Non - Monetary Rewards and Employee Mobility in Equity

NON - MONETARY REWARDS AND EMPLOYEE MOBILITY IN EQUITY

BANK UGANDA, KABALAGALA BRANCH

A RESEARCH REPORT PRESENTED TO THE COLLEGE OF ECONOMICS AND MANAGEMENT IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF A BACHELOR'S DEGREE IN BUSINESS ADMINISTRATION (ACCOUNTING OPTION) OF KAMPALA INTERNATIONAL UNIVERSITY KAMPALA-UGANDA

MUVARA VALENS

BBA/43447 /101/DU

DECEMBER, 2012 DECLARATION

I MUVARA VALENS, declare that this work is a result of my own research and it has never been submitted to any other institution for any academic award.

Signature..-:-:-~.:.. MUVARA VALENS

Date: .... J.P. .. J.L..l.kt~.: APPROVAL SHEET

I confirm that the work reported in this thesis was conducted by the candidate under my supervision.

MBAGO RONALD Supervisor

Signas:7 .. -~~-.. --->

Date: 19.9!.;~-Jb-··

ii DEDICATION I dedicate this research proposal to my beloved late parents, sisters, brothers, Nephews and lastly to my best friends whose prayers have enabled me to reach heights that I would never have reached. This work is part and accomplishment of my dream, effort and vision towards my education.

I thank you in God's name.

iii ACKNOWLEDGEMENT

I thank all the people whose assistance enabled me to a accomplish his studies;

Special thanks go to my late parents and entire family members for their encouragement, financial and spiritual support that he rendered towards my study education.

Also I would like to extend my sincere gratitude to my supervisor Mr.Mbago Ronald and also my entire lecturers in the college of economics and management of Kampala International University for their invaluable supervision /guidance and commitment towards the completion of this report.

I also thank my best friends like, Josette, Defao, Paulin, Theophile, Thierry, Sam, Gille, Patrick, Ernest, Bright, Fiona, and many others for their guidance and support they rendered towards the accomplishment of this work.

Above all, I wish to thank the Lord Almighty, without whose inspiration, guidance and wisdom the researcher would neither have tackled nor accomplished his studies.

iv TABLE OF CONTENTS DECLARATION ...... i APPROVAL SHEET ...... ii DEDICATION ...... iii ACKNOWLEDGEMENT ...... iv TABLE OF CONTENTS ...... v LIST OF TABLES ...... vii ABSTRACT ...... viii

CHAPTER 1: INTRODUCTION ...... 1 Background to the study ...... 1 Statement of the Problem ...... 2 Purpose of the Study ...... 2 Objectives of the study ...... 3 Research questions ...... 3 Scope of the study ...... 3 Geographical scope ...... 3 Content scope ...... 3 Time scope ...... 3 Significance of the study ...... 4

CHAPTER 2: LITERATURE REVIEW ...... 5 Concept and ideas from authors and experts ...... 5 Theoretical Perspectives ...... 10 Related studies ...... 10

CHAPTER 3: METHODOLOGY ...... 17 Research design ...... 17 Research population ...... 17 Sampling technique ...... 17 Sample size ...... 17

V Research instrument ...... 18 Reliability and validity of the instrument ...... 18 Research procedure ...... 18 Data analysis ...... 19 Ethical consideration ...... 19 Study limitations and determination ...... 19

CHAPTER 4: PRESENTATION, ANALYSIS AND DISCUSSION OF FINDINGS ...... 21 Respondents' profile ...... 21 Distribution of respondents' gender...... 21 Distribution of respondents' age ...... 21 Distribution of respondents' position in the company ...... 22 Distribution of respondents' marital status ...... 23 Distribution of respondents' education level ...... 24 Distribution of the respondents' number of years spent in Equity bank ...... 24 The rate at which Non-monetary rewards are provided to employees in the company ...... 25 Indicators of labour mobility in Equity bank, Kabalagala branch ...... 26

CHAPTER 5: FINDINGS, CONCLUSION AND RECOMMENDATION .. 28 Summary of findings ...... 28 Conclusions ...... 28 Recommendations ...... 30 Areas for Further Research ...... 32

REFERENCES ...... 33 APPENDICES ...... 36 APPENDIX A: QUESTIONNAIRE ...... 36 APPENDIX B: TIME FRAME ...... 41 APPENDIX: C: BUDGET FOR THE STUDY ...... 41

vi LIST Of TABLES

Table 1: Percentage distribution of respondents' gender ...... 21 Table 2: Percentage distribution of respondents' age ...... 22 Table 3: Percentage distribution of respondents' positions ...... 22 Table 4: percentage distribution of respondents' positions marital status ...... 23 Table 5: Percentage distribution of respondents' level of educational...... 24 Table 6: Percentage distribution of respondents' experience ...... 25 Table 7: The rate at which Non-monetary rewards are provided in the company .... 26 Table 8: Indicators of labour mobility in Equity bank, Kabalagala branch ...... 26

vii ABSTRACT

The study on Non monetary rewards and labour mobility was guided by four research objectives that were set to :(a) To establish the level of non-monetary Rewards used in Equity Bank Kabalagala branch, (b) To establish factor that influence employee mobility in Equity bank Kabalagala branch. And lastly (c) To establishes the relationship between non-monetary rewards and employees mobility in the Equity Bank Kabalagala branch.

The results indicated that Non monetary rewards have a great impact on the employee mobility as its absence in the company had negatively affected the employee's mobility as required by management.

The company should put in place the specific techniques of Non monetary rewards to be used in the company to ensure that there is consistency in its operations and this can be achieved through considering seminars and conferences.

The research recommends that the whole management should be sensitized about the benefits of effective use of Non monetary rewards and adoption of the appropriate methods so that proper reward systems are attained by the employees with the aim of improving on their reward systems for example the provision of employees promotions and providing flexible working periods within the company on how they can effectively apply Non monetary rewards that can improve labour mobility of not only the workforce but also the whole company in general.

viii CHAPTER ONE

INTRODUCTION

Background to the study

Labour mobility refers to the ease with which people can take advantage of new economic opportunities. When labour mobility is high, there are few barriers to changing jobs and when it is low, people may encounter obstacles which make it difficult to take on new employment. Higher labour mobility is generally believed to be better for the economy as well as workers, but there are also some drawbacks which can be created by high mobility.

There are a number of perspectives from which one can view labour mobility. Labour mobility itself is affected by several different facets. The first are systemic elements such as occupational training, demand for workers in a given industry, and education level. People who are well educated and highly trained experience more work opportunities, in contrast with people with low skills. Personal elements such as ability to relocate also play a role; people may not be able to move because they have difficulty selling a home, do not want to uproot their children, or cannot afford the costs associated with moving. These two issues have an impact on ability to take new jobs, but people must also have the desire to find new work. If they do not, there is no reason to seek out and take advantage of fresh job opportunities.

Labour mobility can occur both within and between economies. Some nations, for example, are famous for welcoming international workers, experiencing a high level of international labour mobility, while in other cases it may be difficult for people to move between economies. It can be geographic or occupational in nature; someone who relocates to a different country for work is demonstrating geographic mobility, while someone who transitions from one type of job to another is benefiting from occupational mobility.

Ideally, labour mobility is vertical in nature, meaning that people move up the employment ladder rather than staying static with horizontal mobility. 1 Someone who moves from restaurant to restaurant as a bus boy, for example, is stuck in horizontal mobility.

By contrast, someone who becomes a bus boy, a waiter, a floor manager, and then a restaurant owner is an example of someone who is experiencing vertical mobility.

High labour mobility makes economies more flexible, because workers can quickly adapt to changing market conditions and demand. It tends to increase productivity, and helps industries and economies to grow. However, it also comes at a cost. A high supply of labour can bring wages down and it can also contribute to unemployment when the supply of workers is larger than the demand.

Statement of the Problem Lack of employee mobility in Equity bank Uganda LTD, Kabalagala branch is exhibited in high rate of unemployment, low rate of production, low profit maximization, high rate of production cost, and strike moods. This particular problem is mainly being caused by lack of non-monetary rewards systems, lack of employee mobility among others include Minimum Wage laws that prevent unskilled workers, willing to work below minimum, from entering workforce, Absence of "right to work" laws / presence of forced unionization', Inadequate infrastructure and housing to accommodate fast moving changes in labor demand, Binding ties to a geographic location. e.g.: a worker's inability to sell his home for a price that recovers his existing mortgage, A worker's lack of education and/or access to education ,Government mandates on industry labor standards, Unemployment benefits that disincentives' workers from accepting employment at market clearing wage rate and absence of non-monetary reward. Among the causes of the identified above the study depended on non-monetary rewards systems in Equity bank Uganda ltd, Kabalagala branch. I

Purpose of the Study The study will examine the relationship between non-monetary rewards and employee mobility in Equity Bank Uganda ltd, Kabalagala branch.

2 Objectives of the study (i) To establish the level of non-monetary Rewards used in Equity Bank Kabalagala branch. (ii) To establish factor that influence employee mobility in Equity bank Kabalagala branch. (iii) To establish the relationship between non-monetary rewards and employees mobility in the Equity Bank Kabalagala branch.

Research questions (i) What is the level of non - monetary Rewards used in Equity bank Kabalagala Branch? (ii) What are the factors that influence labour mobility in Equity Bank Kabalagala branch? (iii) What is the relationship between non - monetary motivation and employee mobility?

Scope of the study

Geographical scope The study will be carried in Equity bank Uganda Ltd, Kabalagala branch, located along Kampala Ggaba Road about 3 kilometers from the city center, in Kabalagala trading center, Makindye Division.

Content scope The study will focus on non-monetary rewards in terms of recognition, health insurance, Flexible Hours, Opportunity to Learn, Develop and Advance as an Employee, Recognition and others like The Opportunity to Contribute. Also Employee mobility will also be looked at in terms of job transfer that is from one geographical location to another (branch), job rotation, and occupational job mobility.

Time scope The study will conducted in a period of three months that is from October - December 2012.

3 Significance of the study The proposed study findings will be of great significance to the following parties:

Policy makers/Government;

This study will help concerned authorities to strategically plan for non - monetary Rewards that can be used to motivate employees hence reducing on employee immobility in both private and Governmental parastatals.

Organization/Equity bank Uganda ltd;

The study will help the management and Administrators of Equity to examine on how they can be able to reconcile monetary rewards with non - monetary rewards. This will help to avoid a mismatch in employee remuneration hence causing labour mobility.

The study also will bring out the factors' that lead to labour mobility in Equity bank Kabalagala branch. This will help to design measures that can be taken to ensure that labour mobility is minimized hence refraining good knowledge and expertise in Equity bank, Kabalagala branch.

Future researcher and scholars; The study will work as a source of reference for future scholars hence expanding on knowledge related to employee motivation and labour mobility to the general public.

Researcher: will conceptualize and become expert in this area and secondly, the study is a partial fulfillment of the requirement for the award of a bachelor's degree in business Administration.

4 CHAPTER TWO

LITERATURE REVIEW

Concept and ideas from authors and experts According to Cambridge Advanced Learners Dictionary; Rewards refers to something given in exchange for good behavior or good work. Monetary rewards

Monetary awards are just that cash; some people are motivated by money or would simply prefer to be rewarded with a cash bonus for a job well done. This isn't a bad thing. In education, there is an ongoing debate about whether bonuses are the best way to reward high-performing educators. Money may not be the answer for rewarding all educators, but as I have said in previous posts, I do believe it should be considered as part of the discussion around strategies for how best to recruit, develop, reward, and retain highly effective staff.

None financial rewards Refers to the Compensation given in a transaction which does not involve cash, A non-monetary reward can consist of almost any material object such as jewelry, precious metals or an automobile for example. In business, a non-monetary reward can also be a service such as improvements made on a property or repairs done on a car.

Some non-monetary rewards in the work place Employees today are ravenous for encouragement and positive feedback, but few feel they are receiving it. Here are the five top non-monetary rewards in the workplace that employees want:

Opportunity to learn, Develop and Advance as an Employee.

Employees understand they need to grow, learn and develop new skills in order to advance. The ability to be able to choose their assignments and rise to new challenges offered by new responsibilities.

5 flexible Hours

Family, children, friends, church, sports, hobbies and other activities all have demands on today's employees. A flexible schedule or the occasional afternoon off can help employees meet some of these obligations. By allowing some flexibility in an employee's schedule you can increase their desire and motivation. This, to some, is considered the most important of the non-monetary rewards in the work place.

Recognition In today's high paced work environment it is reported that employees consider it very rare and infrequent that they receive recognition of their work and efforts. Think about it - What better way to have employees continue their good work and success then to offer them praise-verbal, written or ideally a public announcement or employee award, Recognition is probably the most sought after of the non-monetary rewards in the workplace.

The Opportunity to Contribute

The opportunity to be part of the team, to work closely with managers and management, to be involved in key decisions, and to be listened to and heard also.

Independence and Autonomy

Employees want to be able to work independently. They do not want someone constantly watching over them and questioning their every move. They like to receive their assignments -preferable with the time frame required for completion and then have the independence to complete the work given the guidelines and framework you have set on their own merits

Mobility refers to the process of able to move from one place location to another or from job station to another.

Labor mobility or worker mobility is the geographical and occupational movement of workers. Worker mobility is best gauged by the lack of impediments to such mobility. Impediments to mobility are easily divided into two distinct classes with one being personal and the other being systemic. 6 Personal impediments include physical location, and physical and mental ability. The systemic impediments include educational opportunities as well as various laws and political contrivances and even barriers and hurdles arising from historical happenstance.

Geographical mobility of labor

Geographical mobility of labor is the ease with which workers or labor can move from one geographical location to another in pursuing the same occupation or changing occupations. When a worker moves from one town to another, e.g., from London to Sheffield, without changing the job he is doing, we say that he has moved geographically. An accountant in London may move to Sheffield to continue to work as an accountant. Take note that it is the movement of labor or worker from one area to another area, this is called geographical mobility of labor.

Occupational mobility of labor

This is the ease with which a worker or labor moves from one occupation or job to another. When a musician becomes a footballer, he has changed his occupation.

Social mobility is the movement of individuals or groups in social position over time. It may refer to classes, ethnic groups, or entire nations, and may measure health status, literacy, or education - but more commonly it refers to individuals or families, and their change in income. It also typically refers to vertical mobility movement of individuals or groups up (or down) from one socio-economic level to another, often by changing jobs or marriage; but can also refer to horizontal mobility-movement from one position to another within the same social level

Intra-generational mobility ("within" a generation) is defined as change in social status over a single life-time. Inter-generational mobility ("across" generations) is defined as changes in social status that occur from the parents' to the children's generation.

7 International labor mobility

International labor mobility is the movement of workers between nation states. It is an example of a movement. The movement of laborers is based on a difference in resources between countries. According to economists, over time the migration of labor should have an equalizing effect on wages, with workers in the same industries garnering the same wage. labour mobility or worker mobility is the geographical and occupational movement of workers. Worker mobility is best gauged by the lack of impediments to such mobility. Impediments to mobility are easily divided into two distinct classes with one being personal and the other being systemic. Personal impediments include physical location, and physical and mental ability. The systemic impediments include educational opportunities as well as various laws and political contrivances and even barriers and hurdles arising from historical happenstance.

The major causes of labour mobility are as listed below;

Geographical mobility of labour

Cost of transportation: A worker may be able to move from one location to another if the cost of transportation is low. But when it is high, movement becomes difficult. Accommodation problems: Workers may not be able to move to new location where there's an accommodation problem.

Climatic conditions: Members may move from where there are favourable, climactic conditions.

Family and cultural ties: Members of a family or culture may find it difficult to move from one location to another of strong family or cultural ties. Government Policies: Certain government policies which can help to deliberately move labour to different states other than their states of origin.

8 Social and economic infrastructures: The availability of social and economic infrastructures e.g., electricity, pipe borne water, telecommunication etc, do encourage labour to move to places where these infrastructures are available. Discrimination: Labour may not be able to move if there is the possibility of discrimination against them in their destination.

Language barrier: When Labour finds it difficult to speak the language of a particular area, it becomes very difficult for them to move to such area.

Occupational mobility of Labour

Cost and length of training: Some professions are expensive to train in terms of time and money, e.g., the medical profession.

Ability or aptitude: Some jobs require natural ability or talents and those that are not gifted cannot fit into such jobs e.g. a musician.

Employment prospect/age: After a certain age (e.g., 45 years) employers will not engage such people. They have poor prospects for an employer as they only have short working Life.

Trade union/professional association restrictions: Some professional bodies (e.g. accounting, law) require certain qualifications before admission.

Personal reasons: Personal preference for a particular job and dislike for available alternatives may discourage movements.

Families and friendly ties: Friendly ties at times make it difficult for some people to change jobs. Also, some families are known to be associated with certain profession, and it will become difficult for a family member to pull out of that profession. Political instability /religion: When there is political instability or religious crises, it will be very difficult for labour to move.

9 Wage rate: Labour will move if there is a wide margin in salaries but if it is low, labour may not move.

Condition of service: Apart from salary, the conditions of service in a working place e.g. bonuses, overtime, staff bus, car and housing loan etc. When present, will encourage labour to move.

Discrimination: There may be discrimination of sex, colour, age, religion etc. This can affect occupational mobility of labour.

Motivation is defined as, "the degree of readiness of an organization to pursue some designated goal and implies the determination of the nature and locus of forces, inducing the degree of readiness"

THEORETICAL PERSPECTIVES Motivations theories help make sense of experiences. A theory is, in effect, a rationalized set of assumptions or hypotheses that allows you to explain the past and predict the future. As such, theories may provide "direction"; and as theories are tested and prove 'true", they may be said to expand knowledge. There are two types of motivation mentioned namely; Equity theory and Expectancy theory.

EQUITY THEORY

Equity theory is a theory that attempts to explain relational satisfaction in terms of perceptions of fair/unfair distributions of resources within interpersonal relationships. Considered one of the justice theories, equity theory was first developed in 1963 by John Stacey Adams, a workplace and behavioral psychologist, who asserted that employees seek to maintain equity between the inputs that they bring to a job and the outcomes that they receive from it against the perceived inputs and outcomes of others (Adams, 1965). The belief is that people value fair treatment which causes them to be motivated to keep the fairness maintained within the relationships of their co-workers and the organization. The structure of equity in the workplace is based on the ratio of inputs to outcomes. Inputs are the contributions made by the employee for the organization. 10 Equity theory proposes that individuals who perceive themselves as either under rewarded or over-rewarded will experience distress, and that this distress leads to efforts to restore equity within the relationship. It focuses on determining whether the distribution of resources is fair to both relational partners. Equity is measured by comparing the ratios of contributions and benefits of each person within the relationship. Partners do not have to receive equal benefits (such as receiving the same amount of love, care, and financial security) or make equal contributions (such as investing the same amount of effort, time, and financial resources), as long as the ratio between these benefits and contributions is similar. Much like other prevalent theories of motivation, such as Maslow's hierarchy of needs, equity theory acknowledges that subtle and variable individual factors affect each person's assessment and perception of their relationship with their relational partners (Guerrero et al., 2007). According to Adams (1965), anger is induced by underpayment inequity and guilt is induced with overpayment equity (Spector 2008). Payment whether hourly wage or salary, is the main concern and therefore the cause of equity or inequity in most cases.

In any position, an employee wants to feel that their contributions and work performance are being rewarded with their pay. If an employee feels underpaid then it will result in the employee feeling hostile towards the organization and perhaps their co-workers, which may result in the employee not performing well at work anymore. It is the subtle variables that also play an important role in the feeling of equity. Just the idea of recognition for the job performance and the mere act of thanking the employee will cause a feeling of satisfaction and therefore help the employee feel worthwhile and have better outcomes.

Equity theory has been widely applied to business settings by industrial psychologists to describe the relationship between an employee's motivation and his or her perception of equitable or inequitable treatment. In a business setting, the relevant dyadic relationship is that between employee and employer. As in marriage and other contractual dyadic relationships, equity theory assumes that employees seek to maintain an equitable ratio between the inputs they bring to the relationship and the 11 outcomes they receive from it (Adams, 1965). Equity theory in business, however, introduces the concept of social comparison, whereby employees evaluate their own input/output ratios based on their comparison with the input/outcome ratios of other employees (Carrel and Dittrich, 1978).

Inputs in this context include the employee's time, expertise, qualifications, experience, intangible personal qualities such as drive and ambition, and interpersonal skills. Outcomes include monetary compensation, perquisites ("perks"), benefits, and flexible work arrangements. Employees who perceive inequity will seek to reduce it, either by distorting inputs and/or outcomes in their own minds ("cognitive distortion"), directly altering inputs and/or outcomes, or leaving the organization (Carrel and Dittrich, 1978). These perceptions of inequity are perceptions of organizational justice, or more specifically, injustice. Subsequently, the theory has wide-reaching implications for employee morale, efficiency, productivity, and turnover.

EXPECTACNY THEORY

Victor H. Vroom (1964) defines motivation as a process governing choices among alternative forms of voluntary activities, a process controlled by the individual. The individual makes choices based on estimates of how well the expected results of a given behavior are going to match up with or eventually lead to the desired results. Motivation is a product of the individual's expectancy that a certain effort will lead to the intended performance, the instrumentality of this performance to achieving a certain result, and the desirability of this result for the individual, known as valence.

In 1964, Vroom developed the Expectancy theory through his study of the motivations behind decision making. His theory is relevant to the study of management. Currently, Vroom is a John G. Searle Professor of Organization and Management at the Yale University School of Management.

The Expectancy Theory of Motivation explains the behavioral process of why individuals choose one behavioral option over another. It also explains how they 12 make decisions to achieve the end they value. Vroom introduces three variables within the expectancy theory which are valence (V), expectancy (E) and instrumentality (I). The three elements are important behind choosing one element over another because they are clearly defined: effort-performance expectancy (E>P expectancy), performance-outcome expectancy (P>O expectancy).

Three components of Expectancy theory: Expectancy, Instrumentality, and Valence

1. Expectancy: Effort ---+ Performance (E---+P)

2. Instrumentality: Performance ---+ Outcome (P---+O)

3. Valence- V(R)

Expectancy: Effort -> Performance (E->P)

Expectancy is the belief that one's effort (E) will result in attainment of desired performance (P) goals. Usually based on an individual's past experience, self confidence (self efficacy), and the perceived difficulty of the performance standard or goal. Factors associated with the individual's Expectancy perception are self efficacy, goal difficulty, and control. Self efficacy is the person's belief about their ability to successfully perform a particular behavior. Goal difficulty happens when goals are set too high or performance expectations that are made too difficult are most likely to lead to low expectancy perceptions.

Control is one's perceived control over performance. In order for expectancy to be high, individuals must believe that they have some degree of control over the expected outcome.

Instrumentality: Performance-> Outcome (P->O)

Instrumentality is the belief that a person will receive a reward if the performance expectation is met. This reward may come in the form of a pay increase, promotion,

13 recognition or sense of accomplishment. Instrumentality is low when the reward is the same for all performances given.

Factors associated with the individual's instrumentality for outcomes are trust, control and policies. If individuals trust their superiors, they are more likely to believe their leaders promises. When there is a lack of trust on leadership, people often attempt to control the reward system. When individuals believe they have some kind of control over how, when, and why rewards are distributed, Instrumentality tends to increase. Formalized written policies impact the individuals' instrumentality perceptions. Instrumentality is increased when formalized policies associates rewards to performance.

Valence- V(R)

Valence: the value the individual places on the rewards based on their needs, goals, values and Sources of Motivation. Factors associated with the individual's valence for outcomes are values, needs, goals, preferences and Sources of Motivation Strength of an individual's preference for a particular outcome.

The valence refers the value the individual personally places on the rewards.

-1 ->0-> +1 -1= avoiding the outcome O= indifferent to the outcome +1=welcomes the outcome

In order for the valence to be positive, the person must prefer attaining the outcome to not attaining it.

Expectancy Theory of motivation can help managers understand how individuals make decisions regarding various behavioral alternatives. The model below shows the direction of motivation, when behavior is energized:

Motivational Force (MF) = Expectancy x Instrumentality x Valence

14 When deciding among behavioral options, individuals select the option with the greatest motivational force (MF). Expectancy and instrumentality are attitudes ( cognitions) that represent an individual's perception of the likelihood that effort will lead to performance that will lead to the desired outcomes. These perceptions represent the individual's subjective reality, and may or may not bear close resemblance to actual probabilities. These perceptions are tempered by the individual's experiences (learning theory), observations of others (social learning theory), and self-perceptions. Valence is rooted in an individual's value system.

One example of how this theory can be applied is related to evaluating an employee's job performance. One's performance is a function of the multiplicative relationship between one's motivation and ability [P=f (M*A)] Motivation can be expressed as [M=f (V*E)], or as a function of valence times expectancy. In layman's terms, this is how much someone is invested in something along with how probable or achievable the individual believes the goal is.

Victor Vroom's expectancy theory is one such management theory focused on motivation. According to Holdford and Lovelace-Elmore (2001, p. 8), Vroom asserts, "Intensity of work effort depends on the perception that an individual's effort will result in a desired outcome". Vroom suggests that "for a person to be motivated, effort, performance and motivation must be linked" (Droar, 2006, p. 2). Three factors direct the intensity of effort put forth by an individual, according to Vroom; expectancy, instrumentality, and preferences (Holdford and Lovelace-Elmore, 2001).

In order to enhance the performance-outcome tie, managers should use systems that tie rewards very closely to performance. Managers also need to ensure that the rewards provided are deserved and wanted by the recipients.

In order to improve the effort-performance tie, managers should engage in training to improve their capabilities and improve their belief that added effort will in fact lead to better performance.

- Emphasizes self-interest in the alignment of rewards with employee's wants. 15 - Emphasizes the connections among expected behaviors, rewards and organizational goals

Expectancy Theory, though well known in work motivation literature, is not as familiar to scholars or practitioners outside that field.

Lori Baker-Eveleth and Robert Stone, University of Idaho, conducted an empirical study on 154 faculty members' behavioral intentions/responses to use of new software. The antecedents with previous computer experience ease of the system and administrator support for they are linked to behavioral intentions to use the software through self-efficacy and outcome expectancy. Self-efficacy and outcome expectancy impacts a person's effect and behavior separately. Self-efficacy is the belief a person has that they possess the skills and abilities to successfully accomplish something.

Outcome expectancy is the belief a person has when they accomplish the task, a desired outcome is attained. Self-efficacy has a direct impact on outcome expectancy and has a larger effect than outcome expectancy. Employees will accept technology if they believe the technology is a benefit to them. If an employee is mandated to use the technology, the employees will use it but may feel it is not useful. On the other hand, when an employee is not mandated, the employee may be influenced by other factors that it should be used.

The self-efficacy theory can be applied to predicting and perceiving an employee's belief for computer use (Bandura, 1986; Bates & Khasawneh, 2007). This theory associates an individual's cognitive state affective behavioral outcomes (Staples, Hulland, & Higgins, 1998). Motivation, performance, and feelings of failure are examples of self-efficacy theory expectations. The following constructs of the self efficacy theory that impact attitudes and intentions to perform: past experience or mastery with the task, vicarious experience performing the task, emotional or physiological arousal regarding the task, and social persuasion to perform the task.

16 CHAPTER THREE

METHODOLOGY

Research design The research employed descriptive correlation research design because it intended to measure the relationship between non-monetary rewards (independent variable) and employee mobility (dependent variable) ,secondary and all f an exposit facto design was also used because the study never intended to manipulate any fact and all finding were described the way they were given.

Research population The study will focus on the Administrators in Equity Bank most specifically those from the finance department. It will also focus on the employees of Equity Bank. This is to allow room for complementality in the data collected from the various respondents.

Sample size Out of 100 employees of Equity bank, Kabalagala branch, the sample size of 80 respondents was determined by solvent's formula that states; n = N /1 + N(e)2

Where n= sample size, N=Total population, e=level of significance

Sampling technique Stratified sampling technique will be used to select a representative sample from the study population. This technique allows the research to categorize the respondents into different strata from which a sample is obtained. The population will be divided into two strata one including Administrators and another comprising of employees or low level staff. From each strata a sample will be selected using simple random sampling technique. This technique allows fair representation of all categories of respondents.

17 Research instrument The research instrument that was used is questionnaire, this tool was chosen because it easy to monitor, evaluate and analyze. The questionnaires were prepared with relevant question that enabled the research to gather the information required the questionnaires were given then to the respondents and fill their convenient times because they given ever busy the questions were both structured and unstructured ones. The questionnaires comprised of three sections; section A about respondents' demographic characteristic, section B, dealt with forms of non-monetary and lastly section C handled determinants of labor mobility.

Reliability and validity of the instrument In order to reduce the possibility of getting wrong answers different steps were taken to ensure the validity and reliability of the study data was collected from the reliable sources and research contacted experienced people to go through the questionnaire and make recovery, adjustment to ensure that the items questions on the instrument are collected properly spelled and measured variables they are designed for.

Research procedure Before data collection and the commencement a letter from the college of applied economics and management sciences was collected authoring the researcher to collect data concerning the topic, this was presented to the Equity Bank Uganda LTD, Kabalagala branch manager for permission to be allowed to conduct the research from their company. During data collection survey was carried out regarding the particular respondent, then the questionnaires were supplied to them, and guidelines on how to fill them say question interpretation to ensure relevance of the answer to be provided.

After, the questionnaires were collected cleaned, edited, coded and analyzed and these presented in tables as frequencies and percentage forms.

18 Data analysis After gathering the data the research analyzed it into frequencies, percentage and table's distribution and a comparison and contrast was made from various respondents who interviewed. Also a comparison and contrast were made from various scholars' experts about the variables.

Ethical consideration To ensure that ethics was practiced in this study as well as at most confidentiality for the respondent's data the following were done, 1.coding of questionnaires', 2.The respondents were requested to sign the informed consent, 3. The authors mentioned in this study are acknowledged within the text, 4. Findings are presented in a generalized manner and lastly a copy of findings was given to the organization (Equity bank Uganda Ltd, Kabalagala branch.

Study limitations and determination Major limitations that the study faced are written below and the ways how the researcher manage to dealt with them;

Inadequate time; most of employees in Equity bank Uganda Ltd, Kabalagala branch are busy but the research spends more time for a research than the excepted, which contributed to the great success.

Inadequate funds; the research made reasonable budget that helped him accomplish the research. And borrowed research materials like laptops, flash disks, and even typing the work myself.

Change of perception; another major limitation of the study was change of perception in the process of giving the information, most of the respondents thought that I was sent by the management of Equity bank Uganda LTD, head office to carry out an investigation on them which made them suddenly change their minds. In order to courter this limitation the research emphasized confidentiality of the information provided.

19 Arrogance; another limitation faced by the researcher was arrogance about the information by the respondent with the view that how will they benefit after providing the information mainly financially, to avoid this, the research convinced them that the Equity bank Uganda Ltd, Kabalagala branch management will use the findings to improve on the employees remuneration which will make them prosper and even be promoted to higher ranks.

Some respondents though that some information was confidential and are not were to give it to the research but the research promised to keep the findings of the research confidential and for academic purpose.

Failure of some respondents to provide data to certain questions; this will hinder the proper validation of study findings. However questions will be logically designed to extract such data from the respondents.

The failure of some respondents to return the questionnaires hence sabotaging proper data analysis; However, the research will Endeavour to keep in touch with the respondents to collect questionnaires on time.

20 CHAPTER FOUR

PRESENTATION, ANALYSIS AND DISCUSSION Of FINDINGS

Respondents' profile This section presents respondents profile in terms of gender, age, position, marital status, level of education and their respective percentages reflected in the following tables below.

Distribution of respondents' gender Table 1: Percentage distribution of respondents' gender

Sex frequency Percentage(%) Female 38 47.5 Male 42 52.5 Total 80 100 Source: primary data.

The study findings revealed that majority of the respondents were male, followed by female with percentages of 47.5% and 52.5% respectively. There is implies that Equity bank, Kabalagala branch has more male employees compared to female one and this could be due to the nature of works performed in the organization which requires manual work. However, this percentage difference is small and therefore the researcher deduces that there is a relative equal employment opportunity practices in the organization.

Distribution of respondents' age The respondents' age bracket ranged between below 10-19 years, 20-29 years, 30- 39 years, 40-49 years, and 50-59 years.

21 Table 2: Percentage distribution of respondents' age

Age group Frequency Percentage(%) 24- 30 25 31.25 31- 36 20 25 37-42 16 20 43-49 13 16.25 50 above 5 6.25 Total 80 100 Source: primary source

From the above table most of the respondents' age between 24-30 years indicated by 31.25% while 31-36 years were shown by 25%, 37-42 years was shown by 20%, 43-49 were shown by 16.25% of the respondents' and those with 50 years and above were 6.25%. This age group indicate that majority of the staff in Equity bank, Kabalagala branch are youth, ready to learning and moving the organization to greater heights.

Distribution of respondents' position in the company Table 3: Percentage distribution of respondents' positions

Positions Frequency Percentage{%) Managers 8 10 Clerk officers 10 12.5 Supervisors 14 17.5 Loans officers 15 18.75 Tellers 33 41.25 Total 80 100 Source: primary data

From the above table about the positions held by the respondents' majority of them were tellers at 41.3% followed by loans officers 18.8%, supervisors 18%, clerk officers 12.5% and managers contributed to 10% of the respondents. This percentage indicated that majority of staff in Equity bank, Kabalagala branch are 22 tellers who are skilled and above all can handle the operations of the company in terms of its products followed by loans officers which is able to reach all corners of the company's targeted population to trade the products of the company, give loans and also handle the complaints of the clients of the company about its services and its marketing products, followed by the company supervisors' who can monitor and supervise the activities of the company to meet the expected standards, goals and objectives of the company, followed by clerk officers who can do all possible needed to register the company's records of clients in the bank like when giving out loans and loan imbursement, monthly accountability and those wishing to join the bank as fresh clients like in opening accounts.

Distribution of respondents' marital status Table 4: percentage distribution of respondents' positions marital status

Marital Status Frequency Percentage(%) Single 43 53.8 Married 30 37 Divorced 5 6.3 Widowers/widows 3 3.7 Total 80 100 Source: primary data

The respondents' marital status was 53.8% of them were single, 37 % were married, 6.3% were divorced, and 3.7% were widows/widowers. This indicated that the majority of company's staff was not married and this showed that they able to work flexible on their tasks in the company due to the fact that they don't have family problems but only they are concerting on their jobs in the company, followed by the married status which is also capable of working hard for the company like at least during week days and rotating/shifting with the single workers at weekends shifts because most of them are able to work at weekends to meet their expectations from the company.

23 Distribution of respondents' education level The respondents' were required to state their level of education ranging from certificates, diploma, bachelors and post graduates.

Table 5: Percentage distribution of respondents' level of educational

Level of education Frequency Percentage Certificate 5 6.3 Diploma 10 12.5 Bachelors 34 42.5 Post graduate 31 38.8 Total 80 100 Source data: primary data

The above indicates that most number of respondents' were bachelor holders which proved that at least they were comprising of 42.5%, followed by post graduates 38.8%, diploma were 12.5% and lastly cerficates6.3%.From the above stated data above showed that majority of the workforce in the company was civilized and this showed that the is high standard of quality workforce in the company and this has lead to high standard of quality work done and productivity in the bank and even has made the company to be among the best banks providers in the country within a shorts period of time.

Distribution of the respondents' number of years spent in Equity bank Uganda ltd.

The questionnaire required the respondents to tell the number of years they have been in the company ranging from 1- 5years in different categories these were given as follows;

24 Table 6: Percentage distribution of respondents' experience

Number of years Frequency Percentage(%) 0-1 5 6.3 1-2 25 31.3 2-3 50 62.5 3-4 - - 4-5 - - Total 80 100 Source: primary data

The research indicated that most of the respondents had spent 1-5 years in the company contributing to 6.3%, followed by 1-2years 31.3% and then those that have spent2-3 years contributing to 62.5% respondents. This implied that is high labour mobility in the company due to the factors mentioned in the literature review of this study mentioned above because workforce cannot persist in their jobs in the company for a certain period of time as indicated in the table above none of the employees have experience of 3 - 4 and 4 - 5 years in the company.

The rate at which Non-monetary rewards are provided to employees in the company. In the questionnaires that were distributed to the respondents', they were required to tell whether the company remunerates its employees with non-monetary rewards that were identified like Opportunity to Learn, Develop and Advance as an Employee, Flexible Hours, Recognition, The Opportunity to Contribute and Independence and Autonomy and here are the responses in terms of rating; strongly agree, agree, disagree and strongly disagree. (SA, A, D, and SD respectively)

25 On the indicators of labour mobility the researcher wanted to identify whether the indicators given for labour mobility are displayed in Equity bank, Kabalagala branch, from the research 1.3% only strongly agreed that they are experienced, 7.5% agreed, 40% disagreed in other wards that they are not displayed and 51.3% strongly disagreed (they are not totally displayed at Equity bank, Kabalagala branch.

27 CHAPTER FIVE

FINDINGS, CONCLUSION AND RECOMMENDATION

Summary of findings The study indicated that there is a strong relationship between rewards and labor mobility in Equity Bank. Respondents concurred that conducive reward systems strongly influence labor mobility in the organization both vertically and horizontally and even geographically.

Conclusions From the findings summarized above, I wish to conclude that all the above objectives of the study have been achieved since the findings discussed above have been in line with the objectives.

From the data collected and the analysis made, the following conclusions were drawn.

According to Bloom and Milkorich (1995),"A better blend of research and practice can advance the state of (rewards) field and demonstrate the critical role that compensation plays".

From the analysis of the data, it has been recognized that the main causes of employee mobility consist of better job offers, poor wages, limited prospects, long hours and poor management. These factors can be related to basic theories of motivation such as Hertzberg's' two-factor theory 1968 and Maslow's' hierarchy of needs 1954. Both theorists believed that individuals need motivators such as good pay and opportunities for promotion in order to achieve satisfaction at work and to encourage them to work harder to develop themselves further. It seems that the retail industry does not try to satisfy even the most basic motivators, which is why the employee mobility rate is so high. If individuals are not motivated at work or feel that they are worthless, they will not be motivated to work hard or remain !oyal to the company. Individuals need to be stimulated at work or they will get bored of the job and eventually look for work elsewhere that is more interesting. 28 The fact that exit interviews are almost non-existent in the industry also makes it difficult for managers to understand why their staffs are leaving them. If they do not know why staffs are leaving, then they will not be able to reduce or prevent this from happening. Both motivation theories and exit interviews have been used in the past in order to help reduce employee turnover. If managers want to cut costs and reduce staff wastage then it is vital that they pay attention to the resources that are available to them such as exit interviews. They maybe time consuming but the information that can be found out can be of vast importance for any business.

Only four per cent of the sample has worked in retail for ten years or more, this relates closely to the fact that many retail jobs offer only limited promotion prospects. Eleven per cent of the sample quit retail jobs because they felt that they were not able to progress any further in their job and thirteen per cent stated that they would try to offer more training and promotion opportunities if they were the manager. This is a classic example of a basic motivator that has not been implemented within the retail industry.

Two thirds of the sample work part-time due to having other responsibilities and commitments, which show a trend those employees', need more flexibility in the work place. Fifteen per cent of the sample quit retail jobs because the shifts were too long or the job was not flexible enough for them. Employers must be able to offer flexibility in the work place, as they need to understand employees have other priorities such as children or they are still studying. The employees' needs in the industry are changing; they need more flexibility from the organisation in order to balance their personal life with their career. As many people have more important priorities, their jobs come second to them so if they flexibility from the organisation is very important to individuals. If employers do not offer flexibility, it will mean that the employees will look for work elsewhere as it is obvious that their job is not their life as they have commitments that are more important.

Eleven per cent of participants quit bank jobs because of the poor wages they were receiving. A third of the participants stated that pay was the worst feature of their

29 job; a fifth of respondents claimed that they would increase the wages if they were a manager. This was because they recognised that the wages in the industry were not very high and that increasing the wages would lead to more people being attracted to the job as well as motivating people to stay within the organisation. Wages is another motivator, which the industry is failing to meet as a significant amount of participants feel that they are not being paid enough.

The findings of the survey has shown that employers need to pay more attention to staffs and should listen to them to find out what their problems are in order to help solve them. All participants that completed the survey felt that what they thought was the worse aspect of their job was also felt by their colleagues which are why they would change these same issues if they were the manager. Eleven per cent of respondents claimed that if they were the manager they would take into consideration the opinion of employees, as they are the ones who are carrying out the job roles so they will have the most information as to what can be changed to make tasks more efficient or easy.

In addition, this method will help to motivate employees as they will feel recognised by others and feel that they do have some control over the way that they have to do their job.

Recommendations In the view of the above conclusions, the research leads to the following recommendations.

1. Sensitize the whole organizational management about the benefits of effective use of Non monetary rewards and adoption of the appropriate techniques towards the labour mobility. This can be done by management reviewing through news papers business text books and business journals articles as far as non monetary rewards and labour mobility is concerned. 2. Provision training to the management of the company on how they can effectively apply non monetary rewards that can improve on performance and labour mobility of not only the workforce but also the whole company in 30 general. This will help the company develop, in addition to public lectures by use of workshops, seminars, case studies, role pay and remunerating guide text books and magazines. This should be done by concerned parties or departments in the company like human resource and finance departments and lastly the government in the ministry of labour. 3. The company should put in place the specific techniques of non monetary reward systems to be used in the company to ensure that there is consistency in its operations and this can be achieved through considering workshops and seminars. 4) The remuneration and reward system should consider monetary and non monetary rewards and the specific non monetary reward that deserve marked attention as ascertained from the study are challenging work, sharing of organizational goals, however leaders sufficient time to spend with family, opportunities for advancement/promotion and repetitive work, job stability and training and development. It is apparent from the findings of this study that if these non monetary rewards are incorporated within the incentive system then monetary rewards could become less important. 5) Given the fact that the 31-40 age group and the management group value non monetary rewards more than monetary rewards, the Equity bank Kabalagala branch should consider differentiated incentive system rather than a generic, across the company incentive system that downplays the effects of demographic variables on employee motivation. 6) The recruitment policy for Equity bank Kabalagala branch could be modified when recruiting candidates by incorporating demographic differentiation into the recruitment process. The findings of the study could enable the Equity bank Kabalagala branch to negotiate more effecting with candidates and to allow flexibility in the recruitment process. 7) Since monetary compensation is more important to the 20-30 age group and non management group. Equity bank Kabalagala branch should develop compensation and retention strategies based on finding.

31 8) The work benefits policies should include incentives that will create a long term and stable mindset within these employees. More non cash incentives/benefits must be injected into the reward mix for the Equity bank Kabalagala branch incentive system instead of just using money as reward as an end itself to drive employee motivation.

Areas for Further Research To enhance better understanding of the impacts of non-monetary rewards in relation to labour mobility; I suggest that further studies should be made to answer the following questions.

a. Why are companies not rewarding using non-monetary rewards to their respective staff members? b. What should be done to make non-monetary rewards more effective than they been? c. To what extent have companies taken the advantage of proper non monetary rewards in use? d. What is the impact of labour mobility on organization performance? e. What is the impact of non monetary rewards in banking sector of Uganda?

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35 APPENDICES

APPENDIX A: QUESTIONNAIRE Dear respondent, I am Muvara Valens a student of Kampala International University pursuing a Bachelors Degree in Business Administration (accounting option). I am conducting a study on non-monetary rewards and labour mobility in Equity bank Uganda, Kabalagala branch. In the pursuit of my course, I am required to undertake a study, therefore it on this basis that I kindly request you to participate in this study.

The information you will share with me is purely for Academic purposes and will be treated with the utmost confidentially; you are therefore requested to tick or fill the appropriate answers respectively. NB no need of writing your name. 1. A gender

Male □ Female D 2. Marital Status Married D

Single □ Divorced D Widows D 3. Age A.20-29 D B.30-39 D C.40-49 D D.50+ D 4. Education Background College Certificate D Diploma D Degree D Postgraduate D 36 4. Occupational

Clerk officer □ Teller D Supervisor D Manager D 6. Department Finance D Supervision D Loans D Auditing D 7. Experience One year D

1-3 years □

4-6 years □ 7 and above D

SECTION B, LEVEL OF NON MONETARY REWARDS Under this section, respondents were asked to rate the non-monetary rewards used in Equity bank, Kabalagala branch using the following criteria while indicate or writing a number/ figure that which suit their perception. 1 - Strongly disagree; 2 - Disagree; 3 - Agree and 4 - Strongly agree 1. Equity bank uses non-monetary incentives to motivate its employees 2. Equity bank promotes its employees to motivate them? 3. Equity bank offers paid leave to motivate employees? 4. Equity bank values monetary motivation more than non-monetary incentives? 5. Using non-monetary incentives to motivate employees in order to reduces labour mobility? 6. Failure to use non-monetary incentives in motivation has increased the rate of labour mobility? 7. Staff appraisal is taken as an important tool in employee remuneration in the Equity bank, Kabalagala branch?

37 8. There is a low mood of employees' moods for striking? 9. The employees are knowledgeable about what is expected to them in terms of remuneration? 10. Does Equity bank, Kabalagala branch offer flexible work schedule for its employees? 11. Does Equity bank, Kabalagala branch give recognition awards to its employees at the end of each month or annual trading period? 12. Equity bank, Kabalagala branch offers continuous education to its staff in the bank? 13. Equity bank, Kabalagala branch up grades the working environment for its employees? 14. Financial advising services are given to the bank staff of Equity bank, Kabalagala branch by bank itself? 15. Equity bank, Kabalagala branch offers additional life insurances to its bank staff? 16. Equity bank, Kabalagala branch offers job "swapping" to its employees in the bank? 17. Equity bank provides employee discounts to its employees during the payment of their salaries? 18. Converted parking spaces are provided to the staff of Equity bank, Kabalagala branch? 19. Health care benefits are provided to the bank staff by Equity bank, Kabalagala branch? 20. Equity bank, Kabalagala branch offers personalized items (Shirts, Jackets, Brief cases, planners, mugs, and hats) to its employees? 21. Equity bank, Kabalagala branch gives free lunches, snacks, or beverages to its entire bank staff? 22. Equity bank, Kabalagala branch offers monthly panics to its bank staff when the bank makes expected profits?

38 SECTION C, LEVEL OF EMPLOYEE MOBILITY Under this section, respondents were asked to rate the level of employee mobility using the following criteria while indicate or writing a number/ figure that which suit their perception. 1 - Strongly disagree; 2 - Disagree; 3 - Agree and 4 - Strongly agree 1. Trade union/professional association restrictions affect labour mobility in Equity bank, Kabalagala branch? 2. Wage rate condition causes labour mobility in Equity bank, Kabalagala branch? 3. Cost and length of training causes labour mobility in Equity bank, Kabalagala branch? 4. Employment prospect/Age limit encourages labour mobility in Equity bank, Kabalagala branch? 5. Equity bank, Kabalagala branch its condition of service encourages labour mobility within the bank? 6. Personal reasons of employees within Equity bank, Kabalagala branch also promotes labour mobility within the bank? 7. Labour mobility within Equity bank, Kabalagala branch is being encouraged by the family and friendly ties of the employees in the bank? 8. Discrimination among the employees within Equity bank, Kabalagala branch encourages labour mobility in the bank? 9. Language barrier among the employees of Equity bank, Kabalagala branch promotes labour mobility within the bank? 10. Cost of transportation faced by the employees of Equity bank, Kabalagala branch encourages labour mobility within the bank? 11. Accommodation problems faced by the employees of Equity bank, Kabalagala branch encourage labour mobility within the bank? 12. Cost of living problem faced by the employees of Equity bank, Kabalagala branch encourage labour mobility within the bank? 13. Climatic conditions problem faced by the employees of Equity bank, Kabalagala branch encourage labour mobility within the bank?

39 14. Government policies also encourage labour mobility in Equity bank, Kabalagala branch? 15. Social and economic infrastructure also influences labour mobility within Equity bank, Kabalagala branch? 16. Racial differences influences labour mobility within Equity bank, Kabalagala branch? 17. Diet and food habits for some employees in Equity bank, Kabalagala branch also influences Labour mobility 18. Inadequate job security of employees influences labour mobility within Equity bank, Kabalagala branch? 19. Inefficient management of staff influences labour mobility within Equity bank, Kabalagala branch? 20. Inadequate level of technology of some employees influences labour mobility within Equity bank, Kabalagala branch? 21. State of health of the worker influences labour mobility within Equity bank, Kabalagala branch? 22. Intelligence of workers also encourages labour mobility within Equity bank, Kabalagala branch?

40 APPENDIX B: TIME FRAME ACTIVITY DURATION

Topic 2 weeks in October

collection data 4 weeks in October & November

Presentation 2 weeks in November

Editing 2 week in December

Total 2 months and half.

APPENDIX C: BUDGET FOR THE STUDY ITEMS AMOUNT

Stationery 150,000

Transport 150,000

Meals 100,000

Printing and binding 150,000

Miscellaneous 100,000

TOTAL 550,000/=

END