Introduction

Banque Misr is a large service organization , national company with

6350 employees . Banque Misr was established in 1920 by the
pioneer economist and financial expert, Mohamed Talaat Harb
Pasha, who created the concept of investing in national savings and
directing them towards economic and social development marking
the Banque Misr as the first wholly owned Egyptian bank.Since
1920, Banque Misr has mainly focused on establishing companies in
various fields and sectors including spinning and weaving,
insurance, transportation, aviation and cinema. Banque Misr
currently owns equities in 208projects including financial, industrial,
tourism, housing, agriculture and food, general service, and
communication and information technology. The Bank currently
owns and operates about to 500 electronically connected local
branches including 5 branches in the United Arab Emirates, one in
France, in addition to regional and global branches in Lebanon, ,
Germany and worldwide network of correspondents.

Job Analysis

When questioned about" my job requires that I work hard" most

answers went to strongly agree and agree, when questioned about
worrying about work after working hours most answers went
towards agree and this means that employees perceive their work
to be hard, boring a with large stress that is carried to home. When
questioned about influence over job most answers went to neutral
and disagree, influence over job is highly related to the level of
difficulty ,goals of the job ,low influence ensures work
responsibilities are hard and that goals are clear enough to have
control upon. Perceiving jobs to be hard may take us to job
specifications and that it might be directly related to now owning
the required skills to deal with the work difficulty When questioned
about the flexible working hours most answers went to strongly
disagree The flexible working hours arent used by the bank .When
questioned about decision making involvement by manager, most
answer went to disagree, employees jobs are with low decision
making authority. When questioned about decision making within
working teams, most answers went to disagree and neutral,
employees are not involved in work in teams .When asked about
whether pay is performance related most answers went to strongly
disagree Employees pay is not performance related and follow the

traditional financial compensation annual raises, the only merit

related part is the profit share received after the end of each year.

Recruitment and selection

When questioned about internal recruitment or hiring from within
most answers went to strongly agree ,the bank depends mainly on
internal sources to fill the newly empty jobs to give employees
growth opportunities and to lower time and effort needed to make
new employees adapt to the new system ,people ,management
style and new job responsibilities .This didnt affect employees
performance levels or loyalty as will see later within the analysis
and this might be because bank is a traditional organization that
depends on years of employment to promote employees, employees
are not promoted based on performance or creativity ,young
employees can never have chances to be young managers .

Performance management
The previous sections had stated that employees see low influence
over their jobs and this leads to viewing the performance standards
to be unclear. When questioned about whether are informed with
business issues most answers went to disagree , the bank pays no
attention to share such information with its employees example the
bank strategies, directions ,goals and objectives ,such absence of
direction sharing negatively affects performance management as
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employees goals are not aligned to the organizational goals ,also

this might explain why employees see performance standards to be
unclear as they have no knowledge about the organization's
objectives .When questioned about the space given to them to
express their own views concerning work answers went to
disagree ,employees are not given a space to participate in goal
setting which is importance afterwards to accept the appraisal and
perceive it to be fair, that's why when questioned about equity in
treatment by the organization answers went to strongly disagree as
the performance standards are unclear .
When questioned about praise and recognition of managers answers
went to disagree and agree ,they dont always get recognition and
praise ,this would result in lower motivation and morale towards
higher productivity because employees need to be rewarded and to
feel self-recognition and self-esteem. When questioned about sense
of achievement satisfaction, answers mostly went to disagree, not
praised lowers sense of achievement and also low sense of
achievement is due to unclear performance standards .When
questioned about feedback from supervisors answers ranged
between strongly disagree and agree ,they dont always get
feedback on their performance ,they dont always take chances to
know how well or bad they are doing ,knowing how well they are
doing is motivating and raises morale ,knowing how bad they are
doing will give information about what needs to be repaired. When
questioned about coaching got from managers answers went to
4

agree and disagree, they dont always get coaching on how they
can improve performance, thats why when asked about the support
of managers ,answers went to disagree as they feel managers to be
non-supportive through coaching and helping in solving problems all
time when needed. As we said before pay isnt performance related,
they see what they get paid unrelated to performance accordingly
pay is seen to be very subjective because it doesnt take into
consideration important performance measures., advantages of
higher productivity and morale are lacked due to the absence of
performance related pay .

Training
When questioned about getting training, ranged between neutral
and disagree, employees dont receive regular training as a part of
human resources, this can explain why employees see their jobs to
be hard as they lack the important skills developed by training to
avoid job difficulties and also explains why they see themselves with
low control over jobs. Employees when they lack training feel that
the organization doesnt pay attention to their interests as it doesnt
contribute to their career development goals with negative effects
on morale, satisfaction, productivity and loyalty. Lack of training
may be due to the failure of performance appraisal to evaluate the
real performance using performance analysis which determines
what the organization's training needs are in the future. Lack of
training may be also to inaccurate job analysis as human resources
5

may be unaware of the need of some skills to be developed to

perform job related duties .When questioned about satisfaction with
training most answers went to disagree because they arent
satisfied about the low attention given by the organization to
training function.

Compensation
When questioned about performance related pay employees
answers went to disagree, this doesnt Support a performance
orientated culture by paying for results. Employees perceived their
pay depend on unclear performance measures .When pay isnt
performance related this affects productivity and morale .When
questioned about satisfaction with their pay answers went to
disagree ,they see pay is too low compared with the time which isnt
enough to do jobs ,unclear perfowamnce standards they face and
the high level of difficulty within jobs that required hard working plus
absence of training, As we said in the previous sections employees
feel unfairly treated ,so we can explain the sense of inequity tom
have a financial reason ,in my opinion the sense of external inequity
is clear as similar employees in other banks receive higher pays
than national bank employees .This would result in low loyalty and
willingness to leave the organization as will be shown later in the
analysis.
When questioned about the relations with managers answers
ranged between disagree and neutral ,disagree answers implies
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weak relations with managers and this is a direct result for multiple
reasons including that employees see appraisal is done subjectively
with no clear standards ,managers doesnt allow employees to have
a role in goal setting ,managers dont share the long term objectives
with them ,they dont trust managers as they don't always get
coaching from them and they dont always get feedback about how
well or how bad they are doing. They dont always get praise and
recognition. Accordingly it's expected to see low loyalty felt against
managers and supervisors ,most answers were disagree when
questioned about loyalty managers as expected.

Employees have low job security as when questioned most answers

went to strongly disagree ,low job security is due to hard tasks
,unclear performance standards ,subjective appraisal ,feeling
underpaid and the lack of training. Employees are stressed as when
questioned they strongly agreed they worry about work after
working hours due to difficulties faced within the work place and the
inequity felt plus the lack of financial security

Employees overall satisfaction is low as when questioned they

strongly disagreed being satisfied ,Employees loyalty is low as
when questioned they disagreed being loyal and strongly disagreed
they are proud to be part of the organization ,low loyalty and
satisfaction levels are direct results of low sense of achievement
,lack of training ,external inequity ,underpayment ,minimum
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managerial support .A high turnover rate is expected to be in the

organization

An employee who is disloyal to the organization can never be loyal

to customers as when questioned most answers were neutral and
some are disagree.

Conclusion
Employees perceive their work to be hard, boring a with large
stress that is carried to home, low influence ensures work
responsibilities are hard and that goals are clear enough to
have control upon. Perceiving jobs to be hard may take us to
job specifications and that it might be directly related to now
owning the required skills to deal with the work difficulty .The
flexible working hours arent used by the bank, employees
jobs are with low decision making authority, employees are
not involved in work in teams . Employees pay is not
performance related and follow the traditional financial
compensation annual raises, the only merit related part is the
profit share received after the end of each year.
The bank depends mainly on internal sources to fill the newly
empty jobs to give employees growth opportunities and to
lower time and effort needed to make new employees adapt

to the new system ,people ,management style and new job

responsibilities .This didnt affect employees performance
levels or loyalty as will see later within the analysis and this
might be because bank is a traditional organization that
depends on years of employment to promote employees,
employees are not promoted based on performance or
creativity ,young employees can never have chances to be
young managers .
Employees see low influence over their jobs and this leads to
viewing the performance standards to be unclear, the bank
pays no attention to share such information with its
employees example the bank strategies, directions ,goals and
objectives ,such absence of direction sharing negatively
affects performance management as employees goals are not
aligned to the organizational goals ,also this might explain
why employees see performance standards to be unclear as
they have no knowledge about the organization's objectives
,employees are not given a space to participate in goal setting
which is important afterwards to accept the appraisal and
perceive it to be fair, that's why a sense of internal inequity is
present .Employees they dont always get recognition and
praise ,this would result in lower motivation and morale
towards higher productivity because employees need to be
rewarded and to feel self-recognition and self-esteem, not
praised lowers sense of achievement and also low sense of
9

achievement is due to unclear performance standards ,they

dont always get feedback on their performance ,they dont
always take chances to know how well or bad they are
doing ,knowing how well they are doing is motivating and
raises morale ,knowing how bad they are doing will give
information about what needs to be repaired, they dont
always get coaching on how they can improve performance,
as they feel managers to be non-supportive through coaching
and helping in solving problems all time when needed.
Employees dont receive regular training as a part of human
resources, this can explain why employees see their jobs to be
hard as they lack the important skills developed by training to
avoid job difficulties and also explains why they see
themselves with low control over jobs. Employees when they
lack training feel that the organization doesnt pay attention
to their interests as it doesnt contribute to their career
development goals with negative effects on morale,
satisfaction, productivity and loyalty. Lack of training may be
due to the failure of performance appraisal to evaluate the
real performance using performance analysis which
determines what the organization's training needs are in the
future. Lack of training may be also to inaccurate job analysis
as human resources may be unaware of the need of some
skills to be developed to perform job related duties, they

10

arent satisfied about the low attention given by the

organization to training function.
Employees perceived their pay depend on unclear
performance measures .When pay isnt performance related
this affects productivity and morale, they see pay is too low
compared with the time which isnt enough to do jobs ,unclear
perfowamnce standards they face and the high level of
difficulty within jobs that required hard working plus absence
of training, in my opinion the sense of external inequity is
clear as similar employees in other banks receive higher pays
than national bank employees .This would result in low loyalty
and willingness to leave the organization as will be shown
later in the analysis, employees have weak relations with
managers and this is a direct result for multiple reasons
including that employees see appraisal is done subjectively
with no clear standards ,managers doesnt allow employees to
have a role in goal setting ,managers dont share the long
term objectives with them ,they dont trust managers as they
don't always get coaching from them and they dont always
get feedback about how well or how bad they are doing. They
dont always get praise and recognition. Accordingly it's
expected to see low loyalty felt against managers and
supervisors ,most answers were disagree when questioned
about loyalty managers as expected.

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Employees have low job security due to hard tasks, unclear

performance standards, subjective appraisal, feeling
underpaid and the lack of training. Employees are stressed
and they worry about work after working hours due to
difficulties faced within the work place and the inequity felt
plus the lack of financial security

Employees overall satisfaction is low ,Employees loyalty is low

as low loyalty and satisfaction levels are direct results of low
sense of achievement ,lack of training ,external inequity
,underpayment ,minimum managerial support .A high
turnover rate is expected to be in the organization .An
employee who is disloyal to the organization can never be
loyal to customers.

Recommendations
Human resources management function should
1. Pay attention to the training function with respect to the
training need analysis ,training material and methods
2. Start setting clear, doable performance standards
3. Allow employee participation in goal setting
4. Apply direction sharing with primary focus on aligning
strategies with them
5. Implement a performance related compensation system
6. Clear and detailed job analysis to determine training needs
7. Training managers on leadership skills of coaching ,feedback
and communication

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