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CHAPTER 4: OBSERVATIONS, DATA ANALYSIS AND
RESULTS.
This chapter explain the type of analysis done on the collected data and how analysis
oriented research objectives were met. Descriptive and analytical statistical methods were
used and the tools used to perform all analysis were the software package SPSSTM version
15.0 and Microsoft excel software package.
4.1 Reliability and Validity of the Questionnaire
“Reliability refers to the consistency or dependability of a measuring instrument. Validity,
on the other hand, refers to the extent to which a measurement procedure actually measures
what it is intended to measure rather than measuring something else, or nothing at all”
(Leary, 2004, p. 69). De Beer (1987) conducted an item analysis to evaluate the inter-item
consistency of the Work Motivation and Satisfaction Questionnaire.
Motivating Factor Number of items Cronbach’s alpha
Career Growth 6 0.74
Recognition 7 0.71
Interpersonal Relationship 7 0.78
Company policy & Administration 12 0.70
Job Security 6 0.72
Pay & Benefits 11 0.84
Working Conditions 8 0.75
Table-06 motivating factor with the coefficient of Cronbach’s alpha
The above table-06 provides an indication of the consistency of responses to all the items
delineated in a measuring instrument. The Cronbach-Alpha reliability coefficients for the
51
subsections of the Work Satisfaction and Motivation are as follows: Career Growth (r =
0.74), Recognition (r =0.71), Interpersonal Relationship (r = 0.68), Company policy &
Administration (r = 0.704), Job Security (r = 0.72), Pay & Benefits (r = 0.84) and Working
Conditions (r = 0.75). The Cronbach-Alpha reliability validity is defined as alpha>0.9
excellent, 0.9 > alpha ≥ 0.8 good, 0.8 > alpha ≥ 0.7 acceptable, 0.7 > alpha ≥ 0.6
questionable, 0.6 > alpha ≥ 0.5 poor and alpha < 0.5 unacceptable.
Items are measuring a single common underlying construct (Prinsloo, 1996). According to
Prinsloo (1996), the reliability of this instrument is determined with the aid of the SPSS-
program in conjunction with Cronbach coefficient-alpha. The calculated coefficient-alpha
is more or equal to 0.7, which suggests a acceptable item homogeneity in this measuring
instrument. This signifies as an indication of test reliability.
Table 08 shows mean and overall rank of the seven motivating factors. Ranking has been
determined based upon the mean value of the factors. The lower the mean, the higher is the
rank.
With respect to the dimensions of employee motivation assessed by the employee
motivation and satisfaction questionnaire, Table-06 indicates that the means for the Career
Growth, Recognition, Interpersonal Relationship, Company policy & Administration,
Job Security, Pay & Benefits and working conditions ranged from a low of 2.078 to a high
of 2.945. It therefore appears that employee in the sample is relatively motivated; however,
the mean values for Pay & Benefits, Interpersonal Relationship and Job Security were the
lowest. These mean values indicate the areas that employees were most likely to be de-
motivated and dissatisfied.
Thus the Table-07 shows that employee in the sample is most likely to be motivated due to
their working conditions, Company policy & Administration and Career Growth. They are
least motivated by the Pay & Benefits they receive and then Interpersonal Relationship as
determined by the employee motivation and satisfaction questionnaire. Thirdly, they de-
motivated by the job security as determined by the above questionnaire
52
Motivator Mean Rank
Career Growth 2.830 3
Recognition 2.747 4
Interpersonal Relationship 2.407 6
Company policy & Administration 2.899 2
Job Security 2.494 5
Pay & Benefits 2.069 7
Working Conditions 2.904 1
Employee overall motivation and
satisfaction
1.98
Table-07 Rank of the motivators
53
Frequency Percentage
Gender Male 49 94.8
Female 3 5.2
Age Less than 20 years 3 5.8
21-30 years 19 36.5
31-40 Years 15 28.8
41-50 Years 14 26.9
51 Years and above 1 1.9
Marital status Married 35 37.3
Unmarried 17 32.7
Highest level of education Up to year 9 7 13.5
Up to G.C.E. (O/L) 22 42.3
Up to G.C.E (A/L) 20 38.5
Up to ATI/NCT 3 5.8
No. of years the company served Less than 3 years 6 11.5
3-7 years 20 38.5
7-11 Years 2 3.8
11-15 Years 4 7.7
19-23 years 7 13.5
23-27 years 11 21.2
More than 27 2 3.8
Department of work Production 33 63.5
Engineering 13 25
Others 6 11.5
Type of emplacement Permanent 40 76.9
Casual 3 5.8
Fixed term 8 62.2
Contract 1 17.3
Overall Satisfaction Highly Dissatisfied 4 7.7
Dissatisfied 3 5.8
Satisfied 36 69.2
Highly Satisfied 9 17.3
Table 08 Respondents’ demographic information
In order to answer the objective-01 and objective-02 both descriptive statistics and two
sample t-test were used in the study. First of all, the descriptive statistics mean for all 07
54
motivation factors were carried out with SPSS 16.0. Then, two sample t-tests for each
motivation factor was carried out to find out whether the average value of each motivation
factor is significant at 95% confident interval which refers to “the which factor sometimes
motivates and satisfied the respondents’. The factors with p-values (sig. in SPSS) less than
0.05 would be classified as motivators; otherwise they would not be included as factors
which motivate employees in the organizations. Finally, all motivators are ranked based on
their means. The one with the highest mean is ranked as the most important motivator; the
factor with the second highest mean is ranked as the second important motivator, and so
on.
The effects of personal characteristics (age, gender, experience, educational qualifications,
etc) on employee motivation and satisfaction are analyzed through regression analysis,
descriptive statistics; independent samples t-test Pearson correlation is often used to
measure the relationships between independent variables over dependent variable.
Table-08 shows the profile of respondents in terms of gender, age, education level, number
of years of work experience, and marital state.
52 respondents, 49 were men (94.2%) and 3 were women (5.8%). In terms of age, 5.8% of
the respondents were less than 20 years of age, 36.5% of respondent were between 20 and
30 years of age, 28.8% in the 30-40 age range, 26.9% in the 40-50 age range, and 1.9%
aged 50 and above. Among the 52 respondents 67.3% were married and 32.7% in
unmarried category. Table-08 shows the education level of respondents with 13.5% of the
respondents was below ordinary level education, 42.3% respondents with ordinary level
education, 38.5%, respondent with advanced level education and 5.8% with technical
education like ATI or NCT. Table-09 shows the number of years of work experience of the
respondents. Most of the respondents has 3 years or less 6 (11.5%), respondents work
experience with 3-7 years 20 (38.5%), respondents work experience with 7-11 years 2
(3.8%), respondents work experience with 11-15 years 4 (7.7%), respondents work
experience with 15-19 years 7 (13.5%), respondents work experience with 19-23 years 11
(21.2%) and respondents work experience with 23-27 years 2 (3.8%). The following table-
55
08 shows the respondents working department. From the above 33 (63.5%) respondents is
working in production sections, 13 (25.0%) respondents were in engineering sections and
balanced 6 respondents (11.5%) were from other sections like stores, laboratory .
Above total respondents (employees) 40 (76.9%) respondents were in permanent category,
3 (5.8%) was in casual category, 8 (15.4%) were in fixed term category and 1 (1.9%) from
contract category as in Table-08.
Employee motivation and
satisfaction factors
Pearson correlation ( r ) Significance (2-tailed)
Career growth .677** .000
Recognition .722** .000
Interpersonal relationship .729** .000
Company Policy &
administration
.699** .000
Job security .740** .000
Pay & Benefits .919** .000
Working conditions .650** .000
r is Pearson correlation coefficient
**. Correlation is significant at the 0.01 level (2-tailed). Table-09 Correlation between Motivational factors and Employee motivation and
satisfaction
56
Descriptive Statistics
N Mean Std. Deviation
Career Growth 52 2.8301 .65471
Employees' overall satisfaction
and motivation 52 1.98 .700
Valid N (list wise) 52
Correlations
Employees' overall
satisfaction and
motivation Carrier Growth
Employees' overall satisfaction
and motivation
Pearson Correlation 1 .677**
Sig. (2-tailed) .000
Sum of Squares and Cross-
products 24.981 15.830
Covariance .490 .310
N 52 52
Career Growth Pearson Correlation .677** 1
Sig. (2-tailed) .000
Sum of Squares and Cross-
products 15.830 21.861
Covariance .310 .429
N 52 52
**. Correlation is significant at the 0.01 level (2-tailed).
Table-10 Descriptive statistics and correlation between employee motivation/satisfaction
and career growth
The analysis of the results indicate a positive correlation between carrier growth and
employee motivation and satisfaction (r = 0.677) and is significant at 0.01. This shows that
the employee become frustrated and he/she may get de-motivate and dissatisfied with his
job. Since the Correlation is significant at the 0.01 level (2-tailed) the null hypothesis that
is “Career growth” does not have a significant and positive influence on employee
motivation in Ceramic tile manufacturing industry in Sri Lanka” is rejected and an
alternative hypothesis is framed.
H10:- “Career growth” does not have a significant and positive influence on employee
motivation in Ceramic tile manufacturing industry in Sri Lanka.
57
H1i:- “Career growth” has a significant and positive influence on employee motivation
in Ceramic tile manufacturing industry in Sri Lanka.
Descriptive Statistics
N Mean Std. Deviation
Recognition 52 2.7473 .58909
Employees' overall satisfaction
and motivation 52 1.98 .700
Valid N (list wise) 52
Correlations
Employees' overall
satisfaction and
motivation Recognition
Employees' overall satisfaction
and motivation
Pearson Correlation 1 .722**
Sig. (2-tailed) .000
Sum of Squares and Cross-
products 24.981 15.176
Covariance .490 .298
N 52 52
Recognition Pearson Correlation .722** 1
Sig. (2-tailed) .000
Sum of Squares and Cross-
products 15.176 17.699
Covariance .298 .347
N 52 52
**. Correlation is significant at the 0.01 level (2-tailed).
Table-11 Descriptive statistics and correlation between employee motivation/satisfaction
and recognition
The analysis of the results indicate a positive correlation between recognition and
employee motivation and satisfaction (r = 0.722) and is significant at 0.01. This shows that
the employee become frustrated and he/she may get de-motivate and dissatisfied with his
job. Since the Correlation is significant at the 0.01 level (2-tailed) the null hypothesis that
is “Recognition” does not have a significant and positive influence on employee
58
motivation in Ceramic tile manufacturing industry in Sri Lanka” is rejected and an
alternative hypothesis is framed.
H20:- “Recognition” does not have a significant and positive influence on employee
motivation in Ceramic tile manufacturing industry in Sri Lanka.
H2i:- “Recognition” has a significant and positive influence on employee motivation in
Ceramic tile manufacturing industry in Sri Lanka.
Descriptive Statistics
N Mean Std. Deviation
Interpersonal relationship 52 2.4066 .58689
Employees' overall satisfaction
and motivation 52 1.98 .700
Valid N (list wise) 52
Correlations
Employees' overall
satisfaction and
motivation
Interpersonal
relationship
Employees' overall satisfaction
and motivation
Pearson Correlation 1 .729**
Sig. (2-tailed) .000
Sum of Squares and Cross-
products 24.981 15.264
Covariance .490 .299
N 52 52
Interpersonal relationship Pearson Correlation .729** 1
Sig. (2-tailed) .000
Sum of Squares and Cross-
products 15.264 17.567
Covariance .299 .344
N 52 52
**. Correlation is significant at the 0.01 level (2-tailed).
Table-12 Descriptive statistics correlation between employee motivation/satisfaction and
interpersonal relationship
The analysis of the results indicate a positive correlation between interpersonal relationship
and employee motivation and satisfaction (r = 0.729) and is significant at 0.01. This shows
that the employee become frustrated and he/she may get de-motivate and dissatisfied with
his job. Since the Correlation is significant at the 0.01 level (2-tailed) the null hypothesis
that is “Interpersonal Relationship” does not have a significant and positive influence
59
on employee motivation in Ceramic tile manufacturing industry in Sri Lanka” is
rejected and an alternative hypothesis is framed.
H30:- “Interpersonal Relationship” does not have a significant and positive influence on
employee motivation in Ceramic tile manufacturing industry in Sri Lanka.
H3i:- “Interpersonal Relationship” has a significant and positive influence on employee
motivation in Ceramic tile manufacturing industry in Sri Lanka.
Descriptive Statistics
N Mean Std. Deviation
Company administration &
Policy 52 2.8990 .60731
Employees' overall
satisfaction and motivation 52 1.98 .700
Valid N (list wise) 52
Correlations
Employees' overall
satisfaction and
motivation
Company
administration
Employees' overall satisfaction
and motivation
Pearson Correlation 1 .699**
Sig. (2-tailed) .000
Sum of Squares and Cross-
products 24.981 15.149
Covariance .490 .297
N 52 52
Company Policy &
administration
Pearson Correlation .699** 1
Sig. (2-tailed) .000
Sum of Squares and Cross-
products 15.149 18.810
Covariance .297 .369
N 52 52
**. Correlation is significant at the 0.01 level (2-tailed).
Table-13 Descriptive statistics and correlation between employee motivation/satisfaction
and company policy & administration
The analysis of the results indicate a positive correlation between company policy &
administration and employee motivation and satisfaction (r = 0.699) and is significant at
0.01. This shows that the employee become frustrated and he/she may get de-motivate and
dissatisfied with his job. Since the Correlation is significant at the 0.01 level (2-tailed) the
null hypothesis that is “Company Policy & administration” does not have a significant
60
and positive influence on employee motivation in Ceramic tile manufacturing
industry in Sri Lanka” is rejected and an alternative hypothesis is framed.
H40:- “Company Policy & administration” does not have a significant and positive
influence on employee motivation in Ceramic tile manufacturing industry in Sri
Lanka.
H4i:- “Company Policy & administration” has a significant and positive influence on
employee motivation in Ceramic tile manufacturing industry in Sri Lanka.
Descriptive Statistics
N Mean Std. Deviation
Job security 52 2.4936 .62445
Employees' overall
satisfaction and motivation 52 1.98 .700
Valid N (list wise) 52
Correlations
Employees' overall
satisfaction and
motivation Job security
Employees' overall satisfaction
and motivation
Pearson Correlation 1 .740**
Sig. (2-tailed) .000
Sum of Squares and Cross-
products 24.981 16.494
Covariance .490 .323
N 52 52
Job security Pearson Correlation .740** 1
Sig. (2-tailed) .000
Sum of Squares and Cross-
products 16.494 19.887
Covariance .323 .390
N 52 52
**. Correlation is significant at the 0.01 level (2-tailed).
Table-14 Descriptive statistics and correlation between employee motivation/satisfaction
and job security
The analysis of the results indicate a positive correlation between job security and
employee motivation and satisfaction (r = 0.740) and is significant at 0.01. This shows that
the employee become frustrated and he/she may get de-motivate and dissatisfied with his
job. Since the Correlation is significant at the 0.01 level (2-tailed) the null hypothesis that
61
is “Job security” does not have a significant and positive influence on employee
motivation in Ceramic tile manufacturing industry in Sri Lanka” is rejected and an
alternative hypothesis is framed.
H50:- “Job security” does not have a significant and positive influence on employee
motivation in Ceramic tile manufacturing industry in Sri Lanka.
H5i:- “Job security” has a significant and positive influence on employee motivation in
Ceramic tile manufacturing industry in Sri Lanka.
Descriptive Statistics
N Mean Std. Deviation
Pay & Benefits 52 2.0699 .61726
Employees' overall satisfaction
and motivation 52 1.98 .700
Valid N (list wise) 52
Correlations
Employees' overall
satisfaction and
motivation Pay & Benefits
Employees' overall satisfaction
and motivation
Pearson Correlation 1 .919**
Sig. (2-tailed) .000
Sum of Squares and Cross-
products 24.981 20.252
Covariance .490 .397
N 52 52
Pay & Benefits Pearson Correlation .919** 1
Sig. (2-tailed) .000
Sum of Squares and Cross-
products 20.252 19.432
Covariance .397 .381
N 52 52
**. Correlation is significant at the 0.01 level (2-tailed).
Table-15 Descriptive statistics and correlation between employee motivation/satisfaction
and pay & benefits
The analysis of the results indicate a positive correlation between pay & benefits and
employee motivation and satisfaction (r = 0.919) and is significant at 0.01. This shows that
the employee become frustrated and he/she may get de-motivate and dissatisfied with his
62
job. Since the Correlation is significant at the 0.01 level (2-tailed) the null hypothesis that
is “Pay & benefits” does not have a significant and positive influence on employee
motivation in Ceramic tile manufacturing industry in Sri Lanka” is rejected and an
alternative hypothesis is framed.
H60:- “Pay & benefits” does not have a significant and positive influence on employee
motivation in Ceramic tile manufacturing industry in Sri Lanka.
H6i:- “Pay & benefits” has a significant and positive influence on employee motivation
in Ceramic tile manufacturing industry in Sri Lanka.
Descriptive Statistics
N Mean Std. Deviation
Working conditions 52 2.9038 .60513
Employees' overall satisfaction
and motivation 52 1.98 .700
Valid N (list wise) 52
Correlations
Employees' overall
satisfaction and
motivation
Working
conditions
Employees' overall satisfaction
and motivation
Pearson Correlation 1 .650**
Sig. (2-tailed) .000
Sum of Squares and Cross-
products 24.981 14.029
Covariance .490 .275
N 52 52
Working conditions Pearson Correlation .650** 1
Sig. (2-tailed) .000
Sum of Squares and Cross-
products 14.029 18.675
Covariance .275 .366
N 52 52
**. Correlation is significant at the 0.01 level (2-tailed).
Table-16 Descriptive statistics and correlation between employee motivation/satisfaction
and working conditions
The analysis of the results indicate a positive correlation between working conditions and
employee motivation and satisfaction (r = 0.650) and is significant at 0.01. This shows that
63
the employee become frustrated and he/she may get de-motivate and dissatisfied with his
job. Since the Correlation is significant at the 0.01 level (2-tailed) the null hypothesis that
is “Working environment” does not have a significant and positive influence on
employee motivation in Ceramic tile manufacturing industry in Sri Lanka” is rejected
and an alternative hypothesis is framed.
H70:- “Working environment” does not have a significant and positive influence on
employee motivation in Ceramic tile manufacturing industry in Sri Lanka.
H7i:- “Working environment” has a significant and positive influence on employee
motivation in Ceramic tile manufacturing industry in Sri Lanka.
The coefficient of reliability Cronbach’s alpha was used to check the reliability of each
and every motivation factor for the research. The Cronbach’s alpha for the above seven
motivation factors were in the range from acceptable level to excellent conditions. This
implies that the questionnaire was very satisfied and aligns with the research outputs.
The results of the data analyses provide support for the importance of factors influencing
for the employee motivation in tile manufacturing industry. Seven models were used to
examine the hypotheses developed for this project. The each model examined the
relationship between the independent variables. Each motivation factor (independent
variable) was treated with several different questions and all data was analysed by using
those individual questions and out put. The overall mean of each motivation factor was
used to analyze and identify the most effective motivating factor among the above seven.
The above results reveal that all the factors indicate significant and positive relationships
between employee motivation/satisfaction with motivation factors (independent variables).
All selected factors carrier growth, recognition, interpersonal relationship, company policy
& administration, Good pay & benefits, job security and working conditions were
influence the employees’ motivation in tile manufacturing industry. Since the Correlation
for each and every motivation factor is significant at the 0.01 level (2-tailed) the null
hypothesis were rejected and an alternative hypothesis is framed.
64
Since the mean of Pay & benefit is lowest with compared to other factors it can be
suggested that most contribution for employees’ motivation and satisfaction is pay &
benefits given to the employee. Secondly, the mean is higher in interpersonal relationship
and category as second most important factor for employees’ motivation and satisfaction in
tile manufacturing industry.
Thirdly we need to consider job security which is the most important factor for employee
motivation and satisfaction of employees’ within the industry. The individual results of
these analyses provide partial support for conclusion for the each hypothesis developed in
chapter-03.