According to Millar, organizations need to reconsider their hiring, training, and compensation practices in order to operate efficiently. By doing so, employees may be incentivized to be aggressive in their work. Investing in personnel is one of the organization's primary management strategies. Organizations are seeking to develop, motivate and increase the performance of their employees in a variety of human resources applications [1-5]. 

An employee motivation program shows the staff that the company cares about their success. By motivating the staff their production will exceed expectations. Employee motivation techniques create the foundation that keeps workforce happy and productive, encourage teamwork. There are several banks in the municipality of Estancia and each bank has also several employees. The researchers want to know if the bank employees in Estancia are well motivated [3,5].

This study was anchored on the theory of reinforcement. According to behaviorist B.F. Skinner from whom derived the reinforcement theory, one of the oldest theories of motivation, as a way to explain behavior and why one does what one does. This study was anchored in this theory since motivational programs that need positive result among bank employees and that doing their jobs repeatedly and it creates unto them a sense of mastery that they need to develop it for good of the company and their selves [6,7].       

This study aims to find out answers to the following:

• What is the extent of practice and importance in updating the knowledge of bank employees regarding the motivational programs when they are taken as an entire group and when classified as to age, sex, educational qualification, monthly income, position and type of bank?

Is there a significant difference in the extent of practice and importance of motivational programs of bank employees when classified according to age, sex, educational qualification, monthly income, position and type of bank?

The study used the descriptive method of research which is lifted to conduct this study. This study is descriptive since it determines the extent of practice and the importance of motivational programs in updating knowledge of bank employees. The respondents of the study were the 100 randomly selected bank employees of Estancia, Iloilo. They were classified according to age, sex, educational qualifications, monthly income, position and type of bank.

The researchers-made questionnaire was used in gathering the data needed in this study. Frequency and Percentage, Mean and Standard Deviation, t-test, one way-ANOVA and Chronbach’s Alpha were used as statistical tools in analyzing the data.

There was no significant difference in the extent of practice of bank employees regarding motivational programs when classified as to sex, educational qualification, position and type of bank.

There was no significant difference in the extent of practice of bank employees regarding motivational programs in terms of professional advancement, institutional climate, non-monetary incentives, recreational motivational programs and physical technical facilities but there was a significant difference in monetary incentives when classified as to age and monthly income.

Therefore, it can be concluded that banks in Estancia have their motivational programs of which some were always practiced while others were only sometimes practiced according to bank employees. Some motivational programs were taken by bank employees as very important while some were important as to the advancement of their knowledge.

They have the same extent of importance when classified as to sex and monthly income; however, differ in monetary incentives when classified as to position. Different extent of importance in recreational motivational program and physical and technical facilities when classified as to educational qualification.

Bank employees of Estancia have different extent of importance of motivational programs but the same in non-monetary incentives when classified as to type of bank. As to age, differ in extent of importance but the same in non-monetary incentives and recreational motivational programs.

Recommendations

Based on the findings and conclusions of the study, the following are recommended:

• Bank management may continue their established practices or wellness programs for the bank employees or workers in order to have a good communication between employer and employees

• Applying practices of motivational programs such as training, seminars and team buildings makes the bank employees motivated

• It is highly recommended to bank employees that they may be observant and vigilant in their rights to motivational programs and other related benefits for them and consider some factors in updating their knowledge in customer service

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2. Hill, K. "Employee motivation programs." Business.com, 2017. https://www.business.com/articles/employee-motivation-programs. Accessed 4 July 2018.

3. Management Study Guide. "What is motivation?" 2018. https://www.managementstudyguide.com/what_is_motivation.html. Accessed 20 August 2018.

4. Keller, J. "What is the ARCS model?" ARCS Model Website, 2010. http:// www. arcsmodel. com/ mot% 20dsgn% 20A% 20model.html. Accessed 13 July 2018.

5. Kreitner, R. and C. Cassidy. Management. 12th ed., Cengage South-Western, 2012.

6. "The impact of performance management system on employee performance." University of Twente Student Theses. https:// essay. utwente. nl/ 62260/ 1/ Daisy-master_thesis.pdf. Accessed [insert access date if required].

7. "t Test: unequal variances | Real Statistics Using Excel." Real Statistics Using Excel. https://www.real-statistics.com/students-t-distribution/two-sample-t-test-uequal-variances/.