V. CONCLUSION AND RECCOMENDATION
5.2 Recommendation
5.2.2 For future research
For future research purpose I recommend that more variable are used such as salary, working conditions, high wages, job security, promotion potential, good working condition, interesting work, personal loyalty of supervision, tactful discipline, appreciation of work done, help with personal problems and feeling of being in on things.
LIST OF REFERENCE
Ariola, l.(2006). Principles and Methods of Research. Rex Bookstore, Inc. USA.
Armstrong, M .(2009). Armstrong's Handbook of Human Resource Management. Practice Kogan Page. Eleventh Edition
Bruce. A. (2006). How to Motivate Every Employee: 24 Proven Tactics to Spark Productivity in the Workplace. 1st edition .McGraw-Hill Publisher
Bryan, Joyce & Weiss. (2006). New generation organizations: Motivating employees through creative working practices. Emerald Group Publishing Limited. Vol. 22 Iss: 11 De Janasz, Dowd, Schneider. (2006) Interpersonal Skills in Organizations. 3rd edition Mcgraw-Hill/Irwin.
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Quigley, N.R., & Tymon, Jr., W.G. (2006). Towards an integrated model of intrinsic motivation and career self-management, Emerald Group Publishing Limited
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APPENDICES
Appendix A: Questionnaire
Male/Female. (Please Circle one) Age....
Questionnaire regarding; The major underlying factors affecting employee’s motivation at work.
Questions Strongly
Disagree
Disagree Neutral Agree Strongly Agree
Motivation 1 2 3 4 5
1 My job requires me to use different skills and ability.
2 I believe that i
contribute to all projects from the beginning until the end.
3 When doing a project I feel confident enough to use my own initiative.
4 I have confidence in the judgement of senior management.
5 The work that is given to me is too easy.
6 I am satisfied with my current salary.
Role of manager 1 2 3 4 5
8 There is a friendly feeling between
management and staff.
9 My manager makes me
feel like a business partner.
10 My manager analysis the work I carry out.
11 My manager gives me creative feedback.
12 I look up to my manager as a leader.
13 My manager uses empowerment to make me feel good inside.
Interpersonal Relationship
1 2 3 4 5
15 I have an advance relationship with my manager
16 My manager shows concern regarding my development in this company.
17 I have a two way trust relationship with my manager
18 I have a clear line of communication with my manager.
19 I have a loyal relationship with my manager
20 My manager cares about my well being
Empowerment 1 2 3 4 5
21 My manager promotes greater initiative and responsibility in assignments
22 My manager tries to make me fully
understand the impacts of my actions on the companies costs and profits
23 My manager allows me to decide my own methods after he explains the task 24 My manager links my
work activities to organisational goals.
25 I believe i have the ability and the skill to complete the tasks given by my manger.
26 i have the determination to finish the task given to me
Appendix B: Multiple Regression
1. Multicollinearity Test
Model
Unstandardized Coefficients
Standardized Coefficients
T Sig.
B Std. Error Beta
(Constant) Role of Manger
1.656 .251
.456
.063 .244
3.634 2.381
.001 .004 Interrelationship
Empowerment
-.010 .414
.089 .090
-.011 .459
-.112 4.579
.021 .000 a) Dependent Variable: Motivation
Table 4.3.The Significant of role of manager inter relationship and empowerment towards employee motivation.
Source: Statistical Products and Solution Services and Primary Data V16
2. Descriptive Statistics
Descriptive Statistics
Mean Std. Deviation N
employeemotivation 3.5614 .30288 76
Roleofmanager 3.6096 .48880 76
interpersonalrelationship 3.3377 .34745 76
Empowerment 3.3904 .33835 76
Variables Entered/Removedb
Model
Variables Entered
Variables
Removed Method 1 empowerment,
interpersonalrela tionship, roleofmanagera
. Enter
a. All requested variables entered.
b. Dependent Variable: employeemotivation
3. Collinearity
Collinearity Diagnosticsa
Model
Dimensi
on Eigenvalue Condition Index
Variance Proportions
(Constant) roleofmanager
interpersonalrelat
ionship empowerment
1 1 3.973 1.000 .00 .00 .00 .00
2 .014 16.868 .01 .82 .01 .20
3 .010 19.904 .00 .12 .64 .29
4 .003 35.486 .99 .06 .35 .51
a. Dependent Variable: employeemotivation
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1 Seligman, Martin E.P. (1990). Learned Optimism. New York: Alfred A. Knopf, Inc.. p. 10 Kerr, Steven (1995) On the folly of rewarding A, while hoping for B.
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Test (Lawrence, Glenn, and Guarino, 2005: p. 67):
(Lawrence, Glenn, and Guarino, 2005: p. 182) (Lawrence, Glenn, and Guarino, 2005: p. 67)
(Geof Lancaster Research methods in Management 160pg).
Ariola. Et. Ad (2006) in her book Principles and Methods of Research (eds.); 2006 Motivational Management (New York: AMACOM, 2003)
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Quigley, N.R., & Tymon, Jr., W.G. (2006). ... Organizational Behavior Division of the Academy of Management, 2005
Abraham Maslow's book Motivation and Personality, published in 1954 (se1970)
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Abraham Maslow (Jan 1987) Motivation and Personality 3 Sub edition Andrew DuBrin February 3, 2009 South-Western College Pub; 6 edition
Andrew DuBrin June 1978 Fundamentals of Organizational Behavior: An Applied Perspective Pergamon Pr; 2 edition
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Bruce. A March 23, 2006, How to Motivate Every Employee: 24 Proven Tactics to Spark Productivity in the Workplace, McGraw-Hill; 1 edition
Bryan, Joyce & Weiss (2006) New generation organizations: Motivating employees through creative working practices Emerald Group Publishing Limited, Vol. 22 Iss: 11
De Janasz, Dowd, Schneider, 2006 Interpersonal Skills in Organizations mcgraw-Hill/Irwin; 3 edition Hugo M Kehr, 2004. MGSM working papers in management ; MGSM WP 2-2004
Jerald Greenberg and Robert A.Baron (March 4, 2007) Behavior in Organizations, Prentice Hall; 9 edition
Katz, Ralph Number 6, November-December 2005 Motivating Technical Professionals Today Industrial Research Institute, Inc
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