This section gives details on how the research was organized as well as methods for collecting and analyzing the data. This includes sampling techniques and procedures, target population, sample selection and sample size, the instruments used for the data collection exercise, data collection methods and data sources. It also intends to tackle the projects research questions within the limitations of the survey study. The research questions are;
What is the situation of reward and recognition systems within the public sector?
Amidst several other challenges within the public sector, do employees perceive reward and recognition to form a greater percentage of motivating them to increase their productivity levels, and if so, which methods would best suit them?
What are some of the problems likely to arise in trying to implement these systems properly within the public sector?
The methodology chosen for this research would tackle the issues mentioned above.
3.2 RESEARCH SCOPE
Choosing a site for study is an important aspect of a whole project. The research was mainly conducted in the Eastern Region of Ghana, precisely Koforidua. Aside it being familiar to the researcher, it is the capital of the eastern region and noticed to be one of the fast growing capital cities in the country with the establishment of many private financial institutions over a couple of years. It has developed in terms of population, employment etc. Undertaking a survey of the situation of reward and recognition systems within the public sector could be done anywhere provided there are the required public sectors needed to undergo the research. To be able to give an overview of the situation at hand, this paper intends to look into more than one public organization, particularly within the banking industry. To serve as a control to aid in comparison, some private institutions have been chosen as well. The chosen institutions should be able to cut across the major public organizations that are noted for low productivity and will also not offer very significant differences in what happens in most of the other public sectors within the country.
3.2.1 PROFILES ON ORGANIZATIONS
Ghana Commercial Bank
Ghana Commercial Bank Ltd. (GCB) is a financial institution based in Ghana which operates throughout more than a 150 branches nationwide. The bank is the largest indigenous financial institution in the country, according to its website. (EMIS, 2010) GCB serves the banking needs of large corporations, small and medium enterprises as well as individuals. As of July 2012, the bank employed 2,315 staff, in branches distributed in all 10 provinces of the Republic of Ghana (Official website, GCB)
Organizational structure of GCB;
BRANCH MANAGER 1
OPERATIONS MANAGER 1
CHIEF CASHIER 1
PERSONAL BANKER 1
CREDIT MANAGER 1
CUSTOMER SERVICE OFFICERS 3
ALL TELLERS 6
BACK OFFICE 3
SECURITY 2
CASH MOVERS 1
CLEANERS 1
Figure 3.1: Organogram of GCB (Source: Leo G. 2012)
Unique Trust Bank, Ghana
From a modest start as a privately owned bank in Ghana, UT Financial Services Ltd has quickly grown with its shares listed and actively trading on the Ghana Stock Exchange. The Bank views itself as a lending bank that aims to re-define banking in Ghana through quick, well-organized and respectful delivery of all its packages. As of May 2012, UT Bank maintains twenty-six (26) interlinked networked branches with over 600 staff across the country.
Organizational structure of UT Bank;
OPERATING OFFICER 1
BRANCH MANAGER 1
CREDIT ANALYST 1
RELATIONS MANAGER 1
PROJECT
ANALYST 1
RELATIONS
OFFICERS 4
NATIONAL SERVICE PERSONS 2
CUSTOMER SERVICE OFFICERS 2
BACK OFFICE 2
TELLERS 2
LOAN
MONITORING
OFFICERS 2
INTERNAL SECURITY 1
OFFICE ASSISTANT 1
DRIVER 1
Figure 3.2: Organogram of UT (Source: Ansah, K. 2012)
Société Générale - Social Security Bank
S.S.B Limited is one of the biggest banks in Ghana. The bank functions around its emphasis on customer banking and with time has emerged as a market leader. This has been possible through the introduction of many improved products such as Sika Card etc. SG-SSB presently has thirty-eight networked branches throughout the country (EMIS 2010).
Organizational structure of SG-SSB;
BRANCH MANAGER 1
DEPUTY BRANCH MANAGER 1
OPERATIONS OFFICER 1
BACK OFFICE OPERATIONS: Check book request/delivery, Sundries, Paying of checks, ATM requisitions, Payment of salaries 2
FRONT OFFICE OPERATIONS: Customer service, Tellers, Universal Relation Officers 8
OUTSOURCED OPERATIONS: Security
Figure 3.3: Organogram of SSB (Source: William, K. 2012)
Agricultural Development Bank, Ghana
It is a commercial bank in Ghana well-known to meet the banking needs of the agricultural sector.
Organizational structure of ADB;
BRANCH MANAGER 1
SUPPORTING SERVICES OFFICERS 2
TEAM LEADER- CUSTOMER SERVICE 1
TEAM LEADER- DEVELOPMENT 1
DEVELOPMENT OFFICERS 2
TELLERS/ CUSTOMER SERVICE OFFICERS 5
BACK OFFICERS 2
OUTSOURCED OPERATIONS: Security, Cleaners, Cash-in-transit, drivers
Figure 3.4: Organogram of ADB (Source: Clao, 2012)
Home Finance Company Bank, Ghana
HFC Bank, is a private limited liability company which was inaugurated to start business on December 2, 1991.
BRANCH MANAGER 1 Organizational structure of HFC
OPERATIONS MANAGER 1
BUSINESS MANAGER 1
COUNTER SERVICE OFFICERS 2
BUSINESS OFFICERS 2
CUSTOMER SERVICE OFFICERS 3
TELLERS 4
BACK OFFICE 2
OUTSOURCED OPERATIONS: Security, Cleaners
Figure 3.5: Organogram of GCB (Source: Andah, G. 2012)
National Investment Bank, Ghana
As the first development bank it advanced and strengthened quick industrialization in the economy. 100% owned by the Government of Ghana, it functions under an aimed focus on development/commercial activities. NIB Ltd. has 27 branches networked nationwide (NIB website 2011).
BRANCH MANAGER 1Organizational structure of National Investment Bank;
OPERATIONS MANAGER 1
CREDIT MANAGER 1
PERSONAL BANKER 1
CHIEF CASHIER 1
CUSTOMER SERVICE OFFICERS 2
BACK OFFICE 3
ALL TELLERS 6
SECURITY 2
CASH MOVERS 1
CLEANERS 1
Figure 3.6: Organogram of NIB (Source: Addo, P. 2012)
3.3 RESEARCH DESIGN
Although this research adopted a more quantitative approach in analysing data through the questionnaires administered, a qualitative approach was adopted in discussing information acquired through one on one interviews conducted during the study. Interviews were conducted randomly. This was necessary to help the researcher have an in depth understanding into aspects of the reward and recognition systems used in the various organizations. Qualitative research or interview often deals with the researcher making on spot sense of what a respondent says. It may go with an interview guide but would entail suggestions than exact formulations, as well as questions that will be open for follow-up questions and will give respondents much space to elaborate on their experiences. A stratified sampling technique was used to select the needed respondents for the study. However, a simple random method was used to select respondents within each stratum to ensure elimination of bias.
3.4 SAMPLING TECHNIQUES AND PROCEDURES
3.4.1 Target Population
The total population size for this study was a hundred and five (105) employees. The target population for this study comprised of all employees who worked at the above mentioned organizations. They consisted of senior management, lower management, managers, assistants, general workers, casual workers etc. of the various organizations. The total number of employees at Ghana Commercial Bank, Agricultural Development Bank, Social Security Bank, HFC Bank, Unique Trust Bank, National Investment Bank, summed up to a hundred and five (105) employees. There were 21, 14, 13, 16, 21 and 20 employees respectively.
3.4.2 Sample size
In accordance with the National Education Association, the required formula set up for calculating the sample for surveys reveals a suitable number of employees that are needed to complete a survey.
s = X2NP(1− P) ÷ d 2 (N −1) + X 2P(1− P), where;
s = required sample size.
X2 = the table value of chi-square for 1 degree of freedom at the desired confidence level
(3.841).
N = the population size.
P = the population proportion (assumed to be .50 since this would provide the maximum
sample size).
d = the degree of accuracy expressed as a proportion (.05) (Krejcie et al, 1970)
The sample size for this survey was 20, 14, 13, 15, 20 and 19 employees from the Ghana Commercial Bank, Agricultural Development Bank, Social Security Bank, HFC Bank, Unique Trust Bank, National Investment Bank respectively. The total number sampled for this survey, thus, summed up to a hundred and one (101) employees.
3.4.3 Sampling table
ORG.
TOT-AL POPULATION
(A)
EMPLO-YEES SAMPLED
(B)
RECEIVED QUESTION-NAIRES
(C)
EMPLOYEES INTERVIEWED
(D)
RECEIVED QUESTION-NAIRES AND SUCCESSFUL INTERVIEWS (C+D)
G.C.B
21
20
18
2
20
A.D.B
14
14
10
2
12
SG-SSB
13
13
10
2
12
H. F.C
16
15
11
2
13
UT BANK
21
20
16
2
18
N.I.B
20
19
17
2
19
TOTAL
105
101
82
12
94
3.4.4 Response rate
The response rate was calculated by dividing outcome of success by the total number of instruments distributed. In this case, the instruments used for this study were questionnaires and interviews. Out of a hundred and one (101) sampled employees, eighty-two (82) questionnaires were received and 12 employees welcomed interviews, totalling ninety-four (94) successful outcomes. To calculate the response rate;
Response rate
3.4.5 Research procedure
Questionnaires were anonymously filled out. They were largely structured and designed to ensure that respondents could easily understand and provide the right responses to the survey questions. They included instructions which were purposed to help respondents to provide answers to the questionnaire. Interview guides were also prepared to assist respondents to answer the various questions. A letter was attached to the questionnaires explaining the purpose of study.
The interview respondents were made aware that the information provided by them was strictly confidential, including their identities.
It was estimated that each respondent would use approximately 5 to 10 minutes to complete a questionnaire and respond to interview questions. Respondents who were still facing difficulties in completing their forms were assisted to do so in order to reduce errors in their responses. Respondents who for some reason were reluctant to participate in the study were asked to return the blank survey to the researcher. A copy of the questionnaire and the interview guide has been provided in the Appendix.
3.5 FIELD INSTRUMENTATION
Questionnaires and interviews were used for this research.
3.5.1 Questionnaire setup and design
Questionnaire title -Detailed Questionnaire on Non-monetary rewards and recognition of employees
Successful outcomes - 82
Type of sampling used - Random Sampling technique
Response time per questionnaire - 10 minutes
Language of Questionnaire - English
Approach of analysis - Quantitative and qualitative approach
Format: Pre-coded (closed) and Open-ended questions
Questionnaires covered aspects of;
Demographical data
Knowledge and importance of Non-monetary reward and recognition systems
Job satisfaction, motivation, commitment and employee productivity.
How effective employees perceive non financial rewards and recognition systems
How employees would rate money as a reward system against being rewarded and recognized non-financially.
Methods of reward and recognition that employees perceive most important or how employees prefer to be rewarded and recognized (order of preference)
When employees prefer to be rewarded and recognized
Source of reward and recognition or who employees prefer to be rewarded and recognized by
What employees want to be rewarded and recognized for
Best ever reward and recognition received
Effect of reward and recognition system, if implemented, on employee motivation, commitment and productivity (employee perspective).
Problems likely to arise if reward and recognition systems are implemented (employee and management perspective)
Others
3.5.2 Interviews setup and design
Successful interviews - 12
Type of sampling used - Random Sampling Technique
Time per interview - 5 minutes
Language used - English and Twi
The interviews covered aspects of;
Background of respondent
In the respondent's view, what is seen as most useful in affecting the motivation, commitment, job satisfaction, and productivity of co workers
Management's role in the implementation of Non-monetary reward and recognition systems
How reward and recognition is perceived in the public/private institutions and whether it indeed affects employee morale
How employees personally feel when they are rewarded and recognised
How employees perceive Non-monetary reward and recognition systems
Whether employees think the reward and recognitions they receive, if any, takes care of their competencies and experiences.
In the employees' view, concepts of monetary and Non-monetary reward and recognition systems and the effectiveness of each of them.
Areas expected to be tackled in the questionnaires which were not.
3.6 METHODS OF DATA COLLECTION
3.6.1 Primary data
Questionnaires were primarily administered and collected by the researcher within some public and private institutions. To widen the understanding in the area of study, the researcher had interviews with a number of managers and colleagues, an inductive approach to gain information and a different angle on the topic.
3.6.2 Secondary data
Secondary data for this research were obtained from previous publications, journals, books and published articles from newspapers on the research topic.
3.7 DATA HANDLING AND METHOD OF ANALYSIS
Data collection took a period of 1 month, during the period of July.
A pilot study was conducted amongst a number of employees before the questionnaires and interview guides were administered. This was to make out probable ambiguities in the formulation of questions, orders and the analysis of questions. It was distributed to a pilot sample of five respondents who were enquired from if any problems were associated with responding to the questions. Modifications were then made taking into account issues raised by these respondents. SPSS was used in analysing data.
3.8 ETHICAL CONSIDERATION
Respondents were asked not to identify themselves on the questionnaires they filled out. Their confidentiality was promised.
3.9 RESEARCH FRAMEWORK AND CONCLUSION
Decision on research method to be used based on research topic
Decision on sample size, sampling techniques and procedures, instruments for data collection as well as sources of data collection.
Instruments chosen: Development of Pilot Review and remodel of
Questionnaires questionnaire study questionnaire and interview guide and interview guide guide.
Interviews Collection of secondary data
Administering questionnaires to respondents and collection of responses
Conduction of interviews
Reliability and validation check Data organization and assembling
Data analysis (SPSS), summary of findings, discussion and conclusion
3.10 SUMMARY
In this chapter, essential factors of the research design were considered. The sampling method, distribution, and response rate were determined. Chapter 4 will analyse and interpret the results of the survey.
