed recognition in the state at that clip. The state had merely 6 % of its GDP being from the wide money in the twelvemonth 1991. In the early 1990s, the authorities started a comprehensive fiscal system liberalisation plan. The chief aim of the plan, as in Tanzania, was to heighten the efficiency of the fiscal sector and advance economic growing. The authorities decided to cut down its function in the fiscal sector and let the market to play a more significant function in resource allotment. Brownbridge and Harvey ( 1998 ) and Aleem and Kasekende ( 2001 ) supply elaborate descriptions of the fiscal system reform in Uganda and its early consequences.

In 1992, the state implemented its first fiscal reform which included the liberalisation of the intersest rates, the phasing out of subsidies every bit good as the remotion of directed recognition, leting entry ( and issue ) of Bankss ( including foreign Bankss ) . These steps were complemented by the debut of new legal and regulative model, attempts to beef up banking supervising, and an ascent of market substructure. The authorities bit by bit sold most of its portions in fiscal establishments. The figure of Bankss increased from 9 in 1991 to 20 in 1996, when a biennial moratorium on banking licences was imposed. While the reforms did better the public presentation and deepness of the fiscal system in Uganda, it is still little even by regional criterions. Weak substructure, debatable legal and institutional environment, and weak recognition civilization continue to halter fiscal sector development. The governments have late tried to turn to of import fiscal sector issues. The banking system has been strengthened by preventative actions by the Bank of Uganda ( BOU ) in shuting four Bankss in 1998-1999.

Overview of the Tanzanian banking sector

In the late eightiess, the authorities of Tanzania was forced to seek for new policy way due to the fact that there was a hapless public presentation in the fiscal sectors that were owned by the province. There were more than 65 % NPLs of the portfolio of the loan, the financial and the fiscal operations which were non separated, there was no appropriate regulative model. In the twelvemonth 1990 there was a formation of a presidential committee which recommended that there should be: ( I ) increasing competition by promoting entry of foreign Bankss ; ( two ) beef uping the bing fiscal establishments ; ( three ) developing direction answerability ; and ( four ) retrieving NPLs.

From these recommendations the authorities issued a policy statement for the reform of the fiscal sector promoting the market based fiscal system, the efficient organisation and the allotment of resources and besides to back up the long term economic growing. Tanzania obtained a big giver support which held the reform, in the With significant donor support, the reform attempt started in 1991 and has been ongoing since. Domestic fiscal intermediation has been well liberalized. A new regulative model has been introduced, organisational and fiscal restructuring of the two largest ( once state-owned ) Bankss, the National Bank of Commerce ( NBC ) and the Cooperative and Rural Development Bank, has been implemented, and the sector has been opened to the entry of fiscal services providers.8 The new Banking and Financial Institutions Act approved in the 2nd half of 1991 allowed licensing of new Bankss, including subordinates of foreign Bankss. The liberalisation that took topographic point in Tanzania in the twelvemonth 1992 has made the banking sector a cardinal component to the proviso of employment in the state. The first major foreign bank ( Standard Chartered ) started operations in 1992, with other international Bankss following — Stanbic ( 1993 ) , Citibank ( 1995 ) , and Barclays ( 2000 ) . Several other smaller foreign Bankss set up their subordinates during 1995-2002. These major reforms have created a new market-based fiscal system and limited direct financial costs, but so far have non yielded an improved entree to fiscal services by economic agents. The loss of convenient entree to banking services, because of the closing of some loss-making

bank subdivisions and through an initial addition in minimal balance demands by some Bankss under new ownership reduced entree to banking services, as witnessed by recent family budget study informations, which show a significant diminution of the figure of family bank histories and loans. The history of non-repayment explains Bankss ‘ slow replacing of the stock of NPLs by new recognition. Alternatively, as discussed in more item below, Bankss have been roll uping extended retentions of authorities paper and off-shore sedimentations in foreign exchange, restricting the sum of recognition available to the private sector.

Having recognized the demand to make an environment more contributing to loaning and fiscal sector development overall, the governments have late introduced wide-ranging reforms in the countries of legal, judicial, and information substructure, including the Land Act 1999 and the Companies Act 2002. Judicial and tribunal reform is one of the basic precedences to which increasing attending is being paid. However, relatively small advancement has been made, with preparation and installations still staying in demand of particular attending. Furthermore, land registers, company registers, and registers of mortgage involvements are inefficient, and considerable betterments are needed before they will supply a utile information footing for recognition determinations.

Banking has proven to be an of import sector as it accounts for 12.1 % of the GDP ( TNBC, 2005 ) . One of the major factors that contributed to this growing was human resource.

These yearss most Bankss do non hold good established policies and patterns associating to employees compensation. The job is that most Bankss have non yet to the full recognize the importance of counterbalancing their employees adequately. For this ground employees still tend to travel on work stoppage as evidenced that took topographic point on 11th August 2007 ( Mkonya, 2007 ) . The consequence of traveling on work stoppage is that employees lose their occupations as the employer is inclined to end them, but the result in the long tally is that the organisation is forced to enroll new employees ; this consequences into incurring cost on preparation and development. The Former Minister for Labour, Employment and Youth Development, John Chiligati said “ rewards paid by private sector were non merely disturbingly low but besides a disincentive to workers. ” The Minister besides said: “ The Government would wish to see employers and workers ” ( Mkonya, 2007 pg 1 ) From the Minister ‘s statement it can be deduced that the private sector is non counterbalancing its employees adequately.

Although the authorities of Tanzania has revised assorted labour Torahs in the state and has introduced new Act like the ELRA of 2004, yet most organisations do non decently counterbalance their employees. Inadequate compensation has led to assorted issues like deficiency of motive, occupation dissatisfaction and employee turnover.

In this essay subjects such as motive, occupation satisfaction and employee compensation that were described in the Essay 1, will analyzed in footings of the Banking sector in Tanzania.

Compensation and Motivation in the banking sector of Tanzania


As described in the first essay, motive is a psychological procedure that exerts high degree of attempt to make organisational ends conditioning by the attempts to some persons ( Prasad, 2001 ) . The facet of motive has an imperative function in the manner in which the employees perform in the organisation. As discussed in essay one motive has a direct relationship with public presentation. If people do non experience inclined to prosecute themselves in work behavior they will set in necessary attempt to execute good.

However single public presentation besides depends on other factors beside degree of motive. How motive works with other factors in shown in the figure below.








Role of perceptual experience

Sense of competency

Beginning: ( Robins, S 2004 ) .

There have been many surveies that have shown that there are many things that influence the degree of motive. In Tanzania, there are attempts that are being done by different organisations on seeking to actuate the employees.

The facet of compensation has been used as the chief issue of actuating the employees.

Compensation and motive

Taking Tanzania ‘s banking sector, many transnational Banks such as Barclays bank, metropolis bank and standard chartered bank are giving good wage to their employees ; they besides provide them with topographic points to populate and transit installations. These have made the Bankss extremely executing and many people are interested in those Bankss than other Bankss. The Standard charted bank which is a foreign bank was nominated the best employer due to its good compensation to its employees. In societies where nutrient and shelter is non a job, employees may be motivated by higher degrees of demands such as societal regard and self realization. Social demands may be satisfied by supplying recreational installations and set uping parties and twenty-four hours out field daies. For illustration CRDB bank invited all its employees with their households a twenty-four hours out at Kunduchi Wet and Wild to observe household twenty-four hours. Most of the companies organize Christmas and New Year parties for the employees and their household. Honoring employees through publicities, supplying position symbols such as a good equipped office, luxury auto will heighten the employees self esteem.

An effort to actuate workers through human dealingss, pleasant working conditions and improved benefits does non work. The lone true manner to actuate workers is to upgrade their occupations through publicities.

Self realization demands may be satisfied by enriching the occupation and doing it more ambitious. Other methods include set uping a calling way and promoting employees to make their full potency. In contrast to the above Bankss which have participated in the facet of good compensation, employees in organisations that do non counterbalance good hold had troubles in their public presentations.

It is besides recognized that in order to forestall the return of dissatisfaction, hygiene factors must lift continually. For illustration, a individual who gets a wage rise of 100,000 Tsh a twelvemonth and the undermentioned twelvemonth a rise of 50,000 Tsh will dissatisfy the individual with the 2nd rise because it will about amount to a wage cut.

A research conducted by Ali Hussein Parhan at the EXIM Bank in Tanzania concluded that the employees become motivated to make their work when they believe that they are being adequately compensated.

The survey farther observed that the employees who felt non adequately compensated were likely to go forth the banking sector and travel to other sectors which may be more moneymaking for them. The facet of compensation in the Tanzanian Banking sector is really important as it has a major part in the manner in which the employees operate. The kernel of this is that fact that surveies that have been conducted in similar concern environments `have indicated that if employees are non adequately compensated they do non go satisfied. These include those surveies conducted by Assy ( 2009 ) and Kimbori ( 2009 ) which showed that bulk of the employees are non satisfied with their occupation due to unequal compensation. A survey by Amediku ( 2008 ) besides showed that the major cause of labour turnover was unequal compensation. A survey conducted by Tahir ( 2008 ) in Pakistan which involved the Pakistan Banking sector concluded that compensation direction had a direct relationship with employee motive and public presentation.

What are the factor affect employee motive

There has been a batch of literature that has been concerned with bespeaking the factors that affect motive. In different industries there are many other non easy related factors but there are factors which are common to employee motive. These factors can be explained as follows:

Adequate compensation

The survey conducted by Ali Hussein pardhan at the Exim bank in Tanzania concluded that the factor that was strongly an influencer on motive was the fact a turn to what extent the employees believed that they were adequately compensated. The employees were given a set of inquiries till they were asked whether they believed that they were being adequately compensated or non. Those employees who believed they were had a high public presentation record in the organisation and furthermore were the 1s who said that they were ever motivated in making their occupation. An observation made was the fact that there were other employees who were paid more than 0others but did non believe they were being adequately compensated and therefore besides showed lower degrees of motive. This determination at that place forward entails that when one is sing equal compensation it is comparative term to the specific person.

Nature of work

There has been a disclosure that the people who work ion an organisation that is covering with something that the employee is interested in, the employee tends to hold a high degree of self motive. In the instance of the banking industry it has been observed that the people who are employed in the organisation and that perform good are normally non those campaigners who were recommended because of their academic certificate instead the 1s who took a measure and applied to that specific occupation. It has been common to see that an employee who could hold had a occupation in a more esteemed company working I a less esteemed organisation by their ain choosing and they tend to be the top performing artists. This relates to the fact that there are the so called incentive demands that are being fulfilled by the employees ‘ presence in that organisation.

committed support of top direction if it is to be adequately financed, and implemented with equity and earnestness by everyone in the work administration. Unfortunately, most top direction squads give unequal support to motive programmes, which conditions the lower degrees of direction to handle them lightly.

Problems impacting motive in organisations

Deficit or deficiency of apprehension of motive theory

Motivation is a hard country to understand non merely to directors, but besides to the employees and their brotherhoods. For directors, who are the interior decorators and implementers of motive programmes, it is hard to detect motivations in people and to fix a programme which meets the heterogenous motivations of the work force.

On their side, employees and their brotherhoods do non understand motive. Unfortunately, many employees interpret motive programmes as wheedling programmes. Some even seek to turn the contents of the programme into rights, and make really small to lend to the motive state of affairs, which we explained at the beginning of this chapter. Correctly perceived nevertheless, a motive programme can merely be financed from the fruits of a motivated work force. An unmotivated work force does non work hard and therefore has no right to an attractive motive bundle, because, wherefrom can the administration derive the resources to finance the programme.

It is good for direction to make a motive state of affairs in order to bring on employees to wish their work and therefore lend their best and most to organizational public presentation. A motive programme is nevertheless purely talking non an employee right that can be enforced under the employment contract. Management has the autonomy to change the motive programme to reflect the worlds of its effects and the operating environment. An intelligent direction recognises that a motive bundle constitutes portion of the employees ‘ compensation bundle ; and for this ground they refrain changing it until they have good grounds to touch it.

Another illustration of the hard to understand motive theories is derived form cognitive theories. Cognitive theories are theories based on employee demands e.g. the hierarchy of demands theory, the ERG theory, and the two factor theory. They are called cognitive theories because they depend on the psychological thought and feelings within the single employee. The job with cognitive theories is that they can non be measured with any scientific preciseness. No 1 can be certain that employee demands really exists. We can merely deduce that people have certain demands from their actions and what they say about their demands.

Deficit of top direction support

As with all other human resources programmes, the motive programme needs the committed support of top direction if it is to be adequately financed, and implemented with equity and earnestness by everyone in the work administration. Unfortunately, most top direction squads give unequal support to motive programmes, which conditions the lower degrees of direction to handle them lightly.

Conflicts of involvement between employees and direction

Another chief job confronting the direction of motive programmes is the struggle inherent in the employee-employer relationship. Motivation programmes purpose at bring forthing employee satisfaction, but they are managed and controlled by directors who themselves are interested in occupation satisfaction. Given the scarceness of the resources required to transport out the execution of motive programmes direction is bound to resent the origin of some motive programmes on the footing of cost whereas in world they are sing their ain motive.

Management ‘s topographic point and function can be really delusory both to the employees and the directors themselves. Because directors represent the administration, they and other employees frequently forget that directors are by definition employees every bit good, and that they have personal involvements and aims to accomplish from the same administration. Very frequently, when employees think of involvements from the administration, they think of themselves as the lone portion of the work force that “ merit ” to be given the motivated intervention conducive to difficult work. This erroneous believing non merely militates against the definition of effectual direction but a negation of the “ back bone ” function of secret agents in Mintzberg ‘s theoretical account of sorting people in work administrations which we explained in chapter three and are utilizing throughout this book.

Deficit of financess

Some organisations can non plan attractive motive programmes due to echt deficit of financess. Unfortunately deficit of financess produces a barbarous circle. Due to shortage of financess, an organisation can non give its employees a meaningful motive bundle, and due to hapless motive, the employees do non wish their work, and do non work hard, which leads the organisation to inability to do sufficient concern and money.

Insufficient engagement of interested parties

In every bit much as motive purposes to bring forth occupation satisfaction and bring on employees to wish their occupations and volitionally work hard, motive programmes are by definition behavior modeling programmes. The effectivity of such programmes significantly hinges on the acceptableness and supports which employees and their brotherhoods can give them. Engagement of the employees and their brotherhoods in the design stages promotes ownership of the programmes and reduces the agnosticism and misgiving that employees accord motivational programmes in whose design they have non participated

Compensation strategies

As described in the first essay, compensation is a manner of finding equal and just wage to an employee for his/her part to the organisation ( Gupta, 2006 ) . The different strategies that are exist and have been discussed in essay one included:

There are many strategies that have been employed for the compensation of persons in the organisations ; literature has divided the compensation system into three chief classs viz. : Time-wage system, Piece Wage System and Balance or Debt Method. Others have merely categorized these methods into ; piece rates, rewards, wages, net income related wage, Profit portion: every bit good as Bonus schemes which include, Gross saless fillips: Performance fillip: Christmas fillip: below is the account of the different methods that are used for the compensation of employees in the organisation.

The compensation systems that are used in Tanzania fundamentally include ;

The Tanzanian banking sector has been shiping on the usage of the few of the mentioned compensation strategies. The Banks in Tanzania nevertheless have been more utilizing the wages as the agencies of compensation employees every bit good as periphery benefits. Wages are payments that are made on an one-year rate. The incomes of wages are received in monthly period straight into the histories of the employees in inquiry. As mentioned earlier wages are a good concern manner of guaranting that the employees work is awarded at the clip when he or she has to the full completed the work in the specific period. They hence make a good concern sense in the fact that they guarantee they are paid monthly in arrears, this means that employees need to wait up to a month to obtain the income that they have worked for. This besides means that there is improved hard currency flow for the concern and improved bank balances. Besides it is simpler and safer to pay money by a bank transportation than in hard currency. Salaried workers are non usually paid overtime but may have other fiscal benefits. This non-payment of overtime does non intend that they do non work more than their contracted hours, they frequently do, but it does intend that employers may non be apt to pay for this excess work. Fringe Benefits

Other signifiers of fiscal motive include company autos, pension strategies, sickness benefits, subsidized repasts and travel, and staff price reductions. These are frequently grouped together under the header periphery benefits. Some of these fringe benefits can be regarded as indispensable in promoting the right appliers for certain types of vacancies. For illustration a company auto is a necessity in fiscal service houses for anyone involved in gross revenues, and senior direction in many companies would anticipate both an up market auto and private wellness attention. The Bankss use this as a agency of motive employees. Furthermore the utilizations of the fillips that are linked to the net incomes are seen as a front-runner for most of the employees ‘ in the Tanzanian banking sector. There are occasions that the clip pay based is used with the piece pay together I.e. Balance or Debt Method but non the clip based system is ne’er used by it self. Other methods that are used in the compensation of persons in the Tanzania organisations include ;

Net income related wage: which are those payments that links portion of an employee ‘s income to the net incomes of a company. Normally the people who obtain or are compensated utilizing the net income related wage have wages which are really little than expected and therefore it ensures that the net income is high to be able to obtain a higher overall income aggregation. This procedure besides reduces the issue of revenue enhancement being taken from the wage of the employee. Hence this method is good for non merely the concern but besides the person.

Bonus strategies as mentioned earlier ; there are many facets that fall into the class of fillip strategies. These strategies are suited to the diverseness of the employees who are engaged in different occupations that they are making. These strategies are as follows ;

Gross saless fillip: This is usually paid if a gross revenues mark has been reached. For gross revenues people this may do up a important portion of their wage.

Performance fillip: This can be paid to an person or on a group or mill broad footing, and is frequently paid for making marks of end product and quality. This method of payment is an of import portion of Human Resource Management.

Christmas fillip: Often called a 13 month ‘s salary, paid for trueness to the concern. In some states such as Germany virtually all companies will pay a Christmas fillip.

Net income portion: Some concerns will pay a per centum of net incomes to employees. The sum that they receive will usually depend on salary and length of service, so honoring those that had been with the company longest, more.


As concluded in essay one, compensation is important to the well being of an organisation. The latter is that fact that the equal compensation plays a function in guaranting that employers work for the benefit of the organisation, fiscal wage is cardinal in motive and the satisfaction of workers all of which increases the work public presentations in an organisation. The benefits of counterbalancing employees adequately include the undermentioned, equal employee compensation enables the employees to be motivated thereby increasing their productiveness. In a good compensation bundle is besides of import to retain employees in the organisation therefore avoiding cost in preparation and developing new employees. Surveies have indicated that appropriate employee compensation is related to employee motive, occupation satisfactions every bit good as employee keeping. The relationship between equal employee compensation, employee motive, employee occupation satisfaction and employee keeping have a positive relationship has been scaled to be positive and hence imperative to be for the banking industry to recognize the function of equal employee compensation as it would straight take to employee motive, employee occupation satisfaction and employee keeping in the organisation. The banking sector will thrive if it analyses the methods that it uses for compensation the employees in the Tanzanian context.


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