Satisfaction of Polish bank employees with incentive systems: an empirical approach

Kaźmierczyk Jerzy; Żelichowska Elżbieta

This article considers employee satisfaction with incentive systems. Strict requirements for the efficiency of human resource management (HRM) and internal public relations make it a major management problem. The importance of this study lies in the fact that incentives affect all stages of HRM. This work reports the results of an empirical survey of Polish bank employees, which was aimed to establish to what degree incentive systems met employees' expectations and to analyse the impact of such incentives on employee satisfaction. The authors advance the thesis that male bank employees are more satisfied with existing incentive systems than their female counterparts. The discussion is supported by empirical research based on a sample of 1, 920 Polish bank employees. The article is divided into five sections. The introductory section is followed by Section Two, which reviews employee motivation and analyses the above thesis. Section Three describes data sources and research methods, and Section Four presents findings and conclusions.

Key words: motivation, incentives, compliance, employees, banks, Poland

Introduction

More and more researchers analyse employees' motivation [15, p. 85; 16, p. 30; 19, p. 38; 22, p. 151; 24, p. 21; 31, p. 9], with particular emphasis being laid on the issue of incentives, which are used with varying intensity and contribute to employees' work satisfaction. Creating a conformity incentive system is not a simple task. The effectiveness of the implemented incentives depends on the proper recognition of thesis tools. The needs and expectations of employees are changing, so it is important to identify them. The diversity of employees is another factor which should be taken into consideration when optimizing the effectiveness of the motivational function.

Baltic Region. 2017. Vol. 9. Me 3. P. 58—86.

SATISFACTION OF POLISH BANK EMPLOYEES WITH INCENTIVE SYSTEMS:

AN EMPIRICAL APPROACH

1,2

J. Kazmierczyk E. ¿elichowska1

<S>

1 Poznan University of Economics 10 Al. Niepodleglosci, Poznan, 61—875, Poland.

2 Tyumen State University

6 Volodarskogo St., Tyumen, 625003, Russia.

Submitted on March 06, 2017

doi: 10.5922/2079-8555-2017-3-5

Motivation is a very important factor in the success of the entire organization. Employees' motivation is closely related to satisfaction of existing incentives. It means that those incentives should be very well planned to magnify employees' contentment.

This study analyzes employee incentives in the banks of Poland. The banking sector has been chosen as an area of analysis due to its dynamic growth in the Polish economy. Banks employ a lot of staff in a variety of positions and are characterized by a complex organizational structure. For over 25 years they have experienced large employee turnover including the implementation of human resource solutions transferred from their foreign parent banks [3, p. 147; 15, p. 63].

Employee incentives have been studied for a long time, as it is evident from the literature review below [2, p. 633; 6, p. 88—90; 7, p. 71; 8, p. 91; 9, p. 2207; 11, p. 1; 17, p. 227; 21, p. 81; 26, p. 107; 29, p. 701; 30, p. 466]. There is insufficient research into the changing economic and social conditions [23, p. 50; 28, p. 29—30; 32, p. 127]. There is also a lack of in-depth research into the conformity of the incentive systems of the banks in Poland.

This study focuses on the approach to motivation from an employee's point of view and includes a selected group of employees representing the banking sector in Poland. The aim of this study is to present the results of the author's own empirical research conducted among bank employees in Poland, to determine the conformity of the incentive system in banks with employees' individual expectations as well as to analyze the influence of incentives on the conformity of employees. This paper is structured in such a way to fully achieve the aim of this study. This paper propounds the following thesis: male employees in banks are more satisfied with the existing incentive system in their banks than females.

To accomplish the research aim undertaken in this paper, the author made use of specialist literature in Polish, English and Russian on economics, human resource management, banking and industrial and organizational psychology (The ACM Digital Library, BazEkon, EBSCO, Emerald, ProQuest). A survey of nearly 2,000 bank employees was also carried out.

Apart from the introduction, this article starts with a brief analysis of the meaning of work motivation and conformity thesis presentation, and the description of the research method adopted. Finally, the research sample has been characterized and the research results have been presented.

Employee motivation and the conformity thesis

At the turn of the century, the approach to work motivation was undergoing constant evolution. The perception of it as an essential component of the management process, thanks to which employee efficiency could be increased is an approach adopted only recently. Still in the period preceding the industrial revolution, the most commonly used forms of motivation were based on the fear of sanctions — physical, financial, or social [27, p. 12]. Currently, motivation is a term studied in many fields of science, such as psychology, organization and management, or economics.

The process of motivation is to result in achieving the optimal level of motivation. Motivation is very important both in everyday and professional life. Thanks to it, people attain not only goals they set themselves but also those set by others. D. Podmoroff propounds a thesis that "...motivated workers are essential for the company's survival. They are more efficient and their positive energy creates a good atmosphere and is infectious to others." [20, p. 37].

From the point of view of organization, motivation is one of the main functions of management [1, p. 21; 18, p. 136; 15, p. 85]. Managers play a key role in the shaping of an organization's effectiveness. They are responsible for motivating the employees to achieve the established objectives. managers do it by meeting the employees' needs, emphasizing the value of their contribution, as well as recognizing and rewarding their successes.

This paper propounds the following thesis: male employees in banks are more satisfied with the existing incentive system in the banks than female. The main reason for postulating this thesis is the results of a survey conducted by the Catalyst organization in 2008. It shows that despite having the same qualifications and the same level of education as male employees, female employees are less satisfied with their professional career than males [12, p. 82]. There are grounds to believe that male employees of the banks in Poland are more satisfied with the current incentive system in their organization than females.

Methodology1

The data from the survey, which was conducted from January 2016 to April 2016, were used to test the research thesis. The 'snowball' technique was used to collect the data2. The survey participants were invited by respondents of the previous surveys. Personal contacts and individual visits to banks were used to collect the data. More than 20,000 requests were sent asking to fill in the questionnaire via e-mail, social networking websites (such as Facebook, GoldenLine and LinkedIn) and thematic forums. Both an electronic version (https://docs.google.com/forms/d/1fq9ZKdr8zXA7zjp8w FowBqJ6ciT4nSmjer598pGWbG0/viewform) and a hard copy of the questionnaire were used in the survey.

1 The research results presented are part of a broader study recruitment, forms of employment, motivation, professional education, e-learning, loyalty, stress, work efficiency, MBO, perks, mobbing, professional career, derecruitment, dismissals and outplacement), which was based on the same research method. Thus, the description of the research method is applicable also to the results of research on other aspects of HRM and other papers by Jerzy Kazmierczyk (e.g. [3, p. 146]).

2 This research method is simple, inexpensive and allows researchers to reach a wider audience.

The main survey was preceded by a two-staged pilot survey. First, the survey was conducted on a small group of participants (180 students). The aim was to reveal any inconsistencies and to examine whether the questions were understandable^ the pilot study, the questionnaire was modified and improved. In the second stage, the target group consisted of 100 employees from the banking sector.

Finally, the questionnaires were completed by 1,949 respondents. 29 questionnaires were rejected due to low credibility and reliability (for example, some respondents selected "0" in response to all closed-ended questions). As a result, the final research sample consists of 1,920 respondents (152 electronic version and 1,768 hard copy). Table 1 provides more details regarding the sample structure.

Table 1

Sample structure

Criterion Number of individuals Percentage

Gender Female 1,312 68.33%

Male 473 24.64%

No answer 135 7.03 %

Education University (major in economics) 883 45.99%

University (other) 515 26.82%

High school (major in economics) 270 14.06%

High school (other) 189 9.84%

Vocational 2 0.1%

Elementary 2 0.1%

No answer 59 3.1%

Occupied position Senior managerial position 43 2.24%

Middle-level managerial position 129 6.72%

Lower-level managerial position 153 7.97%

Non-managerial position 1,485 77.34%

No answer 110 5.73%

Organizational unit Headquarters 409 21.3%

Regional branch 416 21.66%

Operational branch 1020 53.13%

No answer 75 3.91%

Type of bank Commercial bank 1,342 69.90%

Cooperative bank 481 25.05%

No answer 97 5.05%

The equity National 919 47.86%

Foreign 863 44.95%

No answer 138 7.19%

Workplace Front office 1,118 58.23 %

Back office 460 23.96%

No answer 342 17.81%

End of table 1

Criterion Number of individuals Percentage

Lack 1,820 94.79%

Slight level 12 0.63 %

Disability Moderate level 8 0.42%

Significant level 2 0.1%

No answer 78 4.06%

Source: own computations based on the survey data.

The composition of the research sample according to gender, the type of education and the type of bank corresponds to the structure of employment in the banking sector in Poland [15, p. 115—124]. The mean age of respondents was 36,612 years. The mean work experience in banking was 12,065 years, ranging from 1 to 43 years. The mean total work experience of respondents was 14,976 years (Table 2).

Table 2

Statistics summary: age and work experience

Criterion Minimum Maximum Mean Median Standard deviation

Age 19 64 36,612 35 9,7496

Work experience in banking 1 43 12,065 10,000 9,5799

Work experience with current employer 1 43 9,835 7,000 9,3882

Total work experience 1 45 14,976 12,000 10,2416

Source: own computations based on the survey data.

The locality size criterion demonstrates that the largest group of respondents came from the localities inhabited by 50 th. people, the fewest surveyed people coming from localities with 200—500 th. inhabitants (Table 3).

Table 3

Statistics summary: place of residence

Number of individuals Percentage

Up to 50 th. people 658 34.27%

50—100 th. people 251 13.07%

End of table 3

Number of individuals Percentage

100—200 th. people 245 12.76%

200—500 th. people 124 6.46%

More than 500 th. people 541 28.18%

No answer 101 5.26%

Source: own computations based on the survey data.

The questionnaire consisted of an introduction followed by 23 closed-ended questions and several demographic and work-related questions. The main part of the questionnaire contained questions which refer to a few important human resource management areas. Some of the questions were used to test the research thesis.

Employees' conformity: empirical research

The conformity of the incentive system existing in banks with employees' individual expectations may be analyzed using the decision tree. As in the case of clusters, the decision tree is built on similarities and differences. The conformity of the incentive system existing in banks with employees' individual expectations was assumed to be a dependent variable, whereas all the data available in the data sheets characterizing bank employees were assumed as independent variables.

In the CRT (Classification and Regression Trees) method it is assumed that the homogeneity of the group is a splitting criterion. The resulting groups should be as homogeneous internally as possible (the highest within-node homogeneity possible). CHAID (Chi-square Automatic Interaction Detection) uses multiway splits by default. In this method, the chi square is optimized and the groups can be combined into categories. Both methods assume that each node (set) must involve at least 50 observations.

According to the CHAID method (Chart 1), the most important factor determining the conformity of the incentive system with an employee's individual expectations was age; younger employees (up to 27 years of age) being more satisfied with the existing incentive system. The criterion of age is followed by workplace (esp. for younger staff) and gender (esp. for older staff). Those employed at the bank's headquarters, especially the younger staff, showed greater satisfaction with the incentive system. However, females over 27 years of age were slightly less satisfied with the incentive system than males in the same age group. In their case, the number of days of absence in the last year was also of importance. Females over 27 years of age with high absence rates were less satisfied with the existing incentive

system. The direction of this dependence may constitute an area for further research (namely, whether increased absenteeism causes less satisfaction with the incentive system, or conversely, less satisfaction leads to higher absenteeism).

According to the CRT method (Chart 2), the most important factor determining the conformity of the incentive system with the employee's individual expectations was the number of days of absence from work during the previous year. The CRT method, as did the CHAID method, proved that employees with higher work attendance are more satisfied with the incentive system. Those who were absent from work for an average of at least 4.5 days can be divided into two groups: the young — up to 27.5 years of age (more satisfied) and the older — over 27.5 years of age (less satisfied). These observations are largely consistent with the results of the CHAID method. It turns out that for an employee's satisfaction with the incentive system the following are of importance: young age, high attendance at work and gender (male).

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From Chart 3 it follows that:

— there is a difference between the percentage of female (18.3%) and male employees (15.6%) declaring a complete lack of conformity of the incentive system existing in their workplace with their individual expectations (more females by 2.7 percentage points),

— in the group who declare that the incentive system existing in their workplace is rather inconsistent with their individual expectations males prevail by 3.0 percentage point over females, 34.0 % to 31.0 % respectively,

— among those who do not have any opinion on the conformity of the incentive system existing in their workplace with their individual expectations there are definitely more females (26.5 %) than males (20.5 %) (more females by 6.0 percentage points),

— there is a considerable difference between the percentage of male (26.3 %) and female respondents (19.2 %) (more males by 7.1 percentage points) in the group who declare that the incentive system existing in their workplace is rather conformant with their individual expectations,

— the percentage of female (4.9%) and male respondents (3.6 %) who affirm a complete conformity of the incentive system existing in their workplace with their individual expectations are approximately the same (more females by 1.3 percentage points).

The differences between the respondent groups as to their attitude to the incentive system existing in their workplace may seem small. However, one can observe that more female employees declare a lack of conformity of the incentive system, with a large proportion of female respondents declaring a complete lack of conformity. Meeting the employees' expectations results in their satisfaction, therefore the inconsistence of the incentive system with employees' individual expectations means that they are not satisfied with it.

Age in year Adjusted value P = 0.000,

< = 27

Node 1

Category % n

No conformity 13,8 44

Incomplete conformity 22,3 71

No opinion 28,2 90

Rather conformity than not 28,5 91

Complete conformity 7,2 23

Total 17,0 319

Operational branch;

The conformity of the incentive system with an employee's individual expectations Age in year Adjusted value P = 0.000, Chi-square = 31.589, df = 4

>27

NodeO Node 2

Category % n Category % n

No conformity 17,6 330 No conformity 18,4 286

Incomplete conformity 31,8 595 Incomplete conformity 33,7 524

No opinion Rather conformity than not Complete conformity 25,1 20,9 4,7 470 391 88 No opinion Rather conformity than not Complete conformity 24,4 19,3 4,2 380 300 65

Total 100,0 1,874 Total 83,0 1,555

Organizational unit Adjusted value P = 0.007, Chi-square = 18.517, df = 4

Node 3 Category % n

No conformity 18,7 42

Incomplete conformity 23,1 52

No opinion 26,7 60

Rather conformity than not 24,4 55

Complete conformity 7,1 16

Total 12,0 225

Headquarters

Node 4

Category % n

No conformity 2,1 2

Incomplete conformity 20,2 19

No opinion 31,9 30

Rather conformity than not 38,3 36

Complete conformity 7,4 7

Total 5,0 94

Fig. 1. A decision tree: the conformity of the incentive system in banks with employees' individual expectations by the criteria from the respondent data sheets (CHAID method) (Continued on page 66—67)

>27

Node 2 Category % n

No conformity 18,4 286

Incomplete conformity 33,7 524

No opinion Rather conformity than not Complete conformity 24,4 19,3 4,2 380 300 65

Total 83,0 1,555

Gender Adjusted value P = 0.000, Chi-square = 38.840, df = S

| Female Male |No answer

Node 5 Category % n Node 6 Category % n Node 7 Category % n

No conformity 19,8 210 No conformity 15,6 61 No conformity 14,0 15

Incomplete conformity 32,3 342 Incomplete conformity 34,6 135 Incomplete conformity 43,9 47

No opinion Rather conformity than not Complete conformity 25,9 17,4 4,5 274 184 48 No opinion Rather conformity than not Complete conformity 19,7 27,4 2,6 77 107 10 No opinion Rather conformity than not Complete conformity 27,1 8.4 6.5 29 9 7

Total 56,5 1,058 Total 20,8 390 Total 5,7 107

Continued on page 67

Female

Node 5

Category % n

No conformity 19,8 210

Incomplete conformity 32,3 342

No opinion 25,9 274

Rather conformity than not 17,4 184

Complete conformity 4,5 48

Total 56,5 1,058

The number of days of absence from work in the last 12 months (not including holidays) Adjusted value P = 0",009,

< = 2,00 >2,00

Node 8 Node 9

Category % n Category % n

No conformity 6,4 5 No conformity 20,9 205

Incomplete conformity 30,8 24 Incomplete conformity 32,4 318

No opinion 25,6 20 No opinion 25,9 254

Rather conformity than not 33,3 26 Rather conformity than not 16,1 158

Complete conformity 3,8 3 Complete conformity 4,6 45

Total 4,2 78 Total 52,3 980

Fig. 1

©\

The number of days of absence from work in the last 12 months (not including holidays) Correction = 0.004 The conformity of the incentive system with an employee's individual expectations

<=4,50

Node 1 Category % n NodeO Category % n

No conformity 11,4 31 No conformity 17,6 330

Incomplete conformity 31,5 86 Incomplete conformity 31,8 595

No opinion Rather conformity than not Complete conformity 23,1 30,4 3,7 63 83 10 No opinion Rather conformity than not Complete conformity 25,1 20,9 4,7 470 391 88

Total 14,6 273 Total 100,0 1874

The number of days of absence from work in the last 12 months (not including holidays) Correction = 0.002

<=2,50 1 >2,50

Node 3 Category % n Node 4 Category % n

No conformity 11,1 16 No conformity 11,6 15

Incomplete conformity 27,1 39 Incomplete conformity 36,4 47

No opinion 28,5 41 No opinion 17,1 22

Rather conformity than not 29,9 43 Rather conformity than not 31,0 40

Complete conformity 3,5 - Complete conformity 3,9 5

Total 7,7 144 Total 6,9 129

The number of days of absence from work in the last 12 months (not including holidays) Correction = 0.004

>4,50

Node 2

Category % n

No conformity 18,7 299

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Incomplete conformity 31,8 509

No opinion 25,4 407

Rather conformity than not 19,2 308

Complete conformity 4,9 78

Total 85,4 1,601

Fig. 2. A decision tree: the conformity of the incentive system in banks with employees' individual expectations by the criteria from the respondent data sheets (CRT method) (Continued on page 69—70)

Age in years Correction = 0.004 >4,50

<=27,50

Node 5 Node 2

Category % n Category % n

No conformity 15,2 41 No conformity 18,7 299

Incomplete conformity 20,8 56 Incomplete conformity 31,8 509

No opinion 29,7 80 No opinion 25,4 407

Rather conformity than not Complete conformity 26,8 7,4 72 20 Rather conformity than not Complete conformity 19,2 4,9 308 78

Total 14,4 269 Total 85,4 1,601

Age in years Correction = 0.004

>27,50

Node 6

Category % n

No conformity 19,4 258

Incomplete conformity 34,0 453

No opinion 24,5 327

Rather conformity than not 17,7 236

Complete conformity 4,4 58

Total 71,1 1,332

Gender Correction = 0.003

Female \ Male

Node 11 Node 12

Category % n Category % n

No conformity 20,8 209 No conformity 14,9 49

Incomplete conformity 33,1 332 Incomplete conformity 36,9 121

No opinion 26,0 261 No opinion 20,1 66

Rather conformity than not 15,2 153 Rather conformity than not 25,3 83

Complete conformity 4,9 49 Complete conformity 2,7 9

Total 53,6 1,004 Total 17,5 328

Fig. 2 Continued on page 70

Size of locality Correction = 0.003

to 50 th. people; 50— 100 th. people;

100—200 th. people

Node 7

Category % n

No conformity 10,7 9

Incomplete conformity 29,8 25

No opinion 38,1 32

Rather conformity than not 17,9 15

Complete conformity 3,6 3

Total 4,5 84

Work experience with current employer

(in years) Correction =0.002

<=3,50

Node 9

Category % n

No conformity 3,8 2

Incomplete conformity 28,3 15

No opinion 17,0 9

Rather conformity than not 45,3 24

Complete conformity 5,7 3

Total 2,8 53

Size of locality

<=2,50 Correction = 0.003

200—500 th. people;

More than 500 th. people

Node 3 Node 8

Category % n Category % n

No conformity 11,1 16 No conformity 11,7 7

Incomplete conformity 27,1 39 Incomplete conformity 23,3 14

No opinion 28,5 41 No opinion 15,0 9

Rather conformity than not 29,9 43 Rather conformity than not 46,7 28

Complete conformity 3,5 5 Complete conformity 3,3 2

Total 7,7 144 Total 3,2 60

Work experience with current employer

>2,50 (in years)

Correction = 0.002

>3,50

Node 4 Node 10

Category % n Category % n

No conformity 11,6 15 No conformity 17,1 13

Incomplete conformity 36,4 47 Incomplete conformity 42,1 32

No opinion 17,1 22 No opinion 17,1 13

Rather conformity than not 31,0 40 Rather conformity than not 21,1 16

Complete conformity 3,9 5 Complete conformity 2,6 2

Total 6,9 129 Итого 4,1 76

Fig. 2

Gender The conformity of the incentive system Gender

Correction = 0.002 with an employee's individual expectations Correction = 0.002

Female Male

Node 1 NodeO Node 2

Category % n Category % n Category % n

No conformity 18,3 255 No conformity 17,6 328 No conformity 15,6 73

Incomplete conformity 31,0 432 Incomplete conformity 31,7 591 Incomplete conformity 34,0 159

No opinion 26,5 370 No opinion 25,0 466 No opinion 20,5 96

Rather conformity than not 19,2 268 Rather conformity than not 21,0 391 Rather conformity than not 26,3 123

Complete conformity 4,9 69 Complete conformity 4,6 86 Complete conformity 3,6 17

Total 74,9 1,394 Total 100,0 1,862 Total 25,1 468

Occupied position Correction = 0.001

Yes

Node 3

Category % n

No conformity 19,2 228

Incomplete conformity 30,7 365

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No opinion 26,8 318

Rather conformity than not 18,8 223

Complete conformity 4,5 53

Total 63,7 1,187

No

Node 4 Category % n

No conformity 13,0 27

Incomplete conformity 32,4 67

No opinion 25,1 52

Rather conformity than not 21,7 45

Complete conformity 7,7 16

Total 11,1 207

Fig. 3. A decision tree: the conformity of the incentive system in banks with employees' individual expectations by gender and occupied position (CRT method) (Continued on page 72)

Non-managerial [

Male

Node 2

Category % n

No conformity 15,6 73

Incomplete conformity 34,0 159

No opinion 20,5 96

Rather conformity than not 26,3 123

Complete conformity 3,6 17

Total 25,1 468

Occupied position Correction = 0.000

Node 5

Category % n

No conformity 16,3 58

Incomplete conformity 33,5 119

No opinion 21,4 76

Rather conformity than not 25,1 89

Complete conformity 3,7 13

Total 19,1 355

1 Managerial

Node 6

Category % n

No conformity 13,3 15

Incomplete conformity 35,4 40

No opinion 17,7 20

Rather conformity than not 30,1 34

Complete conformity 3,5 4

Total 6,1 113

Fig- 3

This study partially verified the propounded thesis. Male employees in banks are more satisfied with the incentive system existing in their workplace than females. This conclusion also serves as partial confirmation of the studies conducted by the Catalyst organization, which showed that female staff are in general less satisfied with their professional career than males [12, p. 82].

Higher wages received by men might be one of the factors influencing the situation (this factor is not analyzed in the survey). Moreover, according to the research conducted by L. van Scheers and J. Botha [25, pp. 108— 109], there is a correlation between employees' job satisfaction and their motivation. The more employees are satisfied with their job, the more motivated they feel. This correlation becomes increasingly stronger with the employees' growing experience. The strength of this correlation was proved to be independent of the gender.

It is worth comparing the results of both studies and trying to draw further conclusions. As this research shows, male employees working in banks are more satisfied with the system of incentives existing in their workplace than females; one may presume that they are also more satisfied with their jobs than females. Considering the research results by L. van Scheers and J. Botha, this conclusion gives grounds to believe that male staff in Polish banks are more motivated to work than females. Another interesting conclusion is the correlation of the employee's age and experience. This phenomenon was the subject of this study, but is certainly worth further analysis.

It is also worth considering how important the position held by an employee for his/her satisfaction with the incentive system is. It may be presumed that female employees are less satisfied with the incentive system because they occupy non-managerial positions more frequently than males. Even if female staff held senior positions, they would still be less satisfied with the incentive system existing for their position.

The CRT method (Chart 3), on the other hand, showed that females in managerial positions are slightly more satisfied with the incentive system than those in non-managerial positions, with gender still being more important for an employee's degree of satisfaction than the occupied position. Conversely, the CHAID method has not demonstrated that the position was important for female employees' satisfaction.

Another question is whether there are any incentives that could increase employees' satisfaction with the incentive system. According to both the CHAID (Chart 4) and the CRT method (Chart 5), promotion is the most important incentive conducive to employees' greater satisfaction. Employees regarding promotion as an incentive were much more satisfied with the incentive system. Considering the strength of this incentive and the fact that the vast majority of employees did not mention any possibility of promotion at their workplace, one may consider introducing changes to employees' career paths and professional development. According to both the CHAID and the CRT method, for employees who are likely to be promoted, integration trips were of importance, as they increased employees' satisfaction with the incentive system (it can be presumed that integration relieves the stress accumulated in daily managerial work [13, p. 93; 4, p. 128]).

Promotions Adjusted value P = 0.000, Chi-square = 62.614, df = 4 The conformity of the incentive system with an employee's individual expectations

Yes

Node 1 Category % n NodeO Category % n

No conformity 10,3 48 No conformity 17,4 319

Incomplete conformity 26,9 125 Incomplete conformity 31,9 584

No opinion 24,1 112 No opinion 24,8 453

Rather conformity than not 31,6 147 Rather conformity than not 21,1 387

Complete conformity 7,1 33 Complete conformity 4,8 87

Total 25,4 465 Total 100,0 1,830

Integration trips Adjusted value P = 0.000, Chi-square = 20.600, df = 4

Yes ~~|No

Node 3 Category % n Node 4 Category % n

No conformity 15,7 26 No conformity 7,4 22

Incomplete conformity 19,3 32 Incomplete conformity 31,1 93

No opinion 21,1 35 No opinion 25,8 77

Rather conformity than not 32,5 54 Rather conformity than not 31,1 93

Complete conformity 11,4 19 Complete conformity 4,7 14

Total 9,1 166 Total 16,3 299

Promotions

Adjusted value P = 0.000,

No

Node 2

Category % n

No conformity 19,9 271

Incomplete conformity 33,6 459

No opinion 25,0 341

Rather conformity than not 17,6 240

Complete conformity 4,0 54

Total 74,6 1,365

Fig. 4. A decision tree: the conformity of the incentive system in banks with employees' individual expectations by employee incentives (CHAID method) (Continued on page 75—77)

Participation in goal and objective planning Adjusted value P = 0.000, Chi-square = 29.840, df = 4 No

No

Node 5 Category % n Node 2 Category % n

No conformity 20,2 265 No conformity 19,9 271

Incomplete conformity 34,3 451 Incomplete conformity 33,6 459

No opinion Rather conformity than not Complete conformity 25,1 16,9 3,6 330 222 47 No opinion Rather conformity than not Complete conformity 25,0 17,6 4,0 341 240 54

Total 71,9 1315 Total 74,6 1,365

Holiday subsidy Adjusted value P = 0.000, Chi-square = 20.726, df = 4

No |Yes

Node 11 Category % n Node 12 Category % n

No conformity 20,8 202 No conformity 18,3 63

Incomplete conformity 30,8 299 Incomplete conformity 44,2 152

No opinion Rather conformity than not Complete conformity 26,6 18,0 3,8 258 175 37 No opinion Rather conformity than not Complete conformity 20,9 13,7 2,9 72 47 10

Total 53,1 971 Total 18,8 344

Participation in goal and objective planning

Adjusted value P = 0.000,

Chi-square = 29.840, df = 4_

Yes

Node 6

Category

Total

%

n

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No conformity 19,9 271

Incomplete conformity 33,6 459

No opinion 25,0 341

Rather conformity than not 17,6 240

Complete conformity_4,0 54

74,6 1,365

Fig. 5. A decision tree: the conformity of the incentive system in banks with employees' individual expectations by employee incentives (CRT method) (Continued on page 79—82)

Yes

Node 3

Category % n

No conformity 15,7 26

Incomplete conformity 19,3 32

No opinion 21,1 35

Rather conformity than not 32,5 54

Complete conformity 11,4 19

Total 9,1 166

Co-financing of sports and recreation activities Correction = 0.001

No

Node 7

Category % n

No conformity 15,2 10

Incomplete conformity 15,2 10

No opinion 12,1 8

Rather conformity than not 43,9 29

Complete conformity 13,6 9

Total 3,6 66

]Ye

Fig. 5

Node 8

Category % n

No conformity 16,0 16

Incomplete conformity 22,0 22

No opinion 27,0 27

Rather conformity than not 25,0 25

Complete conformity 10,0 10

Total 5,5 100

Continued on page 80—82

Additional insurance Correction = 0.002

Yes

Node 9

Category % n

No conformity 1,2 1

Incomplete conformity 21,2 18

No opinion 27,1 23

Rather conformity than not 44,7 38

Complete conformity 5,9 5

Total 4,6 85

No Additional insurance

Correction = 0.002

No

Node 4 Node 10

Category % n Category % n

No conformity 7,4 22 No conformity 9,8 21

Incomplete conformity 31,1 93 Incomplete conformity 35,0 75

No opinion 25,8 77 No opinion 25,2 54

Rather conformity than not 31,1 93 Rather conformity than not 25,7 55

Complete conformity 4,7 14 Complete conformity 4,2 9

Total 16,3 299 Total 11,7 214

Reprimands Correction = 0.001

Nof

Node 13 Category % n

No conformity 9,1 13

Incomplete conformity 32,2 46

No opinion 23,1 33

Rather conformity than not 30,8 44

Complete conformity 4,9 7

Total 7,8 143

Yes

Node 14

Category % n

No conformity 11,3 8

Incomplete conformity 40,8 29

No opinion 29,6 21

Rather conformity than not 15,5 11

Complete conformity 2,8 2

Total 3,9 71

Fig. 5

Continued on page 81—82

Holiday subsidy Correction = 0.003 No

No

Node 5 Category % n Node 2 Category % n

No conformity 20,6 205 No conformity 19,9 271

Incomplete conformity 30,5 304 Incomplete conformity 33,6 459

No opinion Rather conformity than not Complete conformity 26,6 18,6 3,8 265 185 38 No opinion Rather conformity than not Complete conformity 25,0 17,6 4,0 341 240 54

Total 54,5 997 Total 74,6 1,365

Pay rises Correction = 0.002

No ~~|Yes

Node 11 Category % n Node 12 Category % n

No conformity 22,0 186 No conformity 12,4 19

Incomplete conformity 31,3 264 Incomplete conformity 26,1 40

No opinion 25,2 213 No opinion 34,0 52

Rather conformity than not Complete conformity 18,2 3,2 154 27 Rather conformity than not Complete conformity 20,3 7,2 31 11

Total 46,1 844 Total 8,4 153

Holiday subsidy Correction = 0.003

Yes

Node 6

Category % n

No conformity 17,9 66

Incomplete conformity 42,1 155

No opinion 20,7 76

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Rather conformity than not 14,9 55

Complete conformity 4,3 16

Total 20,1 368

Fig. 5

Continued on page 82

Praises No

Correction = 0.001

No

Node 15 Node 11

Category % n Category % n

No conformity 24,5 142 No conformity 22,0 186

Incomplete conformity 31,7 184 Incomplete conformity 31,3 264

No opinion Rather conformity than not Complete conformity 25.2 15.3 3,3 146 89 19 No opinion Rather conformity than not Complete conformity 25,2 18,2 3,2 213 154 27

Total 31,7 580 Total 46,1 844

No|~

Praises

Correction = 0.001

Node 17

Category % n

No conformity 15,3 24

Incomplete conformity 28,0 44

No opinion 21,0 33

Rather conformity than not 31,8 50

Complete conformity 3,8 6

Total 8,6 157

Yes

Node 16

Category % n

No conformity 16,7 44

Incomplete conformity 30,3 80

No opinion 25,4 67

Rather conformity than not 24,6 65

Complete conformity 3,0 8

Total 14,4 264

Reprimands

Correction = 0.002

Yes

Node 18

Category % n

No conformity 18,7 20

Incomplete conformity 33,6 36

No opinion 31,8 34

Rather conformity than not 14,0 15

Complete conformity 1,9 2

Total 5,8 107

Phc. 5

Other incentives important for employees' satisfaction were the following ones: participation in planning, private healthcare, additional insurance, holiday subsidy, pay rises and co-financing of sports. However, these factors could be both conducive and not (as in the case of private healthcare) to the satisfaction with the incentive system. One should also note the importance of the participation in goal and objective planning (the CHAID method). The analysis shows that employees would like to have more influence on what is happening at their bank. It is no secret that participation is an important factor conducive to employees' satisfaction [5, pp. 1—2; 10, pp. 419—420; 14, p. 1].

Conclusions

This research has allowed for partial verification of the thesis concerning male and females' satisfaction with the incentive system currently existing in their workplace. The fact that differences between respondent groups regarding their attitude towards the existing incentive system may seem small, it has been proved that male employees in Polish banks are slightly more satisfied with the incentive system than females.

In this paper, two methods were used to interpret the answers received from banks' employees. Both lead to many interesting conclusions. The CHAID method indicates that age is the most important factor determining the conformity of the incentive system with an employee's individual expectations. However, the CRT method shows that the number of days of absence from work a year is a crucial indicator.

The CHAID method leads to two main conclusions:

• younger staff members (up to 27 years of age) who work in HQs are more satisfied with the existing incentive system;

• among older staff (above 27 years) women with high absence rates are the least satisfied group.

On the other hand, the CRT method leads to the following main conclusion: for an employee's satisfaction with the incentive system the following factors are of importance: high attendance at work, young age and gender (male).

The last and most important conclusion is that promotion is the most important incentive for employees' greater satisfaction with the incentive system. It has been proved by both the CHAID and CRT methods.

There is certainly room for further study. The question about the reasons of higher conformity of the incentive systems from male than female need deeper research taking into account a more detailed list of factors. Employees' motivation as seen by employers requires an in-depth study. Moreover, it would also be interesting to examine the reasons for the current situation and make a detailed analysis of the factors influencing the introduction of particular incentives.

The study was sponsored by RGNF (Russian Humanitarian Science Foundation). Project: "Capabilities and restrictions new industrialization and contradictions sociocultural Space: on Example Tyumen region", No. 16-03-00500. Tyumen State University.

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The authors

Dr Jerzy Kazmierczyk, Scientific Research Centre of Financial and Economic Institute, Tyumen State University, Russia; Department of Education and Personnel Development, Poznan University of Economics, Poland. ORCHID ID: orcid.org/0000-0002-5976-021

E-mail: jerzy [email protected]

Elzbieta Zelichowska, Department of Education and Personnel Development, Poznan University of Economics, Poznan, Poland. E-mail: [email protected]

To cite this article:

Kazmierczyk J., Zelichowska E. 2017, Satisfaction of Polish Bank Employees with Incentive Systems: An Empirical Approach, Balt. Reg., Vol. 9, no. 3, p. 58—86. doi: 10.5922/2079-8555-2017-3-5.

Satisfaction of Polish bank employees with incentive systems: an empirical approach Текст научной статьи по специальности «Клиническая медицина»

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