Human Resources Management
Dissertation: A Study of Work Motivation and Job Satisfaction in Anta Sports Products Limited (Part 4 of 5)

CHAPTER IV: DATA ANALYSIS

4.1 Introduction

In this chapter, data obtained from the questionnaire survey will be analyzed and presented. Discussions on the research results simulated from SPSS will also be presented. In order to facilitate the discussion of data analysis in this section, the sections under this chapter will be presented as follow.

4.2 Descriptive Statistics for Answers from Research Questions

In this section, the descriptive statistics, specifically, mean, median, standard deviation, minim and maximum value for the population being investigated will be presented. The descriptive statistics on answers regarding questions design to investigate employee satisfaction (i.e., from S1 to S7) will be presented in table 4.1. Apart from that, the descriptive statistics on answers regarding questions design to investigate workforce motivation (i.e., from M8 to M15) will be presented in table 4.2. The elaboration on the data findings from these tables will be presented in the following paragraphs.

 

table4-1

 

In order to facilitate the discussions, the specific questions, represented by S1 to S7, will be replicated as follow:

  S1: I am often not bored with my job.  
  S2: I feel fairly well satisfied with my present job.  
  S3: Most days I am enthusiastic about my work.  
  S4: I find real enjoyment in my work.  
  S5: I am satisfied from the recognition I get for good work.  
  S6: I am satisfied from the chances of promotion.  
  S7: I am satisfied with the amount of variety in my job.  

 

As shown in Table 4.1, it is obvious that the score of S7 is the highest, with a mean of 5.75 (with standard deviation of 0.932). This means that most of the employees felt that they are satisfied with the amount of variety in their job scope. This is not hard to imagine, as in the sports equipment and apparels design department, people are often required to be innovative and to handle different design, be it in terms of art of product features. Thus, for the designers, their job scope must be vast. In the survey, it is apparent that the staffs in the department are happy with the variety of tasks assigned to them. Then, the second highest score is S1, with a mean of 5.58 (with a standard deviation of 1.124). This means that the employees often will not feel that their job nature is boring. This is an important piece of information, as boring jobs often produce unsatisfied employees. Besides, such research findings are also sensible, as the nature of the tasks delegated to the designers should be interested, challenging and requiring a lot of imagination from the designers. The third highest scores from the study is S4, with a mean value of 5.017. This implies that most of the employees perceived that they are actually finding real enjoyment in their work. This is a good sign, as it is reasonable to belief that the staffs largely have personality that suit the demand of their jobs. The high score from the research question indicates that these people love their jobs, and actually are enjoying to work as a designer in the company. From another hand, it is found that there are two research questions scoring low ratings, namely, S5 (with a mean value of 3.067) and S6 (with a mean value of 3.700). S5 is the research question concerning if the staffs are happy if they are actually getting sufficient recognition from the company on their contributions. From out research findings, it is apparent that the staffs perceived that their performances are largely not being recognized. This is the most serious dimension neglected by the management in the department. When people feel that they are not recognized or valued, they may tend to derive less satisfaction from their jobs. Then, the scores for S6, which is about if the staffs, are feeling satisfied with the chances of promotion in the company, is low. This indicates that the staffs are apparently unsatisfied as they perceive that they have lesser chance of being promoted in the company. This can be a serious issue, as when people cannot see the career path or a perceived viable growth chance in the company, they may feel unsatisfied due to a lack of hopeful and inspiring future. Anyway, the overall results from this research finding indicate that the workforce satisfaction level in the company is generally satisfactory. The areas that should be paid further attention (perhaps, serious and immediate attention) by management is about recognizing the contributions from employees and to provide a career path and promotion opportunities to the workforce. By doing both of these measures, the workforce satisfaction level can be furthered enhanced.

 

table4-2

 

In Table 4.2 above, the descriptive statistics for research questions designed to investigate the various dimensions of workforce motivation in the sports equipment and apparels design department in Anta Sports Products Limited are presented. In order to facilitate the discussions, the specific questions, represented by S1 to S7, will be replicated as follow:

  M8: I arrive at the office on time and do not leave early.  
  M9: The work I do is interesting.  
  M10: I am confident of my abilities to succeed at my work.  
  M11: I do not blame others. I take responsibilities for my part in mistakes.  
  M12: I have a coach/ mentor who keep me alert & motivated to my work.  
  M13: I expect more accuracy in my own work as my employees.  
  M14: I regularly think/ worry about work issues when I am at home.  
  M15: I participate in training to improve my own skills and competencies.  

 

A close investigation on Table 4.2 found that the research question with the highest scores is M8 (with a mean value of 5.9 and a standard deviation of 0.817). This means that most of the employees perceived that they believe that they indeed receive at the office on time and do not leave early. A brief discussion with the management double confirm such findings, whereby it can be easily witnessed that the staffs often arrive early and stay late in the office. In the design of the questionnaire, it is implicitly assumed that when people go to office early and stay back late, it is assumed that they are those kinds of highly motivated employees. However, a verbal discussion with the management found that the management thinks otherwise. Accordingly to the management, many of the staffs will simply arrive early to prevent from being penalized (for example, getting a lower ranking in their annual performance appraisal). Besides, the staffs may stay back late because of three reasons. Firstly, they really have too much things to do, and they often not able to complete these tasks assigned to them on time. Secondly, they may simply stay back in the office to avoid heavy traffic jam during peak hours. Thirdly, some of the staffs may simply just stay back and pretend to be busy to impress the management – so that they are perceived as dedicated, responsible and hard working. Anyway, there is no easy conclusive judgment that can be made in this instance, whereby the management perceptions on the reasons that workforce tend to arrive early and stay back late in office is true. The second highest score among the research question is M15 (with a mean value of 5.1 and a standard deviation of 1.245). Such a research finding indicates that the employees agreed that they will participate in training (ne it provided by the company, or those that the employees take initiatives to attend seminars or other sorts of training programs) to improve their skills or competencies. As it can be seen that the workforce is roughly proactive in developing their skills and competencies further, they are pretty motivated in performing their jobs and to work as a designer in the company. The third highest score of the research question is M15 (with a mean value of 4.750 and a standard deviation of 1.174). This means that the employees somehow largely agreed that they tend to think about matters related to works when they are at home. For this, it can be seen that the employees are pretty dedicated in their job, and are willing to spend the time to think about work matters even in their home. There must be certain degree of motivation exists among the employees, or else, they would not even bother to think about anything related to work in their home. However, this could also means that the workloads on the staffs are high, forcing them to keep thinking on the ways to solve workplace problems or completion of tasks assigned to them, due to stresses and pressures from the management or market competition. It could also means that perhaps the employees are largely highly career oriented and focus a lot of efforts on their jobs. Nevertheless, it can be reasonable to believe that the staffs are quite proactive, responsible and willing to spend the necessary time for work matters. This is an indication that they must be pretty motivated in their job. From Table 4.2 as well, there is one research question having a low ratings from the research participants – research question M11. The research question is about if the employees agreed that they will not blame others and will take personal responsibilities for their part in mistakes. Surprisingly, their answers shows that they tend to associate mistakes to other people. This may indicate that in event of mistakes, people in the department will likely to blame others, probably top push away the responsibilities and mistakes to others. However, overall, it can be seen that people working in the department is quite motivated. In the following section, the histogram of the answers from each of the research questions will be presented. A more details discussion on each of the research question will be articulated.

4.3 Histogram for Answers from Research Questions

In this section, graphical representation of research questions will be presented in the form of histogram, to enable readers to gauge the response of research participants in the context of workforce motivation and employee satisfaction. Discussions on the histogram will be presented accordingly.

 

f4-1

(Remark: Questions S1 is about ‘I do not often feel bored with my job’)

 

Figure 4.1 above shows the histogram for the answers obtained from research question S1. Research question S1 is the 7-scale Likert style question asking if the employees ‘do not often feel bored with their jobs’ (with 1 = strongly disagree; ranging to 7 = strongly agree). From the histogram, it can be observed that the data is roughly normally distributed, with a slightly negatively skewed normal curve. The mean value of the answers from the employees is 5.58, with a standard deviation of 1.124. From the histogram, it can be seen that majority of the employees perceive that their jobs are not boring. In other words, they think that their jobs are interesting. It should be pointed out that none of the employee rate the question as 1 or 2 (i.e., strongly disagree with the statement). Most of the employees gave a rating of 6. Thus, it can be seen that the job nature as a designer is never boring. The staffs found that their jobs are interesting. This would likely increase the job satisfaction. However, before the discussion can conclude if the staffs are truly satisfied with their jobs, it is important to analyze the findings of other questions as well.

 

f4-2

(Remark: Questions S2 is about ‘I feel fairly well satisfied with my present job’)

 

Figure 4.2 above shows the histogram for the answers obtained from research question S2. Research question S2 is the 7-scale Likert style question asking if the employees ‘feel fairly well satisfied with their present jobs’ (with 1 = strongly disagree; ranging to 7 = strongly agree). From the histogram, it can be observed that the data is roughly normally distributed, with a slightly negatively skewed normal curve. The mean value of the answers from the employees is 4.60, with a standard deviation of 0.867. Overall, this is an encouraging result, because majority of the people chose the rating of 4, 5 and 6. This means that majority of the staffs perceived that they are satisfied with their current job. However, with such findings, the reasons leading to their satisfaction are unknown. Thus, it is important to investigate the answers from other research questions.

 

f4-3

(Remark: Questions S3 is about ‘Most day I am enthusiastic about my work’)

 

Figure 4.3 above shows the histogram for the answers obtained from research question S3. Research question S3 is the 7-scale Likert style question asking if the employees agree that ‘most of the day they are enthusiastic about their works’ (with 1 = strongly disagree; ranging to 7 = strongly agree). From the histogram, it can be observed that the data is roughly normally distributed, with a slightly negatively skewed normal curve. The mean value of the answers from the employees is 4.87, with a standard deviation of 1.033. It can be observed that most of the employees indeed feel enthusiastic about their works (as a large portion of the employees rate the question from 4 to 7). Thus, from this research question, it can be deduced that majority of the workforce are enthusiastic about their jobs.

 

f4-4

(Remark: Questions S4 is about ‘I find real enjoyment in my work’)

 

Figure 4.4 above shows the histogram for the answers obtained from research question S4. Research question S4 is the 7-scale Likert style question asking if the employees ‘find real enjoyment in their works’ (with 1 = strongly disagree; ranging to 7 = strongly agree). From the histogram, it can be observed that the data is roughly normally distributed. The mean value of the answers from the employees is 5.02, with a standard deviation of 1.142. Similar to the findings above, the answers from the employees indicate that majority of them (whom rate the question with 4, 5, 6, or 7) find real enjoyment in their jobs. As they find real enjoyment in their jobs, it can be reasonably expect them to be pretty satisfied with their tasks in the department.

 

f4-5

(Remark: Questions S5 is about ‘I am satisfied from the recognition I get for good work’)

 

Figure 4.5 above shows the histogram for the answers obtained from research question S5. Research question S5 is the 7-scale Likert style question asking if the employees ‘are satisfied from the recognition they get for their good works’ (with 1 = strongly disagree; ranging to 7 = strongly agree). From the histogram, it can be observed that the data is roughly normally distributed, with a slightly positively skewed normal curve. The mean value of the answers from the employees is 3.07, with a standard deviation of 1.039. This is a somewhat contradicting finding from the previous research questions. Taking the middle value of the 7-scale Likert style questions as 3.5 (i.e., people with a rating of above 3.5 is assumed to be satisfied with the chances of promotion, while people with a rating below 3.5 are assumed to be not satisfied with the chances of promotion), it is found that a large portion of the employees perceive that they are not getting the deserved or necessary recognition from management on their hard work. This is something serious and must be taken immediate attention by the management, as it is likely that the management does not understand that not acknowledging the contributions from the employees may cause them to feel not satisfied with the jobs. After all, to provide recognition or acknowledgement, or often, it require just praising the employees that have done well in the tasks assigned to them, need no extra financial costs. To praise people and to find what others are doing right is simply just a matter of management attitudes and behaviors, and this sometimes can make big differences to the employees’ satisfaction level, and subsequently affecting the future performance of that employee. Apparently, form the research results, it is found that management is particularly weak on this aspect, and should take corrective actions in changing their attitudes, so that the employees performances or hard work will be recognized (via either financial or non-financial rewards) and praised often.

 

f4-6

(Remark: Questions S6 is about ‘I am satisfied from the chances of promotion’)

 

Figure 4.6 above shows the histogram for the answers obtained from research question S6. Research question S6 is the 7-scale Likert style question asking if the employees ‘are satisfied from the chances of promotion’ (with 1 = strongly disagree; ranging to 7 = strongly agree). From the histogram, it can be observed that the answers are quite disperse – whereby a small part of people feel that they do have good chances of promotion (with a rating of 6 or 7, while the majority of the people do not seem to be satisfied with the chances of promotion in the company). The mean value of the answers from the employees is 3.70, with a standard deviation of 1.619. From the research findings, it can be deduced that the staffs are apparently unsatisfied as they perceive that they have lesser chance of being promoted in the company. This can be a serious issue, as when people cannot see the career path or a perceived viable growth chance in the company, they may feel unsatisfied due to a lack of hopeful and inspiring future. From a graphical analysis of the histogram, it is found that apparently there are two groups of people, one that feel that they have high chances of getting promoted, while the other group, and majority of them indeed, feels that they have gloomy outlook in being promoted in the company. Such an issue definitely deserves further investigation. One reason could be because of existence of a small pool of high flying and performing staffs, that reasonably expecting them to get promoted; while such perception is also recognized by the rest of employees. Anyway, the research findings strong suggest that the career paths in the department may not be designed properly, as a properly design career path should provide reasonable hope to the employees that they can progress well in the department.

 

f4-7

(Remark: Questions S7 is about ‘I am satisfied with the amount of variety in my job’)

 

Figure 4.7 above shows the histogram for the answers obtained from research question S7. Research question S1 is the 7-scale Likert style question asking if the employees ‘are satisfied with the amount of variety in their jobs’ (with 1 = strongly disagree; ranging to 7 = strongly agree). From the histogram, it can be observed that the data is roughly normally distributed, with an obvious negatively skewed normal curve. The mean value of the answers from the employees is 5.75, with a standard deviation of 0.932. As discussed before, this means that most of the employees felt that they are satisfied with the amount of variety in their job scope. This is not hard to imagine, as in the sports equipment and apparels design department, people are often required to be innovative and to handle different design, be it in terms of art of product features. Thus, for the designers, their job scope must be vast. In the survey, it is apparent that the staffs in the department are happy with the variety of tasks assigned to them.

 

f4-8

(Remark: Questions M8 is about ‘I arrive at the office on time and do not leave early’)

 

Figure 4.8 above shows the histogram for the answers obtained from research question M8. Research question M8 is the 7-scale Likert style question asking if the employees perceive that they indeed ‘arrive at the office on time and do not leave early’ (with 1 = strongly disagree; ranging to 7 = strongly agree). From the histogram, it can be observed that the data is roughly normally distributed, with a minor negatively skewed normal curve. The mean value of the answers from the employees is 5.90, with a standard deviation of 0.817. It should be pointed out that all of the employees have an answer of above 3.5 (i.e., the average value of the 7-scale Likert style question), and more than half of them choose a rating of 6 or 7. In the discussion above, it is also stated that a brief discussion with the management double confirm such findings, whereby it can be easily witnessed that the staffs often arrive early and stay late in the office. Then, it is also pointed out that a verbal discussion with the management found that the management commented that there are several possible reasons for such finding: (a) many of the staffs will simply arrive early to prevent from being penalized; (b) the staffs may stay back late because they really have too much things to do; (c) the staffs often not able to complete these tasks assigned to them on time; (d) people may simply stay back in the office to avoid heavy traffic jam during peak hours; and (e) some of the staffs may simply just stay back and pretend to be busy to impress the management – so that they are perceived as dedicated, responsible and hard working. Nonetheless, purely from the statistical findings, it can be commented that the workforce somehow are quit motivated to arrive early and to stay back to perform the tasks assigned to them. Such a situation should rarely to observe if the employees hate their jobs or not motivated in completing the tasks assigned to them.

 

f4-9

(Remark: Questions M9 is about ‘The work I do is interesting’)

 

Figure 4.9 above shows the histogram for the answers obtained from research question M9. Research question M9 is the 7-scale Likert style question asking if the employees perceive that the works they are doing are interesting (with 1 = strongly disagree; ranging to 7 = strongly agree). From the histogram, it can be observed that the data is roughly normally distributed, with a slightly negatively skewed normal curve. The mean value of the answers from the employees is 4.65, with a standard deviation of 0.971. It can be observed that only very few employees perceived that their jobs are not interesting. Similarly to our discussion if the employees will not feel boring in doing the tasks assigned to them, such a research finding double confirm their previous answers on research question S1.

 

f4-10

(Remark: Questions M10 is about ‘I am confident of my abilities to succeed at my work’)

 

Figure 4.10 above shows the histogram for the answers obtained from research question M10. Research question M10 is the 7-scale Likert style question asking if the employees ‘are confident of their abilities to succeed at their works’ (with 1 = strongly disagree; ranging to 7 = strongly agree). From the histogram, it can be observed that the answers are roughly equally distributed around the different ratings. The mean value of the answers from the employees is 4.50, with a standard deviation of 1.456. Overall, the research results are pretty encouraging because majority of the employees perceived that they are confident at their abilities to succeed at the work. Less than 30% of the employees have lesser confident on their respective abilities to succeed in the work. Nonetheless, it can be asserted that there are rooms for improvement, whereby employees training and development program can be organized to further enhance the workforce confidence level in workplace.

 

f4-11

(Remark: Questions M11 is about ‘I do not blame others. I take responsibilities for my part in mistake’)

 

Figure 4.11 above shows the histogram for the answers obtained from research question M11. Research question M11 is the 7-scale Likert style question asking if the employees agree with the statement of ‘I do not blame others. I take responsibilities for my part in mistake’ (with 1 = strongly disagree; ranging to 7 = strongly agree). From the histogram, it can be observed that the data is roughly normally distributed. The mean value of the answers from the employees is 2.70, with a standard deviation of 0.944. The research finding indicates that the employees tend to associate mistakes to other people. This may indicate that in event of mistakes, people in the department will likely to blame others, probably top push away the responsibilities and mistakes to others. Thus, in event or troubles, they are found to be not motivated in handling the crises occurred.

 

f4-12

(Remark: Questions M12 is about ‘I have a coach/mentor who keep me alert and motivated to do my work’)

 

Figure 4.12 above shows the histogram for the answers obtained from research question M12. Research question M12 is the 7-scale Likert style question asking if the employees agree that ‘they have a coach/mentor who keep them alert and motivated to do their works’ (with 1 = strongly disagree; ranging to 7 = strongly agree). From the histogram, it can be observed that the data is roughly normally distributed, with a slightly positively skewed normal curve. The mean value of the answers from the employees is 3.45, with a standard deviation of 1.333. For this research question, it is found that more than half of the employees have a rating below 3.5 (i.e., the average value of a 7-scale Likert style question). This indicates that a lot of the employees perceived that they have no mentor in guiding them in the work, to keep them alert and motivated. This is consistent with a brief discussion with the management, whereby it is commented that the company has an organizational culture whereby people should be proactive and able to act and work independently. It is often assumed people will be able to solve their own problem, without relying on others to do so. Besides, it is also informed that there is no such thing as mentorship program in the company (except for the new comers or recent fresh graduates). Thus, it is not surprising that a large portion of the employees answered that they do not agree with the statement that they have a coach or mentor that able to keep them alert and motivated to perform their jobs.

 

f4-13

(Remark: Questions M13 is about ‘I expect more accuracy on my own work as my employer’)

 

Figure 4.13 above shows the histogram for the answers obtained from research question M13. Research question M13 is the 7-scale Likert style question asking if the employees ‘expect more accuracy on their own work as their employer’ (with 1 = strongly disagree; ranging to 7 = strongly agree). From the histogram, it can be observed that the data is roughly normally distributed. The mean value of the answers from the employees is 3.23, with a standard deviation of 1.110. Overall, the answers indicate that most of the employees have moderate or average perceptions on the matters if they expect more accuracy form their selves. There is nothing special can be elicited from such research question.

 

f4-14

(Remark: Questions M14 is about ‘I regularly think/ worry about work issues when I am at home’)

 

Figure 4.14 above shows the histogram for the answers obtained from research question M14. Research question M14 is the 7-scale Likert style question asking if the employees ‘regularly think/ worry about work issues when they are at home’ (with 1 = strongly disagree; ranging to 7 = strongly agree). From the histogram, it can be observed that the data is roughly normally distributed. The mean value of the answers from the employees is 4.75, with a standard deviation of 1.174. The third highest score of the research question is M15 (with a mean value of 4.750 and a standard deviation of 1.174). Overall, this means that the employees somehow largely agreed that they tend to think about matters related to works when they are at home. For this, it can be seen that the employees are pretty dedicated in their job, and are willing to spend the time to think about work matters even in their home. In fact, it is rational to argue that there must be certain degree of motivation exists among the employees, or else, they would not even bother to think about anything related to work in their home. However, this could also means that the workloads on the staffs are high, forcing them to keep thinking on the ways to solve workplace problems or completion of tasks assigned to them, due to stresses and pressures from the management or market competition. It could also means that perhaps the employees are largely highly career oriented and focus a lot of efforts on their jobs. Nevertheless, it can be reasonable to believe that the staffs are quite proactive, responsible and willing to spend the necessary time for work matters. This is an indication that they must be pretty motivated in their job.

 

f4-15

(Remark: Questions M15 is about ‘I participate in training to improve my own skills and competencies’)

 

Figure 4.15 above shows the histogram for the answers obtained from research question M15. Research question M15 is the 7-scale Likert style question asking if the employees ‘participate in training to improve their respective skills and competencies’ (with 1 = strongly disagree; ranging to 7 = strongly agree). From the histogram, it can be observed that the data is roughly normally distributed, with a slightly negatively skewed normal curve. The mean value of the answers from the employees is 5.10, with a standard deviation of 1.245. Such a research finding indicates that the employees agreed that they will participate in training (be it provided by the company, or those that the employees take initiatives to attend seminars or other sorts of training programs) to improve their skills or competencies. As it can be seen that the workforce is roughly proactive in developing their skills and competencies further, it can be deduced from the answers from this research question that they are pretty motivated in performing their jobs and to work as a designer in the company.

 

4.4 Correlation between Workforce Motivation and Employee Satisfaction

In this section, the simulation results for the correlation coefficient between the average value of research questions designed to survey workforce motivation to the average value of research questions designed to study employees’ satisfaction in the design department in Anta Sports Products Limited. The average value of research questions designed to survey workforce motivation is computed by averaging every single value rated by the employees on the research questions designed to survey workforce motivation (i.e., from M8 to M15) for a particular employee. The average value of research questions designed to survey workforce motivation will be denoted as Ave_M. Ave_M for a particular employee can be computed as follow.

 

Ave_M = (Value M8 + Value M9 + Value M10 + Value M11 + Value M12 + Value M13 + Value M14 + Value M15 )/ 8

 

Similarly, the average value of research questions designed to survey employees satisfaction is computed by averaging every single value rated by the employees on the research questions designed to survey employees satisfaction (i.e., from S1 to S7) for a particular employee. The average value of research questions designed to survey employees’ satisfaction will be denoted as Ave_S.

After the respective Ave_M and Ave_S value is computed, these average values are tabulated into SPSS and being analyzed. In Table 4.3, the descriptive statistics for both Ave_M and Ave_S are calculated. It is shown that the Ave_S has a score of 4.65 (with a standard deviation of 0.4043). From a 7-scale Likert style question, that has a middle value of 3.5, the score of 4.65 indicate that the employees perceive that they are pretty satisfied with their current job. There are definitely more chances to further improve the employees’ satisfaction level in the department. The result findings on another aspect, namely the workforce motivation has a pretty similar result. In Table 4.3, it is displayed that the Ave_M has a score of 4.29 (with a standard deviation of 0.5349). As discussed before, as the research questions are designed to be the 7-scale Likert style question (i.e., have a middle value of 3.5), such findings indicate that the overall workforce motivation picture in the department is satisfactory (having a above average value).

 

t4-3

 

In Table 4.4 however, the correlation coefficient between Ave_M and Ave_S is calculated. It is found that the Pearson correlation coefficient is 0.493. From the simulation, such a correlation is statistically significant at the 1% level. From the social science context, such a high value of correlation should indicate that there exists a strong statistical relationship between the two variables. It thus can be concluded that for the case of the workforce in the design department in Anta Sports Products Limited, there are strong statistical relationship between workforce motivation and employee satisfaction. However, as correlation does not indicate causation, it cannot be concluded if either it is true of the satisfactory level of employees’ satisfaction that give rise to the satisfactory level of workforce motivation, or vice versa. Purely relying on the research findings elicited from this study, it can only be confidently concluded that there are meaningful and statistically significant correlation between the two variables in the design department in Anta Sports Products Limited. Such a finding is roughly consistent with the research findings from other studies, whereby other scholars also tend to found statistically significant relationships between workforce motivation and employees satisfaction.

 

t4-4

 

In Figure 4.16 below, the scatter plots between the two variables, namely Ave_M (i.e., as explanatory variable) and Ave_S (i.e., as explained variable), is displayed. As discussed before, there is no way to conclude confidently if which variable is affecting the other variables, or even if two way causation relationships exists between the two variables – thus, there is no real meaning associated to such arrangement if Ave_M is used as explanatory variable and Ave_S as explained variable. The scatter plot is presented in order to provide graphical representation for readers to understand the relationships between the two variables in a more comprehensive manner. The R2 of the regression model (presented in the picture) is found to be 0.243. Technically speaking, this indicates that variation in Ave_M able to explain 24.3% of the variation in Ave_S.

 

f4-16

 

4.5 Concluding Remark

Overall, it can be concluded that the workforce motivation and employee satisfaction level in the sports equipment and apparels design department in Anta Sports Products Limited is satisfactory, judging from the score of both Ave_M and Ave_S. Previously, it is computed that the Ave_S has a mean score of 4.65 (with a standard deviation of 0.4043); while the Ave_M has a mean score of 4.29 (with a standard deviation of 0.5349). Judging from the fact that a 7-scale Likert style questionnaire is employed (i.e., questionnaires has a middle value of 3.5), a mean value of 4.65 and 4.29 indicate that the workforce motivation and employee satisfaction level in the department is satisfactory. However, there are many rooms for improvement. From the employee satisfaction perspective, it is found that a large portion of the employees apparently are not satisfied because their good works are not recognized. Secondly, it is also discovered that many of them perceive that they have low chances of promotion in the company. There are nonetheless, a small portion of people perceived that they have high chances of being promoted. On the other hand, from the workforce motivation perspective, it is found that the worst issue is that the workforce believes that they tend to blame others for mistakes occurred in the department. The staffs are less likely to take personal responsibilities in times of crises or mistakes. Then, it is also found that there is no viable mentorship system in the department to keep the staffs motivated. More than half of the workforce indeed do not have a mentor or coach, that may be useful in guiding them and motivate them in workplace.

 

 

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