Factors influencing motivation of employees in an outbound banking sales call centre.
Maharaj, Divyesh Ishwarlall.
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Background: The concept of motivation has been a point of interest for many organizations over the year. Motivation has been researched by psychologists over the years to try and identify critical success factors contributing to positive work performance and human behaviour. In various organizations many different reward and recognition systems have been implemented to try and motivate employees to perform better. These systems especially within a contact centre for sales play a significant role to try and motivate employees to produce better sales results, customer experience and quality of work. The scientific rationale for this study provides insight to leadership in the Standard Bank Direct Channel Sales Centre's on factors influencing motivation of their employees. The objectives are to assist Standard Bank Direct Channel sales leadership in motivating their employees more effectively Methodology: According to Sekaran and Bougie (2013) “When elements in a population have a known, non-zero chance of being chosen as subjects in the sample we resort to a probability sampling design” (Sekaran and Bougie, 2013, p.247).The data collection will be based on two identical questionnaires. One will be sent to employees and the other to the leadership team. Descriptive statistics and chi squared analysis will be used to analyse the results from these surveys and explain them.. For the objectives to be achieved the survey needed to be done by both leadership and employees. The researcher wanted to focus on specifically the transactional team where the population was 40 and 5 leaders. Results: The leadership survey was viewed by 188 employees, 13 started, 9 completed and 4 dropped out. This provided a completion rate for the survey of 69%. The employee survey was viewed by 205 employees, 77 started, 37 completed and 40 dropped out. This provided a completion rate of 48%. Chi-squared test of association was carried out to find significant association between categorical variables for workers only. It was found that respondent value their company or not was significantly associated with all the statements which could motivate them (p<0.05) (Motivational and Inspirational talks at work, Time Off Incentives, Financial Incentives, promotion, and Present Leadership Style Workers and managers were asked about items that could motivate them. Majority of the workers agreed or strongly agreed that promotion (83%) followed by financial incentives (81%) could motivate them. Conclusion: This study has concluded the motivational factors identified and identified high alignment of leadership to some of those factors.