CHAPTER 4: OBSERVATIONS, DATA ANALYSIS AND RESULTS.

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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

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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

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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

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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

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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-

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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

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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


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



products 15.830 21.861


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.

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H1i:- “Career growth” has a significant and positive influence on employee motivation

in Ceramic tile manufacturing industry in Sri Lanka.



Recognition 52 2.7473 .58909




Correlations

Employees' overall

satisfaction and

motivation Recognition


and motivation




products 24.981 15.176


N 52 52

Recognition Pearson Correlation .722** 1



products 15.176 17.699


N 52 52



and recognition

The analysis of the results indicate a positive correlation between recognition and




is “Recognition” does not have a significant and positive influence on employee

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H20:- “Recognition” does not have a significant and positive influence on employee


H2i:- “Recognition” has a significant and positive influence on employee motivation in

Ceramic tile manufacturing industry in Sri Lanka.



Interpersonal relationship 52 2.4066 .58689




Correlations

Employees' overall

satisfaction and

motivation

Interpersonal

relationship


and motivation




products 24.981 15.264


N 52 52

Interpersonal relationship Pearson Correlation .729** 1



products 15.264 17.567


N 52 52


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

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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




Company administration &

Policy 52 2.8990 .60731

Employees' overall

satisfaction and motivation 52 1.98 .700


Correlations

Employees' overall

satisfaction and

motivation

Company

administration


and motivation




products 24.981 15.149


N 52 52

Company Policy &

administration

Pearson Correlation .699** 1



products 15.149 18.810


N 52 52



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

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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




Job security 52 2.4936 .62445

Employees' overall

satisfaction and motivation 52 1.98 .700


Correlations

Employees' overall

satisfaction and

motivation Job security


and motivation




products 24.981 16.494


N 52 52

Job security Pearson Correlation .740** 1



products 16.494 19.887


N 52 52



and job security

The analysis of the results indicate a positive correlation between job security and




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is “Job security” does not have a significant and positive influence on employee



H50:- “Job security” does not have a significant and positive influence on employee


H5i:- “Job security” has a significant and positive influence on employee motivation in

Ceramic tile manufacturing industry in Sri Lanka.



Pay & Benefits 52 2.0699 .61726




Correlations

Employees' overall

satisfaction and

motivation Pay & Benefits


and motivation




products 24.981 20.252


N 52 52

Pay & Benefits Pearson Correlation .919** 1



products 20.252 19.432


N 52 52



and pay & benefits

The analysis of the results indicate a positive correlation between pay & benefits and



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is “Pay & benefits” does not have a significant and positive influence on employee



H60:- “Pay & benefits” does not have a significant and positive influence on employee


H6i:- “Pay & benefits” has a significant and positive influence on employee motivation

in Ceramic tile manufacturing industry in Sri Lanka.



Working conditions 52 2.9038 .60513




Correlations

Employees' overall

satisfaction and

motivation

Working

conditions


and motivation




products 24.981 14.029


N 52 52

Working conditions Pearson Correlation .650** 1



products 14.029 18.675


N 52 52



and working conditions

The analysis of the results indicate a positive correlation between working conditions and


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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


H7i:- “Working environment” has a significant and positive influence on employee


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.

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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.

CHAPTER 4: OBSERVATIONS, DATA ANALYSIS AND RESULTS.

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