Case study for HLBB Organization Profile HONG LEONG BANK BERHAD

Case study for HLBB
Organization Profile
HONG LEONG BANK BERHAD (HLB)
Hong Leong Bank Berhad (HLB) is one of the largest bank and position in rank number five in Malaysia which headquartered in Kuala Lumpur It is also one of the major publicly listed banking group in Bursa Malaysia. It provides banking services to clients in Malaysia, China, Hong Kong, Singapore, Vietnam, Cambodia and the United States. The bank was part of the Hong Leong Group which offer diversified businesses in financial services, property, manufacturing and infrastructure development.
Mr Lam Ji Chiew is the founder of Kwong Lee Mortgage and Remittance Company in Kuching, Sarawak. In 1905, Hong Leong Bank was originally merged as Kwong Lee Mortgage and Remittance Company. In 1934, it incorporated to Kwong Lee Bank limited which bearing heritage of the oldest local financial institution in Malaysia.
Then, in 1989, Kwong Lee Bank Berhad renamed as MUI Bank which operated 35 branches. In 1994, Hong Leong Group acquired Mui Bank Berhad through Hong Leong Credit Berhad (known as Hong Leong Financial Group Berhad) renamed it Hong Leong Bank Berhad.
In 2008, Hong Leong Bank Berhad, expand its business to enter China Banking sector with 20% strategic stake in Bank of Chengdu Co.Ltd. In 2009, Hong Leong Bank Vietnam was opened in Ho Chi Minh city. In 2011, Hong Leong Bank complete merged with EON Bank Group. In 2012, Hong Leong Bank launched a Mach branch which is the next generation banking sub-brand.
In 2013, Hong Leong Bank set up representative office in Nanjing China and Hong Leong Bank Cambodia started its operations with the intensified-on digitalisation of Hong Leong Bank’s products and services. Hong Leong Bank launched new internet banking platform which are the PEx payment, tablet app and cardless withdrawal.
In 2014, Hong Leong Bank, introduced a new platform for business internet banking to replace Hong Leong Online business which are the Applewatch App, e-FD and e-TDI, e-Will or wasit and biometric authentication. Moreover, Hong Leong Bank also introducing the physical PEx+ merchant payment.
Further to 2016, PEx+ merchant payment went online. Then, migration for auto and personal loans, credit card and CASA (Current account and saving account) opening to online platforms. Next, Hong Leong Bank modified the innovation by setting up a customer experience and Innovation Lab. In the same time, Hong Leong Bank launched Artificial Intelligence Chat Service using IBM Watson, E-IT and online statement. In addition, Hong Leong Bank become the first domestic bank to enable FPX payment which allowing customers to experience seamless transactions 24/7 via the Hong Leong ConnectBiz.
In 2017, Hong Leong Bank introduced eFD via FPX. Then, launched HLB LauchPad to develop Malaysian technology and FinTech start-ups. Hong Leong Bank also converted some of the branches to Piloted branch which the branch will be piloted in-branch mobile service solution featuring iPad-equipped service ambassadors to greet and service customers. For time being,
Hong Leong Bank Berhad (“HLB” or “the Bank”) have 285 branches throughout Malaysia with one each branch in Singapore and Hong Kong, 3 branches and one transaction office in Vietnam, 5 branches in Cambodia and a representative office in Nanjing. Those branches are occupied with over 1350 self-service terminals and full-fledged call centre. Hong Leong Bank is constantly moving towards to innovations and digital arena to engage, interact and serve with customers in communities in different ways.
Hong Leong Bank’s key business pillars include:
• Personal Financial Service
• Business and Corporate Banking
• Global Markets
• Islamic Financial Services
Vision
• Highly digital and innovative ASEAN financial services company.
Mission
• Help clients succeed through simple, relevant, personal and fair banking.
• Provide our people with the best opportunities to realize their potential.
• To create shareholder value.
HLB values
• We should display behaviours that are aligned to HLB values at all times.

3.Justifications for topic selection
CHAPTER 3: Justification for topic selection @
CHAPTER 4: The Problem/ Issue
• To investigate the cause of employee turnover.
• To improve the organization culture and to motivate the employee turnover.
• To provide satisfaction to employees about their job.
• To increase the interest of employee’s towards their job.
• To provide facilities to the employees.
• To reduce employees fair toward the job.

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Statement of the problem
I choose the topic on “A study on employees’ turnover and employees job satisfactions in Hong Leong Bank Mukah. Based on experience from previous employment, I can see the trend on the employee turnover occur yearly. The trend started when I started my career with HLB in 2012 when one of the officers resign as he accept the Voluntary Separation Scheme (VSS) package offer for that year. Another reason makes him change his mind to take such offer was that he wants to become an entrepreneur. He wants to try another challenge rather than banking industry. He had a good 20 years of experience and good relationship with the customers in the town.
Then, in 2014 one of the junior executive tender her resignation with the reason she get an offer to work oversea. She was also one of the cheerful, good, fast and efficience staff. Another reason of her resignation was the work culture and organization culture problem.
Next, in 2015, two staffs of mine leave the branch with one in the beginning of the year because she expressed that she already plans to retire early. Other reasons of her resignation are she feel that she unable to manage her stress with so many works given by the management, and age is catching her up which make her unable to cope with the new platform of innovation. She also had a health problem which she feels very troublesome and uncomfortable to continue her career.
Almost the end of the year 2015, another staff accept the offer of Mutual Separation Scheme (MSS) and leave the banking industry. An interview was set with him to have a feedback for my project. He expressed that other reasons for him to leave the organization are the work culture problem, dissatisfied with the organization culture problem and to be involve in new more challenging job. Based on the interview conducted with him, he expressed that although he already work and serve the organization for 16 years, he did not get the desire he want which is reasonable increment and bonuses as expected as he contribute so much, meaning the effort and contribution is not equal to the reward he get. Furthermore, he was not been promoted to the position that he requests for. He was a very talented and experience staff.
Besides for the feedback and trend occur in the organization, I can sense that there were lack of extrinsic and intrinsic motivation. From my perception, and study from the point of view of the working culture, working organization, behaviour of the employees, attitude towards work given and others the negative organization atmosphere need to be change.

CHAPTER 3: Justification for topic selection
It is important to highlight the issues our for the short case study on my project as I find it is interesting and it is quite a serious issue for the organization although the issues also occur in other private or government institutions. It is a unhealthy sign for the organization that have high rate of employee turnover and employee job satisfaction which will affect the cost of rehiring the new employees, loss of knowledgeable talent, interruption of customer service, turnover leads to more turnover which it become a trend, lengthy of time to train new hirer, and so on.
Ninety percent of the employees leave the company because of few reasons such as the issues around the task they do, miscommunicate and misunderstanding or conflict with their manager, unable to adjust and suit with the organization culture and poor workplace environment. Regardless of this, managers think that the employees leave the organization is because of the pay issue. (Rivenbark,2010)
Some other factor that employee leave the organization is because of bad relationship with their manager. The quote by Marcus Buckingham “People not leave bad companies, they leave bad managers”.
According to Elizabeth Medina, the relationship between job satisfaction and employee turnover influence by few factors such as the organizational culture. The research conduct using the Quality of Work Life (QWL) module approach. Besides that, the job satisfaction is measure using the independent parameter which is based on the overall job satisfaction survey while the dependent parameter which is based on the turnover intention.
According to Md.Mobarak, Md Jannatul and Md Abdul Latif on job satisfaction of employees in banking sector state that bank officers plays an important role to care on few aspects such as job preference, the boss behaviour, career development organism and the promotion system which influence the satisfaction of the employee to achieve the financial goal. Another finding of studies conducted by Panghal (2013), employee job satisfaction also claim that it is related to the nature of work employees perform in an organization.
Study conducted by Saari and judge (2004) on the “employee attitude and job satisfaction” determined that employee attitude, the positive and negative results of job satisfaction and the degree of the employee attitude be influence.
According to Hossain (1992) on the “job satisfaction and job behaviour of private sector industrial workers and supervisors in Bangladesh” described that job satisfaction has an impact on the performance in the workplace. Moreover, other cause of the dissatisfied of the employees are the job security and less pay.
According to Hossian M. and Ullah, S (2009) in the study on “job satisfaction of private university teachers in Bangladesh “found out that two important factors which were age and educational qualification influence on the job satisfaction of Bank employees. Then, Khaleque and Rahman (1987) in their study of job satisfaction of workers of jute industries found that older, married and more educated employees were more satisfied than younger, unmarried and less educated workers.
According to Noraani Mustapha, Aminah Ahmad, Jegak Uli, Khairuddin Idris which conduct a study on the “job characteristics as antecedents of intention to stay and mediating effects of work family facilitation and family satisfaction among single mothers in Malaysia” describe that the employee turnover is critical to be examined since it reduces the effectiveness of the organization. It also delays the organization to meet their corporate goal in short term. Besides that, the study conducted to examine the mediating effects of work family facilitation and family satisfaction on the job characteristic and the intention of the single mother to stay longer in the organization.
According to the study conducted by Robert F.Hurley and Hooman Estelami (2007), on “An exploratory study of employee turnover indicators as predictors of customer satisfaction” shows that the relationship on both the customer satisfaction evaluations on the employees performance during work would influence the employees satisfaction in their job and the employee turnover.-add a bit
Previous study and investigation done by the researchers found outs that the reasons of employee turnover were demography and organization culture. According to F. Caldwell (1989),the main factor of employee turnover is the social demography and also the culture effect in different level in which age, organization environment, language and norms are different and there believes also different so conflict occur and this is the cause of employee turnoverF. Caldwell,1989 Another author Denino (1976) focus on the demographic which explained in the longitudinal that influencing attitude and similarity in demography characteristics such as age, race and education.
Turnover can be categories into two type which are avoidable and unavoidable turnover. The avoidable turnover included dissatisfied with wages and rewards, dissatisfied with working conditions, personnel policies, current career and other related factors. The unavoidable turnover included personal improvement, family circumstances, climatic condition, community condition, health condition, marriage, retirement and death. The avoidable turnover is complex and beyond our control such as job tension, organizational commitment and so on. These two reasons give great impact to employee’s turnover. From the study conducted by Abelson (1987) job commitment is the most important element and only few people will commit in their job. (Abelson, Aug 1987)
All organization will encounter job tension. It is one of the serious factors in organization. This occur in the situation when the employees take the job too seriously, they feel that they unable to do the job given, when new task is assign overlapping the previous uncomplete task which make them feel very stressful because too much burden and pressure that had been put on them. The employees who unable to manage their stress level will decide to quit the job. Unavoidable leavers and stayers in the current study were found to be no different from each other, whereas both groups were significantly different from avoidable leavers on levels of satisfaction, organizational commitment, job tension. (Abelson, August 1987)
Based on the research study by Lyman W. Porter (1972) on the “organizational, work and personal factors in turnover and absenteeism” it focused on the causes of employee turnover. As examples the employees absent from work, employees leave their job earlier than the actual end of the working time and others. This are few factors which indirectly create the reasons the causes of the employee turnover. (Porter 1973)
According to Zander (1957), there are two important element the employees leave the workplace which are the job itself make them dissatisfied and the current job keep them from receiving any satisfactions from other sources. The study shows that people who resigned, felt only one or other two element of satisfaction. (The interference with off-the-job satisfactions is probably higher among the people studied than in the population at large since shift work is prevalent in the industry in which this study was conducted) Zander, Sept,1957
The pay scale is the main factor that causes the employee turnover. Nowadays, the economy was in bad condition. Many people are not satisfied with their pay. So, indirectly the self-conflict occur which result in the employee to quit. On the other end, the stayer in the organization will need to work more to cover existing work which the employer can reduce to hire new employees. Employer thought that the causes for employee turnover issue can be minimize by improving the environment of the organization. Some initiatives to be carried out are such as giving the opportunities to develop and growth to employees, create positive relationship in the organization between employee and employee and good relationship between employee and employer, know the and can adopt to the healthy nature of work performed and to respect the organization and its values.
Besides that, the most well satisfied employees is the monetary compensation According to Carroll (2009), the salary can accentuate the positive or negative aspects of other contributing factors which is much easier to put up with a micromanaging boss if you are extremely well-paidCarroll,2009
Another factor that causes employee turnover is the pay scale. Nowadays we live in the globalization and digitalization world. All of our living expenses is very high specially for those who stay in the metropolitan city. Nobody ever satisfied with their salary. that’s bring up the conflict and employee leave the organization. Employees op to find a better pay firms to support their family and their personal needs. Its make each of the employees to take up two jobs to sustain their lives. Every organization want their employee to work more and multi-tasking with less cost pay. They do not want to pay overtime allowance and force the workers to work as efficience as possible. It
Furthermore, one of the factors that affect the employee turnover is the evaluation on the performance review for employees which will be conduct every year. Although it is very sensitive issue which will impact the performance review of each employee but is depend on how they see and interpret the feedback given by their boss. Sometimes, the performance review can motivate us Mostly it will demotivate employee self- esteem who may think they are not perform well or they are not the star or top performer in the organization. Some employees are a good performer, but it does not mean that he or she did not meet the guideline given or they are not doing their job in the organization. If the management are strictly following the performance review guideline to measure the capabilities of their employees, they may be overlooked or will lose the good and talented employee. Sometime the employees feel that the performance evaluation is unfair, and bosses show biasness to their employees which hurt those who really dedicated with their job and they finally decide to leave the organization. (Chen, 2003)
Overall the summarize reading on the few articles, I conclude that there is a lot of factors that causes the employee turnover such as pay scale, evaluation system and satisfaction which effect directly on employee turnover. Although there are few indirectly factors such as job tension and staff behaviour also contribute to the employee turnover in the organization.
According to Nancy C. Morse (1997), the word “Satisfaction denotes the level of fulfilment of one’s needs, wants and desire. Satisfaction can be explained as it depends on what an individual wants from the world and what he gets.” Employee satisfaction is measure on how happy the workers with their job and the environment of the workplace. Employee satisfaction is one of the factors which affect the effectiveness of one organization. Effective organization create culture that encourage the employees to work positively and they always feel satisfied with their work at the end of the day or once the project is complete Bhatti & Qureshi,(2007)
Employees are more loyal and productive when they are satisfied Hunter & Tietyen,(1997), and these satisfied employees affect the customer satisfaction and organizational productivity,Potter field,(1999). Every employees have their own limit of satisfaction in work. The limitation of satisfaction vary from one individual to another. Sometimes they need to change their behaviours so that they can perform their duties more effective and gain a great job satisfaction, Miller,(2006). To increase the employee satisfaction, good working environment is important. Then, employees need to build and have a good relationships with their colleagues, high paid for wages, given a chance to develop in their career as well as to have the opportunities to go for training and education or other benefits.
Besides that, according to Susan M.Heath field(About.com). Cranny, Smith & stone(1992), employee satisfaction can be denote as the combination of effective reactions to the differential perceptions of what he or she wants to receive compared with he or she actually receives. Another researcher Moyes, Shao & Newsome (2008) stated that the employee satisfaction may be described as how pleased an employee is with his or her position of employment. According to Spector (1997), job satisfaction is define as all the feelings that a given individual has about his or her job and its various aspects. Employee satisfaction is a comprehensive term that comprises job satisfaction of employees and their satisfaction overall with the firm’s policies, the firm’s environment and so on.

CHAPTER 4:
The problem/issue:The main factor/ causes that effect the employee turnover:
• Pay scale /salary/wage
According to Lawler (1971), it emphasized that wages or salary is the most important factors that influence every employees satisfaction. Moreover, according to Herzberg(1959) stated that if the employees are dissatisfied with the salary or wages given, they are too dissatisfied with their job. Based on experience, I encounter the wages or salary offer was not attractive. Then, the employees who work more than 2 to 5 years or more are given no increment or less increment or zero increment and less bonus or zero bonus. This make the employees feel demotivated, dissatisfied and plan to leave the organization.
• Organization culture
Difference organization have the difference work culture. The new or fresh employees need to familiarise and adapt themselves to their working culture so that he or she can get along and can build a good relationship with other colleagues. In the digitalization world, specially the millennial love to play their gadget first before start in doing the tasks. They do not know which job to be prioritize to meet the dateline submission. They love to delay when it comes to submit the given task. They did not care on it. Some even do things carelessly. Besides that, there also have a small group of two or three staffs who love to create gossip among each other. This kind of staffs love to find out any mistake or issue happen in the organization and create rumours and viral it in social media. They are too free to entertain this kind of things rather than performing their job properly. There is also a pros and cons to have this kind of fellow colleagues in the organization. As you take it positive way, sometime this type of group give us the first class news that we don’t know because we are too serious to make our task done.
• Tension
Employees unable to get along in the organization is quite a common issue. This scenario can be observed amongst the employee with difference level or ages. For the employees with difference level of power or department they have their own style or way to handle the work. They have their own compliance and process flow to be complied. The employee self-ego or emotion too need to be manage between each other as every employees have their own level of limitation of patience when both get along to make the things done. Some employee love to use their power to direct the other employee to get the things to be done.it make the staff in the same department feel the tense. Other cases, such as the employee had a same length of service in the firms and did not have a good understanding to each other when doing things. Everyone had their own pride and opinion, which sometime if he is too smart wish lead to argument, indecision making and at the end nobody make a conclusion to the cases given. Besides that, the senior and the junior staff always have the problem. Some junior staff do not want to obey or listen to the advice given when performing the job which lead to unproductive job. Junior staff tend to create and make a mistake. Some even repeating the same mistake. Junior staff tend to disagree and argue with the senior staffs as they feel that the senior staff over-control on them as very traditional way in performing task. The senior staff feel demotivate as they have difference level of education with the junior staff who could be same level with them in organization. Although they are more experience than the new junior staff, in the sense of the productivity and efficiency in completing the job the junior staff is preferable. This also can be cause by the ageing factor. As amongst the junior staff with same level of expertise sometimes it will create a personalize crisis. It could be the other staff is smarter than the other and he or she attract the attention of the supervisor to favour he or she more. Or perhaps in some case it could be some employee is good in theory but unable to do hands on when it come to on the job training. Employee feel stress because unable to cope with the job and tends to have a negative feedback from the supervisor. Some employees love to pretend and not sincere in their job. They will act like they know the task given. They will instruct the other employee to do for them. Some do not know which job to be prioritize to meet the dateline submission. They love to delay I submitting the given task.
• Performance evaluation review by fair standards
The employees who work more than 2 to 5 years or more are expecting for a good and attractive bonus and increment every year. They feel that they already perform and give their best service to the organization but at the end they effort were not worth it. Some claim that they were rewarded with less increment and few compliant that they receive zero increment. At the same time, some of the employees received less bonus and few get the zero bonus. The employees curious on how the performance evaluation had been done by their supervisors. Some employees work hard but at the end they get less pay or get same pay with the employees who do less job and non-performed employees. For some cases, the performance evaluation is done unfairly as there have a good relationship with the supervisor.
• Personal Problems
There are many types of personal problems face by everyone. Some employee have issue in financial. Perhaps he or she overspend the money or have many debts in credit cards, personal loan or hire purchase. In worst scenario the staff perhaps borrow money from the money lender and unable to settle the debt.
For the marriage couple whether newly marriage or long-term marriage, of course both the husband and wife which to stay in same town to reduce some spending cost such as rental, transport and child care. Both marriage couple had family commitment. Either one of them sacrifice to take care of the child or the other request for transfer. In worst scenario, one of them need to resign and change job. This is one of the causes that lead to employee turnover. It is understood that both marriage couple cannot work in the same organization to avoid misconduct and breach the code of ethics.
• Workload and stress
The employees were abundance with too much work. The employees perhaps were assign to many job duty which make them unable to complete the tasks given. The tasks assign to them are very urgent and importance with short duration of time to be submitted. The employees may be assign to become the empowered officer which need to cover all the absentees duty at the same time he or she need to complete her job. This does not mean the employee is an important, experience and capable person, indirectly the superior is bullying the employee. Each employees have their own level of working limit. This was one of the cause which the employees who unable to stand and manage this challenge will withdraw to work with other company.
• Poor physical fitness
Some of the employees who serve the organization for too long always fall sick which cause the unproductive in work. The age is catching them. The do not have time to go for gym to do so exercise because they over-work. Some have health problem such as heartache, diabetes, high blood pressure and cancer.
• Job security
When the employees do not feel secure in the current job, feel stress and have negative emotions which affect their work performance. Then, when the employees feel less opportunity, insecure, dissatisfied and less organization commitment of the current job he or she hold now and tend to resign from the position.
• Demographic
The factors that effect the employees satisfaction and turnover are the age, gender and race. Women are easier to satisfied than men in job but it depend at which level the person work. Men need to earn more for leaving and future use. Men are more satisfied in term of pay and opportunities when they are in higher occupation level. A study show by Kalleberg and Loscocco,(1983) determined that the young employees love challenges and less satisfied than the middle age men. Young employees do not have less commitment yet and they have many opportunity compare to old employees.
• Promotion
Every employees perception to the organization is that they will get promote to the next level based on their contribution and the length of service their serve the organization. A survey conducted that if the employees did not get the opportunity to get promote that he or she supposed too, then they will leave the organization because of job dissatisfied.
• Interpersonal relationship
According to Arne L. Kalleberg and Loscocco,(1983) shows that the employees who have good relationship between their colleagues and good relationship between employees and their immediate superior, the employees will be more satisfaction in the organization. The level of satisfaction the one organization is also depend on the individual personality and the characteristic of the group of employees where he or she work in. The similar characteristic and attitude of the group of people will determined the understanding of work produced.
• Working hour and physical condition
Working hours and the physical condition of the workplace is also the cause of employees satisfaction as they spend most of their weekdays there. The conducive condition can create the mood and motivate the employees to work. Based on experience, employees will feel more satisfied if work in modern atmosphere rather than work in unique and antic workplace with unreplaceable assets and very old equipment which always breakdown and old lightning and flooring which is quite hazardous.
• Adequate authority and sense of control
In the banking industry, there are many compliances need to strictly complied. Thus, some of the employees will feel sense of control. Employees will feel more satisfied if they had freedom and authority to perform their job in their own way. One study conducted found out that the employees who always do the same routine everyday tend to have less satisfaction with the job while the employees who are given more complicated and independent tasks tend to have more satisfied in their job (Gary Blau,1999). This shows that the employees like challenging task where is free to express his or her talent to complete it.

Analysis of reasons: Chapter 5: Results and discussions: Data and analysis:
Data analysis and interpretation.Survey on HLBB Branch some important quest mention
Data collection methods
The primary and secondary data were collected from the interviews of ex-staffs and few employees of the HLBB bank, e-newspapers and HLBB website
1)Demographic Profile
Gender Profile
Gender Frequency Percent
Male 8 40
Female 12 60
Total 20 100
Table 1: Gender Profile

Figure 1: Gender profile
Interpretation:
Table 1 and figure 1 shows that HLBB Mukah branch had more female staffs (60%) than the male staffs (40%). Its shows that women prefer to work in the banking indsutries rather than men.
2)Designation Profile
Designation Frequency Percent
Manager 1 5
Executive 14 70
Clerk/Teller 5 25
Total 20 100
Table 2: Response of current designation of employee

Figure 2: Designation Profile

Interpretation:
Table 2 and figure 2 shows that HLBB Mukah branch had more executive staffs (70%), then follow by the clerk or teller which is 25% and only one manager (5%). This shows that the branch is quite big in the town.
3)Total Experience Profile (No. of years of experience in the existing industry)
Tenure Frequency Percent
0-2 2 10
2-4 2 10
5-9 4 20
;10 4 20
20 and above 8 40
Total 20 100
Table 3: Experience Profile of Current Employees in banking industry

Figure 3: Experience Profile
Interpretation:
Table 3 and figure 3 shows that HLBB Mukah branch had more than 20 years experiences staffs (40%), 20% of more than 10 years experiences staffs, 20% of staff who had 5 to 9 years experiences,10% of staffs who had 2 to 4 years of experiences and 10% of newly join in to less than 2 years working experiences in banking industry. There are more senior and experience staffs who still loyal to the organization.
4)Satisfaction level regarding working life’s in an organization
Scale Frequency Percent
Poor Satisfaction 10 50
Less satisfaction 2 10
Neutral 2 10
Need improvement 4 20
Great satisfaction 2 10
Table 4: Level of satisfaction in organization

Figure 4: Satisfaction level regarding working life’s in an organization
Interpretation:
The figure 4 and table 4 show that the level of satisfaction of employees regarding the working life in the organization. 50% of the employees are poor satisfied, 20% feel that the organization need to have some improvement, and the other 10% which are the less satisfied, neutral and great satisfied.
5)Ability to balance work with their personal life
Scale Frequency Percent
Poor Satisfaction 10 50
Less satisfaction 6 30
Neutral 1 5
Need improvement 2 10
Great satisfaction 1 5
Table 5: Level of work balance for individual personal life

Figure 5: Level of work balance for individual personal life
Interpretation:
Table 5 and figure 5 shows the level of work balance with their personal life when had a career with the organization. 50% of the staffs rate as poor satisfied, 30% of the staffs rate as less satisfied, 10% of the staffs rate as need to have improvement, 5% of the staffs rate as great satisfied and 5% of the staffs rate it as neutral. Majority of the staff s feel that workload and other commitment such as families make then no space for themselves. Sometimes they need to comeback to work during weekend for occasion like having sales event in the town area and the breakdown of the CRT or ATM machine. Some of the staffs need to on standby during weekend which make them feel no personal life.
6)Level of understanding of rules, responsibility and authority in organization.
Scale Frequency Percent
Poor Satisfaction 4 20
Less satisfaction 2 10
Neutral 1 5
Need improvement 8 40
Great satisfaction 5 25
Table 6: Level of understanding of rules, responsibility and authority in organization.

Figure 6: Level of understanding of rules, responsibility and authority in organization.
Interpretation:
Table 6 and figure 6 shows that 40% of the staff in favour to have an improvement in the level of the understanding of the rules, responsibility and authority in the organization. 25% of the staffs found it

7)Level of understanding of HR and welfare policy
Scale Frequency Percent
Poor Satisfaction 2 10
Less satisfaction 4 20
Neutral 2 10
Need improvement 8 40
Great satisfaction 4 20
Table 7: Level of understanding of HR and welfare policy

Figure 7: Level of understanding of HR and welfare policy
Interpretation:
From the table 7 and figure 7 it shows 40% of the staffs required an improvement in understanding the HR and welfare policy because they did not update on the revise of the HR policy and welfare policy. 20% of the staffs have great satisfied with the HR and welfare policy create for the organization. Another 20% of the staffs finds it less satisfied of some HR and welfare them towards them. The 10% of the staffs feel unsatisfied. Another 10% of the staffs feel neutral and no comment on the HR and welfare that had been state which need to be followed.
8)Level of satisfaction with the performance appraisal system.
Scale Frequency Percent
Poor Satisfaction 2 10
Less satisfaction 6 30
Neutral 4 20
Need improvement 3 15
Great satisfaction 5 25
Table 8: Level of satisfaction with the performance appraisal system.

Figure 8: Level of satisfaction with the performance appraisal system.
Interpretation:
Table 8 and figure 8 shows that 25% of the staffs feel great satisfied with the performance appraisal system. The staffs who performance will be rewarded. Only 10% of the staffs who are dissatisfied with the performance appraisal system. This staffs feel that some of the job done is out of the scope to be evaluate in the performance appraisal. 15% of the staffs request the performance appraisal need to be review and update for improvement so that staffs will not feel unappreciated and unfair.
9)Level of satisfaction on the physical environment (workplace condition and space)
Scale Frequency Percent
Poor Satisfaction 7 35
Less satisfaction 1 5
Neutral 0 0
Need improvement 10 50
Great satisfaction 2 10
Table 9: Level of satisfaction on the physical environment

Figure 9: Level of satisfaction on the physical environment.
Interpretation:
The table 9 and figure 9 shows that 50% of the staffs feels that the physical workplace condition need to be improved to avoid any unnecessary incident happen in the branch. Branch need to inform the top management regarding the old building rented quite 30 years. Any maintenance or rebranding the new image need to be taken into consideration. Branch need to suggest for relocate to new area. 35% of the staffs were not satisfied with the physical workplace and condition. They feel it is not conducive. Many obsolete assets which need to request for change and beyond repair equipment and assets need to be clear off to make the space look bigger. 10% of the staffs just feel great satisfied of the branch physical workplace condition because they did not bother about it and changes make them more paperwork to be done. 5% of the staffs feel less satisfied with the physical workplace and condition as he or she was new staff or relief staff who just join in the organization for few months.
10)Satisfaction level co-operation amongst departments
Scale Frequency Percent
Poor Satisfaction 2 10
Less satisfaction 3 15
Neutral 6 30
Need improvement 5 25
Great satisfaction 4 20
Table 10: Level of satisfaction in co-operation amongst departments

Figure 10: Level of satisfaction in co-operation amongst departments
Interpretation:
Table 10 and figure 10 shows that 30% neutral of satisfaction of co-operation amongst the department in the organization as every employees are very busy and committed with their own department. Everyday the employees will deal with different situation and customer complaints.25% of the staffs feel that there is a need to improve in co-operation amongst the department as it will benefit to each of the staffs when job rotation occurs every 3 months in the organization. Every employees at least have an idea or knowledge on each department workflow.20% of the staffs feel great satisfied in co-operation with other departments which make the work run smooth and avoid customer complaint with the service provided.15% of the staffs feel less satisfied to co-operated with other department because the staffs worried to have more job to be given. 10% of the staffs feel unsatisfied to co-operated with other department due to the staff unable to catch up or cope to new challenges.
11)Satisfaction level regarding interpersonal relationship with peers and supervisor
Scale Frequency Percent
Poor Satisfaction 1 5
Less satisfaction 3 15
Neutral 10 50
Need improvement 4 20
Great satisfaction 2 10
Table 11: Satisfaction level on interpersonal relationship with peers and supervisor

Figure 11: Satisfaction level on interpersonal relationship with peers and supervisor
Interpretation:
Table 11 and figure 11 shows that the staffs have a neutral interpersonal relationship with peers and supervisor which contribute to 50%. The staffs avoid favouritism among each other. 20% of the staffs need to improve in their interpersonal relationship with their peers and supervisor. The staffs need to chance their behaviour and attitude during work. The staffs need to be motivated to be professional. 10% of the staffs feel great satisfied interpersonal relationship with peers and supervisor. The staffs have similarity in thought, and style in managing the organization.15% of the staffs feel less satisfied among their peers and supervisor because of biasness or misunderstanding on certain work issues. 5% of the staff have poor satisfaction interpersonal relationship with peers and supervisor as he or she unable to cope with the new work culture.
12)Level of career opportunity or employees development in the organization
Scale Frequency Percent
Poor Satisfaction 3 15
Less satisfaction 4 20
Neutral 2 10
Need improvement 6 30
Great satisfaction 5 25
Table 12: Level of career opportunity or employees development in the organization

Figure 12: Level of career opportunity or employees development in the organization
Interpretation:
Table 12 and figure 12 shows that 30% of the staffs feel that the organization need to improve in employees development and build career path for the employees so that the organization can reduce in new hiring and build more talent on the existing staffs. It will reduce cost and time to train new staffs to fill the vacant under certain circumstances such as death of the staff or staff resign.25% of the staffs are great satisfied to the existing career opportunity and employees development system which based 20% of the staffs are less satisfied with the opportunity given by the organization in career opportunity or employees development. The staffs claim that there are less training was done for the organization.15% of the staffs are unsatisfied with the career opportunity or employees development because the staffs claim that they seldom have the chance to participant in training.10% of the staffs feel neutral about the career opportunity because the staffs feel comfortable and satisfied with their job achieve so far.
13) Level of loyalty in planning to work, engage and serve HLBB in future.
Scale Frequency Percent
Poor Satisfaction 7 35
Less satisfaction 3 15
Neutral 0 0
Need improvement 6 30
Great satisfaction 4 20
Table 13: Level of loyalty in planning to work, engage and serve HLBB in future.

Figure 13: Level of loyalty in planning to work, engage and serve HLBB in future.
Interpretation:
Table 13 and figure 13 shows that 35% of the staffs unsatisfied to serve the organization for long term because the staffs are more ambitious to build he or her career or see better opportunity in other organization. 30% of the staffs feel that the organization need improvement in the sense of benefits, compensation, talent development and others and to retain the experience staffs in leaving the organization.20% of the staffs feel great satisfied to serve the organization till their retire age as the staffs already at their comfort zone and the staffs already settle down in the town.15% of the staffs feel less satisfied to work in the organization as this group of staffs have certain internal issues with their boss.
14)Level of satisfaction on the quality of training provide by HLBB
Scale Frequency Percent
Poor Satisfaction 0 0
Less satisfaction 3 15
Neutral 7 35
Need improvement 8 40
Great satisfaction 2 10
Table 14: Level of satisfaction on the quality of training provide by HLBB

Figure 14: Level of satisfaction on the quality of training provide by HLBB

Interpretation:
Table 14 and figure 14 shows that 40% of the staffs feedback are to improve on the quality of training provide by organization. The staffs want something different when attending the training which is not traditional way. The staffs want to have a creative and interactive way in training.35% of the staffs have neutral level of satisfaction on the quality of training provided. The staffs claim that the training was conduct in the same way and their attendance were for the sack of management direction and to fulfil the credit hours of employment.15% of the staffs were less satisfied with the quality training provided as the staffs feel less importance and can be done in more convenience way.10% of the staffs feels great satisfied with the quality training provided as this staffs just appreciate on whatever training being conduct for them.
15)Amount on satisfaction of chance to learn new things in the organization
Scale Frequency Percent
Poor Satisfaction 0 0
Less satisfaction 7 35
Neutral 6 30
Need improvement 2 10
Great satisfaction 5 25
Table:15: Amount on satisfaction of chance to learn new things in the organization

Figure 15: Amount on satisfaction of chance to learn new things in the organization
Interpretation:
Table 15 and figure 15 shows that 35% of the staffs were less satisfied with the chance to learn new things in the organization because the staffs feel that all the task in done by the system.30% of the staffs feel neutral on learning the new things in the organization as the staffs feels that everyday was a learning process with difference cases and situations create by the customers.25% of the staffs feel great satisfaction on the chance to learn new things because this group of staffs were involve in a special cases which need to seek for the top management approval to proceed.10% of the staffs feel that there is a room on improvement for every employees to deal and experience in some cases. Certain importance cases should be share amongst the staffs during meeting so that everyone know how to solve it when similar cases happen.
16)Level of satisfaction on the way superior respond and making decision.
Scale Frequency Percent
Poor Satisfaction 0 0
Less satisfaction 4 20
Neutral 7 35
Need improvement 6 30
Great satisfaction 3 15
Table 16: Level of satisfaction on the way superior respond and making decision.

Figure 16: Level of satisfaction on the way superior respond and making decision.
Interpretation:
Table 16 and figure 16 shows that 35% of the staffs feel neutral the way their superior respond and in making decision to certain cases which need his or her approval before proceed. 30% of the staffs feel that their superior need to improve in respond and decision making as some of the cases need immediate respond to avoid loss in sales and customer trust to the organization. The process on seeking approval need to be revise to reduce too many level of approval and the signing approval limit for each tellers or executives or manager need to be revise too.20% of the staffs feel less satisfied the way the superior respond and making decision as the frontline staffs need to be accurate and efficiencies in serving the customers to meet the queue time allocate for them. 15% of the staffs feel great satisfied with the respond and decision making taken by the superior.
17)Level of satisfaction to have birthday celebration for employees
Scale Frequency Percent
Poor Satisfaction 0 0
Less satisfaction 0 0
Neutral 5 25
Need improvement 0 0
Great satisfaction 15 75
Table 17: Level of satisfaction to have birthday celebration for employees

Figure 17: Level of satisfaction to have birthday celebration for employees
Interpretation:
The table 17 and figure 17 shows that majority (75%) of the staffs have great satisfied to organise a birthday party monthly to show cares and appreciation of each employees as one family in the work organization. No one seems to be dissatisfied with the employee’s birthday celebration.

18) Level of satisfaction of employees suggestions
Scale Frequency Percent
Poor Satisfaction 0 0
Less satisfaction 0 0
Neutral 6 25
Need improvement 0 0
Great satisfaction 14 75
Table 18: Level of satisfaction of employees suggestions

Figure 18: Level of satisfaction of employees suggestions
Interpretation:
Table 18 and figure 18 shows that 75% of the staffs favour to give suggestions in organisation because this is the ways the staffs can give feedback and suggestion to improve themselves and solve some cases happen in the organization. They are no dissatisfied of employees suggestion in the organisation.
19) Factor most influence decision to leave the job bad work condition, low salary, others

Figure 19: Decision to leave job
Figure 19 shows that the factors affect the employees to leave the organization are bad work culture and low salary paid which contribute to 40%. Although 15% of the staffs have chance to get promoted but the organization practising the promotion base on seniority. The 5% of the staffs plan to leave the job because of family obligation, further studies, early retirement and so on.
20) Level of satisfied with salary package

Figure 20: Salary package
Figure 20 shows that 30% of the staffs are not satisfied with the salary package. Another 30% of staffs do not want to comment. 10% of the staffs feel satisfied with the salary package.

Recommendation
Customer
Engagement Channel
Issues
Actions
• Performance appraisal
process
• Learning & development
discussions
• Employee survey
• Scholarship program
• Graduate Training Program
• Ensure the organisation is
fully aligned to achieve
business results
• Continue to invest in our employees through different learning interventions for their personal and professional success
• Create a conducive work environment that genuinely considers the needs of our employees
• Build a pipeline of homegrown young banking talents to take on future leadership positions
• Launched a development planning process in conjunction with the performance appraisal process • Ensure managerial readiness to handle Performance and Development discussions by developing managers on these topics (incorporating SMART principle, GROW model, Coaching, Agile Learning Framework, talent retention conversations/tracker and stay interviews)
• Launched the 70:20:10 learning framework to ensure learning interventions like classroom, e-learning and micro learning platforms are made available to employees for their development and long-term progress
• Launched “My Thoughts, Our Future” employee survey to gather insights from all employees on how management can draw up action plans to create a conducive work environment
• Offer scholarships and career opportunities to top scholars
• Enrol fresh graduates in an 18-month development program

Learning and Development
The organization encourage and support their employees to take ownership in their professional and their personal development in various learning programmes. The Bank practices the 70:20:10 learning model It is a best practices which is flexible and effective way to learn anytime and anywhere. This design model is to encourage ownership, initiative and accountability for the employee’s own development.

Figure??? : The design model of development plan
The best employee self-development was learning from experience which is three times more effective than formal classroom training. The development occurs when the support from appropriate level of manager, development planning and learning from others are take place. The learning and development through experience is meaningful and practical way to learn new skills. Example, the hands-on experience is the most beneficial for employees because it enables the employees to discover and refine job-related skills, make decisions, address challenges and interact with people within the workplace. Besides that, the employees are fully engaged in the learning process whether you are designing a new product, conducting a survey, handling angry customer or completing report. This help the employees to learn their own development as it need you to apply what you want. Employee had a opportunity to learn from mistake and receive immediate feedback. Example of the practice are conducting survey, doing case review, job expansion, coaching new colleague, on boarding new colleague, implementing a new system and so on.
In addition, the learning and development process can be in the form of informal learning (20%) where employees can learn and develop through others. Employees also learn from their supervisors, coaches, peers or even buddies. Employee learn through a variety of activities that include coaching, mentoring and interaction from others. Employee can also learn through feedback from others. Encouragement and feedback are the prime benefits of this valuable learning approach. For example, buddy system, coaching by line managers, being mentored, one-on-one meetings and feedback sessions.
Furthermore, the learning and development process can be in formal learning (10%). The learning and development process can be done through structured courses or programmes. These are the formal events which are often effective for the employee to gain information or knowledge in a new area. It can be a classroom-based programme or self-paced e-learning course. This should constitute only a small portion of the employee learning approach in the development plan. For example, the classroom training programmes, e-learning, self-study modules, action learning, conferences and seminars and professional memberships.
The managers and HR are constantly involved in the development on a career frame-work for their respective departments and divisions. This frame-works apply to identify the key competencies compulsory for certain role. It also helps both employees and manager to understand the training or coaching required by the employee to develop his or her career.
Besides that, the Bank also encourages the employees to find internal opportunities that are available across various divisions pf the organization//Bank. The internal transfer programme is one of the initiative to give the opportunity for the employees the broaden their scope and expose themselves to new career paths.
As part of the on-going development, the leadership programme was introduction to develop employee to become future leader. The training programme was to target the different needs of various managerial groups. The training programmes also designed to build a backup on future managers to be prepare to take the enhance role within the organization.
In addition, the Graduate Training Programme (GTP) was introduced with the aimed on outline a well-equipped group of experienced in banking professionals who can engage and serve the community. This GTP depend on the commitment the senior management to design a project towards the employees to gain the skills in real jobs, real expectation depends on the job level, to share the relevant experience based on the structure set and essential coaching to ensure that the trainers have both professional and personal achievement.
The recommendations were based to the analysis of reasons and some other information for secondary data.
Work balance and personal life
Majority of the employees claim that they are unable to balance their work balance and personal life. So, it is recommended that the organization can consider to outsources the job to maintain the ATM or CRT to EON-SRT safeguard. Another alternative is the make and arrangement among the staffs to take turn to came in during weekend for any breakdown on the ATM or CRT machine on that week. The appointed staffs must be the officer in charge or relief for the ATM or CRT machine. Besides that, it is suggested that before end of the day on Friday the CRT or ATM machine must perform the loading and unloading process and planned preventive maintenance to the machine such as clean up the dust and refill the receipt roll to avoid any unnecessary breakdown during weekend. Besides that, the sales event can be conduct during weekdays or monthly or half yearly to engage with the customers. Branch must set the date to organize such event so that for the employees who have families, they can manage their time on it. If the employees are to committed in work, it will abundance their family members which then occur on divorce amongst the parents. The management must take serious in the matter although it look so simple. Most of the time either husband or wife will be curious on their partner on if either of them have any scandal outside their marriage. Many young bankers maintain to be single because they do not have time for relationship.
Organization rules, responsibility and authority, as well as the HR policy and welfare.
Moreover, sometime the employees tend to forget or confuse on the organization rules, responsibility and authority, as well as the HR policy and welfare. When it comes to the incident happen in the branch, the employees will have a look on it. So, it is suggested that during the morning briefing or meeting, the manager need to refresh and update the employees on any update so that employees are aware and clear on their responsible in the organization, what do and don’t for employees in the organization. Besides that, the HR should collaborate with the learning development department to come out with interactive and creative e-learning tool to employees. By this approach, the employees are made compulsory to excess the e-learning to refresh and learn new or existing organization rules, responsibility and authority on each department, HR policy and welfare policy.
Physical working environment
Besides that, sometime the physical working environment which include the workplace condition and space will affect the mood of the employees to come to work. Employees feel demotivated to go to work. The ample parking spaces, sound pollution and not strategic to customers are factors affect which need to be improve. It is importance to take into consideration on the image and location of the organization. To make profit for the financial institution it is recommended to rebranding the image. Then, any maintenance or small renovation on the space of workplace need to be carried out at all branch level so that all branches will be centralized based on the corporate mission and vision stated. This will reduce the negative feedback from customers about the organization.
Friendly, co-operative and supportive environment
Furthermore, every employee wishes to work in a friendly, co-operative and supportive atmosphere. This working environment will make the employees work happily and enjoy their job. In the same time, the staffs can learn extra knowledge from other departments as well as get themselves ready for the job rotation within the organization. If the staffs work and co-operate as a team in the organization, it can make the work to be deliver on time and reduce compliant on the service. In the meantime, every employees feel satisfied and can go back together. The management perception on the staffs who work overtime is he or she is not efficient in the task given. Employees must build a good interpersonal relationship amongst themselves. The employees must tolerate with each other, able to accept and commit on the mistake done, treat each other with respect and avoid favorism and biasness among colleagues.
Mobile learning App “Smartup”
Moreover, the HR and learning department should implement a system which can replace the traditional way to deliver their teaching to the employees. The “Smartup” which a mobile e-learning application that enable all the employees to have a quick access to bite-sized learning content. The “Smartup” is a mobile micro-learning app which allow employees to access to e-learning resources including short articles and videos through their mobile devices as nowadays each employee have their own mobile device. Along with the digitalize world, the organization implement this as a refresher courses with 4 minutes short video which is easier for employee to digest after hectic workday rather than sitting in front of their laptop to go through for 45-minute online module. It makes it more flexible to be access anywhere and anytime 24/7 across multiple device. Furthermore, the “Smartup” implementation encourage the employees to actively participate to read and update themselves with the scenario around the world through the point scoring, quizzes, polls and leaderboard competitions. It is an insight to bring the journey of learning to employees, target approach to knowledge and reduce the skills gaps among employees from different area, and employees will be more focus to the organization. Every employee were given an equal treatment to develop themselves and their career path. By this it reduces the hiring process and build more talent on the existing employees. Employees feel more satisfied and secure about their career in the organization. The employees will not feel that they are stop learning in the organization. The percentage to turnover will be decrease.
Benefits and compensation
In addition, the benefits and compensation of the organization need to be improved and revise. The top management can take an initiative to reward the employees who work, engage and serve the organization for 5years, 10 years 15 years and more than 20 years. This group of employees had been served and loyal to the organization for so long. This are the experience and knowledgeable employees. A small token for them or a small grams of gold plate will satisfied them which they feel it is an appreciation of their service. Besides that, the revise on the annual leave for executives and managers, medical benefits, uniform benefit and so on which is more attractive than other financial institution should be taking into consideration. Employees always compare the benefits of other companies with the organization they are serving now, which make them had an alternative desire to change job.
e-Data or Intranet system
Furthermore, employees always claim that there is more paperwork then paperless job when it come to the beginning of the month and years or the month end and year end. It is recommended to implement a system whereby the job just need to be key in from the front liner to be submitted to the middle manager then pass it to the top management for reporting purposes during monthly meeting. The middle manager just required to view and check the online reporting before approving it. The decision-making process can be reduced, and tasks can be responded immediately.
Festival gathering, annual dinner and birthday celebration
Moreover, employees will feel more appreciated and satisfied with the workplace when it comes to organizing parties, open house and annual dinner. It is a sense of belonging, togetherness and family feel. This small gathering such as annual dinner cheers and chill the employees on their effort along the year. The small surprise for the birthday employees monthly will make them forget about the stressfulness on their job and they feel appreciated. The open house for festive season such as Chinese New Year, Hari Raya Puasa, Deepavali and Christmas day make the employees to know each culture deeply.
Employee feedback system
Next, in the digitalized world the comment and feedback of the organization tend to be posted or share in the social media. It will ruin the image of the organization. It is recommendation to create a system for employees to share their concern or suggestion or opinion and voice out their thought to their superior. The good feedback and comments can be take into review for improvement and implementation and the negative feedback need to be work out to avoid violation in workplace or employees turnover.
New Key performance indicators (“KPIs”) or Key Results Areas(“KRAs”)
In addition, the appraisal system in the organization should be revise according to the new key performance indicators setting process that incorporates risk management as part of he scorecard for every division. The new Key performance indicators (“KPIs”) or Key Results Areas(“KRAs”) involve three steps. The first step is to focus on the initial of employees. It should be identified and agree on specific goals or objectives or targets for the review period together with the appraiser. The goal and target should be aligned to the overall department goals. Then, to create a mutual agreed timeline for the progress reports of KRAs. Next, is to communicate changes or redirection of the goal and objectives in timely manner. Finally, the appraiser and appraisee should also discuss areas of strength and development during goal setting. This will help the appraisee to leverage in their strengths and address development needed.
The second step is the mid-year review which the appraiser will go through to assess the progress on the goals. The appraiser and appraisee will re-assess the goals that were set 6 months earlier and to view if any adjustments need to be done. Then, readjust the KRAs to any revised business targets. Next, discussion perform between the appraiser and appraisee on the importance of the achievements and their impact to the employee, the team and the bank (organization) for the situation that the appraisee under-performed, handhold and do coaching on employees. If any challenges that the appraisee voice out, bring out any challenges the appraisee may be facing in achieving their goals and targets and to provide them with the necessary support, encouragement and motivation to finish well.
The final step is the year-end review which both the KRA achievement and HLB values should be reviewed comprehensively.
The new plan incorporated a system of performance-related short and long-term cash and equity bonuses. The goal was to incentivize top talent to stay and get pay on some of their bonus compensation.
Job security
The management should try to decrease the job insecurity among the employees
Increase in workforce
The number of employees should be increased to reduce the workload.
Feedback survey
Survey must be conducted concerning the level of satisfaction from customers and all employees from every departments. The survey feedback should be taken into consideration for any changes and improvement.
Training and coaching
Employee should be given an appropriate training workshop and coaching on customer handling. It is an option to provide satisfactory results.
Marriage couple
HR policy need to be revise and change for marriage couple. Perhaps the couple still can work in the same financial institution but at different level of position and branch.
Stress and work overload
The HR management and the manager should investigate the employee who under stress and over-work in the branch. The manager should request for more employees to work in the branch to reduce the workload, should request to install more gadget to reduce the use of manpower in branch, should outsource some job to vendors, request to turn the branch to digital branch or request for relief duty from other branch.
Employees health
HR management must revise and change the policy to hire the healthy employees by including the medical check-up before hire new employees to avoid too many under perform employees which lead to unproductive work. Moreover, this kind of people will lead to burden other employees to take over their task.
Miracle word “thanks” or “thank you’
Sometimes, a simple word of “thanks” or sincere appreciation for a complete of task will help increase morale among employees.
Pay and bonus and other incentives
Increase in pay and attractive bonuses, and other incentives will motivate the employees to work hard and work toward the goal given and create the enthusiasm in their work. The pay is the primary and most important factor for satisfaction. Nowadays the economy of our country is in bad condition and the pay should be high enough to maintain the cost and standard living of employees. With an attractive pay receive by employees every month, it satisfied the employees need. The management should take note on the salary structure and reasonable benefits and comparable to other banks or other similar institution.
Promotion policy
The organization(bank) should have a transparent policy to promote the employees. It is a guideline for the employees (officer) who not getting their promotion can have clear understanding on why not getting promoted and will dedicate he or herself to suit for promotion. They can improve their standard work performance with relative attitude to fit themselves for next promotion. Besides that, employees should be given a opportunity to growth. The less opportunities the employees found in the organization, the higher the percentage the employees turnover. Increase the top performance and star performance will retain the outgoing of talent employees.
Communication
Encourage the communication between employee and management so that their can have a feedback from every ground level of employees and what challenges that have been facing by them in the organization. Through this employee will feel comfortable to voice out opinions and make suggestion to improve their work condition. The employees have chance to communicate with other employees from other division and gain informal skills. The communication programme can motivate them who are poor in communication skills. This will make them feel important.
Work environment
The work environment will affect the employee morale. Employee will feel depression and demotivated. Re-painting and change the lighting in workplace for better working environment will improve the mood of employees.
Work culture
Promote the feeling of happiness and satisfaction in the workplace. Make a “Smile” with 3 people everyday including the customers will cheer up the mood to work. Make a habit to greet “Good Morning” to everyone in the organization a and a 10 minutes morning greeting to serve few walk-in customer. As a manager you should go around and talk to your employees.

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