Professional Documents
Culture Documents
Acknowledgement
I would like to thank Miss.Shumara Fernando for her wonderful lecturing and for
giving support to complete this assignment. It would have been hard to do this
assignment without her invaluable supervision.
And also I would like to thank Asia Pacific Institute of Information technology for
providing a lovely environment and excellent facilities to study.
Then I would like to dedicate this study to my parents for giving me a lovely
opportunity to study and giving me support all the time.
Finally I am responsible for the mistakes that I have made in this assignment
Table of contents
Acknowledgement.......................................................................................................1
HNB’s Current Motivational Methods......................................................................6
Motivational Theories....................................................7
Goal- Setting Theory.....................................................................................................10
Equity Theory................................................................................................................12
Three Needs Theory- David McClelland.....................................................................13
Need for achievement ................................................................................................................13
Need for affiliation .....................................................................................................................14
Need for power ...........................................................................................................................15
Proposed Motivational approach and Justification................................................16
Conclusion................................................................................................................17
References.................................................................................................................18
Mindtools (n.d,) Locke's Goal Setting Theory: Understanding SMART Goal
Setting [Online] Available:
http://www.mindtools.com/pages/article/newHTE_87.htm#topofpage (Accessed
date: 12/05/2009)......................................................................................................18
From here the Life journey of HNB started to become a truly national bank which
would reach to the recognition as Srilanka’s flagship among commercial banks. And
now the company has expanded its operations with “177 Customer-Centers, 260
ATMs, and 2 HNB Mobile-Banking-Centers around the country. HNB also has
relationship with more than 80 countries in the world as Global-Correspondents. It
has 2 Overseas Representative-Offices in India & Pakistan” (HNB Annual Report
2008).
Vision
To be the acknowledged leader and chosen partner in providing financial
solutions through inspired people.
(Source: HNB.net, n.d)
Mission
Combining entrepreneurial spirit with empowered people and leading edge
technology to constantly exceed stakeholder expectations.
(Source: HNB.net, n.d)
HNB’s functions are divided into four categories. They are as follows:
• Personal Banking
• Corporate Banking
• Development Banking
• International Banking
Values of HNB
Board of Directors
MD/ CEO
DGM
Chief DGM HR Personal DGM
Sustainability Committee
banking & Risk
Financial & Admin Network Committee corporate
Officer Secretary Managemen Banking
t
HNB-culture is based on caring for their people. For that they progress and develop
the careers and lives of Hanta-Team. “HNB’s guiding principal is to develop the
best people in the industry, a process that involves seeking, developing and retaining
the best talent in a competitive industry” (HNB Annual Report 2008). Therefore
the employees are driven by motivation.
HR-Objectives
• Ensure fair and lawful treatment of all staff and implementation of non
discriminatory work practices.
• Create an exciting work environment for our team where rewards are
performance-driven and individual potential realized.
• Ensure excellence of our HR processes to retain our position as a preferred
employer.
• Foster creativity and learning to develop a highly skilled, service oriented
and efficient team that thrives on new challenges
• Ensure that each and every staff is embraced into the Hatna Family and
inculcate the culture of unity in diversity.
(Source: HNB Annual Report 2008)
Asia Pacific Institute of Information Technology 6
FF08A1 CB003186
Motivational Theories
Motivational Theories
Equity Theory: Employees perceive what they get from a job in relation to
what they put in and then compare their inputs-outcomes ratio with the inputs-
outcomes ratios of relevant others.
If the ratios are equal then a state of equity exists
If they are unequal then inequity exists & the person feels under or over
rewarded.
When inequities occur, employees do something to balance the ratios.
Therefore the vision, mission, values and objectives of HNB are cascaded to all new
recruits. A code of Ethics is issued with the letter of appointment to ensure that new
recruits understand and are willing to abide the ethics and values expected of them
by the bank (HNB plc Annual Report, 2007). So the employees understand about
the company and are well prepared before they join the company. This motivates
them to work effectively.
So that, even if the goals are difficult it results in higher performance than do easy
goals because they are implemented after informing and got the feedback from the
employees of the company. It ensures positive out-comes.
The Hatna-Team knows the reason for selecting the goals because all of them have
participated in Goal-setting and they all know that they can attain them. It avoids the
misunderstandings in the work of the employees. By this employees are motivated
to perform better and put in maximum effort. So HNB can accomplish its goals
easily through empowered employees.
Equity Theory
“Employees perceive what they get from a job situation in relation to what they put
in and they compare their inputs–outcomes ratio with the inputs–outcomes ratios of
relevant others” (Lecture slides, 2009).
HNB treat their people equitably and with fairness. This is reflected in the way they
reward and recognize achievements. The remuneration policy, which is
administrated by the HR department, is centered on 2 key factors:
• Collective bargaining, which is enumerated in the collective agreements
pertaining to clerical, allied and supervisory staff.
• Base pay and performance related pay being the key factors in
compensation for executive and managerial levels, based on market
conditions and individual performance worked on the Balance-Score-board.
(Source: HNB plc Annual Report, 2007).
From 2008 the “entire-payroll-process” of the employees is online, so all are able to
view and claim allowances and other benefits through this fully automated-process
(HNB plc Annual Report, 2008). By this the management openly shares on how
allocations of rewards are made and inform their employees that the organization is
following a consistent and unbiased procedure.
Also HNB doesn’t concern the gender or age of employees; they give opportunities
for everyone who has talents.
So the employees know that HNB treats them equally and fairly. This increases the
perception of procedural justice of their employees. So the Hatna-team views their
organization as positive even if they are dissatisfied with pay, promotions etc…
This motivates them to work more efficiently and effectively.
People with a nAch are driven by the challenge of success and the fear of failure.
For these kind of employees HNB provides various training and learning processes
to develop themselves and build self-confidence within them.
Learning and development culture of the bank drives the team to constantly imbibe
their knowledge. (HNB plc Annual Report, 2008) This is driven upwards, with the
Annual-Training-Needs-Analysis and Annual-Training-Plan forming the basis of
continuous development. It focuses on the areas developing-leadership, executive
skills including IT, Self-development, International/trade related-operations (HNB
plc Annual Report, 2007). And recently HNB has included some new modules
such as effective-communication, Management-development-programs, omega-
credit-skills assessment etc… (Hatnamag , 2008). Also HNB provides online
training programs for their employees. This motivates the employees to achieve
their aims and as well as the organizational goals.
HNB also encourages their people to balance their work and personal life. They
publish the achievements of their staff in sports, academic and other recognitions in
“Hatnamag” to wish and encourage them more. Also the company is proud to
employ nationally and internationally recognized sportsmen and women.
So that now the employees of HNB can set difficult tasks for their need of
achievement confidently. And they see lot of chances of success within them and
are motivated to perform well.
“HNB has always espoused the advantages of team-spirit and togetherness as the
winning recipe of success” (HNB plc Annual Report, 2008). HNB encourages
team-sports, extracurricular-activities, recreational-activities and talent–spotting.
They organize sports-meets, family-days, religions-events, festive and excursions to
give families and team-members times of enjoyment (HNB plc Annual Report,
2008). Excellence and achievement in these activities are rewarded and recognized.
This nurtures and strengthens the bond of Hatna-team.
Team welfare is built to ensure a more conductive and productive work environment
which ensures a happy contented-workforce. The bank provides ergonomically
designed lightning, furniture, fittings, sanitation-facilities, restaurants, drinking
water, holiday-bungalows, and staff-quarters for their employees. They also provide
transport and accommodation facilities for those serving in rural areas (HNB plc
Annual Report, 2008). This gives a lovely environment for the employees and
motivates them to work better.
In addition HNB financially support staff and their family who have been affected
with serious illness. HNB also initiated a scheme for employee’s children where, on
the demise of the employee, children’s education is funded up-to Advanced level.
(HNB plc Annual Report, 2007) This shows that HNB cares their employees and
as-well-as their family-members. By this the company is driving their employees
with love and faith. This motivates them to work happily and honestly towards the
company.
People for nPow are inclined towards influence and control. They like to organize
the work of others and direct them. These kinds of employees can be motivated to
perform if they get power or key positions of the organization.
The company is investing in the development of its current and future leaders.
HNB’s “Leadership-Philosophy” is built on the understanding that successful
organizations do not wait for leaders to appear, but they identify leadership potential
early and develop the individuals (HNB plc Annual Report, 2007). So HNB
invests lot money to provide training for both local and overseas programs to their
employees. This motivates the staff with the nPow.
The management has given the freedom for their employees to suggest their ideas
for the improvement of the company and the goals are public, so the company
should make sure that all those information are kept secretly within the
organization. For that HNB should continue to keep-up its reputation forever. And
also according to reinforcement theory all the employees should be rewarded after
the goals are accomplished. Then the employees will be motivated to work honestly
and more-effectively towards the company.
Conclusion
HNB strongly believes that the success of the company depends on their employees.
And they know that they can’t achieve their goals without complete co-operation
and togetherness of Hatna-Team. Therefore HNB has a people-based-culture which
encourages teamwork, individual-skills and entrepreneurial-spirit.
They motivate their people to empower, energize and encourage them to work more
effectively and efficiently. For that they provide benefits, rewards, recognition,
power, pleasant-working-environment, training-programs etc…
And that’s why the “Bank received the gold-award (Super 10) at the HRM awards
2007 for the most effective HRM methods and techniques organized by the
association of Human Resources professionals” (HNB plc Annual Report, 2007).
If HNB develop and continue its effort on satisfying and motivating their
employees, then they succeed in their vision straightforwardly.
References
Hatton National Bank plc Annual Report (2008)
Appendices
Appendix A
Age wise Analysis of employees
Over 55 1%
5%
45-50 8%
Age
11%
35-40 21%
36%
18-25 18%
Figure 1: Age wise Analysis of employees (Source: HNB plc Annual Report,
2008).
Female
Gender
Male
Figure 2: Gender wise Analysis of employees (Source: HNB plc Annual Report,
2008).
The above figures show that HNB provides equal opportunities for everyone and
doesn’t care about their age or gender. (Equity Theory)
Mid year awards 2008 for HNB Branches was held on 26th of September 2008,
which pay tribute to high performers of HNB branches for general & life.
(Source: Hatnamag, Oct-Dec 2008)
Appendix B
Training programs provided to the employees of Hatton National Bank plc by them.
In-house Training
Managers & Executives
2000
Officers
1500
Figure 3: In-house training programs provided to the employees of HNB in the year
2008 (Source: HNB plc Annual Report, 2008).
Local Training
Corporate
250
Management
200 Senior Management
150
Managers &
100 Executives
Officers
50
0 Banking Assistants
1
Employee s Support Staff
Figure 4: Local Training programs that provided to the employees of HNB in the
year 2008 (Source: HNB plc Annual Report, 2008).
Overseas Training
80
70
60
50
40
30
20
10
0
Corporate Senior Management Managers &
management Executives
Figure 6: Money spent for the employees training and development programs during
the year 2008. (Source: HNB plc Annual Report, 2008).
Training programs are provided to the employees to achieve their personal goals and
also the company’s goals. (Three Needs Theory- need for achievement)
Achievements in sports
• Hockey
o Mercantile Hockey League 2008 Champions
o Mercantile Knockout Champions
o Mercantile Annual Seven A Side Hockey Tournament Runner Up
• Football
o Mercantile League Tournament Champions
• Badminton
o Mercantile Individual open Badminton Championship (Overall
champions)
o Mercantile Inter-firm Badminton Team championship (Runner
up)
o 56th National open Badminton championship
• Athletics
o Mercantile Athletic Championship 2008
Women’s overall champions
Amateur and veteran champions
• Netball
All the achievements of the employees are published with their photos in the
Hatnamag to encourage and motivate them.
(Three Needs Theory)
Appendix C