4.

3 Gender

Responses No. respondent Percentage (%)

Male 62 6
Female 35 35
Non binary 0 0
Prefer not to say 3 3

Gender

4%
Female
35% Male
Non binary
Prefer not to say

62%

4.4 Bank working

Responses No.respondents Percentage (%)

Private sector bank 42 42
Public bank 54 54
Scheduled bank 4 4
Cooperative bank 0 0
 Bank working
Private sector bank Public sector bank Scheduled bank Cooperative bank

4%

42%

54%

4.5 Duration of incentives received

Responses No.respondents Percentage (%)

1-2 Years 23 23
2-3 Years 42 42
3-4 Years 19 19
Or Above 15 15
 Duration of incentives received

15%
23% 1-2 years
2-3 years
3-4 years
19% Or above

42%

4.6 Tools and policies offered

Responses No.respondents Percentage (%)

Yes 85 85
No 15 15

Tools and policies offered

1%
15%
Yes
No

84%

4.7 Need for knowledge and lectures

 Responses No.respondents Percentage (%)
Yes 88 88
No 12 12

Need for knowledge and lectures

12%
Yes
No

88%

4.7 Motivating through monetary incentives

Responses No.respondent Percentage (%)

s
Agree 54 54
Neutral 46 46
Disagree 0 0
 Motivation through monetary incentives

Agree
Neutral
Disagree
46%
54%

Responses No.respondents Percentage (%)

Agree 73 73
Disagree 23 23
Neutral 4 4
4.8 Direct contribution of compensation in motivation

Direct contribution of compensation in motivation

Agree Disagree Neutral

4.9 Level of motivation using monetary incentives

Responses No.respondents Percentage(%)

Extremely motivated 35 35
Moderately 46 46
motivated
Somewhat 15 15
motivated
Not motivated all 4 4

Sales

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

4.10 Availability of getting fair monetary incentives

Responses No.respondents Percentage(%)

Yes 81 81
No 19 19
 Availability of getting fair monetary incentives

Yes No

4.11 Increase in incentives lead to increase in motivation

Responses No.respondents Percentage(%)

Yes 77 77
No 23 23

Increase in incentives lead to increase in motivation

Yes No

4.12 Knowledge about monetary incentives and bonus programs offered

 Responses No.respondents Percentage(%)
Yes 85 85
No 15 15

Knowledge about monetary incentives and bonus programs

offered

Yes No

4.13 Monetary incentives or bonus recieved

Responses No.respondents Percentage (%)

Yes 85 85
No 15 15

Monetary incentives or bonus received

No Yes
4.14 Types of monetary incentives or bonus received

Responses No.respondents Percentage (%)

Annual bonus 35 35
Sales 50 50
Commission 8 8
Profit sharing 8 8

Types of monetary incentives or bonus received

Annual bonus sales commission profit sharing

4.15 Fairness in distribution of monetary incentives

Responses No. respondents Percentage(%)

Fair 35 35
Neutral 46 46
Very fair 8 8
Unfair 8 8
Very unfair 4 4
 Fairness in distribution of monetary incentives

Fair Neutral Very Fair Unfair Very unfair

4.16 Impact of monetary incentives lead to specific performance goals

responses No.respondents Percentage(%)

Yes, always 46 46
Yes, most of the time 38 38
Depends on the situation 12 12
No not necessarily 4 4
 Impact of monetary incentives lead to specific performance
goals

Yes,always Yes,most of the time Depends on the situation No,not necessarily

4.17 Compensation models across organisational roles

Responses No.respondents Percentage (%)

Yes 77 77
No 23 23

Compensation models across organisational roles

Yes No
4.18 Incentive type which is more effective in attracting and retaining talent in the banking industry

Responses No.respondents Percentage (%)

Monetary incentives 31
Non Monetary incentives 35
Both 35
Not sure 0

Incentive type which is more effective in attracting and retain-

ing talent in the banking industry

Monetary incentives non monetary incentives both not sure

4.19 Effectiveness of monetary incentives in motivating employees

Responses No.respondents Percentage (%)

Yes 92 92
No 8 8
 Effectiveness of monetary incentives in motivating employees

Yes No

4.20 Importance of monetary and non-monetary incentives for employee satisfaction and performance

Responses No.respondents Percentage (%)

Yes 88 88
No 12 12

Importance of monetary and non-monetary incentives for

employee satisfaction and performance

Yes No
4.21 Significance of monetary incentives in job satisfaction

Responses No.respondents Percentage (%)

Very Important 60 60
Slightly important 32 32
Neutral 8 8
Not important 0 0

Significance of monetary incentives in job satisfaction

Very Important Slightly important Neutral Not important

4.22 Impact of monetary incentives on performance and productivity

Responses No.respondents Percentage (%)

Not at all 50 50
Slightly 31 31
Moderately 12 12
Significantly 8 8
 Impact of monetary incentives on performance and productiv-
ity

Not at all Slightly Moderately Significantly

4.23 Assessing the positive impact of monetary incentives on performance

Responses No.respondents Percentage (%)

Strongly agree 58 58
Agree 35 35
Disagree 4 4
Strongly disagree 4 4
 Assessing the positive impact of monetary
incentives on performance

Strongly agree Agree Disagree Strongly disagree

4.24 Extra time work for extra incentives

Responses No.respondents Percentage (%)

Yes 80 80
No 20 20

Extra time work for extra incentives

Yes No

4.25 Implementation of performance-based incentives for employees

 Responses No.respondents Percentage (%)
Yes 73 73
No 27 27

Implementation of performance-based incent-

ives for employees

Yes No

4.26 Ranking non-monetary incentives: 1 to 5 (1 being the best)

Responses No.respondents Percentage (%)

Recognition 23 23
Gifts 4 4
Holidays 54 54
Medical allowance 12 12
Flexible work arrangement 8 8
 4.27
Ranking non-monetary incentives: 1 to 5 (1 being the best)

Recognition Gifts Holidays

Medical allowance Flexible work arrangement
Satisfaction with banks incentive system

Responses No.respondents Percentage (%)

Very satisfied 31 31
Satisfied 42 42
Neutral 7 7
Dissatisfied 0 0
Very dissatisfied 0 0

Satisfaction with banks incentive system

Very satisfied Satisfied Neutral Dissatisfied Very dissatisfied