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Table of Contents Table of Contents1 I. Overview of Internship2 II. Organization Part4 About Kazkommertsbank4 History of Kazkommertsbank4 Kazkommertsbank business segments5 Corporate banking5 Banking for Small and Medium-Sized Enterprises (SME)5 Retail Banking5 Kazkommertsbank Group6 Management issues6 Marketing issues7 Market dynamics7 Competitive dynamics7 SWOT analysis8 Strengths8 Finance/Accounting issues9 Operations management and Information system issues9 Summary and Recommendations10 References17 I. Overview of Internship a. Name: Yekaterina Surname: Andriyachshenko

ID: 20073468 Bachelor of Science in Administration and Accounting (BSc) Major in Management Tel: 8 705 610 18 17 e-mail: [email protected] com b. Internship dates/Period: Starting date: January, 19 Ending date: March, 30 c. Internship company name and address, contact information JSC “Kazkommertsbank” 135 zh, Gagarin ave. , 480060, Almaty, Republic of Kazakhstan. Phone: +7(727) 2-58-56-70 Phone: +7(727) 258-51-85 Fax: +7(727) 258-52-29 web-site: http://www. kkb. kz d. Internship company supervisor’s name and position Mr. Abai Smailov, Senior Risk Manager

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Tel: + 7 701 758 14 49 e-mail: [email protected] kz e. Student’s career interest(s) To get working experience in a big multinational company or financial institution in order to have good career opportunities. f. Internship objectives The main objective of an internship is to gain a practical experience and apply all theoretical knowledge in management and financial areas. Moreover, it is beneficial to pass an internship in order to get and develop personal skills in professional environment, to understand some obstacles that can be faced while applying a job in the future.

As well as this, one of the objectives is to understand whether it is the sphere and the company where I want to start my career. g. Job description/duties & responsibilities I have performed jobs and tasks according to the functional duties of specialists, in particular I provided help in conducting everyday procedures connected with the risk management of a bank, carried out market research on statistical data that was useful for performance of the department. In addition to this I classified and sorted out the documentation of the department and worked with clients’ databases, as well as did some work connected with optimization of data. . Student’s contribution to the company Passing internship at Kazkommertsbank had benefits for the company such as: • Help in routine work; • Fresh ideas; • Ability to accomplish required tasks earlier than is set by deadlines; • Good candidates for future job offer i. Benefits to the individual/Student • It was the first working experience; • Ability to apply theoretical knowledge to practical; • Enhance classroom experience; • Develop and practice skills to solve business problems; • Becoming confident in business sphere; Develop personal skills by developing professional talent. j. Problems and difficulties if any faced during the internship period One of the main difficulties was to combine studying and working processes. Another obstacle was connected with the language. The theory that we obtain at KIMEP is in English, while business communication at JCS “Kakommertsbank” primarily is in Russian, therefore, many terms were new for me, but it was extremely beneficial to work with such difficulties. II. Organization Part

About Kazkommertsbank Established in 1990, Kazkommertsbank is one of the largest private full-service banks in Kazakhstan, measured by total assets. It provides corporate banking, retail banking and other financial services. The Bank’s principal activities traditionally have been the acceptance of deposits and the provision of loan and credit facilities in Tenge and foreign currencies. It also offers a wide-range of current account-related services, such as direct debit payments, and also retail (banking) loans.

The bank has affiliated banks in Kyrgyzstan (Open Society «Kazkommertsbank Kyrgyzstan»), in Russia (“Moskommertsbank”) and in Tajikistan (JSC «Kazkommertsbank Tajikistan») (www. kkb. kz). As for October, 1 2009 owner’s equity equaled to 384 484 millions Tenge, ROA was 0,52% and ROE amounted to 3,80% (www. kase. kz). Essential source of attraction of means there are bank deposits which make about third in total amount of funding. According to the bank’s official web-site, the bank also offers a ide spectrum of activities in service of current accounts of clients, such as payments, debit and credit cards and retail banking. Kazkommertsbank is a unique bank in Kazakhstan, emitting credit and debit cards of all three largest international payment systems-VISA, MasterCard (Cirrus/Maestro) and American Express. Moreover, the bank released the first credit bonus cards called GoCard in 2005. Kazkommertsbank is the leader in a Kazahstani banking system in the market of remote bank service. In the beginning of July, 2008 the number of the registered users of a financial portal for physical persons Homebank. z has exceeded a mark of 150 000 people, among which are not only clients of Kazkommertsbank, but also owners of payment cards of joint-stock company “KazInvestbank”, joint-stock company «Citibank Kazakhstan» and Subsidiary Bank of the joint-stock company «SBERBANK ROSSII» (www. kkb. kz). Except actually bank services, the bank renders also other financial services. Being one of the major participants of a securities market and the currency market of Kazakhstan, it provides management of monetary resources, including currency-conversion operations, operations in the monetary markets, and operations with securities.

According to the general Bank license, the bank has the right to carry out transactions (sale, purchase and storage) with valuable metals, including gold and silver. Since 2001 the bank offers trusting services, mainly, confidential management of money resources and actives to the corporate and retail clients History of Kazkommertsbank AS it is stated on www. kkb. kz, the history of Kazkommertsbank (further – Bank) takes the start from “Medeu” Bank which was formed on July, 12, 1990 as an open joint-stock company according to the legislation of the Kazakh Soviet Socialist Republic.

After the country became the sovereign state, “Medeu” Bank has been re-registered into an OJSC “Kazkommertsbank” and received the license of National bank of the Republic of Kazakhstan ? 48 as of October, 21, 1991 on carrying out bank operations. This day also is considered as an official birthday of the Bank. In April, 1994 the Bank united with other Kazakhstan commercial bank – “Astana Holding”. Since 1994 the Bank participated in a number of the special programs prepared and ponsored by National Bank of RK and Ministry of Finance RK, and also the international financial institutions – such, as The World Bank, European Bank of Reconstruction and Development, Islamic Bank of Development, Kreditanstalt fur Wiederaufbau and The Asian Bank of Development (www. kkb. kz). In 1995 Kazkommertsbank actively participated in economically and politically significant processes of re-structuring and privatization of the enterprises of oil-and-gas branches as an official adviser of RK Government.

During 1996 the bank tried to achieve basic standards to conform to the international standards of bank activities. So, “Kazkommertsbank” became one of the first Kazakhstan banks that received the international auditors report (from “Deloitte and Touche”). In May 1998, Kazkommertsbank was the first who issued Eurobonds for the sum of 100 million US dollars and for the period of 3 years. In total for the next years the Bank has issued internal and international bonds for the sum more than 1,5 billion US dollars (www. kkb. kz).

In December 2005 Kazkommertsbank has signed an agreement on the syndicated loan in 1,3 billion dollars, which was the largest agreement among similar transactions not only in Kazakhstan, but also in all Central and the Eastern Europe and the CIS region. In March 2006 “Kazkommertsbank” won a nomination «the Best bank on emerging markets successively: Kazakhstan» following the results of annual research of international magazine Global Finance. Besides, it won the nominations «Best Bank in Trading Financing» and «Best Bank in the Currency Market».

All this time Kazkommertsbank has been receiving the rank «Best Bank of Kazakhstan» (www. kkb. kz). Kazkommertsbank business segments Corporate banking KKB is the largest lender to medium-sized companies and international companies operating in Kazakhstan. KKB’s competitive advantages in corporate banking include its ability to provide larger and longer-term facilities than its peers, and its access to cheaper financing. KKB currently provides payroll services to its main corporate clients, which is used for cross-selling into retail products.

Banking for Small and Medium-Sized Enterprises (SME) (www. kkb. kz). KKB is rapidly increasing its banking services for SMEs, the market is regarded as underserved and as offering high-yielding lending opportunities. Retail Banking KKB offers its retail customers a comprehensive range of products, including residential mortgages, consumer loans, e-banking, debit and credit cards, and deposit and current accounts. It has one of the top three positions in terms of market share, residential mortgages and retail loans, retail deposits, and credit cards, and ATM services.

KKB had about 253,000 retail customers as of 30 June 2006 and plans to increase its retail operations by expanding its branch network to 240 by 2010 and launching an aggressive marketing campaign focused on cross-selling opportunities. Management issues As it is stated on the web-site of “Kazkommertsbank”, their management issues are the following. Mission is to provide high quality products and services to predominantly medium- and large-sized Kazakhstani and international corporations operating in Kazakhstan.

Vision is to maintain its position as a leading bank and financial services company in Kazakhstan, while increasing profitability through managed growth and increased operating efficiency. The Bank’s strategy is to maintain its position as a leading bank and financial services company in Kazakhstan, while increasing profitability through managed growth and increased operating efficiency. In order to implement this strategy, the Bank intends to focus on the following: • Expansion of Banking Services. The Bank will focus on expanding its services.

In particular, “Kazkommertsbank” intends to develop its corporate client base and improve the quality of its loan portfolio. In order to diversify the portfolio, the Bank will seek to proportionately increase its lending to SME. • Improvement of management information systems and operating efficiencies. The Bank has been working to improve operating efficiencies through organizational restructuring and investments in human resources and information technology. The Bank continues to introduce more advanced information systems in the future. • Improvement of funding base.

The Bank aims to increase its capital markets funding, including subordinated and senior debt issues, asset securitization programs, co-operating with multilateral financial institutions and foreign export credit agencies and by increasing its market share in term deposits from corporate and retail clients in particular. • Expand into other financial services markets. To capitalize on expected opportunities at securities market, the Bank is taking steps to further its expertise and position itself through the operations of its subsidiaries such as JSC Kazkommerts Securities and JSC Kazkommerts Policy, rendering insurance services.

Management of the Bank is responsible for the preparation of the condensed interim consolidated financial statements that represent fairly the financial position of the Bank results of operations, cash flows and changes in accordance with Financial Reporting Standards. In preparation the condensed interim consolidated financial statements management is responsible for selecting suitable accounting principles and applying them consistently.

In addition, management should make judgments and estimates that are reasonable and prudent and check whether IFRS have been followed, as well prepare the condensed interim consolidated financial statements on a going concern basis, unless it is inappropriate to presume that the Bank will continue in business for the foreseeable future. Management is also responsible for: designing, implementing and maintaining an effective and sound system of internal controls, throughout the Bank.

Besides this, it should maintain statutory accounting records in compliance with legislation and accounting standards of the Republic of Kazakhstan as well as take such steps that are available to them to safeguard the assets of the Bank; and detect and prevent fraud and other irregularities. Marketing issues Today the main marketing strategy of the Bank is enhancement of new customers. To reach this goal the following marketing strategy is developed by the Bank: • Development of the advertising and promotion materials hat accurate in terms of legislation and services/products that bank provides • Identify cost effective marketing channels that will cover the particular target market • Make competitive analysis and define advantages and disadvantages of the Bank’s products • Make analysis of the target market to understand customer’s preferences and expectations from banking products and services • Build positive image of Bank as the Bank innovator and Bank that is close and accessible for customers (recently, Bank had an image of very expansive bank that provides banking products and services only for reach people) • Develop customers loyalty to the Bank and customers satisfaction • Increase Bank’s market share in retail banking particular market share of retail credits. Market dynamics The latest situation on the banking market has been quite tough; however, it has been improving now. Bank started to recover from the world financial crisis so banks give loans again and continue to attract funds from the population. So, nowadays banks begin to act aggressively and develop their marketing strategies to stay competitive and to acquire new customers.

Today, clients are attracted not only by lucrative rates and terms but by offering complex services that include as “initial banking services” as modern demanded tools, such as Internet banking, Client-bank software and others. Competitive dynamics Kazkommertsbank is one of the leaders at Kazakhstani banking market and one of the main contributions to this was made by their well-elaborated marketing strategy. Kazkom offers almost unique products such as Internet banking and bonus scheme Go-card. These two tools are attractive to many customers and help to develop strong relationships with clients. Besides this, the bank has several advertising campaigns, including TV commercials and street banners, in order to attract new customers, i. e. extra funds. SWOT analysis “Kazkommertsbank” is one of the largest and prosperous banks on financial market of Kazakhstan.

As every organization, the bank has its own strengths and weaknesses, faces various opportunities and threats. Summary of the SWOT analysis is given in appendix (Table ), and more detailed information is presented below. Strengths “Kazkommertsbank” is one of the largest banks in Kazakhstan that offers its services to more than 60 000 clients which is wide customer base. It allows the Bank to earn considerable amount of revenues from operating them. Another strong aspect of the Bank is its well-developed products, such as large deposit options with gainful rates, low mortgage terms, various types of credit and debit card and many others. As well as this, many clients find it very convenient to use Internet banking. Kazkommertsbank” was the first bank in Kazakhstan to offer such a service to its customers which was definitely a plus. Besides this, many customers appreciate the Go-card bonus system. It encourages people to pay for their purchases and receive either discounts or bonuses that range from 3 to 30 percent. And the last but not least strong side of the Bank is a large number of ATMs around Almaty and other cities of Kazakhstan. “Kazkommertsbank” clients do not have to look for ATM because they can be found almost everywhere. Weaknesses Although “Kazkommertsbank” has a number of awards, “Best Bank of Kazakhstan” among them, still it has some weak points.

External dept can be one of them, as the Bank owes a great amount of money to foreign financial institutions. It can cause some significant problems in the future. This weakness automatically brings up another issue that is low liquidity. The Bank does not have appropriate amount of current assets and may face troubles if many clients want to have their money back. Opportunities “Kazkommertsbank” currently operates in Kazakhstan, Russia, Kyrgyzstan and Tajikistan. The Bank can also expand to other regions, for instance it can go to other Central Asia countries like Uzbekistan and Turkmenistan, as well as to CIS counties such as Ukraine and Belarus. This will increase customer base and bring new money to the bank.

In addition, the Bank can offer new services to its current clients, for example introduction of derivatives or exotic options, compound products. Threats Financial crises caused a lot of problems in banking sector not only in Kazakhstan, but around the world. So, currently the situation in the banking sector is very unstable. Consequently, many customers may become less sure about their bank and withdraw their deposits which will decrease the number of cash in the bank. In addition to this, foreign banks are unwilling to lend money to Kazakhstani bank which can cause problems with cash liquidity at “Kazkommertsbank”. Finance/Accounting issues

As it was mentioned above, the Bank is organized on the basis of three main business segments: • Retail banking – representing private banking services, private customer current accounts, savings, deposits, investment savings products, custody, credit and debit cards, consumer loans and mortgages. • Corporate banking – representing current accounts, deposits, overdrafts, loan and other credit facilities, foreign currency products, guarantees and letters of credit and derivative products. • Investment banking – representing financial instruments trading, structured financing, corporate leasing, and merger and acquisitions advice. Transactions between the business segments are conducted on normal commercial terms and conditions.

Funds are ordinarily reallocated between segments, resulting in funding cost transfers disclosed in operating income. Interest charged for these funds is based on the Group’s cost of funds attracted. There are no other material items of income or expense between the business segments. Segment assets and liabilities comprise operating assets and liabilities, being the majority of the balances sheet, but excluding items such as taxation and borrowings. Internal charges and transfer pricing adjustments have been reflected in the performance of each segment. Revenue sharing agreements are used to allocate external customer revenues to a business segment on a reasonable basis. In order to protect tself from different types of risks connected with the main business of a bank there is a department that is concentrated on preventing bad scenarios, like the department where I had a chance to pass my internship, the department of “Monitoring and Analysis of Credit Portfolio and Risk-management”. Operations management and Information system issues To be a leader on the market, Bank needs to use highly innovative and operative information technologies and systems. One of them is system of electronic workflow, which allows optimizing paper work and many businesses processes in Bank. Optimization of the business processes leads to decrease in operation costs and to customer’s satisfaction with banking services. Automation of banking processes helps to appropriately and accurately define customer’s creditability and pay ability, so minimize credit risks that are assumed in credit processes.

As well as this, many departments in the bank use highly efficient programs that allow them to stay in touch with National Bank and other regulatory institutions. Besides this, locally developed programs let them to make quick transactions through system of Internet banking. In addition to this, standard programs of Microsoft office are widely used across the bank in day to day activities. Summary Many economic zones in which the Bank work, are characterized by the raised risk since there is no sufficient knowledge of behavior of consumers, positions of competitors, about a correct choice of partners, there are no reliable sources of reception of commercial and other information. The current situation in banking is unclear due to the liquidity crises that expanded to Kazakhstan as well.

Crises in Banking involved into economy of Kazakhstan, so inflation rates in increased, bringing with it increase in prices of retail products and decrease in consumption rates of Kazakhstan population. This factor lead to reduction in necessity of banking precuts especially retail credits. It is hard to make appropriate prognoses of future situation and stay a leader on a market. That’s why it is very important to have well-developed strategic plan, to define mission and vision of the company, to set concrete goals. There is a vital importance for every manager of the Bank, from low level to the top, to know the answer to the major strategic questions: Where is the company at present time? Where it is going to be? And how is it going to achieve this position?

In their strategic plan, marketing plan and management issues, KKB answers all these questions, so they definitely know in what direction to move in short and long-run periods. How motivation influence employee performance at JSC “Kazkommertsbank”. Introduction In today’s highly competitive conditions among companies employee performance becomes a very important issue. The better employees work, the better results organizations show. According to the web-site www. managementstudyguide. com, motivation “improves the level of efficiency of employees”. An inspired worker will show outstanding performance that will boost his or her productivity. That will lead to decreased costs of operations and as the result total efficiency will go up.

Employee performance is a function of ability multiplied by motivation (Whetten, 2007). Ability refers to employees’ knowledge and education, their expertise and past experience. So, human resource managers should choose the best people that fit open positions. However, it is vital not only to select the right people but also to choose appropriate motivation techniques to inspire employees. A motivated worker does his job better and likes it more than those who are not so motivated. In addition to increased performance and productivity, the satisfaction with the job itself will rise. Every good manager understands the significance of this subject, however not every executive knows how to implement theory into practice.

Consequently, this may lead to some undesirable outcomes, for example, low sales, high turnover rates, increased number of mistakes and errors, conflicts among subordinates, lack of new ideas and creativity. Problems may arise if a manager does not know the nature of his or her subordinates. According to the web-site www. accel-team. com, appreciation of this fact is “a prerequisite to effective employee motivation in the workplace”. The objectives of this paper are to understand current motivation level at “Kazkommertsbank” and to propose other motivation techniques that could help increase employees’ satisfaction with work and boost their productivity. Methodology

Data collection In order to write this report I used various sources to gather information about “Kazkommertsbank” and to conduct analysis. The facts and figures that tell about the history of the bank and its operations were taken from Internet sources such as www. kkb. kz, www. afn. kz and www. kase. kz. In addition to these data, I also made conclusion from my personal observations during my working time. While working on the report I held an interview with one of the employee of “Kazkommertsbank”. The respondent’s name is Kanat Khalilov whose position is a risk manager at Risk Management Department Modeling Division of JSC “Kazkommertsbank”.

I have decided to choose this particular person because he has good education and broad experience in various financial institutions. He was asked several questions concerning motivation in the organization (the script of the interview is attached in appendix). This was the primary source of data based on which the proceeding research was conducted. Although, an interview is a good way of collecting information; it is used to get qualitative data. To obtain general view on what is happening in the bank, I prepared questionnaires based of the interview questions with sixteen questions out of which two questions were open. I distributed fifteen copies among the employees of Risk Management Department and the response rate was one hundred percent. Theoretical part

Motivation can be defined as anything that affects behavior in pursuing a certain outcome. A great number of theories have been developed in order to help managers motivate their employees; unfortunately in our local organizations not many of them are used. However, the importance of motivation is huge for any organization. As it was mentioned by the site www. managementstudyguide. com, effective motivation can lead to the accomplishment of organizational goals and objectives. That means that finding the right way to motivate subordinates will result in better co-ordination and co-operation, which are the two components of assisting in attaining organizational goals.

In addition to what was mentioned above, motivation can bring stability of workforce (www. managementstudyguide. com). It is clear that stable workforce is significant in terms of reputation and goodwill of a company. If employees feel that they take part in managing their organization, they stay devoted to their company. This will cause employees to show their best in performing and create a good public image in the market. And if the organization has good reputation, the number of clients will be increasing constantly and good specialists will strive to work there. The most popular motivation theory is the hierarchy of needs theory that was developed by Abraham Maslow in 1943. According to the web-site www. learning-theories. om, the basis of Maslow’s motivation theory is that human beings are motivated by unsatisfied needs, and that certain lower factors need to be satisfied before higher needs can be satisfied. According to Maslow, there are general types of needs (physiological, survival, safety, love, and esteem) that must be satisfied before a person can act unselfishly. Another famous theory is two-factor theory by Frederick Herzberg. According to his theory, people are influenced by two factors: motivation factors that bring satisfaction and psychological growth, and hygiene factors that cause dissatisfaction (http://en. wikipedia. org). In his opinion, hygiene factors are needed to ensure that employees do not become dissatisfied. These factors do not lead to higher levels of motivation, but without them there is dissatisfaction.

Motivation factors are needed in order to motivate employees into higher performance. These factors result from internal generators in employees. As Herzberg stated, achievement, recognition, responsibility, advancement and growth can lead to satisfaction, while work conditions, salaries, supervision and company policies can cause dissatisfaction. Vroom’s expectancy theory is very popular as well. It states that people are motivated when they believe they can accomplish the task, they will get the reward, and the rewards for doing so are worth the effort (Whetten, 2007). The same statement can be rephrased that motivation force is a product of expectancy, instrumentality and valence (www. quickmba. com).

This means that a person expects himself to accomplish some objectives (expectancy), and he believes that performance will result in getting the reward (instrumentality) and at the end what value a person places on the outcome or reward (valence). One more motivation theory is connected to the person personality and has to be applied to each person individually. That is acquired needs theory by McClelland developed in 1961 (www. strategies-for-managing-change. com). It states that every person has his own needs, need for power, affiliation or achievement. These needs can be identified with a help of special test. After getting the result a manager can understand how he or she can motivate a particular employee.

For example, for those who fall in the achievers category managers should set them even harder goals and stretch their limits. The goal-setting theory by Locke is also a good way of motivating employees. Goals are the source of motivation because they indicate what has to be done and how much effort should be exerted. Attainment of goals satisfies the individual’s achievement drive, boosts the self-esteem. Thus, it can be said that specific goals increase the performance than general goals. “Locke’s research showed that there was a relationship between how difficult and specific a goal was and people’s performance of a task” (www. mindtools. com).

It means that the manager should set goals and objectives to his subordinates but these goals should be SMART, or specific, measurable, attainable, relevant, and have time-bound. However, not only the goals are important, executives should give their feedback when the task is finished in order for employees to know whether they are succeeding or whether they need to change direction. Reinforcement theory is known to be one of the most powerful motivation tools that can increase desired behavior and eliminate undesired behavior (http://faculty. mdc. edu). It means that there are two types of reinforcement: positive and negative. Positive reinforcement results when the occurrence of a valued behavioral consequence has the effect of strengthening the probability of the behavior being repeated.

Negative reinforcement results when an undesirable behavioral consequence is withheld, with the effect of strengthening the probability of the behavior being repeated. Punishment attempts to decrease the probability of specific behaviors being exhibited. Punishment is the administration of an undesirable behavioral consequence in order to reduce the occurrence of the unwanted behavior. Findings and Analysis Personal observations During two months of internship I had a chance to understand how a real organization operates, to observe the chain of command and to get a view of who reports to whom, to identify the relationships between employees.

As well as this I had a chance to see how some management concepts are used, motivation issues in particular, and realize which of them are successful and effective. The ability to talk with employees of different levels revealed some discrepancies between the opinions of lower level employees with the words of higher level managers. The executives are persuaded that their subordinates have enough motivation to perform their tasks and do their job well. According to the management’s point of view, the motivation tool – money – that they use is effective and successful. That leads to the fact that managers do not try to apply other motivating theories. On the other hand, regular employees think that they can be motivated more effectively.

Many people like the idea of growing salaries on a yearly basis that is dependant on performance; however this tool works only for several months until people get used to new salary level. After that they feel uninterested in their work and have no desire to improve their performance further. After considering this fact it becomes clear that management should find new ways of motivating their subordinates. Money is an extrinsic tool that sooner or later may lead to dissatisfaction with the job. So, it is crucial for higher level managers to find some other ways of motivating their staff. Questionnaire analysis According to the answers in questionnaires the majority of the respondents, that is 53 percent, believe that motivation techniques that their management use do not work.

In addition, there is another 27 percent who answered that their bosses do not know how to motivate their employees. It is clear from the figures that “Kazkommertsbank” executives should reconsider their views on motivation and pay more attention on the needs of their employees and try to find individual approach to every subordinate. The answer to the question what motivation tools are common at “Kazkommertsbank”, the majority of respondents mentioned increase in salaries and bonuses at the end of fiscal year, as well as punishment for being late. It is natural that all the employees enjoy additional money; however the opinion on punishment was a little bit different.

This penalty system is very strict and requires a ten percent cut of a monthly salary. That is done to discourage the staff from being late, so that every employee starts working at the more or less same time. However, from the research I understood that 53. 3 percent is against salary reduction because of being late and believe that this method is not effective and that it decreases employees’ motivation to work from the beginning of the day. But still there are some 33. 3 percent of the respondents are convinced that this system brought discipline and order to the operations of the bank. Another question was about main motivators that can inspire people. The answers to this question were diverse.

As the respondents were asked to choose three things that motivate them, the results are the following. The majority answered that bonuses (60%) and salary increases (53%) are the primary motivation tools. This fact also is proved by the answers to the ninth question where 60 percent of employees answered that they would be motivated if their salary was increased. The least popular answers were pleasant working environment (13%) and self-recognition (20%). The results are not surprising because we are living at the time when people are afraid of losing their jobs and according to Maslow hierarchy of needs, they are interested only in primary physiological needs such as food and have not reached the top of the pyramid of needs.

Interestingly, there are some respondents for whom appreciation of management, challenging tasks and position can become good motivations and improve their performance. As well as this, there was a set of questions that was specially designed in order to find out other ways of motivating “Kazkommertsbank” staff excluding monetary tools. The greater part of employees will be motivated if they are provided new equipment (53. 3%), or are offered to work flexi hours (86. 7%) and are paid for overtime (100%). In addition, many employees, that is 73. 3 percent of the staff, would like to have special training in order to obtain new skills and improve their qualifications. Also, many “Kazkommertsbank” workers, or 73. percent of the respondents, would like to have a clearly stated and specially developed career succession plan in order to know how they should perform and what to do to get promotion One more question asked was about the employee’s satisfaction with current position in the bank. 26. 7 percent of the staff is fully satisfied and they would not change anything. However, 53. 3 % that is the majority are not content with their current position and would like to alter some of the activities performed. In addition, the greater number of the pollees or 46. 7 percent stated that their performance is influenced by the motivation. It means that these people need to be motivated in order to do their job well. Interview analysis

During the interview we discussed the following issues: • Interviewee’s opinion on motivation in the bank Although the work experience of the respondent is not extensive, only a year, he has a negative opinion towards motivation in the organization. He stated that the main and only motivation tools that are used in the company are money. According to his own words, money motivates him only for a short period of time, after several months he gets used to it. This point is similar to the answers in questionnaires. This confirms the lack of diversification of management techniques used in the company. However, the discussion revealed another motivation tool that is used in the bank – salary increases if extra work is done. It is interesting that no other respondents mentioned this fact before that means that this technique is used rarely. • Comments about punishment

During the interview I have found out that this system was introduced quite recently however the interviewee opinion on it is controversial. In his opinion, the discipline has improved dramatically; almost everybody comes on time now. But on the other hand he has been punished himself a couple of times and the reduction in salary was significant. He complained that management can reduce salaries easily, but nobody is willing to pay extra for overtime or outstanding performance during the month. • Are you satisfied with your current role in the bank? The respondent is not happy with his current position in the bank; he thinks that his job is not challenging enough and does mot allow him to use his skills and knowledge at full capacity.

He says that it is very hard to show your best, to be noticed by management. Every initiative is not supported, and there is no point of doing anything in order to optimize or improve operations as it is known from the very beginning that no one will support it. • Choose 3 things that motivate you the most According to the respondent, he is a very ambitious person and he is motivated by challenging tasks because after completing such assignments he feels confident, satisfied and valuable. As well as this, he is motivated by money, especially if he is paid extra hours. And the most powerful motivator for him is appreciation of management because he feels himself important and needed. Summary

As we saw from previous sections, motivation is a very important factor highly influencing the performance of particular worker and the organization in general. There are many theories and techniques developed for influencing staff’s ability and will to work in the particular organization. Some of the approaches described in the theoretical part are quite difficult to implement, however there are plenty of others that can be easily implemented in any organization, even in such big as “KazkommertsBank”. To understand the current situation with motivation of worker in “KazkommertsBank” I have applied several research tools and got quite interesting results.

As I have found, management of the bank do not pay much attention to needs and expectations of its staff, and that is why ignores most of available motivation techniques and tools. Moreover, such attitude of the employer leads to dissatisfaction and demotivation of employees. The main factor that keeps that people with “KazkommertsBank” now is salary and various monetary rewards for extra work. That was proven by them results of questionnaires. Given the fact that money is only temporary motivator, it is very important for “KazkommertsBank” management to think about development and implementation of “motivational” culture in organization, applying “non-monetary” ways of making staff being interested in work they do, promote “creativity” and “pro-activity”, and make people be proud of working at “Kazkommertsbank”.

My interview and observations have revealed several ways how to motivate employees and organize better working environment. Recommendations As it can be seen from observation, interview and questionnaire “Kazkommertsbank” management uses the following motivation theories: • Reinforcement theory. Punishment is applied across the bank in order to discourage people from being late. • Two factors theory. The main tools used are hygiene factors, such as salary; however no real motivators are employed, for instance growth or responsibility. Having analyzed the current situation of the motivation level among the employees of “Kazkommertsbank”, I have come to the conclusion that many things concerning motivation should be changed.

First of all, I would recommend the employers to get to know their employees better in order to understand their wants, need, plans, etc. This will assist them to understand what inspires the staff other than money. Every person should reach each step of the Maslow’s hierarchy of needs, but money give a way only for achieving its lowest step. So, in order for an employee to develop and get to the top of the pyramid that is to achieve self actualization need, management should take this theory into account. As a manager, it is important to understand the level of needs that others have. This is at the root of developing effective incentive programs and in maximizing productivity.

Secondly, Kazkom’s management should understand that there are some factors that can cause satisfaction and other that lead to dissatisfaction. Two-factor theory can be helpful here. According to the site http://en. wikipedia. org, “the job should have sufficient challenge to utilize the full ability of the employee”. As the survey revealed, many employees do not feel themselves valuable and do not see any point in exceeding their responsibilities as there is no support from management. So I would recommend executives to give their staff higher level of responsibility so that they can feel themselves needed and important. This is a huge mistake that needs to be eliminated, so empowerment should be introduced to the working process of the bank.

In addition, I would advise managers to conduct special tests in order to uncover which preferences their employees have, that are power, achievement or affiliation. These there needs will guide them and help elaborate individual motivating approaches to each employee. For instance, I would recommend challenge people that have need for achievement with nonroutine, challenging tasks with clear, attainable objectives as well as give them increased responsibility for doing new things. As it was found out during the survey, there are some people who like challenging tasks. In addition, affiliation-seekers can be motivated with the ability to work with people, maybe include them in some teams so that they can socialize with others.

In my opinion, the ones that are in search for power can be motivated if they have an ability to make decision or organize their schedule themselves. Also, employees need to know what they have to do, so I would recommend management to learn how to set their subordinates smart tasks. Although, it is not that easy managers should practice and always check whether the assignment given are specific, measurable, attainable, relevant, and have deadlines. And they should give their feedback immediately, because if management want their employees to develop, their response is crucial. During the survey, there were several questions asking employees about other possible motivation tools (questions 11 to 15).

So, I would suggest management to implement some of them, or even all of them. For instance, flexi hours can be offered to employees who are power-seeker and professional training to the ones that enjoy meeting new people. As well, people should know what will happen to them in the future and they need to understand what management expects from them. Strictly defined career succession plan can help with that, because each employee will see their goal and will do their best to achieve it. Besides these new possible ways of motivating the staff, I would suggest “KazkommertsBank” management to reconsider current punishment policy towards being late. Many employees have bad impression of it.

Although it has brought some significant results, I would advise to reduce the fine from 10% of reduction to 2%, because the current system is very strict and can cause significant losses to employees even if he or she is late once a month. Of course, this is not the limit of all possible future changes in motivation policy of the bank, it is just the beginning. However, it is very important to begin and find out how employees will react to it and to see if their and overall performance of the organization will improve. |Strengths |Weaknesses | |Wide customer base |Large external debt | Well-developed products |Low liquidity | |Elaborated Internet banking | | |Attractive Go-card bonus system | | |Large number of branches and ATMs | | |Opportunities |Threats | |Expansion to other markets |Unstable situation in banking sector | |Introduction of new products |Customers’ loan withdrawal | | |No money inflow from abroad | |JSC “Kazkommerts securities” |Securities dealing and brokerage | |“Processing Company” LLP |Managing plastic card operations | |

Kazkommerts International B. V. |Money investment and international capital attractions | |Kazkommerts Finance B. V. |Money investment and international capital attractions | |Kazkommerts Capital B. V. Money investment and international capital attractions | |JSC “Grantum Asset Management” |Investment fund on pension assets managements | |JSC “Kazkommerts life” |Life insurance | |JSC “Kazkommertsbank Kyrgyzstan” |Commercial bank | |JSC “ Grantum” |Pension fund | |JSC “Kazkommerts Polis” |Insurance | [pic] References www. kase. kz www. kkb. kz http://en. wikipedia. org/wiki/Two-factor_theory www. afn. kz http://www. quickmba. com/mgmt/expectancy-theory/ http://changingminds. org/explanations/theories/acquired_needs. htm http://en. wikipedia. org/wiki/Equity_theory http://www. responsiblethinking. com/rtpvrft. html http://www. mindtools. com/pages/article/newHTE_87. htm http://www. learning-theories. com/maslows-hierarchy-of-needs. html book http://www. managementstudyguide. com/importance_of_motivation. htm \

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