What should be done to improve employee motivation at Lammin Osuuspankki branches in Lahti?

Abstract: Abstract Date 12th June, 2008 Course Name Master Thesis EFO 705 Program MIMA‐International Marketing Group Satu Kristiina Castren 821118‐P147 Kaleem Ullah Muhammad 801202‐P310 Tutor Tobias Eltebrandt Title What should be done to improve employee motivation at Lammin Osuuspankki branches in Lahti? Problem Statement What should be done to improve the motivation of employees by the management at the branches of Lammin Osuuspankki in Lahti? Purpose of the Research The purpose of the research is to study internal marketing at Lammin Osuuspankki Lahti branches focusing on employee motivation. This research is designed for the management of Lammin Osuuspankki so that they can encourage the employees to work in an effective way. The authors will find the factors that are effecting the motivation of employees at the branches and need further improvement to increase the motivation of the employees. The research aim is to improve the employee motivation at the branches through our suggestions. Methodology For this research, the authors have used primary and secondary data to collect the information needed. The primary data was collected by qualitative and quantitative methods. The quantitative data was conducted by a survey, which was based on a theoretical model, the dynamic Triangle of motivation and the adapted job characteristic model. The qualitative primary data was gathered by two interviews. The secondary data was collected mainly from books, online databases and articles. Conceptual Framework The conceptual framework includes two models: The Dynamic triangle of Motivation and the modified Job Characteristic Model. The dynamic Triangle of Motivation looks at the values and attitudes and the needs that influence motivation for employees at a learning organization. The Job characteristic Model is a framework for studying the impact of job characteristics on job satisfaction and job outcomes. Conclusions The conclusions revealed the different preferences and importance of the motivational factors to the employees at Hämeenkatu and Paavola bank branches. The authors concluded all the motivational factors that require improvement to increase the motivation of employees at Hämeenkatu and Paavola branches. In short, other than cultural harmony and communication between co‐workers inside social dimensions all the other factors required improvement to improve the motivation of the employees.