Learner Name Assessor Name: Assignment Front Sheet

Assignment front sheet
Learner name Assessor name
Chit Myat Noe Dr. Tin Hla
Commencement date Completion date Submitted on
12. 1.2019 23.3.2019 6.4.2019
Qualification Unit number and title
Pearson BTEC Level 7 Extended Diploma in Unit 12 (Pearson Unit 16) – Research Methods for Strategic
Strategic Management and Leadership (QCF) Managers
Assignment title
Research
In this assessment you will have opportunities to provide evidence against the following criteria.
Indicate the page numbers where the evidence can be found.
Criteria To achieve the criteria the evidence must show that
Task no. Evidence
reference the student is able to:
1.1 Select a research question 1 11-12
Explain the factors that contribute to the process of successful

1.2 1 13
research question selection
1.3 Justified their choice of research question. 1 14
2.1 Conduct research to find literature relevant to the research question 2 15-17
Undertake a critical review of the key literature for inclusion in a

2.2 2 18-21
research proposal
Evaluate techniques for use with quantitative data in a research

3.1 3 22-24
proposal
1
Evaluate techniques for use with qualitative data in a research
3.2 3 25-28
proposal
Evaluate appropriate research methodologies in terms of the

4.1 4 28-27
research question
Choose an appropriate methodology in terms of the research

4.2 4 38-39
question
4.3 Justify the methodology selected in terms of the research question 4 43-45
Record findings on a research question, literature review and

5.1 5 46
methodology in an agreed format
5.2 Summarise the findings using suitable methods 5 46
5.3 Present the findings using suitable methods 5 47
5.4 Critically analyze the findings 5 47
Learner declaration
I certify that the work submitted for this assignment is my own and research sources are fully acknowledged.
Learner signature: Chit Myat Noe Date: 6.4.2019
2
Research Method for Strategic Manager
"Driving factors of employee motivation on employee job

satisfaction in Gandawun Shwe Bagan Travel and Tours
Company"
By
Chit Myat Noe
MBA-02-2018-001036
6.3.2019
3
Abstract
The purpose of this research is to learn about the driving factors of employee motivation such
as work environment, salary, recognition and promotion on employees' job satisfaction based
on Herzberg's Two-factor theory. In this survey, 56 employees from Yangon branch will be
participated. This research used quantitative method which is researcher distributed survey
questionnaires to employees from Gandwaun Shwe Bagan. After that, researcher collected the
feedback forms to analyze the statistics analyzing through tables, graphs, bar charts and figures
to summarize the data. Additionally, deductive approach will be used in this research paper in
order to apply the related theories to develop the result and improve the quality of research
paper. Furthermore, explanatory research design will be applied to identify the relationship of
cause and effect between independent variables and dependent variable of this research
paper. To sum up, hygiene factor has positive impact on employee job satisfaction in Gandawun
Shwe Bagan because employees are motivated for work environment and salary. On the other
hand, motivator factors has not positive impact on employee job satisfaction which mean
Ganadawun Shwe Bagan's employees are not motivated for recognition and promotion
opportunities.
Key Words: Employee Motivation, Employee Job Satisfaction, Work Environment, Salary
Recognition, Promotion
4
Acknowledgement
Firstly, I would like to express my special thanks of gratitude to my supervisor Dr. Tin Hla for
guiding to complete this research paper and giving this great topic "Driving factors of employee
motivation on employees' job satisfaction as well as Teacher Daw Thin Thin Oo for giving for
giving suggestions and encouragement. Secondly, I would like to thank to my supportive
parents and classmates who helped me a lot in completing this research within the limited time
frame.
5
Contents
Chapter 1- Introduction..............................................................................................................................6
1.1 Background of the research.........................................................................................................6
1.2 Statement of the problem.................................................................................................................7
1.3 Aim of the research...........................................................................................................................7
1.4 Justification of the research...............................................................................................................8
1.5 Research Objectives...........................................................................................................................8
1.6 Scope and Limitations of the research...............................................................................................8
1.7 Definition of terms used in the research...........................................................................................9
1.8 Organization of the research.............................................................................................................9
Chapter 2 – Literature Review..................................................................................................................10
2.1 Research Literature.........................................................................................................................10
2.1.1 Employee Motivation................................................................................................................10
2.1.2 Job Satisfaction.........................................................................................................................11
2.1.3 Main motivation factors which increase the job satisfaction....................................................11
2.1.4 Work environment....................................................................................................................12
2.1.5 Recognition...............................................................................................................................12
2.1.6 Promotion.................................................................................................................................13
2.1.7 Salary........................................................................................................................................13
2.2 Related Studies................................................................................................................................14
2.3 Development of Hypothesis............................................................................................................16
Chapter 3 - Research Methodology..........................................................................................................17
3.1 Research Methodology (Research Framework)...............................................................................17
3.2 Research Design and Research Method..........................................................................................18
3.2.1 Descriptive Research.................................................................................................................18
3.2.2 Explanatory Research...............................................................................................................18
3.2.3 Exploratory Research................................................................................................................18
3.2.4 Qualitative Research.................................................................................................................19
3.2.5 Quantitative Research..............................................................................................................19
3.2.6 Research Approach...................................................................................................................19
3.3 Sampling..........................................................................................................................................20
3.3.1 Population Identification..........................................................................................................20
3.3.2 Sampling Frame........................................................................................................................20
6
3.3.3 Design of Sampling...................................................................................................................20
3.3.4 Sample Size...............................................................................................................................20
3.4 Research Instrument.......................................................................................................................21
3.4.1 Contents of Questionnaires......................................................................................................21
3.5 Pilot Study........................................................................................................................................21
3.6 Data Collection................................................................................................................................21
3.6.1 Respondent Rate......................................................................................................................21
3.6.2 Data Analysis.............................................................................................................................22
3.7 Ethical Issue.....................................................................................................................................22
3.7.1 Reliability..................................................................................................................................22
3.7.2 Validity......................................................................................................................................22
3.7.3 Confidentially............................................................................................................................23
Chapter 4 – Analysis and Findings............................................................................................................23
4.1 Respondents' Profile........................................................................................................................23
4.2 Agreement Level of Employee Motivation on Job Satisfaction........................................................24
4.2.1 Agreement Level on Work Environment...................................................................................25
4.2.2 Agreement Level on Salary.......................................................................................................26
4.2.3 Agreement Level on Recognition..............................................................................................28
4.2.4 Agreement Level on Promotion Opportunities.........................................................................29
4.2.5 Satisfaction Level on Employee Job Satisfaction.......................................................................31
4.2.6 Overall Mean Agreement Level on Employee Motivation Factors and Employee Job
Satisfaction........................................................................................................................................32
4.2.7 Overall Satisfaction Level on Hygiene Factor, Motivator Factor and Employee Job Satisfaction
...........................................................................................................................................................34
4.3 Relationship between Influencing Factors and Employee Job Satisfaction......................................35
4.4 Influencing Factors on Employee Job Satisfaction...........................................................................38
4.4.1 Impact of Hygiene Factor on Employee Job Satisfaction..........................................................39
4.4.2 Impact of Motivator Factor on Employee Job Satisfaction.......................................................39
Chapter 5 - Conclusion, Recommendations and Implications..................................................................40
5.1 Conclusion.......................................................................................................................................40
5.2 Recommendation and Implication...................................................................................................42
5.3 Suggestion for further research.......................................................................................................42
References.................................................................................................................................................43
Appendix...............................................................................................................................................48
7
Table of Content
Table (4.1) demographic of respondents' profile ………………………………………………………… 27
Table (4.2) reliability statistics of independent variables and dependent variable……… 28
Table (4.2.1) Agreement Level on Work Environment……………………………………………………29
Table (4.2.2) Agreement Level on Salary………………………………………………………………………..30
Table ( 4.2.3) Agreement Level on Recognition………………………………………………………………32
Table (4.2.4) Agreement Level on Promotion Opportunities…………………………………………33

Table (4.2.5) Agreement Level on Employee Job Satisfaction………………………………………..34
Table (4.2.6) Overall Mean Agreement Level on Employee Motivation Factors and Employee Job
Satisfaction…………………………………………………………………………………………………………………….36
Table (4.2.7) Overall Agreement Level on Hygiene Factor, Motivator Factor and Employee Job
Satisfaction…………………………………………………………………………………………………………………… 37
Table (4.3.1) Relationship between Influencing Factors and Employee Job Satisfaction...39
Table (4.3.2) Relationship between Influencing Factors and Employee Job Satisfaction...40
Table (4.4.1) Influencing Factors on Employee Job Satisfaction……………………………………..42
Figure of Content
Figure (4.1) Agreement Level on Work Environment……………………………………………………29
Figure (4.2) Agreement Level on Salary………………………………………………………………………..31
Figure (4.3) Agreement Level on Recognition………………………………………………………………32
Figure (4.4) Agreement Level on Promotion………………………………………………………………..34
Figure (4.5) Agreement Level on Employee Job Satisfaction……………………………………….35
8
Figure (4.6) Overall Mean Agreement Level on Employee Motivation Factors and Employee Job
Satisfaction………………………………………………………………………………………………………………….36
Figure (4.7) Overall Agreement Level on Hygiene Factor and Motivator Factor…………..38
9
10
Chapter 1- Introduction
In this chapter, statements of the problems, research questions and objectives will be mainly
discussed. Moreover, background of the research, justifications of the research and scope and
limitations of the research are also described in this chapter.
1.1 Background of the research

The Myanmar Tourism Master Plan2013-2020has set a target of 7.48 million international
visitors in 2020. Moreover, the World Travel and Tourism Council forecasts that Myanmar’s
tourism industry will rank second out of 184 countries in 2016, and has the potential to grow
more within the next decade [ CITATION Nes14 \l 1033 ].
Over the few years, Myanmar's tourism sector has been growing by international interest which
leads unprecedented growth in the tourism industry. Therefore, there has been an enormous
increase in range of competitors. As the country has been developing in many factors, tourism
sector is also booming in fastest ways and a wide range of tourism companies can be found in
Myanmar. Among them, Gandawin Shwe Bagan is one of those well-known travel service
companies in Myanmar and it is a private company.
Since the rate of competition is increasing, motivated employees are partly important as
competitive advantage for the organization. Therefore, the business should consider many
factors in order to motivate and retain employees.
In this research, the importance of employee job satisfaction and factors to satisfy the
employees will be argued. It is important to use the suitable motivation methods which match
with the expectations of its employees. As a result, employees will be effectively motivated,
satisfied and increase the productivity of the company. Moreover, positive and negative effects
of motivation will also be argued in this research.
1.2 Statement of the problem

In this era, most of the employees prefer working at a company which provides them higher
career development and healthy working environment. As tourism industry is booming, travel
and tours companies are enormous increasing in range of competitors.
11
Therefore, employees make the resignation decision easily to hop up to the next career. There
is significant economic impact when an organization loses any of its critical employees
especially given the knowledge that is lost with the employee’s departure. For this reason,
Gandawun Shwe Bagan was facing in increasing employee turnover rate. It is found out that
Gandawin Shwe Bagan has no specific, effective and attractive motivation programs. Therefore,
employees are not well-motivated as it expected. In order to have the efficient motivation
programs, it is important to know the expectation and perception of the employees. Employee
motivation programs stimulate the productivity of the organization as well as the performances
of employees by reaching values and putting efforts in order to reach the goals and objectives
of organization. Gandawun Shwe Bagan must develop motivating programs for attracting and
retaining good employees.
1.3 Aim of the research

Employees are the most cherished resource in organization. In order to keep the skillful
employees, it is important to keep them happy. Therefore, job satisfaction plays an important
role in maintaining strong and skillful employees. Many organizations are seeking for skillful
employees, planning the strategic motivation program and increasing the job satisfaction are
important. The purpose of this research is to find out the motivational factors which can effect
on employee job satisfaction.
1.4 Justification of the research

The followings are the research questions and objectives of the research. These questions have
been selected in order to find out the motivation factors to satisfy the employees. With the
intention of increasing productivity, job satisfaction and motivation plays an important role.
Therefore, it is important to choose the right motivation factors to motivate different levels of
employees. After knowing what employees expect, it is easy for employers to choose the
suitable methods to motivate employees. Motivation programs which match with employees’
expectation can reduce the employee turnover rate. Therefore, the following questions are
developed.
12
1.5 Research Objectives
1. To identify the employee perception on hygiene factors and motivator factors in Gandawun
Shwe Bagan Travel and Tour Company
2. To determine the impact of hygiene factors on employee job satisfaction in Gandawun Shwe
Bagan Travel and Tours Company
3. To determine the effect of motivating factors on employee job satisfaction in Gandawun

Shwe Bagan Travel and Tours Company
Research questions
The study was guided by the following questions.
1. What are the employee perception on hygiene factors and motivator factors in Gandawun
Shwe Bagan Travel and Tour Company?
2. How do hygiene factors impact on employee job satisfaction?
3. How do motivating factors effect on employee job satisfaction?
1.6 Scope and Limitations of the research

The purpose of this research is to learn about the driving factors of employee motivation such
as work environment, salary, recognition and promotion on employees' job satisfaction based
on Herzberg's Two-factor theory. In this survey, 56 employees from Yangon branch will be
participated. This research took three months from January to March 2019. This research also
emphasizes about the motivation and employee job satisfaction from employees’ perspective.
The data and findings of the research are collected from employees in Gandawin Shwe Bagan
Travel and Tours Company.
1.7 Definition of terms used in the research

Motivation
Motivation basically means to expedite of behavioral amendment. Moreover, it forces to an

individual to follow the direction single objective [ CITATION Sha14 \l 1033 ].
13
Job Satisfaction
Job satisfaction refers to the feeling of a person towards a person's positive attitude of the job.
Moreover, it is matching individual needs to the recognized occupation potential to satisfy their
needs[ CITATION Sha12 \l 1033 ].
1.8 Organization of the research

This research will help to know about the relationship between employee job satisfaction and
motivation, and the impact of employee motivation on employee job satisfaction at Gandawin
Shwe Bagan. In this research, there will be five chapters. In chapter 1, research proposal is
included. In addition, research objectives and questions, background of the study, scope and
limitations of the study are also discussed in chapter 1. In chapter 2, literature review includes
research literature and related studies. In literature review, different types of theories about
motivations and employees’ job satisfaction will be argued. In chapter 3, research methods and
sampling design, sampling frame, sampling size and research instruments will be discussed.
After methodology, chapter 4 is analysis and findings. Lastly, chapter 5 includes
recommendation and conclusion. Moreover, there are also different kinds of authors argued
about the relationship between employee motivation and employee retention in this research.
Additionally, Herzberg motivational theory is also mentioned in this research. By analyzing
theory, the organization will be able to understand more about motivational factors for its
employees.
14
Chapter 2 – Literature Review
2.1 Research Literature

Research literature can be described as comprehensive overview of the previous research
according to the specific title. Moreover, it has many purposes such as to share the findings of
previous studies which are closely related to the topic, to fill the gaps by extending prior studies
and to provide conceptual framework for developing the importance of the study [ CITATION
Den12 \l 1033 ].
2.1.1 Employee Motivation

Motivation originally came from Latin word "motus" which means to move, influence and
excite. Moreover, motivation can be described as a desire, energy and inner peace which push
someone to act continuously in a certain way to reach its goals [CITATION MIm17 \l 1033 ].
[ CITATION Mad17 \l 1033 ] described that employee motivation is the willingness to exert high
levels of effort toward organizational goals, conditioned by the effort’s ability to satisfy some
individual need. According to [ CITATION Kim16 \l 1033 ], employee motivation is the influencing
behaviors of employees to behave in positive ways which can decide the failure or success of
the organization.
[CITATION Loc04 \l 1033 ] distinguished that motivation has an impact on individuals' securing of
aptitudes and the degree to which they utilize their capacity. According to the author "the idea
of motivation alludes to interior factors that affect activity and to outside components that can
go about as incitements to activity. The three parts of activity that motivation can influence are
heading (decision), power (exertion), and term (tirelessness).
[ CITATION Vil12 \l 1033 ] expressed that motivation shares information through an intra-
hierarchical web based life stage which can assist the association with reaching its objectives
and goals.
2.1.2 Job Satisfaction

[CITATION Pet81 \l 1033 ] defined that job satisfaction is a standout amongst the most generally
contemplated subjects in the administration field and it is considered as one of the
15
determinants of the nature of the working setting in any association. [ CITATION Aze10 \l 1033 ]
described job satisfaction as positive emotional or pleasurable of someone's job experience
that comet from employee's perception on their job. In accordance with [ CITATION Rou12 \l
1033 ], job satisfaction refers to a form of organizational behavior that determines someone's
attitudes to its work.
Job satisfaction has influenced by the job characteristics and the extent of motivational
characteristic such as feedback, task significance, autonomy and personal work ethic that
match what someone value which is expected on the job [ CITATION Per08 \l 1033 ] . According to
[ CITATION Reh10 \l 1033 ], job satisfaction is a specific satisfactions and dissatisfaction that
someone experiences with respect to the different dimension of job which involves individual
expectation on the job and what they receive from the job.
Job satisfaction refers to the heart of the work life of employees and personnel effectiveness
within the organization which can be evaluated by levels of organizational support, the
employment situation and the work of climate [ CITATION Bus14 \l 1033 ]. On the other hand, job
satisfaction can be stated in different complimentary ways such as employee attitudes to the
job, nature of the work, coworkers and communication [ CITATION Han13 \l 1033 ].
2.1.3 Main motivation factors which increase the job satisfaction

Herzberg’s motivation-hygiene theory accounts for the relationships among employees’ job
satisfaction and job dissatisfaction in the environment where the employee performs the work.
The main concept of this theory is the difference between motivation factors and hygiene
factors [ CITATION Hol18 \l 1033 ].
Herzberg states that the hygiene factors are extrinsic to the job, and if present, lead to
preventing job dissatisfaction. Hygiene factors include salary, status, inventive, work
environment, and company policy and job security. Motivation factors are those that can affect
employees’ job attitudes to be more positive because employees’ self-actualization needs are
satisfied. Examples of motivation factors include achievement, recognition, positive feedback,
more responsibilities, advancement, and promotion, as well as the work itself [ CITATION Als17 \l
1033 ].
16
Job Satisfaction is basic to high profitability, motivation and low worker turnover. Bosses face
the difficulties of securing approaches to expand position fulfillment so their organizations
remain aggressive. A worldwide economy of segregating purchasers has set requests on bosses
at no other time seen. Bosses face the difficulties of looking after efficiency, productivity just as
keeping their workforce drew in and happy with their occupations [CITATION Bus19 \l 1033 ].
2.1.4 Work environment

Work environment can be defined as physical components such as equipment, heat and the job
characteristic such as task complexity, workload and organizational features such as
organizational culture and history and the aspect extra organization's setting such as industry
sector, labor market conditions and work-home relationships. Moreover, work environment
means the interrelationship between employees and the organization environment which
includes the technical, the organizational environment and the human [ CITATION Olu15 \l
1033 ].Workplaces have numerous properties, parts or factors that may influence both physical
and mental prosperity of laborers [CITATION RBB00 \l 1033 ] .
2.1.5 Recognition
Recognition can be described as the approval or appreciation of behaviors or the
accomplishment of team or an individual. Moreover, recognition is acknowledgement such as
gestures which is important to employees or praise [ CITATION Tes13 \l 1033 ].
2.1.6 Promotion
Promotion is the movement of employee to higher significance level in organization's hierarchy,
improved compensation and enhancement of responsibility. In the event that a worker feels
stuck in their present position and sees no prospect of headway, it can prompt a sentiment of
hatred toward the organization and their activity. In such conditions, these specialists may start
to look for other work openings. One of the manners in which you can keep this is by
empowering representative inspiration through inner advancement [ CITATION Mal12 \l 1033 ].
2.1.7 Salary
Pay plan can work in motivating employees in various ways Pay-per-piece is especially viable
when the abilities of the workforce fluctuate definitely. Laborers able to do quicker creation are
17
remunerated fittingly and specialists new to the business can expand their compensation with
training and experience. Moreover, the biggest measure of the exploration on pay and its
connection with occupation fulfillment. What they found is that compensation level is just
marginally identified with occupation fulfillment and a higher pay level is not really prompt
more prominent employment fulfillment. Salary is also determined by leveling the pay rates
and salary ranges established by an individual employer [ CITATION Usm13 \l 1033 ].
The overview discovered that a considerable lot of these workers were exhausted with their
employments, needed duty and were searching for new occupations. It further demonstrated
that, the principle reasons why workers were relinquishing their professions were absence of
boost occupations and no open door for progression. Workers needed all the more difficult
occupations that were energizing to do. The study reasoned that the elements that spur
workers most were observed to be accomplishment, duty, self-improvement among others.
Obviously the arrangement of enhanced occupations by supervisors has the ability to make
workers feel spurred. This is one of the primary thoughts caught in Herzberg's hypothesis.
Frederick Herzberg paid to motivation needs and to work itself, as determinants of employment
fulfillment. They consequently implored supervisors to give exceptional consideration to the
imperative theme of occupation plan and its impact on hierarchical conduct and worker
motivation.
2.2 Related Studies

(Heng & Wong, 2009) stated that by picking up survey from 100 faculty members in two
universities by using random sample. They discovered that two hygiene factors such as salary
and administration and policy lead as significant contributor to faculty members' satisfaction.
Conversely, the motivator factors or intrinsic factors cannot lead to faculty members'
satisfaction in this study. [ CITATION Jua18 \l 1033 ] conducted a quantitative research to test the
Theory of Herzberg in Indonesian café which is food industry. His result has also agreed to the
fact that both hygiene and motivation factors are positively impact on job satisfaction of
employees. On the other hand, the survey carried out by [ CITATION Gol11 \l 1033 ] shown that
the motivation is more related to intrinsic job satisfaction than compared to extrinsic job
satisfaction by conducting 128 full time employees who are Malaysian Gen-Y Administrative
18
and Diplomatic Officers. On the other hand, [ CITATION Kha11 \l 1033 ] opposed to Goshan by
stating that both intrinsic and extrinsic motivation factors are strongly related to job
satisfaction. This survey was carried out to random population of 689 water utility employees. [
CITATION Rah17 \l 1033 ] conducted a research in insurance industry and the total respondents
was 318. He found out that Herzberg two-factor theory has positive impact on the job
satisfaction of employees.
[ CITATION Baj18 \l 1033 ] conducted a survey from 100 employees about impact of employees
motivation on job satisfaction and organizational commitment at Balco and supported the
statements by mentioning that motivation of employees can increase the rate of job
satisfaction by 78%. In addition, [ CITATION Ali16 \l 1033 ] has conducted a survey about the
Impact of Motivation on the Employee Performance and Job Satisfaction in IT industry.
According to that survey, it is proven that job satisfaction is significantly or positively influenced
by motivation. According to that result, he argued that employees feel happier and more
satisfied by motivation. In education industry, [ CITATION Mah12 \l 1033 ] agreed that work
motivation is positively related to job satisfaction by conducting 112 teachers from university
constituent, affiliated and plus two colleges in Kathmandu valley with descriptive statistic and
correlation analysis. Meanwhile, [CITATION Eff11 \l 1033 ] stated that most of the employees in
telecom industry are satisfied with their job and he argued that motivation and job satisfaction
are not strongly related. This result was found out through a survey of 60 questionnaires
carried out with descriptive research method.
However, [ CITATION Par11 \l 1033 ] mentioned that pay and promotion plan influences more in
increasing the satisfaction of employees in pharmaceutical industry. This was carried out to 286
employees by collecting questionnaires. Moreover, [ CITATION Con13 \l 1033 ] agreed that by
conducting a survey sample of 80 respondents randomly selected from 109 employees from
construction industry and mentioned that pay and promotion are the most important factors in
Herzberg two factors theory. They also stated that employees who get lower salary tend to
seek for better opportunities and this increase the turnover rate of the organization. They also
argued that promotion plan and salary pay are related according to McClelland Achievement
theory. This theory had mentioned that career development is the main motivation factor. On
19
the other hand, [ CITATION Ken98 \l 1033 ] opposed that results are demonstrated from the
activity of fulfillment, regarding pay and relational relationship, affected indirectly to work
motivation. Likewise, the information showed that fulfillment with client relationship was
unequivocally identified with occupation content fulfillment in the example of sales
representatives. This result is conducted to 239 sales people and the result is analyzed through
covariance structure analysis. On the other hand, [ CITATION Maf14 \l 1033 ] carry out the
quantitative research in public sector and agreed that relationships were seen between
employment fulfillment and four extraneous inspiration factors: compensation, nature of work
life, supervision and collaboration. Although promotion has significant relationship with job
satisfaction, life satisfaction has statistically significantly relationship was built up with job
satisfaction.
As [CITATION Placeholder1 \l 1033 ] agreed that the factor of job satisfaction mainly come from
working environment. Next to that, salary is secondly important. This result is proven by
collecting survey from (85) employees from government sector. Meanwhile, [ CITATION
Mar152 \l 1033 ] conduct a research to 161 respondents in hospitality industry that working
environment has a positive impact on job satisfaction in term of speaking extrinsic factor which
impact hygiene need of the work environment. Moreover, [ CITATION Rah17 \l 1033 ] stated that
the rate of job satisfaction is related to positivity in the working environment according to 318
respondents by using stratified random sampling. This can also decrease the rate of turnover
and increase job satisfaction. [ CITATION Hon11 \l 1033 ] made a research in retail industry and he
conducts 180 sales personnel from women's clothing stores. His study opposed that working
environment is main factor in increasing the satisfaction of employees according to the
research at clothing industry by conducting survey to 40 employees.
However, [ CITATION Ala12 \l 1033 ] argued that recognition is also related to the satisfaction of
employees. Employees are more likely to enjoy and motivated to work if the company
recognize their performances and appreciate them. [ CITATION Sha121 \l 1033 ] agreed that by
conducting survey in education industry which has total respondent rate of 294 out of 379.
Results indicated altogether significantly positive connection between recognition and reward
and satisfaction as well as there is very significantly positive relationship between intrinsic
20
motivation or motivator factors and job satisfaction. Meanwhile, [ CITATION Cou15 \l 1033 ]
additionally argued that in tourism industry, compared to tourism employees and corporate
employees are more satisfied than employees who work in tourism industry for these variables
as recognition, creativity, goal determination and feedback.
Moreover, in health industry, [ CITATION Hot15 \l 1033 ] conducted a survey of 43 health care
facilities in four divisions about the job satisfaction. He found out that among the example open
segment wellbeing laborers, a few components of wellbeing specialist inspiration essentially
expanded over the examination time frame, including two pointers of persuasive results in
general employment fulfillment and self-saw good faith and two markers of inspirational
determinants pride and self-adequacy. In any case, two different components of inspiration
fulfillment with monetary prizes and fulfillment with office assets essentially diminished. The
multivariate investigations found that the builds of pride, self-viability, fulfillment with money
related prizes, and fulfillment with office assets were fundamentally connected with the
inspirational results, in the wake of controlling for different elements.
2.3 Development of Hypothesis

In this research, there are two hypotheses which are constructed base on the literature review,
documentary evidence and related research papers. The following hypotheses are the
statement of possible solution to the problem statement based on [ CITATION Gol11 \l 1033 ] and
[ CITATION Jua18 \l 1033 ].
H1: Hygiene factors have positive influence on employee job satisfaction
H2: Motivation factors have positive influence on employee job satisfaction
21
Chapter 3 - Research Methodology
This chapter will be discussed about the research conceptual framework, research method and
research design, sampling, pilot study, data collection and ethical issue.
3.1 Research Methodology (Research Framework)

The following research conceptual framework is constructed based on literature review, related
studies of [ CITATION Jua18 \l 1033 ] and [ CITATION Gol11 \l 1033 ] . Moreover, this conceptual
framework includes independent variables as hygiene factors (work environment and salary)
and motivator factors (recognition and promotion opportunities) and dependent variable as
employee job satisfaction.
Hygiene Factors
Working
Environment
Salary H1
Employee Job
Motivating Factors Satisfaction
Recognition
H2
Promotion
3.2 Research Design and Research Method

To develop the comprehensive research paper and to approach right way, suitable research
design should be illustrated in order to achieve researcher's goal and objective. There are three
22
types of research designs which are descriptive research, explanatory research and exploratory
research [ CITATION Tob17 \l 1033 ].
3.2.1 Descriptive Research

Descriptive research refers to the study of status which is based on the statement that can be
practiced and solve through analysis, description and observation. Moreover, descriptive
research includes survey questionnaires, normative survey, phone survey and personal
interview. Furthermore, descriptive research develops the both qualitative and quantitative
data which define the nature state at a point in time [ CITATION Koh00 \l 1033 ].
3.2.2 Explanatory Research

In accordance with[ CITATION Gel08 \l 1033 ], explanatory research can be defined as the
explanation of the problem to understand efficiently before studying or investigating in-depth.
Additionally, it can be used as research tool to start with general information which brings to
the subjects will deal with in the future.
3.2.3 Exploratory Research

According to [ CITATION Rei17 \l 1033 ], exploratory research refers to investigating of the
problem and situation which provides small amount of detail information to researcher.
Therefore, it can be used various methods to gain information which are group discussion, trial
study and so on.
3.2.4 Qualitative Research

In accordance with [ CITATION Moh18 \l 1033 ], qualitative research can be described as the type
of social action which focus the way of interpreting people and knowing individual's experience
by using interview, classroom observations, journals, opened-ended questionnaires to analyze
the data and predict the content data analysis of oral recording and textual and visual
materials.
3.2.5 Quantitative Research

According to[ CITATION Yil13 \l 1033 ], quantitative research can be referred to the numerical
data which can be analyzed by using mathematically based method and statistics. In addition, it
23
can be described as empirical research to test various theory including variables are measured
with numbers and statistics analyzed to identify and predicts the theory and interest
phenomena.
3.2.6 Research Approach

Research approach can be divided into two types such as deductive approach and inductive
approach. Additionally, deductive approach can be used in quantitative research especially. On
the other hand, inductive approach is normally applied in qualitative research. In addition,
deductive approach is about concerning to develop research hypothesis based on theoretical
review and then construct a research strategy to test the research hypothesis. Moreover,
deductive approach usually starts with pattern expectedly which is to test against observations
while inductive starts with observation to find a plan [ CITATION Reg03 \l 1033 ].
Therefore, this research used quantitative method which is researcher distributed survey
questionnaires to employees from Gandwaun Shwe Bagan. After that, researcher collected the
feedback forms to analyze the statistics analyzing through tables, graphs, bar charts and figures
to summarize the data. Additionally, deductive approach is used in this research paper in order
to apply the related theories to develop the result and improve the quality of research paper.
Furthermore, explanatory research design is applied to identify the relationship of cause and
effect between independent variables and dependent variable of this research paper.
3.3 Sampling
3.3.1 Population Identification

There are 56 employees currently working in Gandawun Shwe Bagan Travel and Tours
Company. Therefore, population is known and data are primary data which are collected from
employees by conducting systematic survey questionnaires. Moreover, secondary data of total
employee size is collected from the company.
24
3.3.2 Sampling Frame
According to the information of employee size of Gandawun Shwe Bagan, survey
questionnaires were distributed to respective departments for department head, executives,
assistants and general manager.
3.3.3 Design of Sampling

In accordance with[ CITATION Bec08 \l 1033 ] , sampling method is a process of selecting samples
form a population to create foundation for predicting and estimating the result of that
population and detecting the unknown information. Moreover, there are two types of
samplings such as probability sampling which is sample selection based on random methods
and non-probability which is also sample selection but it is not based on random selection.
According to[ CITATION Kis79 \l 1033 ], census method can be described as the complete
enumeration of whole group or population.
Therefore, census method is applied to collect survey questionnaires from the entire population
of employee in Gandawun Shwe Bagan.
3.3.4 Sample Size

In Gandawun Shwe Bagan Travel and Tours, there are 56 employees currently working who are
involved in the sample size. Census method is applied to collect survey questionnaires from the
entire population of employee in Gandawun Shwe Bagan.
3.4 Research Instrument

This research paper is constructed with systematic questionnaires and they are distributed to
all employees and research have assisted there to explain the questionnaires if they do not
understand which is for quality control of these surveys. Therefore, this research paper will
follow the research topic "Driving Factors of Employee Motivation on Employees' Job
Satisfaction".
3.4.1 Contents of Questionnaires

This research's survey questionnaire includes three parts. In the Section A, demographic
information including gender, age, marital status, educational level and current position level.
25
In section B, questionnaires for driving factors will be included. Moreover, questionnaires for
employee job satisfaction includes in section C. Therefore, overall survey questionnaire includes
25 questions. In this research's survey questionnaires, five points likert-scale (1= Strongly
Disagree, 2= Disagree, 3= Neutrals, 4= Agree, 5= Strongly Agree) is used. Detail of survey
questionnaire will be mentioned in the appendix section.
3.5 Pilot Study

According to [ CITATION Has06 \l 1033 ], pilot study refers to small amount of study to test the
sample recruitment strategies and data collection to prepare for in-depth study. Moreover it is
important stage before conducting survey to implement the full study.
In this research, pilot study was made to 5 employees from Gandawun Shwe Bagan before
distributing all survey questionnaires to all departments.
3.6 Data Collection

Firstly, researcher got the permission from Managing Director of Gandawun Shwe Bagan.
Secondly, researcher passed out survey questionnaires to all departments and explained each
section of survey to employee individually.
3.6.1 Respondent Rate

Total Number of Respondent Rate = (56/56) x 100% = 100%
For the respondent rate, entire population of employees was participated in this survey.
Therefore, respondent rate is 100%.
3.6.2 Data Analysis

Firstly of all, collected data set in SPSS software and calculated to come out the results. Factor
analysis is presented in this research paper and driving factors of employee motivation are
observed and which factor has positive significant influence on employee job satisfaction in
Gandawun Shwe Bagan. Moreover, multiple linear regression research method, statistics and
empirical analysis are applied in this research paper. Furthermore, the Pearson correlation
between employee motivation and employee job satisfaction in this research paper.
26
3.7 Ethical Issue
3.7.1 Reliability
Reliability can be described as the measurement of stability and consistency with test score.
Moreover, it has ability to test and find the research repeatedly[ CITATION Gha16 \l 1033 ].
In this research, survey questionnaires are constructed systematically and based on the related
theory so that result of research is reliable. In SPSS software, respondent data are calculated to
measure the reliability which is referred in the appendix section.
3.7.2 Validity
Validity is an extent to score from a represent measurement of the intended variables. There
are four types of validity such as 1) face validity which is a measurement method to measure
the construction of interest 2) content validity which is a measurement of the covers of interest
construction 3) criterion validity also known as criteria which is to the scores of people that are
one's expectation to be correlated with 4) discriminant validity which got score on a measure
that are not correlated with variables' measures conceptually difference [ CITATION Swa14 \l
1033 ].
For the validity of this research, survey questionnaires are standard and conducted from
trustful website.
3.7.3 Confidentially
In accordance with [ CITATION The07 \l 1033 ], confidentially refer as a promise to keep
confidential information which is the sharing personal data controlled by researcher.
Therefore, this research paper is constructed only for academic purpose and research will not
mention the name of respondents who are willing to participate and their personal data.
27
Chapter 4 – Analysis and Findings
In this chapter, collected survey questionnaires are analyzed, interpreted and presented by
assessing SPSS software in order to reflect the research title of "driving factors of employee
motivation in Gandawun Shwe Bagan Travel and Tours Co.Ltd"
4.1 Respondents' Profile

The profile of respondents is examined by means of gender, age, marital status, educational
level and current position level in Gandawun Shwe Bagan. There are 56 employees as total
number of respondents which is the entire employee population in the Gandawun. The
following table will show the demographic of respondents' profile.
Table (4.1) demographic of respondents' profile
Description Classification Number of Employee Percent (%)

Gender Male 22 39.3
Female 34 60.7
Age 18-25 years old 25 44.6
26-35 years old 22 39.3
36-45 years old 8 14.3
Above 46 years old 1 1.8
Marital Status Single 37 66.1
Married 19 33.9
Educational Level Under graduate 9 16.1
Bachelor's degree 41 73.2
Master's degree 6 10.7
Current Position Assistant 17 30.4
Executive 33 58.9
Level
Department Head 5 8.9
General Manager 1 1.8
Source: (Chit Myat Noe, Survey Data, 2019)
According to above table (4.1), 39.3% of respondents are male and female are 60.7%. For the
age, 44.6% of respondents are 18 to 25 years old, 39.3% of respondents are 26-35 years old,
14.3% of respondents are 36 to 45 years old and only 1.8% is above 46 years old. For the
marital status, 66.1% of respondents are single and 33.9% of respondents are married. In
education level, 16.1% of respondents are under graduate, 73.2% of respondents are bachelor's
degree holder and only 10.7% of respondents are master's degree holders. In the current
28
position level, assistants are 30.4%, 58.9% of respondents are executives, 8.9% of respondents
are department heads and only 1.8% is general manager.
4.2 Agreement Level of Employee Motivation on Job Satisfaction

In this part, reliability statistics of independent variables and dependent variable will be
explained. The questionnaires are constructed by using 5 points likert-scale for rating scale such
as (1= Strongly Disagree, 2= Disagree, 3= Neutrals, 4= Agree, 5= Strongly Agree). Thus, following
table will show the study of reliability statics.
Table (4.2) reliability statistics of independent variables and dependent variable
Factors Reliability Statics Number of Items

Work Environment 0.707 5
Salary 0.775 5
Recognition 0.779 5
Promotion Opportunities 0.727 5
Employee Job Satisfaction 0.829 5
According to the above table (4.2), (Chronbach's Alpha) reliability statistics are analyzed by SPSS
software and they reached to 0.7. Therefore, reliability statistics of this research are acceptable.
4.2.1 Agreement Level on Work Environment

Table (4.2.1) Agreement Level on Work Environment
Description Mean Std. Deviation

My working environment is safe 3.70 1.331
0.911
The resting area is clean 3.95
I am comfortable with my work space 3.52 1.081
They provide required office facilities 2.73 1.374
The maintenance of facility is good 3.23 1.083

29
Mean
3.95
3.70 3.52
3.23
2.73
fe
es
an
od
ac
sa
iti
cle
go
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is
is
is
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ith
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Figure (4.1) Agreement Level on Work Environment
According to the figure (4.1), questionnaires for work environment includes five facts. Among
five facts, only two facts did not reach 3.5 which are "they provide required office facilities and
The maintenance of facility is good" so that employee did not agree for these two facts. The
rest three facts got scored more than 3.5. Therefore, Gandawun Shwe Bagan has to provide and
maintain all the facilities regularly.
4.2.2 Agreement Level on Salary

Table (4.2.2) Agreement Level on Salary

My current salary reach my expectation 3.80 1.931
1.211
My salary meet my level of skill 3.23
Salary arrangement is reviewed annually 3.45 1.241

My salary is at the right level considering the 1.232
2.75
company's economic performance
Payment is equally within the organization 4.00 1.142
30
Mean
3.82 4
3.23 3.45
2.75
Figure (4.2) Agreement Level on Salary
According to the figure (4.2) of agreement level on salary, survey questionnaires for salary
include five facts and "Salary arrangement is reviewed annually" nearly 3.5 and "My current
salary reaches my expectation and Payment is equal within the organization" reach more than
3.5. On the other hand, "My salary meet my level of skill and My salary is at the right level
considering the company's economic performance" are lower than 3.5 so that employee are
not motivated for these two facts. Thus, Gadawun Shwe Bagan should consider and provide
appropriate salary according to their skill and ability.
31
4.2.3 Agreement Level on Recognition
Table ( 4.2.3) Agreement Level on Recognition

Gandawun Shwe Bagan's recognition programs are 1.02
3.60
satisfied
1.281
Recognition is provided fairly in my organization 3.45
My supervisor recognizes me at workplace 3.04 1.451
I am adequately recognized for my good work 3.80 1.053
I value the recognition I receive 3.70 1.262

32
Mean
3.64 3.75 3.70
3.45
3.04
Figure (4.3) Agreement Level on Recognition
According to the above figure (4.3), recognition questionnaires include five facts. Firstly,
"Recognition is provided fairly in my organization" is scored nearly 3.5 and "My supervisor
recognizes me at workplace" is lower than 3.5 which means employees did not agree on this
fact according to the random survey. On the other hand, the rest three facts " Gandawun Shwe
Bagan's recognition programs are satisfied, I am adequately recognized for my good work and I
value the recognition I receive" are scored more than 3.5 which mean employees are motivated
on these four facts. Thus, supervisor has to communicate closely make relationship friendly
within his team.
4.2.4 Agreement Level on Promotion Opportunities

Table (4.2.4) Agreement Level on Promotion Opportunities

Career paths exist for someone like me in this 0.712
4.07
company
My manager encourages and supports for my 3.59 0.974
33
promotion opportunities
Job promotions are fair and equitable 3.75 1.243
There are opportunities for promotion in my role 4.00 1.064
There's opportunities for advancement within the 1.213
3.46
company

Mean
4.07 4
3.75
3.59
3.46
Figure (4.4) Agreement Level on Promotion
According to the above figure (4.4), promotion opportunities questionnaires include five facts.
Among five facts, only "There are opportunities for advancement within the company" is scored
nearly 3.5. The rest four facts got more than 3.5 which means employees agreed on these facts.
Therefore, Gandawun Shwe Bagan has to make the strategic plan to develop employees' career
more frequently and effectively.
4.2.5 Satisfaction Level on Employee Job Satisfaction

Table (4.2.5) Agreement Level on Employee Job Satisfaction
34
I am happy to encourage friends and

4.09 1.231
colleagues to work at the Company
My work gives me a feeling of personal
3.87 0.922
accomplishment
My job makes good use of my skills and
3.59 1.132
abilities
My job is enjoyable and challenging 3.52 1.211
Considering everything, I am satisfied at the
3.57 1.021
Company
Mean
4.09
3.87
3.59 3.57
3.52
Figure (4.5) Agreement Level on Employee Job Satisfaction
According to the above figure (4.5) description, employees are agreed on all these five facts so
that they are satisfied in the organization. Among five facts, "I am happy to encourage friends
35
and colleagues to work at the company and my work gives me a feeling of personal
accomplishment" are higher than 3.5 and the rest three facts reach to mean 3.5.
4.2.6 Overall Mean Agreement Level on Employee Motivation Factors and Employee Job
Satisfaction
Table (4.2.6) Overall Mean Agreement Level on Employee Motivation Factors and Employee Job
Satisfaction
Factors Description Mean Std. Rank

Deviation
Hygiene Factor Work Environment 3.53 0.768 II
Salary 3.45 0.871 IV
Motivator Recognition 3.50 0.889 III
Promotion Opportunities 3.80 0.729 I
Employee Job Satisfaction 3.70 0.851
Mean
3.8
3.53 3.5
3.45
Work Environment Salary Recognition Promotion Opportunities
Figure (4.6) Overall Mean Agreement Level on Employee Motivation Factors and Employee Job
Satisfaction
According to above figure (4.6) description, data were studied on work environment, salary,
recognition, promotion opportunities and employee job satisfaction. Among five facts, only
36
"salary" fact's overall mean score is 3.45 so that it can be assumed as 3.5. On the other hand,
"work environment, recognition, promotion opportunities and employee job satisfaction" facts'
overall means are higher than 3.5 which means employees are motivated on these facts of
Gandawun Shwe Bagan. All in all, employees agreed on all variables according to the data
analysis.
4.2.7 Overall Satisfaction Level on Hygiene Factor, Motivator Factor and Employee Job
Satisfaction
Table (4.2.7) Overall Agreement Level on Hygiene Factor, Motivator Factor and Employee Job
Satisfaction
Description Mean Std. Deviation Rank

Hygiene Factor 3.5 0.82 II
Motivator Factor 3.7 0.81 I
Employee Job Satisfaction 3.7 0.85
Mean
3.7
3.5
Hygiene Factor Motivator Factor
Figure (4.7) Overall Agreement Level on Hygiene Factor and Motivator Factor
According to above figure (4.7) description, employees are motivated on both hygiene and
motivator factors because overall scores mean reach to 3.5 levels. Moreover, motivator factor
37
includes recognition and promotion mean score is 3.7 which is higher agreement level than
hygiene factor includes work environment and salary mean score is 3.5.In Gandawun Shwe
Bagan, all employees agreed on these variables.
4.3 Relationship between Influencing Factors and Employee Job Satisfaction

According to below table, the relationship between influencing factors and employee job
satisfaction are assessed by using correlation analysis. Moreover, the correlations coefficient
and significance value will be shown in below table.
Table (4.3.1) Relationship between Influencing Factors and Employee Job Satisfaction
Work Salary Recognition Promotion Employee Job

Environment Opportunities Satisfaction
Work
Environment
Pearson 1
Correlation
Sig. (2-tailed)
Salary
Pearson 0.390** 1
Correlation
Sig. (2-tailed) 0.003
Recognition
38
Pearson 0.329** 0.658** 1
Correlation
Sig. (2-tailed) 0.013 0.000
Promotion
Opportunities
Pearson 0.444** 0.771** 0.770** 1
Correlation
Sig. (2-tailed) 0.001 0.000 0.000
Employee Job
Satisfaction
Pearson 0.535** 0.729** 0.454** 0.630** 1
Correlation 0.000 0.00 0.000 0.000
Sig. (2-tailed)
**. Correlation is significant at the 0.01 level (2-tailed).
As shown in table (4.3.1), the correlation between work environment and employee job
satisfaction is 0.535 and the significant value is 0.000 which means that there is moderately fair
level and positive relationship between work environment and employee job satisfaction.
Therefore, it can be observed that Gandawun Shwe Bagan's employees are satisfied on work
environment which can lead to employee job satisfaction.
As described in table (4.3.1), the correlation between salary and employee job satisfaction is
0.729 and the significant value is 0.000 which means that there is highly moderate level and
positive relationship between salary and employee job satisfaction. Thus, it can be examined
that employees are satisfied on salary which can lead to employee job satisfaction.
As mentioned in table (4.3.1), the correlation between recognition and employee job
satisfaction is 0.454 and the significant value is 0.000 which means that there is low and
39
positive relationship between recognition and employee job satisfaction. For this reason, it can
be observed that Gandawun Shwe Bagan's employees are satisfied on recognition which can
lead to employee job satisfaction.
As shown in table (4.3.1), the correlation between promotion opportunities and employee job
satisfaction is 0.630 and the significant value is 0.000 which means that there is moderate and
positive relationship between recognition and employee job satisfaction. For this reason, it can
be observed that Gandawun Shwe Bagan's employees are satisfied on promotion opportunites
which can lead to employee job satisfaction.
Table (4.3.2) Relationship between Influencing Factors and Employee Job Satisfaction
Hygiene Factor Motivator Employee Job

Factor Satisfaction
Hygiene Factor
Pearson Correlation 1
Sig. (2-tailed)
N 56
Motivator Factor
Pearson Correlation .706** 1
Sig. (2-tailed) .000
N 56 56
Employee Job
Satisfaction .765** .567** 1
Pearson Correlation .000 .000
Sig. (2-tailed) 56 56 56
N
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
satisfaction is 0.706 and the significant value is 0.000 which means that there is high and
40
positive relationship between hygiene factor and employee job satisfaction. For this reason, it
can be observed that Gandawun Shwe Bagan's employees are satisfied on hygiene factor which
can lead to employee job satisfaction.
satisfaction is 0.567 and the significant value is 0.000 which means that there is moderate and
positive relationship between motivator factor and employee job satisfaction. For this reason, it
can be observed that Gandawun Shwe Bagan's employees are satisfied on motivator which can
lead to employee job satisfaction.
4.4 Influencing Factors on Employee Job Satisfaction

According to below table, the relationship between influencing factors and employee job
satisfaction are assessed by using correlation analysis. Moreover, the t-test value and
significance value will be shown in below table.
Table (4.4.1) Influencing Factors on Employee Job Satisfaction
Model Unstandardized Standardized t Sig. R R F Sig

Coefficients Coefficients Squar
B Std.
e
Error
Constant .351 .411 .854 .397 0.766 0.586 37.547 .000b

Hygiene .906 .155 .728 5.829 .000
Factor
Motivato .059 .139 .052 .420 .676
r Factor
a. Dependent Variable = Employee Job Satisfaction
According to above table (4.4.1), F test statistic is 37.547 and significance value is 0.000 which is
greater than 0.05 (5%). Therefore, independent variable (work environment, salary, recognition
and promotion opportunities) and dependent variable (employee job satisfaction) are fit for the
model.
41
4.4.1 Impact of Hygiene Factor on Employee Job Satisfaction
Research Hypothesis (H1): Hygiene factor has positive impact on employee job satisfaction
According to the above table (4.4), t-test statistics of hygiene factor is 5.829 and significance p-
value is 0.000. Therefore, t-test value is greater than 1.96 and significance p-value is lower than
0.05 which is used 5% of significance level. For this reason, reject the null hypothesis and accept
the hypothesis which can be seen clearly that hygiene factor has positive impact on employee
job satisfaction. Furthermore, the regression coefficient is 0.906 which can be determined that
hygiene factor has positive impact on employee job satisfaction.
4.4.2 Impact of Motivator Factor on Employee Job Satisfaction

Research Hypothesis (H2): Motivator factor has positive impact on employee job satisfaction
According to the above table (4.4), t-test statistics of hygiene factor is 0.420 and significance p-
value is .676. Therefore, t-test value is smaller than 1.96 and significance p-value is greater than
0.05 which is used 5% of significance level. For this reason, accept the null hypothesis and reject
the hypothesis which can be seen clearly that motivator factor does not positive impact on
employee job satisfaction.
To sum up, hygiene factor has positive impact on employee job satisfaction in Gandawun Shwe
Bagan because employees are motivated for work environment and salary. On the other hand,
motivator factors has not positive impact on employee job satisfaction which mean Ganadawun
Shwe Bagan's employees are not motivated for recognition and promotion opportunities.
Chapter 5 - Conclusion, Recommendations and Implications

The purpose of the research is to identify the driving factors of employee motivation on
employee job satisfaction in Gandawun Shwe Bagan Travel and Tours Co.Ltd. In this chapter,
conclusion, recommendations and implications will be discussed.
42
5.1 Conclusion
The study of this research examined the motivation of two-factor theory by Frederick Herzberg
in the condition of entire employees from Yangon branch of Gandawun Shwe Bagan Travel and
Tours. Method of this research used descriptive and quantitative research method, 56
employees conducted survey questionnaires by census method. Moreover, this research used
linear regression to test the hypotheses by SPSS software 23 window version. According to the
results of hypotheses testing, hygiene factors which include work environment and salary have
positively and significantly impact on employee job satisfaction. On the other hand, motivator
factors which include recognition and promotion opportunities have not positive effect on
employee job satisfaction. Therefore, hygiene factors have positive impact on employee job
satisfaction compare to the motivator factors was not supported because employees from
Gandawun Shwe Bagan are motivated for work environment and salary of hygiene factors.
According to [ CITATION Tes12 \l 1033 ], or according to Herzberg, without hygiene factors can
lead to employee dissatisfaction while motivator factors can enhance the employee
satisfaction.
Objective (1) is to identify the extents of employee perception on hygiene factors and
motivator factors in Gandawun Shwe Bagan Travel and Tour Company. According to above
figure description, employees are motivated on both hygiene and motivator factors because
overall scores mean reach to 3.5 levels. Moreover, motivator factor includes recognition and
promotion mean score is 3.7 which is higher agreement level than hygiene factor includes work
environment and salary mean score is 3.5. Therefore, Gandawun Shwe Bagan's employees
agreed on these variables. Also [ CITATION Rah17 \l 1033 ] out that Herzberg two-factor theory
has positive impact on the job satisfaction of employees.
Objective (2) is to determine the impact of hygiene factors on employee job satisfaction in
Gandawun Shwe Bagan Travel and Tours Company
According to the table (4.4), t-test statistics of hygiene factor is 5.829 and significance p-value is
0.000. Therefore, t-test value is greater than 1.96 and significance p-value is lower than 0.05
which is used 5% of significance level. Therefore, hygiene factor has positive impact on
43
employee job satisfaction. Furthermore, the regression coefficient is 0.906 which can be
determined that hygiene factor has positive impact on employee job satisfaction. Also
[ CITATION Jua18 \l 1033 ] agreed to the fact that both hygiene and motivation factors are
positively impact on job satisfaction of employees.
Objective (3) is to determine the effect of motivating factors on employee job satisfaction in
Gandawun Shwe Bagan Travel and Tours Company
According to the table (4.4), t-test statistics of hygiene factor is 0.420 and significance p-value is
.676. Therefore, t-test value is smaller than 1.96 and significance p-value is greater than 0.05
which is used 5% of significance level. Although similar study of [ CITATION Jua18 \l 1033 ] agreed
to the fact that both hygiene and motivation factors are positively impact on job satisfaction of
employees, in this study the motivator factor has not positive impact on employee job
satisfaction.
5.2 Recommendation and Implication

Although hygiene factors are essential to maintain the employee in the organization,
Gandawun Shwe Bagan should focus more on motivator factors because motivator factors can
enhance employee satisfaction which can encourage employee to be motivated to work harder.
Moreover, Herzberg's two-factor theory described that motivator factors can increase and
improve the employee job satisfaction. Diversely, Ganadawun Shwe Bagan's employees are
motivated for hygiene factors according to the data analysis. This is because; Gandawun Shwe
Bagan has no strategic human resource management plan in order to motivate the employees.
For this reason, Gandawun Shwe Bagan should develop strategic human resource management
plan to improve employee motivation which can lead to employee job satisfaction.
Furthermore, Gandawun Shwe Bagan should practice both hygiene and motivator factors which
can boost employee motivation in order to compete with other organizations in the tourism
industry. Therefore, Gandawun Shwe Bagan has to make the strategic plan to develop
employees' career more frequently and effectively and provide attractive recognition systems.
44
Additionally, Gandawun Shwe Bagan should practice more hygiene factors such as job security,
company policies, remuneration, and supervision and so on. In addition, Gandawun Shwe
Bagan needs to maintain providing better facilities for work environment and review the salary
arrangement according to their skill and ability annually. As a result, employee will be more
satisfied and motivated which can also lead to raise the productivity and performance in order
to achieve the organizational goals and objectives.
5.3 Suggestion for further research

For the future research, difference types of job satisfaction model will use between employees
from different organizations. Moreover, administrative and company policies as hygiene factors
should use in the future research.
45
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LEARNER FEEDBACK FORM
Pearson BTEC Level 7 Extended Diploma in

QUALIFICATION
Strategic Management and Leadership (QCF)
Unit 9 ( Pearson Unit 16) – Research

UNIT
Methods for Strategic Managers
BATCH CODE MBA-02-2018
ASSESSOR NAME Dr. Tin Hla
LEARNER NAME Chit Myat Noe
Learner Signature: Chit Myat Noe
Date: 6.4.2019
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Commencement date Completion date Submitted on

12. 1.2019 23.3.2019 6.4.2019

Qualification Unit number and title

1.1 Select a research question 1 11-12

Explain the factors that contribute to the process of successful

1.3 Justified their choice of research question. 1 14

Undertake a critical review of the key literature for inclusion in a

Evaluate techniques for use with quantitative data in a research

Evaluate appropriate research methodologies in terms of the

Choose an appropriate methodology in terms of the research

Record findings on a research question, literature review and

5.2 Summarise the findings using suitable methods 5 46

5.3 Present the findings using suitable methods 5 47

5.4 Critically analyze the findings 5 47

Learner signature: Chit Myat Noe Date: 6.4.2019

"Driving factors of employee motivation on employee job

Chit Myat Noe

Table (4.1) demographic of respondents' profile ………………………………………………………… 27

Table (4.2) reliability statistics of independent variables and dependent variable……… 28

Table (4.2.1) Agreement Level on Work Environment……………………………………………………29

Table (4.2.2) Agreement Level on Salary………………………………………………………………………..30

Table ( 4.2.3) Agreement Level on Recognition………………………………………………………………32

Table (4.2.4) Agreement Level on Promotion Opportunities…………………………………………33

Table (4.4.1) Influencing Factors on Employee Job Satisfaction……………………………………..42

Figure (4.1) Agreement Level on Work Environment……………………………………………………29

Figure (4.2) Agreement Level on Salary………………………………………………………………………..31

Figure (4.3) Agreement Level on Recognition………………………………………………………………32

Figure (4.4) Agreement Level on Promotion………………………………………………………………..34

Figure (4.5) Agreement Level on Employee Job Satisfaction……………………………………….35

1.1 Background of the research

1.2 Statement of the problem

1.3 Aim of the research

1.4 Justification of the research

3. To determine the effect of motivating factors on employee job satisfaction in Gandawun

The study was guided by the following questions.

2. How do hygiene factors impact on employee job satisfaction?

3. How do motivating factors effect on employee job satisfaction?

1.6 Scope and Limitations of the research

1.7 Definition of terms used in the research

Motivation basically means to expedite of behavioral amendment. Moreover, it forces to an

1.8 Organization of the research

2.1 Research Literature

2.1.1 Employee Motivation

2.1.2 Job Satisfaction

contemplated subjects in the administration field and it is considered as one of the

attitudes to its work.

2.1.3 Main motivation factors which increase the job satisfaction

2.1.4 Work environment

2.2 Related Studies

2.3 Development of Hypothesis

H1: Hygiene factors have positive influence on employee job satisfaction

H2: Motivation factors have positive influence on employee job satisfaction

3.1 Research Methodology (Research Framework)

3.2 Research Design and Research Method

3.2.1 Descriptive Research