Essay: Relationship between motivation and employee satisfaction

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  • Relationship between motivation and employee satisfaction
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CHAPTER 1
INTRODUCTION
1.0 Introduction
This chapter introduces the details on the study of relationship between motivation and employees satisfaction. It presents background of study and company, problem statement, research objective, research question, research hypothesis, significant of study and definition of terms.
1.1 Background of study
Nowadays, managing organization has become more complex and challenging. The context of motivation influence employee satisfaction is the biggest challenge to the entire leader to ensure a success organization. According to
1.2 Background of Company
Goucera Sdn Bhd at first was formerly known as Far Eastern Industries owned by Singapore and Taiwan as a part of the shareholder. Around 1970s, Far Eastern is taken by Hong Leong and change the name to Goucera Tiles Industry Operations on 1988.Guocera Tile Industry is a member of the Hong Leong Group, a Malaysian conglomerate with diverse businesses interests in various countries globally. Total areas of Goucera Sdn Bhd branches in Kluang around 86 acres.Goucera boasts a dedicated R&D centre (Ceramic Research Company-CRC) which is ISO-IEC 17025:2005 accredited, the only one of its kind is South East Asia.
CERAMICHE GUOCERA ranks among the most reputable brands in the global marketplace, supplying tiles to many prestigious commercial and residential development projects in over 50 countries worldwide from the America and Europe to the Middle East and Asia-Pacific. Goucera is the one of Malaysia’s largest manufactures and exporter of tiles.. We provide a complete range of products ranging from glazed wall and floor tiles, porcelain tiles to fashionable crafted decorative accessories. Our team of more than 1,600 employees in our operations in Petaling Jaya, Kluang and Meru are committed to providing the best products to our customer wherever they are in the world. In line with our continuous quest for growth and globalization of our business activities, we seek ambitious and dynamic professional’s to join our team. Modern manufacturing facilities in Goucera employ the latest production technologies and design to meet ever growing global demands and expectations. All product meet international quality standards ensuring world class quality for domestic and international markets.
Hong Leong Group is involved in a wide range of manufacturing and distribution activities that generate a revenue base exceeding USD 2.5 billion. The Group’s manufacturing and distribution operation and products are represented and distributed by a worldwide network of branches, appointed distributors and agents. Leveraging on its diversity and strength, the Group is committed to producing goods of the highest quality of affordable prices through continues improvement, innovation, research and development.
1.3 Problem Statement
Walaupun Guocera Sdn Bhd telah lama berdiri gah di kawasan jalan mengkibol dan disanjungi tinggi oleh penduduk tempatan. Hal ini kerana, Guocera Sdn Bhd dianggap tidak akan mudah jatuh muflis kerana Guocera Sdn Bhd dikenali sebagai sebuah kilang industry terbesar di daerah Kluang pada masa dahulu hingga kini. Walau bagaimanapun , sebesar mana syarikat industry tersebut tidak dapat lari dengan masalah kerugian. Lebuh – lebih lagi pda masa kini, harga barang dan mata wang Malaysia telah jatuh merundum. Kebanyakkan bahan mentah yang digunakan oleh Syarikat ini adalah import dari luar Negara. Harga mata wang Malaysia jatuh merundum menjejaskan pembelian bahan mentah dari negara luar yang mempunyai nilai mata wang yang sangat tinggi. Pertengahan bulan Disember, salah satu plant di Guocera Sdn Bhd telah ditutup buat sementara disebabkan tidak mampu untuk memperoleh bahan mentak dari luar untuk membuat sepallet jubin.
1.4 Research Objective
This research aims to achieve the following objectives:
i. To investigate the relationship between pay and salary factor with staff motivation.
ii. To investigate the relationship between work environment factor with staff motivation.
iii. To investigate the relationship between leadership with staff motivation.
iv. To investigate the relationship between training factor with staff motivation.
1.5 Research Question
Specifically, the following questions shall be asked:
i. Is there any relationship between pay and salary factor with staff motivation?
ii. Is there any relationship between work environment factor with staff motivation?
iii. Is there any relationship between leadership with staff motivation?
iv. Is there any relationship between training factor with staff motivation?
1.6 Research Hypothesis
The hypotheses of this study are shown as follow:
Hypothesis 1
• Ha1: There is relationship between pay and salary and employee motivation at Guocera Sdn Bhd (GSB).
• Ho1: There is no relationship between pay and salary and employee motivation at Guocera Sdn Bhd (GSB).
Hypothesis 2
• Ha2: There is relationship between work environment and employee motivation at Guocera Sdn Bhd (GSB).
• Ho2: There is no relationship between work environments an employee motivation at Guocera Sdn Bhd (GSB).
Hypothesis 3
• Ha3: There is relationship between leadership and employee motivation at Guocera Sdn Bhd (GSB).
• Ho3: There is no relationship between leadership and employee motivation at Guocera Sdn Bhd (GSB).
Hypothesis 4
• Ha4: There is relationship between training and employee motivation at Guocera Sdn Bhd (GSB).
• Ho4: There is no relationship between training and employee motivation at Guocera Sdn Bhd (GSB).
1.7 Significant of Study
1) Organizational Leaders in Guocera Sdn Bhd
The findings of this study would be important to various managers especially in Guocera Sdn Bhd which is would help them understand employee motivation. The findings would also assist the leaders in at large that face the dilemma of understanding how to motivate their employees.
2) Scholars
The findings of this study would benefit scholars as it is a contribution to the body of
knowledge in this broad and yet not fully exploited area of human resource management
as well as social sciences. This would help to enhance understanding and development of
relevant theories as well as extensive areas of interest.
3) Trade Unions
The findings of this study would also be of significance to the trade unions at Guocera Sdn Bhd. This is in such a way that the study would help in restructuring the objectives of the unions and help them to realize exactly what conditions are relevant and how they can work towards ensuring employees are motivated at their work places.
1.8 Definition of Terms
Motivation
According to Business Dictionary (2016), motivation is internal and external factors that stimulate desire and energy in people to be continually interested and committed to a job, role or subject or to make an effort to attain a goal.
Pay and salary
According to Business Dictionary (2016), pay and salary is agreed-upon and regular compensation for employment that may be paid in any frequency but in common practice is paid on monthly and not on hourly, daily, weekly or piece-work basis.
Work environment
According to Business Dictionary (2016), work environment is location where a task is completed. When pertaining to a place of employment, the work environment involves the physical geographical location as well as the immediate surroundings of the workplace, such as construction site or office building.
Leadership
According to Business Dictionary (2016), leadership is the individuals who are the leaders in an organization, regarded collectively.
Training
According to Business Dictionary (2016),training is organized activity aimed at imparting information and/or instruction to improve the recipient’s performance or to help him or her attain a required level of knowledge or skill.
1.9 Conclusion
This chapter has discuss on topic of background of study and company, problem statement, objective of research, research question, hypothesis, significant of study and definition of terms. Next chapter will discuss more on the literature review of the study.
CHAPTER 2
LITERATURE REVIEW
2.0 Introduction
This chapter briefly discusses on literature of employee motivation. This review will elaborate more on the factor influencing employee effect their motivation during doing their task.
2.1 Theoretical framework
Factor influencing Staff Motivation
Based on the figure, the conceptual framework explains the key concepts used in the study and how they are linked to one another to produce the final outcome. This figure explaining the influence of independent variables towards dependent variables. Independent variable is one that influence directly the dependent variable either in positive or negative ways (Sekaran and Bougie , 2013). The independent variables of the study were pay and salary, work environment, leadership and training. These four variables are the element of factor influencing staff motivation. While dependent variable is the variable that leads itself for investigation (Sekaran and Bougie, 2013). In other words, the dependent variables is depends on the independent variables. The dependent variable of the study was employee motivation.
2.2 Employee Motivation
The motivation of employee should be the most important thing to encourage them to more motivate doing their job in the organization.
In today’s new era, employees can choose organizations that provide inducements and retention benefits in return they will continue to impart knowledge and dedication to their work. According to Altmam et al, (2015) motivation can encouragement for employees to search for a new job and driving force that makes people willingly want to put in their best in what they do. Ukaejiofo Rex Uzonna (2013) said motivation is the intention of achieving a goal, an ability to change behaviour, that inner directing drive, leading to goal-directed behaviour towards the attaining goal. Noor Awanis Muslim and David Dean David Cohen (2016) explained representatives expect that their desire can be satisfied in the new place maybe. The desires can be seen as far as another desire (after they began or they have encountered for in some cases in their current occupation) or the desires that they expected since the very beginning they began their current employment.
2.3 Factors Influencing Staff Motivation
Pay and salary
According to Noor Awanis Muslim et al. (2016) Salary is investigated as far as great compensation, better pay, and fulfilled pay, and how pay is capable to influence representatives\’ inspiration in scanning for option work. Benjamin Balbuena Aguenza and Ahmad Puad Mat Som (2012) said, today\’s financial times, financial reward, for example, cash is still the primary motivating force that causes worker to do better work. Notwithstanding, most specialists concur that money is not the long haul respond in due order regarding hiring, especially to keep, high gifted workers (Mohammad Saeid Aarabi, Indra Devi Subramaniam & Abu Baker Almintisir Abu Baker Akeel ,2013). As indicated by money is the essential incitement no other motivator or motivational strategy comes even near it as for its powerful esteem. All organizations utilize pay, advancement, rewards or different sorts of prizes to rouse and empower abnormal state exhibitions of workers. Salary is one of the payment obligation to the employee which affects the employee short-term and long-term financial position for the company and also individual (Raffournier, 2012). The salary correlates with higher order needs of esteem and self-actualization which mean that higher salary promote the stronger sense of self-worth and completion.
Work Environment
Noor Awanis Muslim, David Dean and David Cohen (2015) environment refer to variables outside of the occupation itself, for example, supervision, interpersonal connections, organization approaches, and working conditions.Why do we need motivated employees? According to Ayesha (2015), motivated employees are needed for the survival of the organizations and it helps to increase productivity. Organizations can motivate the workforce most through introducing appropriate reward and recognition programs and other benefits.
Leadership
Leaders are not born, but made. According to Monga (2015), in order to be a good leader, one must have the experience, knowledge, commitment, patience, and most importantly the skill to negotiate and work with others to accomplish organizational goals. Based on Richard J.K, (2014), positions of leadership are established in work settings because want to help organizational subunits to achieve the purposes for which they exist within the larger system
Supervisor’s leadership style is one of the most significant factors that affect the life of subordinates. The leadership style practices by a leader could affect the organization either positively or negatively. Each leader has own skills and abilities on how to form a great team be leading on the certain field. Leaders must learn to apply emotional intelligence skills effectively in order to be good in leadership (Hess and Bacigalupo, 2013).
Training
As indicated by Saleh AL-Sinawi Chua Yan Piaw Adbul Rahman Idris (2015), preparing is given not on the grounds that it is important or enhances work efficiency, but instead is a good signal from the businesses that the association provides food for them and qualities their association with them. Training plays a significant and pivotal role in improving performance, enhancing productivity and facilitating quality. Individuals can be educated to end up distinctly push by demonstrating to them generally accepted methods to deconstruct undertakings and difficulties, and how to feel less threatened by their employment parts. (Ukaejiofo Rex Uzonna, 2013). According to this perspective, training is provided not because it is valuable or improves labour productivity, but rather is a good gesture from the employers that the organization caters for them and values their relationship with them. Sultanae, (2012) recognizing the significance of preparing in the association has been intensely impacted by strengthening of rivalry and emotional improvement of the association where upgrade of representative aptitudes is extensively stressed.
2.6 Conclusion
The chapter of literature review has discussed in detailed on the variables factor of staff motivation. This chapter also explained more on theoretical framework and theories involved to complete the research. Next chapter will focus on research methodology.
CHAPTER 3
RESEARCH METHODOLOGY
3.0 Introduction
This chapter describes the method designed by researcher to conduct the study. Research methodology will explain more on research design and instrument used to develop a survey. The sampling design of the research will be summarized in population, sampling technique and sample size. This chapter also discuss on data collection and data analysis. For data analysis, it is divided into descriptive analysis, reliability testing and hypothesis testing.
3.1 Research Design
According to Sekaran and Bougie (2013), research design is a description of how to make, build oe achieve collection, measurement and data analysis based on the research questions of the study. This study aims to find out the factor influencing staff motivation among employees in Guocera Sdn Bhd (GSB).
The research applied a descriptive and analytical methodology to establish whether the factor of independent variables affect the dependent variable. Descriptive studies were used to describe the factor of employee motivation. As Sekaran (2013) perceptively states, a descriptive study is basically more on describing the characteristics of the interest in a situation. The demographic characteristics of the GSB employees can be describe in term of gender, age, marital status, employment and working experience.
The quantitative analysis has been adopted to gather the information on the factor influencing staff motivation among employees in Guocera Sdn Bhd (GSB).
3.2 Instument Development
The instrument used was adapted and modified from __________________________. The questionnaire has been used as guidelines to examine the factor of staff motivation at GSB.
Questionnaire is a pre-formulated written set of question to which respondents record their opinions and thoughts (Sekaran, 2013). A structured questionnaire has been designed and adapted from _____________________. The questionnaire used to obtain data related to the factors that give impact to staff motivation.
The questionnaire is comprised of six sections that focus on demographics data, dependent and independent variables section. The first section is comprised of 5 closed-ended questions on demographics data. The second, third, fourth and fifth sections are comprised of 19 questions on factor influencing staff motivation. For the last sections, 5 questions aim to evaluate the level of staff motivation. Details on the sections are as below:
Section A : Questions designed to obtain data on demographic details.
Section B : Questions designed to obtain on pay and salary factor.
Section C : Questions designed to obtain on work environment factor.
Section D : Questions designed on leadership factor.
Section E : Questions designed on training factor.
Section F : Question designed on employee satisfaction.
A 5 point Likert scale was used to rank all the items. Respondents were able to select any scale of (1) strongly disagree, (2) disagree, (3) neutral, (4) agree, or (5) strongly agree. Sekaran (2013) states that the LIkert scale is designed to see how strongly subjects agree or disagree with statement given. The scale aimed to to find out the factor influencing staff motivation among employees in Guocera Sdn Bhd (GSB).Table 3.1 shows the structure of the questionnaire for this study.
Table 3.1
PART DATA NO OF QUES. SOURCE TYPE OF SCALE
A Demographic Nominal
B Pay and salary Liker Scale (1-5)
C Work environment Liker Scale (1-5)
D Leadership Liker Scale (1-5)
E Training Liker Scale (1-5)
F Employee motivation Liker Scale (1-5)
3.3 Sampling Design
The process of sampling refer to the selecting a sufficient number of element in the population itself. Sekaran (2013) found that sampling design can be devided into two major types ; probability and non-probability sampling. This study is more to non-probability sampling since the elements in the population do not have a known or predetermined chance to be selected as sample subjects. Generalizability is less important while the information can be obtained in quick and inexpensive way. The objective of sampling design is to identify the population, determine the sampling technique and identify the sample size of the study.
3.3.1 Population
Population refers to the entire group of people, event or things of interest that researches wished to investigate (Sekaran&Bougie, 2013). It is the process to find the sufficient number of elements from the population. The research objective olays an important role in defining target population. The population under this study comprises all employees of GSB either contract or permanent. Goucera Sdn Bhd (GSB) has been established since ______________
3.3.2 Sampling Technique
In this research, a convenience sampling technique was used to collect information. Sekaran (2013) points out that convenience sampling refers to the collection of information from members of the population who are conveniently available to provide it. In this study, the population would be all employees of GuoceraSdnBhd (GSB).
Each individual (employee) is chosen randomly from any level of position and department in workplace during working hours. The chosen of employee based on anybody who available to answer the questionnaire without having a specific target of position and department. As long as they are the employees of the company, he or she able to be a respondent and answer the questionnaire provided.
The questionnaire have been distributed to 120 respondents within the areas of Guocera Sdn Bhd (GSB). It was distributed mostly during lunch hours in canteen. Other than that, the questionnaire was distributed randomly to employee that passing through the nearer café and office.
The chosen of this convenience sampling technique is due to the less time taken to distribute questionnaires to random respondents. The information can be obtained quickly and easily. It is not complicated technique since the technique has no frame and specific listing name of employee targeted.
3.3.3 Sample Size
Sample size is the frequently of individual to be included in collecting data. Sekaran (2013), mentioned that the sample size less than 30 and not more than 500 are appropriate for most research. For this research, 150 employees have been chosen randomly either male or female. The questionnaire were distributed to those age 18 years old until 46 and above.
3.4 Data Collection
The data collection is the way for researcher obtains information for the research. The data or information can be obtained through primary and secondary data.
3.4.1 Primary Data
According to Sekaran (2013), primary data can be obtained as information obtained first hand by researcher on the variables of interst for the specific aim of the study. The data can be obtained through questionnaire, interview and observation. In this study, a self-administered questionnaire was used to collect large number of quantitative data from the respondents.
3.4.2 Secondary Data
The data also has been collected from secondary resources. The secondary data refer to information gathered from the sources already published or investigated. (Sekaran, 2013).Sekara and Bougie (2013) point out that the data can be obtained from company records or archives, government publications, industry analyses offered by the media, websites, the internet and so on. In this study, journals, websites, books and internet sources were used as references. The secondary data is much cheaper than other ways of collecting data.
3.5 Data Analysis
Sekaran (2013) points out that the purposes of data analysis are getting a feel for data, to ensure instrument use accurately and developed hypothesis-testing for the study. Interview responses need to be coded, keyed in and edited for the further analysis. Data coding is a process of marking a number to the respondents to be entered in database (Sekaran and Bougie, 2013). The data is then being measured using Statistical Package for Social Sciences Version 20 (SPSS 20). The Statistical Package for Social Science (SPSS) software was used to test reliability of data, analyse descriptive statistic and testing the hypothesis.
3.5.1 Descriptive Analysis
After the questionnaires have been distributed, the data of the survey is being analyzed using descriptive analysis. The descriptive analysis was used to summarize results of the study (Babbie, 2007). The results from descriptive analysis included maximum, minimum, maximum, means, standard deviations and variance for the study.
The frequency has been used as representative to descriptive analysis. As Sekaran (2013) mentioned, frequencies are the number of times various subcategories of a certain phenomenon occur. Thus, the percentage and cumulative percentage of the research can be measured easily. The frequencies for the number of demographic data are display in a table for more understanding. Table 3.2 shows the level of mean score for the research
( Sekaran and Bougie, 2013).
Table 3.2: The Score Level for Mean
Level Mean Score
High 3.68 – 5.00
Moderate 2.34 – 3.67
Low 1.0 – 2.33
3.5.2 Reliability Testing
The stability and consistency of data were measured by reliability analysis. The nearer the value of Cronbach Alpha to 1, the the data is more stable and consistent (Sekaran, 2013). Cronbach’s alpha is a reliability coefficient that measure how the statement or characteristics positively correlated to one another. The reliabilities range in between 0.7 to 0.9 considered accepted and good, while those in the range below 0.6 is poor. Low reliability results will brings trouble to the study. Based on table 3.3, it shows details on the reliability range.
Table 3.3: The Range of Reliability
Level Reliability Range
Good 0.8 – 1.0
Average 0.6 – 0.7
Poor Below 0.5
3.5.3 Hypothesis Testing
Hypothesis testing is conducted to analyze the relationship between dependent variable and
Independent variables, to find the significant differences and variance prediction ( Sekaran,
2005). Hypothesis testing which also known as inferential statistics as conducted to find out
factor influencing staff motivation among employees in GSB. Thus, Correlation and Regression were measured to test the hypothesis of the study.
3.5.3.1 Pearson Correlation
Correlation can be viewed as relationship between two or more variables or group of variables. It indicates the significant of data, direction and strength of association. The accepted significance relationship is between two variable is p = 0.05 and below. In addition, the direction relationship of two variables can be determined through r value with the range of 0.1 to 0.3 (weak), 0.4 to 0.6(moderate) and 0/7 to 0.9 (strong). The table 3.4 summarizes the kinds of correlation discussed here.
Table 3.4 The Range of Correlation
3.5.3.2 Regression Analysis
Regression analysis was used to determined how much of the variance in the dependent variable is predicted by the independent variables. In this case, it was used to identify how much of the variance in the employee motivation is explained by factor influence the motivation. The coefficient (R2) provides information and some first ideas on the relationship between both variables. The larger the value R2, the model is considered good. A good regression analysis should be more than 50 percents.
3.6 Conclusion
Hence, this chapter has explained briefly on research design, instrument development, population, sampling and sample size, primary and secondary data, reliability-testing, descriptive analysis and hypothesis testing. The findings of the research will be discussed on the next chapter.
CHAPTER 4
DATA ANALYSIS
4.0 Introduction
This chapter will discuss the results of data analysis that have been measured using the
method as explained in previous chapter. The results will be explained in findings,
descriptive analysis, reliability testing and hypothesis testing. The findings of the results will
show the relationship between factor influence employee motivation on GuoceraSdn Bhd.
By analyzing the data using SPSS version 20, the value of mean scored for each variable
can be identified. Reliability analysis has been used to determine the stability an consistency
of the variables. To test the hypothesis of the research, correlation and multiple regression
analysis were conducted.
4.1 Demographic Profile of Respondents
The findings of the surveys show the demographics profile of respondents from Guocera Sdn Bhd. The respondents are required to answering the questionnaire in questionnaire booklet provided. In this section, respondents need to answer the questions regarding gender, age, marital status, grade and working experience. The data of the respondents has been recorded in the table below:
Table: 4.1 Demographic Information on Respondents
Variable Item (s) %
Gander Male 51
Female 49
Age 18 – 25 27
26 – 35 35
36 – 45 24
Above 46 years old 14
Marital Status Married 65
Single 31
Divorced 4
Grade Factory Worker 52
Non Executive 36
Executive 12
Working Experince 5 years and below 48
6 – 10 years 17
11 – 15 years 10
16 years and above 25
Out of 120 distributed questionnaires, 100 were returned and used for data analysis. The respondents’ rate was 83%. Table 4.1 shows the demographics information of this study. The respondents of the survey included 51% males and 49% females. It was found that 27% of the respondents belonged to 18-25 years old and 35% of respondents belonged 26 -35 years old. Another 24% of the respondents belonged to 36-45 years old and the remaining 14% of the respondents over 46 years old.
Meanwhile, 65% of the respondents was married, 31% single and 4% was divorced. In the grade aspects, 52% of the respondents are factory workers, while 36% of the respondents are non-executive and 12% of the respondents are executive. Employee having working experience at GSB below than 5 years comprised 48% of the respondents, 6 – 10 yeas experienced comprised 17% of the respondents and 19% of the respondents showed employee having experience 11- 15 years and 25% of the respondents experinced above than 16 years.
4.2 Mean Value and Reliability Analysis for Staff Motivation
Table 4.2: Mean Value and Reliability Analysis for Factor influencing Staff Motivation and Level of Motivation.
Variables No of Items Reliability Cronbach’s Alpha Mean
Pay and Salary 5 0.909 3.398
Leadership 5 0.927 3.884
Work Environment 5 0.881 3.752
Training 4 0.894 3.730
Motivation 5 0.832 4.068
According to Table 4.2, the alphas were all since each variables scored above 0.70. The Cronbach’s Alpha for dependent variable was 0.832. The result of staff motivation indicated test is reliable and can be pursued for further analysis. For independent variables, the highest value was leadership showed as 0.927. Next is followed by pay and salary and training with reliabilities 0.909 and 0.894. Lastly, the reliability for work environment was 0.881. Thus, the internal consistency reliability of the measures used in this study can be considered acceptable and good for the staff motivation.
Meanwhile,
4.3 Hypothesis Testing
Based on the objective of this study, four hypotheses were presented. Each hypothesis was measured by using correlation and regression analysis. The result of statistical analysis was used to determine the accepted or rejected of the hypotheses the variance of the variables.
4.3.1 Correlation Analysis
The Pearson Correlation is appropriate to describe the relationship between independent variable and dependent variable. Table 4.3 depicts the correlation results of the relationship between the factor influencing staff motivation and level of motivation.
Table 4.3: Correlation among Factor influencing staff motivation and Level of Employee Motivation.
Variables Pearson Correlation Sig. (2-tailed) N
Level of Motivation 1 100
Pay and Salary .221* .027 100
Leadership .072 .479 100
Work Environment .318** .001 100
Training .504** .000 100
** Correlation is significant at the 0.05 level
** Correlation is significant at the 0.01 level
For this study, a Pearson Correlation measured the strength of a linear between the level of motivation and four factor influencing staff motivation (pay and salary, leadership, work environment and training). Based on Table 4.3, the correlation shows that there is significant at the 0.01 level ( 2 – tailed) and positive relationship both independent and dependent variables, with all values represented above 0.3, which means weak and moderate association. The highest association represented by training, the correlation was 0.504(p=0.000). Therefore, the study indicated that there are association among leadership and pay and salary.
4.3.2 Regression Analysis
The regression analysis functions to identify independent variable that could affect dependent variable. For the study, multiple regression analysis is used to access the degree of the relationship between the factor influencing staff motivation and level of motivation. Multiple regressions is similar to simple regression. However, there is more than one independent variable to explain variance in the dependent variable in multiple regression analysis.
Table 4.4: Relationship on factor influencing staff motivation and level of motivation
Variable B Beta Sig.
Pay and Salary .085 .161 .117
Leadership .047 .082 .042
Work Environment -.165 -.215 .435
Training .310 .492 .000
R-Square .295
Adjusted R-Square .265
Durbin – Watson 2.128
Method : Enter
a. Dependent Variable: Motivation
Table 4.4 represents that enter method was applied to test the relationship between the factor influencing staff motivation and level of motivation. It indicates that only 29% of the variance in level of motivation could be explained by the four independent variables of pay and salary, leadership, work environment, leadership and training consideration with R-Square 0.295. Thus, the relationship between these variable is weak.
Based on the result of analysis as presented in Table 4.4, it can be concluded that only two variables are supported statistically. Leadership and training have effect on level of motivation with p-value of 0.042 and 0.000 reported as positively and significantly related to dependent variable. Thus, these findings fail to reject H3 and H4.
However, pay and salary and leadership does not have effect on staff motivation. Pay and salary has emerged as not significant factor in explaining the staff motivation with p-value of 0.117 reported as not significant and the beta value is 0.161. Meanwhile leadership has emerged as not significant factor influencing staff motivation with p-value of 0.435 reported as not significant and the beta value is 0.082.
4.4 Conclusion
This chapter has discussed on the results of demographics profiles, descriptive analysis, reliability testing and hypothesis testing. Next chapter will be the last chapter that will discuss on conclusion and recommendation.
CHAPTER 5
CONCLUSION
5.0 Introduction
This chapter is the last topic that concludes the overview of te study and summarize of findings. It provides the discussion on the impact of factor influencing staff motivation on level of motivation, recommendation and direction for future researchers.
5.1 Discussion
The study seeks to investigate the relationship between the factors influencing staff motivation among the employee motivation at Guocera Sdn Bhd (GSB). Based on the analysis, all the objectives of this study have been achieved. The following conclusion on he study have been made.
5.1.1 To investigate the relationship between the pay and salary and staff motivation
5.1.2 To investigate the relationship between the leadership and staff motivation
5.1.3 To investigate the relationship between work environment and staff motivation
5.1.4 To investigate the relationship between training and staff motivation
5.2 Recommendation
5.3 Direction for Future Studies
5.4 Conclusion
This chapter has briefly discussed on the conclusion, recommendation and direction for future studies. At the end of the studies, the researcher has better understanding abiut the dimensions of factor influencing staff motivation among the employees at GUocera Sdn Bhd. In conclusion, this study successfully identified the relationship between factor influencing employees motivation.

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