Nasir Thesis Full Final 10128

8/10/2019 Nasir Thesis Full Final 10128

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Superior University Lahore Page 1

Impact of Traning and Development on Employee Motivation in Textile

Industry of Pakistan

A Thesis Submitted to the

Miss Khansa Irem

Superior University

In Partial Fulfillment of the Requirements for the Degree of

Bachelors in business adminstration

ByNasir Ali- 10128

2013


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Declaration of Originality

I hereby declare that this project is entirely my own work and that any additional sources of

information have been duly cited.

I hereby declare that any Internet sources published or unpublished works from which I have

quoted or draw references fully in the text and in the content list. I understand that failure to do

this will result in failure of this project due to plagiarism.

I understand I may be called for viva and if so must attend. I acknowledge that this is my

responsibility to check whether I am required to attend and that I will be available during the

viva periods.


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Acknowledgement

First and foremost, all praise is due to ALLAH for bestowing me with health, knowledge and

patience to complete this work. The Almighty, Who alone made this success possible. I seek His

mercy, good deed and sympathy.

I am grateful to my mother for her continues extreme moral support, encouragement and

patience during all my live as well as throughout my academic career. No own progress can ever

take place without the appropriate supervision of parents. Acknowledgements are due to

Superior university of Lahore for the support in carrying out this research. Special appreciation

goes to my supervisor, Sir Maam Khansa, for her supervision, for the continuous support of my

BBA study and research, for her patience, motivation, enthusiasm, and immense knowledge. His

guidance helped me in all the time of research and writing of this thesis. I could not have

imagined having a better advisor and mentor for my research study.

Signed

Date .

Name of Supervisor


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Abstract

My research study looks at the role of impact of training and development on employee

motivation in textile sector of Pakistan. For this study, I have collected data from 150 employees

from different textile organizations working in Pakistan, I have asked different question

regarding my all variables. When the surveys were completed and returned, the data was entered

into SPSS for analysis. Several tests were run on the data, and significant findings were present.

I found that the training and development of employees programs will increase the employee

motivation. I have also found, if there is a significant increase in the training and development

programs arranged by the organization. The results and data are discussed in depth within this

report. There are also several limitations as well as future research implications at the end of this

research study.

Keywords : Training and development, Knowledge Skills abilities, employee motivation.


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List of Contents

Declaration of Originality .............................................................................................................................. 2

Acknowledgement ........................................................................................................................................ 3

Abstract ......................................................................................................................................................... 4

Chapter 1 ....................................................................................................................................................... 9

INTRODUCTION ............................................................................................................................................. 9

1.1 Introduction .................................................................................................................................... 9

1.2 Purpose Statement ....................................................................................................................... 13

1.3 AIMS AND OBJECTIVES .................................................................................................................. 141.4 SIGNIFICANCE ................................................................................................................................ 14

1.5 Research Question and Hypothesis .............................................................................................. 15

1.6 Term Definition ............................................................................................................................. 17

1.7 Conceptual Model ......................................................................................................................... 18

CHAPTER 2 .................................................................................................................................................. 19

LITERATURE REVIEW ................................................................................................................................... 19

CHAPTER 3 .................................................................................................................................................. 32

DATA/METHODOLOGY ................................................................................................................................ 32

3.1 RESEARCH PARADIGMS ................................................................................................................. 32

3.2 RESEARCH APPROACHES ............................................................................................................... 33

3.3POPULATION AND SAMPLING ....................................................................................................... 35

3.4 MEASURES..................................................................................................................................... 37

Training and Development .................................................................................................................... 37

Employee Motivation ............................................................................................................................. 37

Knowledge, Skills and Abilities .............................................................................................................. 373.5 Method of Data Collection ............................................................................................................ 38

3.6 Methodology: ................................................................................................................................ 39

CHAPTER # 4 ................................................................................................................................................ 42

ANALYSIS AND RESULTS .............................................................................................................................. 42

INFERENTIAL STATISTICS: ............................................................................................................................ 50


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REGRESSION ................................................................................................................................................ 58

Simple Regression: .................................................................................................................................. 58

Chapter 5 ..................................................................................................................................................... 65

DISCUSSION AND CONCLUSION .................................................................................................................. 66

5.1 Discussion ...................................................................................................................................... 66

5.2 CONCLUSION ................................................................................................................................. 70

5.3 IMPLICATION ................................................................................................................................. 70

5.4 LIMITATIONS ................................................................................................................................. 70

5.6 Future Research ............................................................................................................................ 70


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List of Tables

Table 1: Age ................................................................................................................................................ 44

Table 2: Frequency Gender ......................................................................................................................... 45

Table 3: descriptive Statistics ..................................................................................................................... 46

Table 4: Correlation .................................................................................................................................... 53

Table 5: Correlation .................................................................................................................................... 55

Table 6: Correlation KSA employee motivation ........................................................................................ 57

Table 7: Regression Model Summary ......................................................................................................... 60

Table 8: ANOVA ........................................................................................................................................ 61

Table 9: Coefficients ................................................................................................................................... 61

Table 10: ANOVA ...................................................................................................................................... 64

Table 11: Regression Coefficient ................................................................................................................ 65


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List of Figures

Reliability analysis: Table 1: Reliability test ................................................................................... 42

Figure 2: Histogram .................................................................................................................................... 48

Figure 3: Histogram KSA ........................................................................................................................... 48

Figure 4: Histogram Employee motivation ................................................................................................. 49

Figure 5: Histogram KSA Training and development ................................................................................ 51

Figure 6: Scatter plot KSA .......................................................................................................................... 52

Figure 7: TND, EMPLOYEE Motivation ................................................................................................... 54

Figure 8: Scatter plot employee motivation ................................................................................................ 54

Figure 9: KSA Employee Motivation ......................................................................................................... 56

Figure 10: scatter plot employee motivation ............................................................................................... 56

Figure 11: KSA & Employee Motivation ................................................................................................... 59

Figure 12: Scatter plot TND ........................................................................................................................ 60

Figure 13: TND & Employee Motivation ................................................................................................... 62

Figure 14: Scatter plot TND ........................................................................................................................ 63

Table 15: Model Summary Regression ....................................................................................................... 64


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CAPTER NO 1

INTRODUCTION

1.1 Introduction

The textile industry plays a pivotal role in Pakistan's economy. The contribution of the textile

industry in total exports is around 54 percent of the total export earnings of the country. It is a

labor intensive industry and offers entry-level jobs for unskilled labor. Job creation, especially in

the clothing sector, has been particularly strong for women, who previously had limited income

opportunities outside the household or the informal sector. The textile and clothing industry

accounts for 46 percent of the total manufacturing and provides employment to 38 percent of the

manufacturing labor force. The availability of basic raw material for the textile industry i.e.

cotton, has played a significant role in the growth of the industry because of which Pakistan has

been able to prove its strength in the world by sustaining its position and growth. According to

the survey report 25% contribution in Pakistans economy is of industries in which 57.5%

contribution is of textile industry. Major production is of cotton, it represents growth of 3.7% in

the GDP of the country. Pakistans textile participate sin 2% of the world trade and it is also a

source of employment of labor in the country as well. As this sector is the most important sector

in the country and needs for improvement always exist. This sector includes oldest and

traditional types of businesses, so there lays a chance of applying modern techniques and

methods through study, research and development. As this being the major source of

employment and labor force hirer this sector is also under study of human resource management

research. (Scott and clothier) has defined human resource management as a study of those

operational functions which are related to management and people concerns. It has many


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functions including staffing, selection, recruitment, training and development and compensation

etc. function focused in the study is primarily training and development. Topic of the study is to

investigate the impact of training and development on employee motivation. Training and

development as independent variable, employee motivation as a dependent variable, along with

intervening variables of knowledge, skills and abilities in the study. Berkson, Martin, Smith, &

Worley, (2012) Employee Motivation and its Most Influential Factors. The finding of this article

was competitive wages are a strong motivational factor, especially for the lower-income

demographic of the company. Mak & Sockel,(2001) A confrmatory factor analysis of IS

employee Motivation and retention. The finding of this article was to investigate therelationship between motivation and retention and how these two factors effect on the job

satisfaction. Dysvik & Kuvaas,( 2008) perceived training opportunities, work motivation and

employee outcomes. The finding of this article was that intrinsic motivation is effecting the

training opportunitties and employee outcomes which plays an important role in the

organizational growth and employees turnover rate. Purpose of the study is to explore the impact

of training and development on employee motivation in textile industry sector. This study will

help managers and policy makers to make policies. It will prove a credible research opportunity

for future reseacrhers and add value in the context of knowledge. And it will help to uncover new

dimensions of study and outcomes in developing countries.

Scaduto & Lindsay, (2008) Leader inuences on training effectiveness motivation and outcome

expectation processes. The finding of this article was that the training and development plays

very important role for leader or every member of the organization to motivate them towards the

goal of the organization.


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Yin Chow, Chang, & Burgess, (2005) Phonological Processing Skills and Early Reading

Abilities in HongKong Chinese Kindergarteners Learning to Read English as a Second

Language. The finding of this article was the results showed that phonological awareness still

explained significant variance in Chinese word reading even when visual skills were controlled.

Thus,phonological awareness is not only important for Learning alphabetical languages but also

for Chinese reading acquisition. Weitz, Sharish, & Sujan,( oct 1986) Knowl edge, Motivation

and Adaptive Behavior its a framework for improving selling effectiveness this study shows

that knowledge sharing and giving direction to the employees is the advance motivation factor in

an Organiation on the basis of these proposition suggestion are made for selecting Trainingmanaging and compensative sales people that how they can motivated through these factors. In

this article training and development, Knowledge and managing variables are used for the

motivation of employees,for the devolment of the employees their should be a experts system tha

examine the contnent of knowledge rather then individual refrences.on the basis of a survey of

industrial and organiational the researcher use the simple random sampling method to evaluate

these factors. In the recent research they conluded that the sales pepole must adjust to the

specific customers by using these factors.Bhattacharya, Gibson, & Doty,( 1989)The Effects of

Flexibility in Employee Skills, Employee Behavior and HR Practices on F irm Performance

Current Strategic Humman resource Management theory suggest that employee skills, employee

behavior and good HR practices are the dominent variables for employee motivation and they are

directly related to firm Performance. Skill flexibility can be generated in two different ways first

one is by taking good approch by field enviornment or by taking the good output from your

organizations.Employee skill flexibilty factor is directly related to firm financial enhancemnet

and positive motivation of employees. the firm included in this study were choosen from the


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industrial machinary the food and grossry industry the equuipment industry . 629 pepole were

survey through this study thet concluded that employee skill flexibility employee behavior and

good HR practices were the dominent factors of motivation in an organization.

Mclough & Rogelberg, (March 2003)Selection in Teams: an axploration of the teamwork

knowledge, Skills, and Ability Test. In 1994 Stevens and campion intoduce the temwork

knowledge skills and ability test. In this article teamwork knowledge skills and ability variables

are discussed these variables are the foundation factors of employee motivation. They examine

that through the relationship of these variables individual and team members can attian

organizational effectiveness through these variables self effecicincy and individual behavior

within the organization can be test. Through these variables they have come to know how

employees in an organization were moderate and fully motivated.they examine these test with

the relationship of knowledge skills and ability and assigned these variables to the team leaders

and experiment this data on 57 ad hoc student team and they concluded that such factors were

dominent in these team s.Smith & Collins,( 2006) Knowledge Exhange and combination the role

of human resource practices in the performance of high technology firms. In this study they

discuss the Knowledge exchange work enviornmnet social climate of trust cooperation variables

a field study of 136 technology companies showed that comitment that these variables are

interrealted to each other to gain organization success on the other hand exchange of knowledge,

work enviornmnet and work relationship are the predicted variable of motivation.they gathered

the data from 1360 epmloyee of telecommunication technology consultant and pharmaceuticals

companies after interviewing these pepole they concluded that throgh employee relationship

through knowledge sharing and increased in particpation the motivation level could be increased.


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Naquin & Holton,( 2002) The Effects of Personality Effectivity Work cimitment on Motivation

to improve through learning and abilities this study examine the four factors of motivation and

work comitment they are effectivity learning work envoirnment and abilities. Data were obtain

from anon randon sample of 239 private sector employees who were participant of in-house

training programs. This study also shows that training, learning and abilities transfer motivation

to the employees.through learning employees are willing to transfer the knowledge acquired to

improve work processess. Specificay 57% of the variance in motivation to improve work through

learning, abilities, positive effevtivity and work comitment.

In recent years very less study is published regarding the impact of Training & Development on

employee motivation. My study is specially focusing on the developing countries like Pakistan.

That how can the Training & Development increase employee motivation in all multinational

and local textile industries in Pakistan.

Very rare research has been carried out in this perspective and these variables have not been

under research in developing countries previously. There remains a gap of cultural and

environmental factors of developing countries and developed countries. Although great research

has been carried out in the developed countries reagrding employee motivation but they lack to

explore the factors existing in the developing countries.

1.2 Purpose Statement

The purpose of this study will be to test the theory of the impact of training & Development onemployee motivation it will also help the trained and developed employees of both local and

multinational organizations working in Pakistan can help in many ways like increasing the

productivity and decrease the production cost and help employees to increase their motivation


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and level of commitment. The independent variable training & development is defined as

training is directly related to the performance of official duties to any training that improves

individual and organizational performance and assists an agency in achieving its mission and

performance goals. The dependent variable employee motivation is generally specified as the

commitment towards the work and towards the organizational goals. The mediating variables are

Knowledge skills and abilities generally specified that how effectively and efficiently they do

work and achieve the goals.

1.3 AIMS AND OBJECTIVES

This study primarily aims to study the impact of training and development on employee

motivation in textile sector of developing country Pakistan. Following are the objectives of the

study:

To examine the impact of training & development on employee motivation

To examine the impact of Knowledge on employee motivation

To examine the impact of skills on employee motivation

To examine the impact of abilities on motivation

To examine the impact of training and development on knowledge

To examine the impact of training and development on skills

To examine the impact of training and development on abilities.

1.4 SIGNIFICANCE

The present study will be significant in number of ways. It will contribute to the body of

knowledge by:


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Firstly, since the present area is highly under research in Pakistan. No study has been

found to explore the HR perceptions in employees motivation in textile sector of

Pakistan. Therefore, the present study assumes that the findings of the present study will

help the managers in companies of Pakistan in particular and those in developing

countries in general to answer the long standing question of how to enhan ce employees

motivation.

Furthermore, the unique findings of the study may also help to understand the difference

between organizational culture in developed countries and those in under- developed

countries. It will also strengthen the argument that since majority of the research on thetopic is conducted in developed countries and their findings cannot be exactly applied in

developing countries.

Therefore, the present study will contribute in the literature of HRM and Performance

area through building largely on qualitative aspects to explore cross contextual factors in

teachers performance. . Hence, will depict the situation of developing country like

Pakistan especially the private sector.

1.5 Research Question and Hypothesis

1.5.1 Research Question

The extensive nature of this study will necessitate the adoption of research questions which will

provide a guide towards a broad and all inclusive analysis of the impact of recruitment and

selection on the performance of employees. The following are the questions that will be adopted:


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Q1=Is there a relationship between training and development and employee motivation?

Q2=Is there a relationship between training and development and knowledge,?

Q3Is there relationship between training and devlopment and skills?

Q4Is there relationship between training and development and abilities?

Q5Is there relationship between knowledge and employee motivation?

Q6Is there relationship between skills and employee motivation?

Q7Ithere relationship between abilities and employee motivation?

1.5.2 Research hypothesis

H1A : there is a relationship between trainang and development and employee motivation.

H1B : there is relationship between employee motivation and knowledge skills abilities

H1C:there is relationship between training and devlopment and skills.

H1D:there is relationship between training and development and abilities.

H1E:there is relationship between knowledge and employee motivation.

H1F:there is relationship between skills and employee motivation.

H1G:there is relationship between abilities and employee motivation.


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1.6 Term Definition

Training & Development

Training and development can be defined as any activity designed to help individuals become

more effective in performing the tasks and job. It enhances the expectation of development from

staff. Training and development provides a framework for better decision making and

developing competitive advantage.

Employee motivation

Motivation is something what desires a person to act. And motivation means to provide with that

motive. So motivation is a process of providing motive to a person to act or perform. Employee

motivation is a process in which organization provides a motive to employees to perform well

whether monetary or non monetary. According to new Webster dictionary

Knowledge is defined as the cognitive domain which relates to mental skills. Psychomotor

domain which works manual and physical skills is defined as skill. Ability is defined as inherited

characteristics. (Jonathan and Emma)


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1.7 Conceptual Model

This conceptual model shows the variables of that are studies in this research thesis. Variables

are training and development, knowledge, skill and ability and employee motivation. Motivation

is something what desires a person to act. And motivation means to provide with that motive. So

motivation is a process of providing motive to a person to act or perform. Employee motivation

is a process in which organization provides a motive to employees to perform well whether

monetary or non monetary. Knowledge is defined as the cognitive domain which relates to

mental skills. Psychomotor domain which works manual and physical skills is defined as skill.

Ability is defined as inherited characteristics. Training and development can be defined as any

activity designed to help individuals become more effective in performing the tasks and job. It

enhances the expectation of development from staff. Training and development provides a

framework for better decision making and developing competitive advantage.

Training andDevelopmen

t

Knowledge

Skills

Abilities

EmployeeMotivation


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CHAPTER NO 2

LITERATURE REVIEW

Dysvik & Kuvaas,( 2008) examined the relationship between perceived training opportunities,

work motivation and employee outcomes. The purpose of this study was to discover the potential

relationship between training opportunitties and employee outcome, the employee motivation act

as mediating between training opportunitties and employee outcome. Worked on three variables

which were training opportunitties, intrinsic motivation and employee outcome. The data was

collected from 343 employees which were randomly choosed. To test the hypothesis they used

SPSS and the software of structural equation modeling(SEM). To fully test the measurement

model including all variables therefore they used SEM software. The finding of this article was

that intrinsic motivation is effecting the training opportunitties and employee outcomes which

plays an important role in the organizational growth and employees turnover rate.

Scaduto & Lindsay, (2008) explored the Leader inuences on training effectiveness motivati on

and outcome expectation processes. The purpose of this study was to examine the effectiveness

of trainning on employee motivation. Worked on two variables training motivation & outcome

expectancy. The data was collected from 495 employees which was randomly choosed. To test

the hypothesis they used Regression, Mean, Standard Deviation and correllation method. The

finding of this article was that the training and development plays very important role for leader

or every member of the organization to motivate them towards the goal of the organization.

Mak & Sockel,(2001) exlplored the A confrmatory factor analysis of IS employee Motivation

and retention. The purpose of this study was to investigate the Under lying dimensions of the

motivation and retenti on.They worked on the following variables Retention Motivation,


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Turnover intent, Loyalty, Burnout, Job satisfaction, Perception of management, Career

development. They distributed questionnaire to 300 sample size out of 300, 130 questionnaire

was retreived from the sample size. They analysed the data through the use of chi-square. The

finding of this article was to investigate the relationship between motivation and retention and

how these two factors effect on the job satisfaction.

Berkson, Martin, Smith , & Worley, (2012) examined the Employee Motivation and its Most

Influential Factors The purpose of this study was to examined current satisfaction of

motivational factors and incentives in the company, they worked on three variables employee

motivation, satisfaction and incentives. The data was collected through the use of questionnaire

from 60 employees of different organizations. The data was analyzed with the help of pearson

correlation test. The finding of this article was competitive wages are a strong motivational

factor, especially for the lower-income demographic of the company.

Yin Chow, Chang, & Burgess, (2005) explored the Phonological Processing Skills and Early

Reading Abilities in HongKong Chinese Kindergarteners Learning to Read English as a Second

Language. The purpose of this study was the associations of three phonological processing

skills to both Chinese and English word recognition.On the basis of previous research on

phonological transfer. They worked on three variables skills, reading abilities and learning. The

data was collected from 45 respondents through qualitative data collection. The data was

analyzed through mean and standard deviation. The finding of this article was the results

showed that phonological awareness still explained significant variance in Chinese word reading

even when visual skills were controlled. Thus,phonological awareness is not only important for

Learning alphabetical languages but also for Chinese reading acquisition.


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Weitz, Sharish, & Sujan,( oct 1986) Knowledge, Motivation and Adaptive Behavior its a

framework for improving selling effectiveness this study shows that knowledge sharing and

giving direction to the employees is the advance motivation factor in an Organiation on the basis

of these proposition suggestion are made for selecting Training managing and compensative

sales people that how they can motivated through these factors. In this article training and

development, Knowledge and managing variables are used for the motivation of employees,for

the devolment of the employees their should be a experts system tha examine the contnent of

knowledge rather then individual refrences.on the basis of a survey of industrial and

organiational the researcher use the simple random sampling method to evaluate these factors. Inthe recent research they conluded that the sales pepole must adjust to the specific customers by

using these factors.

Bhattacharya, Gibson, & Doty,( 1989)The Effects of Flexibility in Employee Skills, Employee

Behavior and HR Practi ces on Firm Performance Current Strategic Humman resource

Management theory suggest that employee skills, employee behavior and good HR practices are

the dominent variables for employee motivation and they are directly related to firm

Performance. Skill flexibility can be generated in two different ways first one is by taking good

approch by field enviornment or by taking the good output from your organizations.Employee

skill flexibilty factor is directly related to firm financial enhancemnet and positive motivation of

employees. the firm included in this study were choosen from the industrial machinary the food

and grossry industry the equuipment industry . 629 pepole were survey through this study thet

concluded that employee skill flexibility employee behavior and good HR practices were the

dominent factors of motivation in an organization.


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Mclough & Rogelberg, (March 2003)Selection in Teams: an axploration of the teamwork

knowledge, Skills, and Ability Test. In 1994 Stevens and campion intoduce the t emwork

knowledge skills and ability test. In this article teamwork knowledge skills and ability variables

are discussed these variables are the foundation factors of employee motivation. They examine

that through the relationship of these variables individual and team members can attian

organizational effectiveness through these variables self effecicincy and individual behavior

within the organization can be test. Through these variables they have come to know how

employees in an organization were moderate and fully motivated.they examine these test with

the relationship of knowledge skills and ability and assigned these variables to the team leadersand experiment this data on 57 ad hoc student team and they concluded that such factors were

dominent in these teams.

Michel Kristen, & Frances Jorgensen (2010) the important factors of business persons or

employee motivation. They make a model that what was the factor that increase or Effects

employees motivation and they make a questionnaire and distributed this questionnaire in

Aarhus school of business to 152 respondents and also distributed the questionnaire in Gdansk

university of Poland in marketing and research department. Both universities students were

agreed that there are four major variables that Effects employee motivation. 1 st variable is

motivation through type of work means interesting work that employee love to do. 2 ndvariable is

by giving employees good wages. 3 rd variable is motivation thorough promotion& job security.

kohan & alfie, (october 1993) . Incentive in industry employee motivation. They make a model

that incentive and reward programs were the major factors that Effects the motivation of the

employees. Through questionnaire they have come to know that people of us from sample


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respondents of 157 the 147 people agreed to this statement that incentives and reward programs

can increases the motivational level of employees.

Hackman & oldham, (1976) . Motivation through design or type of work. They make a model

that proposed that employees will perform better if they were internally motivated and this can

be done through the variables that are 1 st variable is giving them a good positive environment to

work, 2 nd give employees the psychological state of mind of employees that can be done by good

behavior and attitude. The model was tested on 658 employees in 62 different in 62 different

jobs and 7 different organizations and the result was same and they respond according to this

model.

Deci,( 1972) . The effects of contingent and non -contingent rewards and controls on intrinsic

motivation. He make a model that employees can be motivated through two types of variables

intrinsic, & extrinsic and extrinsic means money and some tangible rewards on the other and

intrinsic means the behavior and attitude within the organization. Through survey of sample

questionnaire the results were in the favor of this model that people of employees can be

motivated through intrinsic and extrinsic factors.

Smith & Collins,( 2006) Knowledge Exhange and combination the role of human resource

practices in the performance of high technology firms. In this study they discuss the Knowledge

exchange work enviornmnet social climate of trust cooperation variables a field study of 136

technology companies showed that comitment that these variables are interrealted to each otherto gain organization success on the other hand exchange of knowledge, work enviornmnet and

work relationship are the predicted variable of motivation.they gathered the data from 1360

epmloyee of telecommunication technology consultant and pharmaceuticals companies after


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interviewing these pepole they concluded that throgh employee relationship through knowledge

sharing and increased in particpation the motivation level could be increased.

Naquin & Holton,( 2002) The Effects of Personality Effectivity Work cimitment on Motivation

to improve through learning and abilities this study examine the four factors of motivation and

work comitment they are effectivity learning work envoirnment and abilities. Data were obtain

from anon randon sample of 239 private sector employees who were participant of in-house

training programs. This study also shows that training, learning and abilities transfer motivation

to the employees.through learning employees are willing to transfer the knowledge acquired to

improve work processess. Specificay 57% of the variance in motivation to improve work through

learning, abilities, positive effevtivity and work comitment.

Wri ght, Sherman, & Mcmahan, (1997)The role of Human resource practices in petro -chamical

refinary performance this study examine that human resource practices ( training &

development , Selection , Compenastion and performance apraisal) and skills of the employees

were the significant motivational variable this survey indicated that skills training &

development compensation were marginary related to work force motvation. In addition these

practices were stongly postively related to financial and frim performance only under good

participative systems. In survey they studied the relationship between two variable first one was

HR practices including all the variables discuss variables and second one is measurment of the

corporation usin the same level and type of HR practicies. They have taken the sample of 190

pepole. In petro-chemical refinary pepole are more motivated through HR practicies variable.

Burke & Hutchins,( 2007)Training Transfer this study discuss the various training factors that

are integrated to get employee motivation and give certain influencial working envoirnment for


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the employees. variables which are discussed in this article were trainig development

performance improvement and developing knowledge. Regarding these promary factors that

were influencing the employees in an organization. They conducted survey from 319 pepole of

different organization in which these variables are identified. They concluded that these variables

have a meaningful direction for the employee motivation in an organization and they identified

the gaps which can be filled with the help of these variables. They also concluded that training

motivation refers to the intensity and persistence of efforts that trainee apply to motivate the

employee of an organization.

Maj or & Turner,( 2006)Linking Proactive Personality and the big five to motivation to learn

and development activity this study investegated the motivational factors these are personality

learning training and development abilities and skills. The data were collected at two points in

time from 183 employees of financial services firms. Sample item include 7 measuring points for

these variables and the result was predicted. Result showed that these variables had a great

impact on employee motivation in an organization and they lear through these variables.

Hierarchical regression result suggested that training and development, openess, skills and

abilities were the factors that enhance the motivation and give learning to the employees.

Siemsen & Roth,( 2008) How Motivation, Opportunity and ability drive jknowledge sharing

this study explain the knowledge sharing, opportunity and ability variables. They explain that

employee abilities and their behavior are directly rrelated to motivation of employees. these

variables determine the degree of knowledge sharing that occurs.they collect the data from

survey that were obtained from employees in four different countries and they take the data from

140 respondents. Data from these companies was served as a validation sample and used for

model testing.in this article they have concluded that motivational model, ability, knowledge


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sharing and behavior of employees and a great impact on organizational effectiveness. The

deveolped and administered a survey to collect data on employee Knowledge, skills, behavior in

these four companies and established the reliabilty and validity of newely developed measures.

SEIBERT, Silver, & Randolph, (2004) worked on Taking Empowerment To The Next Level: A

Multiple Level Model Of Empowe rment, Performance, And Satisfaction. They explored work

unit levelconstruct, empowerment climate, and tested a multiple level model integrating macro

and micro approaches to empowerment. They collected data through interview of 375 employees

of an engineering company. These employees worked on 56 different mechinacal, electrical and

system design projects for new products. The authors found out that psychological empowerment

worked as bridge between empowerment climate, individual performance and job satisfaction.

These out comes should also be associated with the team accountability dimension of

empowerment climate. In view of the findings from these several different research areas, we

expected empowerment climate to be positively related to work unit performance.

CHEN & KLIMOSKI,(2003) studied on The Impact Of Expectations On Newcomer

Performance In Teams As Mediated By Work Characteristics, Social Exchanges, And

Empowerment. They described the Pygmalion and Galatea effects with a group socialization

Model and theories of work motivation and interpersonal leadership. They collected data through

a two month field study of 70 newcomers, 70 teamleaders, and 102 team mates in high tech

project teams supported the model . they found out that leaders and teammates had shared

expectations of newcomers and that most of the theoretical relationships held for civilian project

teams extends the social psychological boundaries and external validity of Pygmalionand

Galatea research. Interestingly, initial team expectations related more strongly to subsequent

newcomer performance than to subsequent interpersonal processes and newcomer motivation.


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Danish, (2010) elobrate Impact of Reward and Recognition on Job Satisfaction and Motivation:

An Empirical Study from Pa kistan. The aim of this study to identified major factors that

motivate employees and it tells what is the relationship among reward, recognition and

motivation while working within an organization. The author collected data through from

employees of diverse type of organizations to gain wide representation of sectoral composition.

In all, 250 self administered questionnaires were distributed among the employees of different

sectors and they returned 220 completed useable questionnaires for response rate of 88%. He

found out a close relationship between several dimensions of work motivation and satisfaction

but recognition along with work itself and operating procedures have shown low mean valuesand insignificant relationship. In Pakistani context the employees think that there is a minor

chance of appreciation from the boss on doing a good job. These deficiencies can be worked out

if the superiors motivate their juniors with proper recognition and appreciation even through

minor things like asking their family problems.

Ramlall, (2004) described A Review of Employee Motivation Theories and their Implications

for Employee Retention within Organizations. The intent of this research to described employee

motivation theories and offers an explanation of how employee motivation affects employee

retention within organizations. He collected data through different surveys and study of previous

authors and researcher. He found out the most widely used employee retention practices as cited

in the respective literature sources and the causes for employee turnover. Nevertheless, in most

cases these practices are developed and implemented without understanding the theory that

explains the practice and why it may be effective.

Bell & Ford, (2007) studied Reactions to Skill Assessment: The Forgoten Factor in Explaining

Motivation to Learn. The intent of research to examined the effects of trainees reactions to skill


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assessment on their motivation to learn. A model was developed that suggests that two

dimensions of trainees assessment reactions distributive justice and utility influence training

motivation and overall training effectiveness. They collected data through using a sample of

individuals (N = 113) enrolled in a truck driving training program. The authors found out that

there are two dimensons which play important role in employees training and motivation. They

also found that trainees with more positive distributive justice perceptions were more motivated

to learn.

Maurer & Shore,( 2002) Perceived beneficiary of employee development this study describes

the relationship between employee development, employee learning, behvior and employee

decision making. Depending on the personel values Leader,Member, Exchange perceived

organizational support self effeciency for development and credibility of information source. The

survey was conducted from some multinational companies operating in Malaysia the survey

sample was 327. They asked questions about employee motivation factor including decicion

making power of employee, employee engagement in different prceived organizational activities

and employee development programs that enhance the motivational level of employees in an

organization. Through this survey researchers concluded that these factors have a strong

relationship towards employee motivation and through the conclusion model researcher purpose

the employe development progromas and the greater detail that how these development programs

could be processed.

Winterton & St ringFellow,( 2005)Typology of Knowledge Skills and Cometences According

to this study of european commission and with the support of cedefop workng group of credit

transfer. They belief that development, Training, Knowledge, Ability, Transferbility, recognition,

of Competency between different countries at different level could be different but the common


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principles on ground would be same because employee motivation is based on these

factors(development, Training, Knowledge, Ability, Transferbility, recognition) the focus of this

study is an assesment of existing classification of pepole having knowledge skills and abilities at

international, national or regional level. Through the european policiy context they emphasinsing

both the need to integrade and also the learning part of knowledge skill and abilities.

Nadeem,(2010) Role of Training in Determining the Employee Corporate Behavior with

Respect to Organizational Productivity.The researcher purposed the model which contain

employee coperate behavior, role of training and organization productivity variables. There is a

relationship between key variables of corporate behavior like employee comitment, employee

motivation and job satisfaction on organizational productivity with the help of training. In 2004

researchers conduct a survey from different firms including respondents were 3026 they variable

data which they ask from employees was job satisfaction, training effectiveness, motivation and

employee comitment, through this survey they concluded that these variables had a great effect

on employee motivation and for the betterment of the structure of organziation.

Luneberg,( 2011) Self -Efficacy in the Workplace:Implications for Motivation and Performance

the researcher describe the relationship betwee n performance of employees and through this

performance self efficeincy also be effected. The other variable is motivation which describe the

employee self effeciency past performance, emotional cues. Through this motivational factor

organizattional should consider employee level of self effeciency choosing among candidates for

trainig and development programs. Self effeciency, employee beleifs, employee comitment,

influences the tasks, employees choose to learn and goals thtey set for themselves.


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Ramlall, (2004) Elaborate the A Review of Employee Motivation Theories and their

Implications for Employee Retention within Organizations . He worked on different thories of

motivation which are neccessry to retain cricital emplyees and who is responsible for perofrming

or implimentating and how to impliment those theories within the organizations and also

explanies that how employee motivation affects employee behavior and employee retention

within orgainzation, how this factors help orgaization to increase their profitability. The most

theories he had dicussed are (Need Theories of Motivation, Maslows Need Hierarchy Theory,

McClellands Need Theory, Equity Theory, Vrooms Original Theory, Porter and Lawlers

Extention, Job Design, The Motivator-Hygiene Theory). To bring any kind of change for the betterment of the orgainzation and as well for employees it is very important frist to motivate

your employees to deal with the changes govern in the orgaization. Theories are implemented

without proper study which can sometimes lead the orgaizations backwards, it is very important

first to understand the basic purpose of the theory and then emplement it.

Arguins, et al., (2009) Describe the benefits of trainig and development for individuals,

organizations and for society. They adopt the multidiciplinary, multilevel and global

perspective to demonstrate that trainig and development activities in work organization can

produce important benefits for each of these stakeholders. They also identified that through these

variables organnzational performance can be maximized by giving training and developmet

programs to employees. They also identify the research gaps fo the organizations so that they can

achieve or cop up with these gaps by giving proper trainig and attain organizational goals.

Barba, et al., (2003) Examine the effects of training in business results. There is genral

importance of traing variable that help the organization to get competitive advantage from other


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organizations. This study shows that if companises invest more in training the employees they

will get better result in the form of firm performance on the other hand now the copanies

thinking about training programs but their activities are still on the lower side. The copanises

also do not have the empirical studies. Their also a lack of academic research. This paper using

the sample of 457 SMES and their results shows that there is strong relationship between

training of employee and firm performance.


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CHAPTER NO 3

DATA/METHODOLOGY

3.1 RESEARCH PARADIGMS

Paradigm is one that serves as a pattern or model. A set or list of all the inflectional forms of a

word or of one of its grammatical categories the paradigm of an irregular verb. It is a set of

assumptions, concepts, values, and practices that constitutes a way of viewing reality for the

community that shares them, especially in an intellectual discipline. (Erik Gktrk). By

definition, positivism is described generally as an approach to social research that seeks to apply

the natural science model of research to investigating social phenomena. It is based on the view

that "it is possible to develop knowledge systems which avoided theology, speculation and

metaphysics, and which rely exclusively on what can be observed" (Brown & Baker 2007, p.34).

In other words, positivism is concerned with uncovering truths and facts conceived in terms of

specified correlations and associations among variables (Gephart, 1999; Denscombe, 2002).

The interpretivism theoretical perspective, on the other hand, is a reaction against positivism.

The perspective is based on the philosophical doctrine of idealism which maintains the world

view that what we see around us is the creation of the mind, and that we can only experience the

world through our personal perceptions which are colored by our preconceptions and beliefs. In

other words, interpretivism rejects the methodological monism of positivism and refuses to view

the pattern set by natural sciences as an ideal for a rational understanding of reality.

Many social scientists (methodological purist most especially) regard the two stances as

incompatible with each other and argue that it is impossible to combine them as part of one


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research (Sale et al., 2002). Outside this research purists' school of thought however is another

group of researchers who represent a third methodological movement (Gorard & Taylor, 2004)

referred to in the literature by different terminologies, such as 'multiple research strategies'

(Burgess,1982); 'multi-methods research' and 'integrated research (Creswell, 2003); 'mixed-

methods research' (Teddlie and Tashakkori, 2003), 'combined methods research' (Gorard

&Taylor,2004). This latter group of researchers believe that the divide between positivism and

interpretive (and perhaps what many authors erroneously infer as their respective underlying

quantitative and qualitative approaches) is overstated and overdrawn, and that a common ground

can be found.

Paradigm in this study is positivism as approach of the study is quantative in nature. This

paradigm helps to investigate social phenomena. It totally relies on what is being observed and

experienced. It is concerned with uncovering truths and facts of research.

3.2 RESEARCH APPROACHES

Quantitative approach is a good fit for deductive approaches, in which a theory or hypothesis

justifies the variables, the purpose statement, and the direction of the narrowly defined research

questions. The hypothesis being tested and the phrasing of the research questions govern how

data will be collected (i.e., a locally developed survey, commercial instrument, or final course

grades) as well as the method of statistical analysis used to examine the data (Creswell, 2002).

The purpose of quantitative studies is for the researcher to project his or her findings onto the

larger population through an objective process. Data collected, often through surveys

administered to a sample or subset of the entire population, allow the researcher to generalize or

make inferences. Results are interpreted to determine the probability that the conclusions found


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among the sample can be replicated within the larger population. Conclusions are derived from

data collected and measures of statistical analysis (Creswell, 2002; Thorne and Giessen, 2002).

Qualitative research is characterized by the collection and analysis of textual data (surveys,

interviews, focus groups, conversational analysis, observation, ethnographies (Olds et al., 2005)),

and by its emphasis on the context within which the study occurs. The research questions that

can be answered by qualitative studies are questions such as: What is occurring? Why does

something occur? How does one phenomenon affect another? While numbers can be used to

summarize qualitative data, answering these questions generally requires rich, contextual

descriptions of the data, what is often called "thick" description. Several texts provide

descriptions and examples of qualitative research in the social sciences (Creswell, 2007; Denzin

and Lincoln, 2005; Merriam, 2002; Patton, 2002).

Mixed methods has been described as the "third methodological movement" (following

quantitatively and qualitatively oriented approaches) (Teddlie and Tashakkori, 2003). Many

descriptions of mixed methods place it in the context of more established traditions, criticizing

some for being too divisive by artificially emphasizing differences, specifically the

"incompatibility thesis" (Howe, 1988) that quantitative and qualitative paradigms "cannot and

should not be mixed" (Johnson and Onwueghuzie, 2004, p. 14). Instead, they are proponents of

pragmatism, in which "[w]hat is most fundamental is the research question-research methods

should follow research questions in a way that offers the best chance to obtain useful answers"

(Johnson and Onwueghuzie, 2004, pp. 16-17).


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In this study quantitative research approach has been focuses as it provides results based on true

realities without the bias of researcher and participants. It can target larger population and data

can be collected and analyzed rapidly as compared to other approaches.

3.3POPULATION AND SAMPLING

3.3.1Population

In statistics, a population is an entire group about which some information is required to be

ascertained. A population for a research study may comprise groups of people defined in many

different ways. Population of this study is population of employee of textile industry.

3.3.2 Sampling

A sample is any part of the fully defined population. To make accurate inferences, the sample

has to be representative. A representative sample is one in which each and every member of the

population has an equal and mutually exclusive chance of being selected.

Sample size of this study is 150. Respondents to study are

3.3.3 Non random sampling

Non-random samples have certain limitations. The larger group (target population) is difficult to

identify. This may not be a limitation when generalization of results is not intended. The results

would be valid for the sample itself . They can, nevertheless, provide important clues for further

studies based on random samples. Another limitation of non-random samples is that statistical

inferences such as confidence intervals and tests of significance cannot be estimated from non-

random samples. However, in some situations, the investigator has to make crucial judgments.

One should remember that random samples are the means but representativeness is the goal.


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When non-random samples are representative (compare the socio-demographic characteristics of

the sample subjects with the target population), generalization may be possible.

3.3.4 Random sampling

A sample may be defined as random if every individual in the population being sampled has an

equal likelihood of being included. Random sampling is the basis of all good sampling

techniques and disallows any method of selection based on volunteering or the choice of groups

of people known to be cooperative. A simple method of random sampling is to select a

systematic sample in which every nth person is selected from a list or from other ordering. Thus,

a sample can be drawn without an initial listing of all the subjects. Because of this feasibility, a

systematic sample may have some advantage over a simple random sample.

In this study stratified sampling method has been used to maintain a sample. It is very useful as it

creates a sub sample and covers a larger proportion in one sub sample. And there is no chance of

mistake in this sampling method and accuracy is higher. If a condition is unevenly distributed in

a population with respect to age, gender, or some other variable, it may be careful to choose a

stratified random sampling method. For example, to obtain a stratified random sample according

to age, the study population can be divided into age groups such as 0 5, 6 10, 11 14, 15 20, 21

25, and so on, depending on the requirement. A different proportion of each group can then be

selected as a subsample either by simple random sampling or systematic sampling. If the

condition decreases with advancing age, then to include adequate number in the older age

groups, one may select more numbers in older subsamples.


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3.4 MEASURES

In this case of training and development, employee motivation and knowledge, skills and

abilities are measured. Only respondent filled questionnaire will be used. Participant data was

obtained through in one survey with 5-point likert scale only. Participant will asked a few

questions. The survey contained a total of 18 questions and took approximately 10 to 15 minutes

to complete. Incomplete survey was not included in the survey. There were different measures

for the variables defined and were thought of with many complications. There were at least 5

questions in the survey obtaining data for one variable and some questions were directly

obtaining data with no complications. Measure for each variable is defined below:

Training and Development

Training and development was measure by asking five questions by using the 5-likert rating type

scale ranging from (1) strongly disagree to (5) strongly agree

Employee Motivation

Employee motivation was measure by asking five questions by using the 5-likert rating type

scale ranging from (1) strongly disagree to (5) strongly agree

Knowledge, Skills and Abilities

Knowledge, skills and abilities was measure by asking five questions by using 5-likert scale

ranging from

(1) Strongly disagree to (5) strongly agree


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3.5 Method of Data Collection

Channel and Kahn (1968) defined interview as "a two-person conversation initiated by the

interviewer for the specific purpose of obtaining research-relevant information, and focused by

him on content specified by research objectives of systematic description, prediction, or

explanation" [cited in (2): p.271]. Interview is a controlled conversation that the interviewer

obtains data required for the survey from the respondent by means of asking serious questions

verbally. During the course of interview nonverbal messages are also present and need to be

interpreted. Complex cognitive, affective and social feelings are involved in interviews.

The self-administered questionnaire is presented to the respondents by the researcher or by

someone in an official position such as schools' head teachers. Holroyd and Harlan (9: p. 326)

The purpose of the questionnaire is explained, and then the respondents are left alone to

complete the questionnaire, which may be sent or collected later. This method assures a high

response rate, accurate sampling, and minimum of bias, providing necessary explanations and

giving the benefit of personal contact. A questionnaire is a self-report instrument used for

collecting information needed for the survey. It consists of a number of questions or items on

paper that respondents reads and gives answers in written form.

In this study the method of questionnaire is used to collect data. As questionnaire is less time

consuming and collects data from a larger population and its results can be easily analyzed and

summarized. Purpose of the study and approach is quantitative in nature which also focuses to

collect data from respondents though questionnaire.


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3.6 Methodology:

What are "descriptive" and "inferential" statistics? The methods of descriptive statistics serve the

purpose of describing measurable characteristics of some set of entities (e.g., people, libraries,

circulation figures, periodical prices). Among the characteristics frequently used are the total,

counts and percentages in subsets, the median, the arithmetic and geometric means, the range,

and the standard deviation: e.g., median number of books written by individual authors,

(arithmetic) mean daily number of journals circulated, geometric mean annual increase in the

size of a collection, range of the number of reference inquiries in a day, and standard deviation of

the number of patrons using the card catalog at the same time. The techniques of descriptivestatistics include determining numerical values for such characteristics, summarizing them, and

displaying them in tables, graphs, charts, etc.

The methods of inferential statistics center around the process of examining a sample of data

about some set of entities of interest - such a set is called a "population"- and, through use of the

evidence available in the sample, making an inference about some characteristic of the

population. The goals are to make correct inferences, to avoid incorrect inferences, and to have a

clear idea of just how likely it is that a particular inference is correct. The usual path to this goal

is to make explicit a statement, called a "statistical hypothesis," concerning the population

characteristic and then to apply a statistical technique to the evidence in the sample in order to

reach a decision either to accept or reject the hypothesis.

Reliability is the degree to which measures are free from error and therefore yield consistent

results (i.e. the consistency of a measurement procedure). If a measurement device or procedure

consistently assigns the same score to individuals or objects with equal values, the instrument is

considered reliable. Reliability involves the consistency, or reproducibility, of test scores i.e., the


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degree to which one can expect relatively constant deviation scores of individuals across testing

situations on the same, or parallel, testing instruments.

A Histogram is a vertical bar chart that depicts the distribution of a set of data. Unlike Run

Charts or Control Charts, which are discussed in other modules, a Histogram does not reflect

process performance over time. It's helpful to think of a Histogram as being like a snapshot,

while a Run Chart or Control Chart is more like a movie

A scatter diagram is a tool for analyzing relationships between two variables. One variable is

plotted on the horizontal axis and the other is plotted on the vertical axis. The pattern of their

intersecting points can graphically show relationship patterns. Most often a scatter diagram is

used to prove or disprove cause-and-effect relationships. While the diagram shows relationships,

it does not by itself prove that one variable causes the other. In addition to showing possible

cause and-effect relationships, a scatter diagram can show that two variables are from a common

cause that is unknown or that one variable can be used as a surrogate for the other.

Correlation is a statistical measurement of the relationship between two variables. Possible

correlations range from +1 to 1. A zero correlation indicates that there is no relationship

between the variables. A correlation of 1 indicates a perfect negative correlation, meaning that

as one variable goes up, the other goes down. A correlation of +1 indicates a perfect positive

correlation, meaning that both variables move in the same direction together. (Kendra cherry)

A statistical technique used to find relationships between variables for the purpose of predicting

future values. t is a statistical method for examining how an outcome variable y depends on one

or more explanatory variables x. Linear regression with more than one explanatory variable

makes it possible to Combine many explanatory variables for optimal understanding &/or


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prediction, examine the unique contribution of each explanatory variable, holding the levels of

the other variables constant. Hence, multiple regressions enable us to perform, in a setting of

observational research, a rough approximation to experimental analysis.


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CHAPTER NO 4

ANALYSIS AND RESULTS

To make analysis of data SPSS software is used. Different tests are used to analyze the data. For

check the frequency of the data use descriptive analysis and for check the normality of the data

use histogram and for check the relationship is positive or negative use scatter plot. Histogram is

used to check the variable can support each other or not and at the end use median to see whether

the hypothesis is accepted or rejected.

Reliability analysis Table 1: Reliability test

SR# Variable Name Item Value of Cranachs Alpha

1 Training & Development 7 0.807

2 Knowledge, Skills, Abilities 5 0.731

3 Employee Motivation 5 0.738

Interpretation:

The above table depicts about the reliability test which is also known as cronbach alphas value.

We can see that the value of cronbach alpha for training and development is 0.807, knowledge

skills abilities have 0.731 and employee motivation has a value of 0.738. As we can see that all

the values are greater than 0.70 hence we can say that the data which we have collected from 150

respondents is reliable and we can continue to perform our other tests.


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DESCRIPTIVE ANALYSIS

In descriptive analysis we describe and understand the data. In descriptive analysis we will:

Summarize the data

Measure of central tendency

Measure of dispersion

Checking data normality

Data file management

Recode and transform variables

Data Analysis:

In data analysis we will first do analysis for the nominal and ordinal variables.


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AGE:

Age is an ordinal variable, in order to conduct analysis for this variable we will create frequency

distribution table and bar chart which shows that in our respondents which age group is taking

major part and which age group is at lowest participation.

Table 1: Age

Age

Frequency Percent Valid Percent

Cumulative

Percent

Valid Less than 25 Years 26 17.4 17.4 17.4

25-35 Years 59 39.6 39.6 57.0

35-45 Years 52 34.9 34.9 91.9

45 or more 12 8.1 8.1 100.0

Total 149 100.0 100.0

From the above table we can see that there were 149 total questionnaires filled by the

respondents. In the above table we can see that out of 149 there are 59 respondents with highest

participation of age group 25-35 years. The lowest participated age group in questionnaire was

45 or more years of age. There are only 12 respondents of that age group whereas other age

groups have also contributed preferably


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GENDER:

Now we will prepare frequency distribution table for gender variable. It is a nominal variable in

which we will find out that in our respondents who responded us more.

Table 2: Frequency Gender

Gender

Frequency Percent Valid Percent

Cumulative

Percent

Valid Male 82 55.0 55.0 55.0

Female 67 45.0 45.0 100.0

Total 149 100.0 100.0

From the above frequency distribution table we can see that the majority is of male respondents

who are 82 out of 149 respondents and females are 67 out of 149.

ANALYSIS OF SCALE VARIABLES:

Analysis of scale variables are also a part of descriptive analysis. Now we will analyze the scale

variables in order to check their normality of data and their mean, median and mode.


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Table 3: descriptive Statistics

Statistics

TND

N Valid 149

Missing 0

Mean 3.6251

Median 3.7143

Mode 3.71

Std. Deviation .61792

Minimum 1.43

Maximum 4.86

Statistics

KSA

N Valid 149

Missing 0

Mean 3.6295

Median 3.8000

Mode 3.80


Minimum 1.40

Maximum 5.00

Statistics

EM

N Valid 148

Missing 1

Mean 3.7297

Median 3.8000

Mode 4.20


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Minimum 1.60

Maximum 4.60

Interpretation:

The above table is known as five figure summary in which we can see that the value of T&D

variable of mean, median and mode are almost same i.e. close to 3.7. From this we can say that

most of the respondents have checked the neutral and to some extent agree option in the

questionnaire i.e. respondents are agreed on what is asked from them in the T&D section.

From the above table we can see that there are 149 total valid respondents and there is no

missing value. From the above five figure summary we can see that the respondents have

selected mostly 4th option or nearer to forth option which is agree in the questionnaire because

the value of mean, median and mode is closer to 4.00 i.e. 3.8. If we check the upper quartile then

we can see that it is exactly 4.00.

From the above table we can see that the values of mean, median and mode are close to 4 i.e.

most of the respondents have selected 4th option that means respondents agreed on what we have

asked them.


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Training & Development:

Figure 2: Histogram

The above graph is known as histogram. As

we can see that the respondents have select the

option closer to 4 th one. Overall we can see

that the data of the variable T&D is normally

distributed because it shows a symmetric

distribution of mean, median and mode and it can also be confirmed through the shape of the

curve as it is bell shaped.

Knowledge, Skills, Abilities:

Figure 3: Histogram KSA


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The above histogram shows that the data is normally distributed among the variable it is because

the shape of the curve in histogram is bell shaped. It also proves that the data is in symmetry

form and the mean, median and mode are almost equal to each other.

EMPLOYEE MOTIVATION:

Figure 4: Histogram Employee motivation


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From the above histogram table we can see that the data is normally distributed and in

symmetrical form because the curve is in bell shaped. The symmetrical form of curve shows that

the value of mean, median and mode are close to each other.

INFERENTIAL STATISTICS:

In inferential statistics we conclude our results & analysis in between two or more than two

variables, their relationship and the difference between them. In inferential statistics, we conduct

two types of tests which are:

Non Parametric Test

Parametric Test

The above mentioned tests also include further types of tests.

In this project we are going to apply first non parametric test in which we will conduct Chi

square/Fisher exact, Phi & Cramers V, Kendall tau - b

As in this thesis, there is only one ordinal and one nominal variable therefore we cannot apply

Chi- square, Fisher exact, Phi and Cramers V test. We will now directly conduct correlations.

CORRELATIONS:

Assumptions for Pearson correlation are:

Data should be independent


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Both variables are scale

Data should be normally distributed

Both scales variables have linear relationship.

Outliers can have a big effect on the correlation.

The two scale variables which we have selected are Training & Development & KSA.

Firstly we will verify the assumption through histogram that the histogram of T&D & KSA

should give bell shape curve to show that data is normally distributed.

Figure 5: Histogram KSA Training and development

The above histograms confirm that the data is normally distributed because the shape of their

curves is bell shaped which confirms that the data is normally distributed and is symmetrical in

nature. Now we will apply scatter plot test to check the linear relationship between the variables.


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Figure 6: Scatter plot KSA

The scatter plot shows that there is a linear relationship between the variables because thedifference between linear and quadratic lines 0.006 which is less than 0.05 hence we will now

apply Pearson correlation.


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Table 4: Correlation

Correlations

TND KSA

TND Pearson Correlation 1 .631

Sig. (2-tailed) .000

N 149 149

Pearson Correlation .631 1


N 149 149

**. Correlation is significant at the 0.01 level (2-tailed).

From the above correlations table we can see that the significance value which is known as p

value is 0.000 which is less than 0.05 hence we will accept H 1 therefore we can say that there is a

relationship between T&D and KSA. The effect size value given in the table is 0.631 which

shows there is a moderate relationship between the variables according to the Cohens model.

Now we will check the assumptions for T&D and Employee Motivation


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Figure 7: TND, EMPLOYEE Motivation

The above histograms shows that the curves in both of the graphs are bell shaped which confirms

that the data is normally distributed and it also confirms that the data is in symmetrical form.

Now we will conduct scatter plot test to check the linear relationship between the variables.

Figure 8: Scatter plot employee motivation


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The above scatter plot shows that the difference between linear and quadratic line is 0.002 which

is less than 0.05 hence we can say that there is a linear relationship between the variables and we

will now conduct Pearson correlation.

Table 5: Correlation

Correlations

TND E.Motivation

TND Pearson Correlation 1 .572


N 149 148

E.Motivation Pearson Correlation .572 1


N 148 148

**. Correlation is significant at the 0.01 level (2-tailed).

The correlations table shows that the significance value is 0.000 which is less than 0.05 therefore

we will now accept H 1 and it confirms that there is a relationship between T&D and Employee

Motivation. The effect size value is 0.572 which shows that there is a moderate relationship

between the variables.

For further,we will conduct the assumptions for KSA and Employee Motivation.


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Figure 9: KSA Employee Motivation

The above histograms shows that the data is normally distributed and it is in symmetrical form as

the curves are in bell shaped. Now we will conduct scatter plot test.

Figure 10: scatter plot employee motivation


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The above scatter plot shows that there i

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