1. Subject Code : TBS 903
Subject Name : Managing People in Organizations
Submission : Group Case Report
Student Name UOWD Student ID
Alexander Marts 4439004
Fayza El Kouach 4394604
Hassan Wahdan 4670711
Mohamed Wahb 3965648
Mohannad Yousef 4285554
Project Title:
Due Date : Sunday, 27th April 2014
Date of Submission : Sunday, 27th April 2014

2. Contents
1. Executive summary .....................................................................................................................3
2. Introduction ................................................................................................................................3
2.1 Company Overview .............................................................................................................3
2.2 Problem definition ...............................................................................................................4
2.3 Objective of the study ..........................................................................................................4
2.4 Research variables ...............................................................................................................5
2.5 Structure of the paper...............................................................................................................5
3. Research Methodology ................................................................................................................5
3.1 Methodology...........................................................................................................................5
3.2 Research instruments ...........................................................................................................6
3.3 Primary data collection.........................................................................................................6
3.4 Hypotheses..........................................................................................................................6
4. Secondary Data- Literature Review ..............................................................................................7
4.1 Motivation (Summary of both content and process theories of motivation) ..............................7
4.1.1 Content Theories.................................................................................................................7
4.1.2 Process Theories .................................................................................................................8
4.2 Motivational Factors ..........................................................................................................10
4.2.1 Recognition................................................................................................................10
4.2.2 Pay and Benefits.........................................................................................................10
4.2.3 Work-Life Balance .....................................................................................................10
4.2.4 Participative decision making:.....................................................................................10
4.2.5 Job Security: ..............................................................................................................11
4.2.6 Job Satisfaction and Promotions:.................................................................................11
4.2.7 Personal achievement:.................................................................................................11
4.2 Job satisfaction ..................................................................................................................11
4.2.1 Discrepancy Theory....................................................................................................12
4.2.2 Situational Occurrences Theory:..................................................................................12
4.3 The relationship between motivation and job satisfaction......................................................12
4.4 Conclusion from Secondary Data........................................................................................13
5. Primary Data.............................................................................................................................14
5.1 Findings (First part graphically analyzing the answers + testing the hypothesis ......................14
Overall level of Job satisfaction):...................................................................................................14
5.1.1 Motivation Factors:.....................................................................................................15
5.1.2 Overall Motivation .....................................................................................................17

3. 5.1.3 Regression Findings....................................................................................................18
5.2 Conclusion from primary data.............................................................................................19
6. Recommendation ......................................................................................................................19
7. Limitations ...............................................................................................................................20
8. Conclusion................................................................................................................................20
9. Reference List...........................................................................................................................20
1. Executive summary
2. Introduction
A well-managed organization is described by Tella (2007) as a company that perceives an average
worker as the foundation source of productivity. Those organizations perceive that the fundamental
source of improvement is employees rather than capital investment. In order to retain and make
employee satisfied and devoted to their jobs, the organization need to motivate employees at various
levels. According to Daniels and Radebaught (2001), increased work motivation in organization
cause higher productivity and decrease the production costs of organizations. According to Robbins
(2002) , motivation is defined as “the process that account for an individual’s intensity, direction, and
persistence of effort toward attaining any goal”. Scholars approved on their research that job
satisfaction was dependent on work motivation. As defined by Spector (1994, p.2), Job satisfaction is
“the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs". According to
Tyliana (2005), when the employees’ level of motivation is high, they are satisfied and their
performance is at peak all the time.
In our research paper we will investigate the impact of the motivational factors chosen from the
literature on the overall job satisfaction of UNB employees. Our dependent variable is the Job
satisfaction, and our independent variables are the motivational factors (recognition, work-life-
balance, feedback quality, pay and benefits, relationship with co-workers, participative decision
making , security, empowerment, personal achievement, promotion opportunities, and supervision)
(Tyliana, 2005). In order to collect the primary data a survey was distributed to 50 employees. The
results of our survey were analysed and compared with Middle East and North Africa (including
UAE) job satisfaction and work motivation data (Bayt, 2012) and (Bayt, 2013).
2.1 Company Overview
Headquartered in the Capital of United Arab Emirates (Abu Dhabi), Union National Bank was
established back in 1982 as a joint between Abu Dhabi and Dubai Governments to be a public joint
stock company listed in Abu Dhabi securities Exchange. The Bank provides a variety of products for
the retail and wholesale sectors, currently the bank has a 63 branches and 200 ATMs that covers all

4. cities in the UAE. UNB was ranked as number 5 between the large commercial banks locally in the
UAE with around 1,800 employees and a customer base of 180,000 as announced in mid-2013.
Union National bank group contains other entities for Brokerage and Islamic finance as long as other
subsidiaries in Qatar, Kuwait, Egypt and China.
The Bank is currently concentrating to provide the best banking services through its large network of
branches and ATMs across the country which is stated clearly in the Bank’s vision: ‘To be the best in
class for the banking industry in the UAE’ (Vision and mission 2013). UNB’s Mission describes the
passion for innovation to enhance overall stability and market share ‘Through innovation, staff well-
being and outstanding customer service, we will grow shareholder value and maintain our financial
stability’ (Vision and mission 2013).
2.2 Problem definition
The Global Financial Crisis (GFC) that hit most of the world countries mid-2008 had the most
devastating effects on the financial sector with many banks declaring bankruptcy, banks being
nationalized and governments injecting capital into banks to prevent them from going under.
Accordingly in UAE same like other parts of the world, during the GFC with banking business
slowing down lots of banking & financial sector employees were laid off or forced to shift their
careers under unfavorable conditions which in turn negatively affected employees’ general levels of
job satisfaction.
As we are approaching mid-2014, UAE is considered fully recovered from the devastating effects of
the GFC with expected high growth in the economic cycle of UAE specially after the announcement
that UAE will be guesting EXPO 2020.
Union National Bank Management as part of UAE financial sector wants to take advantage of the
opportunity of expected growth in financial sector business and ensure high performance by the
bank.
As UNB Management understand that one of the major factors affecting bank’s ability to achieve
high performance is its employees’ job satisfaction levels. To address this issue and ensure
appropriate levels of job satisfaction by its employees, UNB Human Resources Management decided
to revisiting employees current Job satisfaction levels to understand the key factors of Motivation
that can be approached by Human Resources Division in order to improve UNB employees’ job
satisfaction levels.
2.3 Objective of the study
The main objective of this research paper is first to identify the key motivation factors that are
expected to be significantly affecting UNB employees’ job satisfaction levels. Second, to compare
the level of satisfaction of UNB employees regarding the motivational factors with MENA/UAE
averages in order to enhance the employees’ levels of satisfaction on motivational factors that are
below or equal to the average satisfaction of MENA/UAE.

5. 2.4 Researchvariables
In our research paper the relationship between our dependent variables that is Job satisfaction and
our independent variables denoted as the Motivational factors is investigated. The first part of the
questionnaire is related to the eleven main factors affecting employees’ motivation at work that have
been generated for this investigation through the existing literature. Respondents were asked to rate
their level of satisfaction of the actual job motivation provided at work on the following factors:
recognition, work-life-balance, pay and benefits, feedback quality, relationship with co-workers,
participative Decision Making, empowerment, security, personal achievement, promotion
opportunities and supervision. On the other hand, the second part of the questionnaire examines the
level of job satisfaction of employees. The employees were asked to rate some components of job
satisfaction such as their enthusiasm to go to job every day, their enjoyment of performing tasks, and
the variety of tasks assigned . Finally, the respondents had to rate their perceived level of job
satisfaction and job motivation from high to very low.
2.5 Structure of the paper
Firstly, the paper analyses motivation, motivational factors and the influence of motivation on job
satisfaction, using secondary data. Then secondly followed by analysis of secondary data using
regression. Finally, conclusion and recommendation are given.
3. Research Methodology
3.1 Methodology
In line with our objectives, we prepared a survey, which was sent by emails to 50 employees of
Union national bank. The survey contained two different parts: The first part of the survey
investigated the different motivational factors that were identified in our secondary data as

6. motivation factors affecting positively the job satisfaction of employees in their presence and leading
a low level of satisfaction in their absence. The second part of the survey investigated the job
satisfaction of employees in UNB. In order to compare UNB employees’ job satisfaction and job
motivation to the findings of a benchmark study done by Bayt about the satisfaction and motivation
of Middle East employees, we had to add a question at the end both parts to identify the overall level
of job satisfaction and the overall level of job motivation .A Likert-type scale was used to evaluate
the questionnaire answers, the respondent had to rank their opinion about the various factor from
“Very dissatisfied” to “Very Satisfied. A regression analysis was used in order to test the relationship
between the motivational factors and job satisfaction. The secondary data includes the findings of
different scholars in order to examine the different theories of job satisfaction and motivation, and to
assess the impact of the different motivational factors on job satisfaction.
3.2 Researchinstruments
To access UNB employees’ current Job satisfaction levels and understand the key factors of
Motivation that can be approached to enhance job satisfaction levels, our team followed the
following process:
1. Our Team representatives visited UNB Human Resources Management to identify our research
topic and obtained UNB Human Resources Division approval on conducting a survey on UNB
employees in Both Abu Dhabi and Dubai states.
2. Constructed a questionnaire consisting of 14 questions and conducted survey on 50 employees
from different managerial levels and age groups.
3. Used SPSS software available in UOWD lab to generate a Liner Regression model from the
survey outcomes.
3.3 Primary data collection
In this research we conducted a survey that contains 14 questions, each question covers one of the
motivation and job satisfaction factors to insure that the survey results reflects an accurate data that
covers the topic. The questions were distributed between motivations factors (11 questions) and job
satisfaction (4 questions), answers for motivation part of the survey varied from “Strongly satisfied”
to “Strongly dissatisfied”, were job satisfaction answers varied from “Strongly agree” to “Strongly
disagree”. Based on the answers we assessed the survey results using SPSS and Microsoft Excel.
The survey was distributed randomly to 50 employees in United National Bank to guarantee the
coverage of most of the levels in the bank.However,only 32 questionnaire were answered. As per the
request of human resource management, the survey was distributed physically during work time to
UNB employees in different department ranging between frontline and back office.
3.4 Hypotheses
H0: The motivation factors do not affect the level of satisfaction of UNB employees
H1: The motivation factors affect the level of satisfaction of UNB employees
In order to test our hypothesis we used a regression analysis. Our dependent variable (y) denote the
overall job satisfaction, and our independent variables (x1to xn) denote the eleven motivational factors
that we developed using the literature review. our regression equation is as follow:

7. 4. Secondary Data- Literature Review
4.1 Motivation (Summary of both content and process theories of
motivation)
Job provides various benefit for a person such as income, social status, resources, self-esteem, social
support and moral satisfaction (Naylor, 1999, p.538). It also helps people achieve life balance, on the
contrary the absence of job and related benefits can harm their mental health. Therefore, it is
commonly considered better for individual’s mental health to have job, rather than not, because
unemployment is linked to anxiety, depression and in extreme cases even suicide. In order to succeed
in any set of goals, organization needs motivated employees. Motivated employees perform better
and more productive which leads to success and sustainability of organizations. A great complexity
is: something what motivates one individual may not necessarily motivate another and motivation by
nature is a dynamic process related to time. Therefore, continuous motivation of employees is one of
the key tasks for managers. The concept of motivation and its determining factors have always been a
field of researches issue of concern in the literature and several theories have been advanced in this
respect.
Motivation is an internal force describing a process that accounts for the intensity, direction, and
persistence of effort toward attaining a certain goal (Robbins, 2010). There are variety of theories,
trying to explain the sources and nature of motivation. All theories help to explain the behavior of
given people at given time. Most of literature reviews distinguish 2 types of major motivation
theories: content theories and process theories. Content theories such as the works of Maslow,
Herzberg, Alderfer and McClelland, focus on the nature of needs that influence person’s behaviour in
the workplace and processes aiming to satisfy them. Process theories include expectancy theory; goal
theory, equity theory and attribution theory are focused on identifying relationships among the
variables, which build up motivation. They study the behaviours that influence actions, emphasizing
on how the behavior is being initiated, directed and sustained. The other parameter classifies the
theories is their predictive strength. In other words how relevant is the given theory in order to
determine and explain productivity, satisfaction, turnover and other outcomes of motivation.
According to Dinibutun (2012) content theories do not provide us with clear explanation of
motivation. On the other hand, process theories provide an instrument for predicting different
variables related to motivation. Given the complexity of motivation, we consider all theories of
motivation, as all of them are important for effective manager in order to have an understanding of
nature of motivation and its relationship with different variables and motivate staff to fulfill work
effectively and willingly.
4.1.1 Content Theories
Maslow 's
Hierarchy of
Needs
Maslow (1954) in his hierarchy of Needs divide human needs into 5 groups
arranged in levels, and hierarchy of importance. The hierarchy is usually
shown as a pyramid. It illustrates how the needs are thinning as people move
up the hierarchy. It starts from physiological needs followed by safety needs,
social needs, and esteem needs and at the top of pyramid - a need for self-

8. actualization. The first two lower needs are called lower-order needs are
generally satisfied externally. On contrast, the higher-order needs such as
social, esteem and self-actualization are satisfied internally. The theory states
that already satisfied lower need cannot be longer a strong motivator (Marsh,
1978). The needs of the next level in the pyramid demand satisfaction and
become the motivators. Each time a person satisfied a level of need he
advanced up in the hierarchy of needs.
Alderfer’s
modified
hierarchy of
needs
Alderfer(1972) grouped Maslow’s needs into 3 levels: existence needs,
relatedness needs and growth needs. Existence needs are are associated
sustaining human survival and existence. It includes safety and physiological
needs of a material nature. Relatedness needs are associated with social
environment relationships. It involves affiliation, love, and feeling of
belonging, safety and relationships of esteem nature. Growth needs are
associated with the potential and its development and include self-esteem and
actualization of internal nature. On the contrast with Maslow Alderfer
suggests that even before lower level needs are satisfied a higher level needs
emerge and influence motivation.
Herzberg's two-
factor theory
Herzberg (1966) developed the work of Maslow and distinguishes between
the factors affecting motivation – satisfiers and hygiene factors preventing
from dissatisfaction. The first set of factors is called the “satisfiers”, also
named the “motivators”; those elements are linked to the nature of the work
itself and the rewards that employee’s gets for their performance at work. On
the other hand, the dissatisfaction factors, also called the “hygiene factors”;
those factors are related to the work environment such as salary, benefits, and
status etc.
McClelland’s
Theory of needs
David McClelland (1976) in his work emphasis on the higher level needs as
most important motivators. He proposed that specific needs are acquired over
a time and shaped by individual’s life experience. He distinguishes three
main motivational needs: need for achievement(nAch), need for
power(nPow) and need for affiliation(nAff). These needs varies in degrees in
all managers and workers, and this mix of needs characterizes an individual’s
behavior and style and, both in terms motivation others or being motivated.
The nAch is a predisposition to excel for success. This includes a need for a
sense of accomplishment and a need for feedback to progress and
achievement. The nPow includes such needs as: a need to be influential, need
for one’s ideas to prevail and to lead
4.1.2 Process Theories
Equity theory According to Adams (1963), motivation is influenced by individual’s sense of
fairness while comparing his/her effortsand rewards ratio with other people.
Cook & Parcel (1977) stated that equity theory focuses on people's feelings of

9. how fairly they have been treated in comparison with the treatment received by
others. People are strongly interested to maintain a balance between what they
perceive as a contribution, and their rewards. According to equity theory if a
person perceives an inequity, a drive or tension will be developed in the
person's mind; and the person will be motivated to eliminate or reduce
perceived inequity.
Expectancy
theory
According to Behling& Starke (1973), Expectancy theory suggests that the
extent to which person tend to act in a certain way depends on the strength of
his/her expectation of the outcome and its desirability. In other words, if people
want promotion, believe that high performance can lead to it, and believe if
they will be working hard they can achieve high performance – they will be
motivated to work harder.
Self-
determination
theory
Cognitive evaluation theory explains the effects of extrinsic motivators on
intrinsic motivation (Chirkov& al, 2003). However, the dichotomy between
extrinsic and intrinsic motivation had made the theory difficult to apply on
practice. Distinguishing extrinsic motivation between types that differ in their
degree of autonomy led to establishing self-determination theory. Central point
in this theory is the distinction between controlled and autonomous motivation.
Autonomy includes acting with a sense of volition as well as having the
experience of choice. When individual engages an activity because he/she finds
it interesting and does the activity fully volitionally. On the contrary, being
controlled means acting with a sense of pressure, a sense of being engaged in
the actions. It was found in experiments that the use of extrinsic rewards cause
controlled motivation(Gagne &Deci, 2005).Self-determination theory suggests
that controlled and autonomous motivations differ in terms their underlying
regulatory processes and experiences accompanied by them, and that behaviors
can be characterize by the degree to which they are controlled versus
autonomous.
Goal setting
theory
According to this theory, individuals’ goals must be aligned with the overall
goals of the organization (Locke, 2006).The goal theory suggests that once a
person aims to pursue a goal, the person mange his or her behavior in order to
reach the goal. Conducted studies proved that setting high, specific goals lead
to an increased level of task performance than when goals are easy, vague or
abstract. Sense of success at job occurs to the extent that person sees that
he/she is able to grow and face job challenges by following and achieving goals
that are meaningful and important.
Reinforcement
theory
Reinforcement theory study behavior as environmentally, externally caused
(Naylor, 1999). This theory links desired behavior to rewards thus encouraging
workers to act in a way that can benefit the company. The term “reinforcer”
relates to any stimulus that serves to increase the rate of responding. The theory
decrease the role of punishment as factor that influence the behavior and

10. suggests that a desired behavior increases with one of two types of
reinforcement: positive or a negative. Positive reinforce refers to a reward
following a desired behavior, which increases the possibility that such behavior
will repeat. The desired behavior can also be managed by using negative
reinforcement that involves efforts to lead person to the correct action in order
to avoid an undesired consequence.
4.2 MotivationalFactors
4.2.1 Recognition.
Ann and Larsen (1993, pp909-912) in the opinion survey conducted on 335 employee in the
department of surgical services through holding Myers-Briggs Type Indicator sessions to measure
ways of people using their minds, how they take in information and how they come to conclude that
information; found that job satisfaction levels of employees are enhanced when they feel appreciated
and praised for good work in climate of trust where they can expresses their ideas, suggestion and
opinions without fear of recrimination.
4.2.2 Pay and Benefits
Katzell et al. (1976) from the New York University conducted a survey on the issue of the
relationship between pay level and job satisfaction with a sample of 1533 workers including yearly
income data, results found to show the positive relationship between income and job satisfaction,
more over pay and benefits affects the outcome indirectly, as income level reflect on quality of work
life and associated with indirect effect on mental and health and overall life satisfaction, while pay
dissatisfaction can be easily predictable from the outcome and vise verse.
4.2.3 Work-Life Balance
Akram et al. (2013) applied a study on 100 Pakistani doctor in public hospital about job satisfaction
with the relation of work life balance in about 18 question. In the environment of growing economy
in Pakistan and increasing number of employment hours they found relationship between work to
family conflict and family to work conflict, the study found a negative relationship between job
satisfaction and work life balance where doctors having work life conflict reported a lower levels of
job satisfaction.
4.2.4 Participative decision making:
This literature review studies how the culture would affect participatory decision making and job
satisfaction. Westhuizen et al. (2011) concluded that oriented employees towards self-expression and
traditional values shows higher results in job satisfaction. Also it compares between Men and women
with the same traditional values and how the results differs between them. The study recommends
that multi-national organizations should have a good understanding of the effect of employee’s
culture on their Job satisfaction results.

11. 4.2.5 Job Security:
Noraishah et al. (2012) from University of Kebangsaan, Malaysia conducted a survey for 600
employees from different sectors to study the relationship between Employment security, Job
security and Job Satisfaction. The results implicates that there is no direct relationship between
employment security and job security, most of the participants in this study confirmed that the worry
is about securing their current jobs which also affects their job satisfaction levels.
4.2.6 Job Satisfaction and Promotions:
Kosteas (2011) from Clevland State University found a strong link between promotions and job
satisfaction, where employees showed a high level of job satisfaction if they recently (in the last 2
years) got a promotion with disregard of the wage. Moreover, if the employee believes in an
opportunity of having a promotion in the next 2 years it will be reflected in his job satisfaction level
positively as per the study, which proofs as well the high impact of expectations on employees’ level
of satisfaction. The study also highlights the relationship between promotions and increased positive
behavior for employees which could be a very effective way to increase employee’s positive
behaviors. The results of this study concludes that an improvement in employee’s financial and
employment situation is required in order to maintain a high level of satisfaction.
4.2.7 Personal achievement:
As per Tyilana (2005) from University of Johannesburg, personal achievement along with
recognition and work itself causes 88% of job satisfaction based on the study conducted on
journalistic staff in SouthAfrica using questionnaires. These results reveal the strong relationship
between personal achievement and job satisfaction and motivation.
4.2 Job satisfaction
The definitions of job satisfaction differ among scholar. The reason behind the different perception
of this concept is related to diverse ethics, beliefs, values and points of interest between scientists and
scholars to associate the circumstances of the nearby environment that are believed to be important
components in defining and measuring job satisfaction (Al-Jenaibi, 2010). According to Locke
(1976), Job satisfaction can be defined as an agreeable or optimistic attitude resulting from the
evaluation of one’s job or his/her experience. Hence, job satisfaction can be considered an emotional
response of an employee to several features of his/her work situation (Oudejans, 2007). Consistent
with Organ & Near (1985), job satisfaction has two different dimensions: affective and cognitive
(Bagozzi, 1978). Traditionally, attitudes have been demonstrated as comprising of affective,
cognitive and behavioral factors. Yet, recent studies approved that the primary components of
attitudes are affective and cognitive whereas behavioral components are considered as a consequence
(Tekell, 2008). The affective components of job satisfaction accounts for the feelings of people
related with their job plus the intrinsic attractiveness or averseness of those emotions and feelings
(Bagozzi, 1978). On the other hand, cognitive components of job satisfaction accounts for the
discrepancy between the perceived beliefs or thoughts about the characteristics of a job compared
with a standard or expectation (Tekell, 2008). Recently, some researches have argued that job
satisfaction include an evaluative judgment components (Millar &Tesser, 1989). On the same stream,
Weiss (2002) defined job satisfaction as “a positive (or negative) evaluative judgment one makes
about one's job or job situation”. Employees evaluate their work environment daily, and are often
more active when they hear about the appearance of an attitude object (i.e.: CEO, or boss) (Tekell,
2008).Job satisfaction has two main theories: discrepancy theory, situational occurrences theory
(Springer, 2010)

12. 4.2.1 Discrepancy Theory
Lawler’s discrepancy theory suggests that job satisfaction is established by a motivational framework
as an employee measures his/her job satisfaction considering what he/she gets and compares it to
what the employee thought he/she deserved (Steven, 2008, p.30) Job dissatisfaction occurs when the
actual satisfaction is lower than the expected. The theory advocates that an employee’s job
satisfaction or dissatisfaction derives from what they perceive as essential, valuable, beneficial, or
worthwhile instead of the fulfilment or un-fulfilment of what they actually need (Jenaibi, 2010). This
theory denoted that work satisfaction is measured by each individual’s own inherent values as one
employee may feel fulfilled in a particular job whereas may feel unsatisfied in the same job (Yip,
Goldman, & Martin, 2010).
4.2.2 Situational Occurrences Theory:
The Situational Occurrences Theory retains that job satisfaction is determined by “situational
characteristics” and “situational occurrences”. Situational Characteristics comprises the job
characteristics that candidate tend to assess before accepting the job offer such as salary, benefits,
promotional opportunities, company policies, supervision, and working condition (Quarstein& al,
1992). Those facets are noted to be stable and permanent in the work environment. While situational
occurrences stands for the job characteristics that are not pre-assessed since they arise after the
candidate has accepted the job, and they are unanticipated and may be surprising for the employee.
The latter factor can be either positive or negative. Negative facets tend to be temporary features of
the working situation such as broken equipment, rude remark by supervisors, changing policies etc.
(Springer, 2010). Positive facets are also temporary aspects of the working environment such as
providing lunch as a way to say thanks, or placing new equipment for the use of employees.
Bhatti & al (2012) study on 200 bankers to evaluate the relationship between the independent
variables which are “job characteristics” (Task Identity, Task significance, Skill Identity, Autonomy
and Feedback) and the dependent variables “personal outcomes” (General Satisfaction, Growth
Satisfaction, And Internal Work Motivation). The study revealed that the Job characteristics have a
positive and a significant impact on the personal outcomes. However, Job characteristics have a less
significant effect on the growth satisfaction.
Another interesting study by Abdulla & al (2010) examined the determinants of job satisfaction of
the Dubai police. The main objective of this research was to assess the association between job
satisfaction and two types of factors: environmental and demographic. They concluded that the job
satisfaction is better-predicted using environmental factors rather than demographics. The study
found out that salary and variety in the task performed are the most significant determinants of job
satisfaction. The researchers argued that in a collectivist culture such as UAE, job satisfaction can be
caused by both intrinsic and extrinsic factors.
4.3 The relationship betweenmotivation and job satisfaction
A research was conducted to examine the relationship between motivators and hygiene factors of
Herzberg’s two-factor theory and job satisfaction on Malaysian Gen-Y employees. The study
concluded that the motivators’ factors affected significantly the intrinsic job satisfaction of
employees. However, the relationship between hygiene factors and the employees’ extrinsic job
satisfaction was found to be not significant which is mainly due to the different perception of job
security and the distinctive practice of career development (Golshan et al, 2011).

13. Accordingly, a survey was distributed to 6,000 administrative staff member working in Punjab
University in order to assess all motivators and hygiene factors of Herzberg’s theory. The study
revealed that there is a significant relationship between all the intrinsic motivational factors (work
itself, professional growth, responsibility, opportunity for advancement, and good feeling about
organization) and the overall job satisfaction. On the other hand, the study concluded that the
relationship between the hygiene factors and the employee job satisfaction is insignificant. In
addition, job satisfaction was found to be significantly different among gender with female
employees being more satisfied about their job than male employees. Higher Job satisfaction was
noted in employees with higher academic qualification and with an experience ranging from 5 to 10
years (Nawaz et al, 2010).
In contrast, According to Azash, et al (2011), the relationship between motivation factors and job
satisfaction in the banking sectors was found to be significant. Achievement was ranked as the most
important motivational factor followed by advancement, interpersonal relations, working conditions,
policy, and personal life. In addition, Job satisfaction was mainly connected to the gratification and
to the fulfilment of needs.
Jehanzeb et al (2012) research on 568 employees from both public and private banks of Saudi Arabia
examined the impact of rewards and motivation on Job satisfaction. The study found out that the
degree of rewards has a positive significant effect on Motivation, and that motivation is significantly
related to job satisfaction. They concluded that the economic or financial rewards are the most
important factor of motivation for employees in the Banking sector.
Springer (2010) research on 1,500 employees from 70 banks investigated the relationship among job
motivation, job satisfaction, and Job performance along with assessing other variables (gender, age
salary, and stress level) using quantitative method. The study concluded that both job motivation and
job satisfaction have a significant positive effect on Job performance. Banks’ managers and
psychologists may be able to increase the Job performance by exploring and enhancing the
mechanism behind job motivation and job satisfaction.
4.4 Conclusionfrom SecondaryData
We are more interested in the case by Azash et al (2011), which assessed the impact of various
motivational factors on the job satisfaction of public and private sector employees in banks. They
concluded that achievement is the most important motivational factor perceived by banks’ employees
followed by promotional opportunity, interpersonal relations with co-workers, working conditions,
work life balance, and recognition. These results are consistent with Tyliana’s (2005) findings since
she concluded that personal achievement along with recognition triggers 77% of the job satisfaction.
According to her study, achievement alone contributes 41% to job satisfaction. Recognition is a
driving factor of job satisfaction since this latter is enhanced when employees feel appreciated and
praised for good work (Ann and Larsen,1993).In addition, many scholars agreed that promotional
opportunity is one of the driving factors of job satisfaction (Nawaz et al, 2010). As reported by
Kosteas (2011), employees presented a high level of job satisfaction if they have been recently
promoted (in the last 2 years). In addition, kosteas (2011) found that if the employee believes that he
will be promoted in the next 2 years he/she would show a positive behavior. According to Katzell et
al. (1976), pay and benefits affects the overall satisfaction indirectly since the income level reflects
the quality of work life. Thus, pay and benefits “must best strategically readjusted to attain the
organizational goals, boost employee’s motivation to perform their job better and enhance
satisfaction with their jobs” (Jehanzeb et al, 2012).

14. The secondary data helped us to answer our research question (To determine the most influential
motivation factors on job satisfaction). From the above secondary data analysis, we can conclude that
Motivation factors affects significantly the job satisfaction.
5. Primary Data
5.1 Findings (First part graphically analyzing the answers + testing the
hypothesis
Overall level of Job satisfaction):
With respect to our objective, the second part of the survey focuses on determining the level of job
satisfaction in UNB. The respondents were asked to classify their level of satisfaction by answering
questions about their enthusiasm to go to job every day, their enjoyment of performing tasks, and the
variety of tasks assigned. And finally based on the latter factors, respondents had to rate their overall
satisfaction from « very low » to « high ». Our findings were compared to the results of the employee
satisfaction survey in the Middle East done by ‘bayt.com’ (2012).
The pie chart above represent the level of the overall satisfaction of our sample in UNB. We can
notice that 19% of UNB employees are “highly satisfied”, 53% are somewhat satisfied, 25% are
dissatisfied and 3% are highly dissatisfied. Our findings are slightly consistent with the Middle East
job satisfaction survey done by bayt where 42.1% of employees were dissatisfied about their job,
31% of respondents stated that they were somewhat satisfied, and 26.9% were very satisfied. We can
note a significant difference among employees stating that they are highly satisfied which is mainly
due to the fact that the Middle East survey is using a large sample of 13,655, and the survey was
distributed to employees in different industries. However, we can conclude, that the percentages of
satisfied employees in the Middle East and in our case UNB are higher than the dissatisfied ones.

15. 5.1.1 Motivation Factors:
This Motivation Factors Bar-Chart is comparing and summarizing the different levels of UNB
employees’ satisfaction with regard to each of the 11 motivation factors investigated in this research,
where our findings is compared for each motivation variable individually to the results of the
employee Motivation survey in the Middle East and North Africa (MENA) done by
‘bayt.com’(2013).

16. Recognition is one of the motivation derivers across MENA, where 47% of MENA employees
considered both formal and informal recognition provided by their organizations as one of the most
important motivation drivers (Bayt.com 2013).
Our research found that 97% of UNB employees were ranging between highly satisfied and satisfied
about the level of recognition within UNB which is considered higher than MENA average
reportedly to be 64% of MENA employees are reportedly satisfied about level of recognition with
their organizations according to Bayt.com (2013).
On the other hand 13% of UNB employees were partially satisfied & 3% were partially dissatisfied
reflecting that the general level of dissatisfaction about recognition within UNB is lower than MENA
average reportedly to be 36% of MENA employees are ranging between partially dissatisfied to
strongly dissatisfied about level of recognition with their organizations according to Bayt.com
(2013).

17. According to Bayt.com motivation report (2013) 75% of employees in UAE reported work-life
balance as very important factor of motivation and 22% considered it as important against only 3 %
considered work-life balance as slightly or not important factor of motivation.
Our research found that 66% of UNB employees were ranging between highly satisfied and satisfied
about the level of work-life balance within UNB which is nearly matching with the reported 60% of
MENA employees satisfied about level of work-life balance provided by their organizations
according to Bayt.com (2013).
On the other hand 25% of UNB employees were partially satisfied & 9% were partially dissatisfied
reflecting that the general level of dissatisfaction about work-life balance provided
5.1.2 Overall Motivation

18. Results of analysis of the overall level of motivation based on our sample are represented in a pie-
chart #4, 72% of employees positively ranked their level of overall motivation, where 19% of which
answered “Very motivated”. We took statistical data for employees working in different sectors in
UAE from the most recent Employee Motivation Report to have a reference point of comparison
(Bayt, 2013). It shows that 58% of the respondents are highly or moderately motivated in the
everyday work. We can notice that the overall level of motivation of UNB is higher than the
country’s average.
5.1.3 RegressionFindings
H0: The motivation factors do not affect the level of satisfaction of UNB employees
H1: The motivation factors affect the level of satisfaction of UNB employees
The Regression results aiming on the relationships between the overall level of job satisfaction of
Union National Bank employees’ and their job motivation.
By examining the F statistic in the regression analysis results showed above, we can conclude that
the overall model is statistically significant at a level of 95% confidence interval since significance is
(0.012 is less than 0.05). Therefore, we are 95% confident that the overall level of job satisfaction is
affected by the different motivational factors. Moreover, we can notice from table 1 in the appendix
that R square is 63.7% which means that 63.7% of the variability in the overall level of job
satisfaction is explained by the independent variables (recognition, work-life-balance, feedback
quality, pay and benefits, relationship with co-workers, participative decision making, security,
empowerment, personal achievement, promotion opportunities, and supervision). By examining the
coefficient of each independent variable showed in table 2 in the appendix, we can conclude that
promotional opportunity have the highest impact on job satisfaction followed by participative
Decision Making, feedback, and pay and benefits. Our results are slightly consistent with Abdulla &
al study about “the determinants of job satisfaction in UAE” (2010), they found that salary and
incentives have the highest impact on job satisfaction followed by supervision, relationship with co-
workers, promotional opportunity. Promotional opportunity seems to have a high impact on job
satisfaction in our study since it is the goal of most employees and that an individual performance is
correlated with his the level to which he believes that his performance will affect any future

19. promotional opportunity (Vroom, 1982). According to our regression results, personal achievement
seem to have the weakest impact on job satisfaction followed by supervision and security.
5.2 Conclusionfrom primary data
When collectively looking at the primary data of UNB, our team found that UNB employees overall
level of job satisfaction is matching with MENA average level for employee job satisfaction
reportedly at 73% satisfaction level and this is attributed to the fact that
UNB employees have above average levels of satisfaction concerning seven of the studied
motivation factors Level of Recognition provided by UNB (97% in UNB against 64% for UAE),
Relationship with Co-workers (96% in UNB against 85% for MENA), Level of Empowerment (95%
in UNB against 67% for MENA), Job Security (91% in UNB against 61% for MENA), Quality of
Feedback (88% in UNB against 52% for MENA) , Quality of Supervision (79% in UNB against 59%
for MENA) and Work-life balance provided by UNB (66% in UNB against 60% for UAE).
On the other hand, UNB employees levels of satisfaction for the other remaining four studied
motivation factors nearly matched with MENA averages, where Pay & Benefit levels (56% in UNB
against 48% for MENA), Promotion opportunities level (59% in UNB against 56% for MENA) and
Level of Participative decision Making within UNB (65% in UNB against 62% for MENA) wit
exception for the Level of Personal Achievement which is below MENA average (78% in UNB
against 86% for MENA).
Taking in consideration the matching between results of the regression analysis conducted earlier in
our research paper (i.e. concluding that promotional opportunity have the highest impact on job
satisfaction followed by participative Decision Making, feedback, pay and benefits) and primary data
findings about the considerable level of dissatisfaction by UNB employees about Pay & Benefit
levels (44% of employees dissatisfied), Promotion opportunities level (41% of employees
dissatisfied), Level of Participative decision Making (35% of employees dissatisfied) and Level of
Personal Achievement (22% of employees dissatisfied) give a room for UNB management to
enhance UNB Employees job satisfaction level through tackling issues related to these four
motivation factors.
6. Recommendation
According to the results we found from analyzing survey data, pay and benefits factor was the
number one factor for job dissatisfaction by 44%.therefore, UNB should conduct a full review for
salaries and benefits being paid to the employees to maintain better job satisfaction results in future
As a result of dissatisfaction based on pay and benefits factor, employees are expected to show a high
level of turnover in the near future specially the economy in UAE is recovering from the last
recession and competitor banks would be ready to pay more for experienced employees.
The 2nd
highest factor is promotional opportunity with a 41% dissatisfaction level, UNB can start
planning for preparing the promotional reviews which should reflect positively in job satisfaction
levels among the employees. As per Kosteas (2011) job satisfaction level increased dramatically
based on employee’s believes that they are getting a promotion in the next 2 years. Therefore UNB
should plan promotional opportunities for employees to grow in their career every two years

20. Participation in decision making ranked number three of the highest job dissatisfaction factors. As
per Westhuizen et al. (2011), finding ways to involve employees in decision-making differs based on
culture, gender, position and other factors. Therefore, Managers working within a multi-cultural
background be aware of the culture of human resource.UNB should design opportunities where
employees can contribute in the Decision-making process by implicating employees in workshops,
meetings, conferences, or anywhere it is rationally conceivable to involve them from conception to
application of decisions (Tyliana, 2005).
UNB should also improve the recognition of employees’ work and their sense of personal
achievement. UNB can improve the recognition by sending ‘thank you emails’, public thanks for
well-done work or great ideas in employee regular meetings, share positive feedback about
employees received from external clients, and initiate achievement awards for individuals and team.
UNB should enhance Personal achievement by initiating training and mentoring programs for
employees, setting clear challenging goals, and determining the employee of the month.
7. Limitations
The main constraints that have been faced during data collection are listed here under:
1. Time constraint: due to time constraint, the impact of demographic variables such as age,
gender, experience, and managerial level left unexplored. Hence, upcoming studies should
investigate the impact of those demographic variables on the job satisfaction and motivation.
2. Unwillingness of respondents to answer the survey: from 50 surveys distributed
only 32 were collected.
3. Human resource constraint: we were allowed to give physical questionnaire to the bank
employees during work time and we were not allowed to send the questionnaire by email to
employees’ business emails.
4. Self-reported data: this study depended essentially on self-reported data as a result the
answers may be biased.
8. Conclusion
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