BALANDRA-CHAPTER4-5 Revised

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CHAPTER 4
PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA
This chapter includes the presentation, analysis, and
interpretation of the data gathered in the study. The presentation of
data is based on the sequence of the problem presented.
The first part answers the demographic profile of the respondents
in terms of sex, age, civil status, highest educational attainment, job
title, and years of service.
The second part answers the business profile in terms of size,
industry, years of service, and annual income.
The third part answers the factors affecting employee motivation
in terms of social needs, job interest, communication, job promotion and
development, self-efficacy, and job satisfaction.
The fourth part answers the significant difference in employee
motivation when they are grouped according to the employee
demographics.
The fifth part answers the significant difference in employee
motivation when they are grouped according to the profile of the
business.
Lastly, the presentation of problems encountered by employees in
work motivation.
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1. What is the profile of the employee in terms of:
1.1 Sex;
1.2 Age;
1.3 Civil Status;
1.4 Highest Educational Attainment;
1.5 Job Title; and
1.6 Years of Service?
Table 4
Frequency Distribution of Respondents’ Sex
Characteristics Specification Frequency Percentage
Male 69 57.5
Sex Female 51 42.5
Total 120 100.0
Table 4 shows the frequency and percentage distribution of
respondents in terms of Sex. The data showcases the gender
distribution within a group of 120 individuals. Among this group, 69
individuals, constituting 57.5% of the total, are male, while 51
individuals, accounting for 42.5%, are female. This indicates a higher
representation of males (57.5%) compared to females (42.5%) in the
dataset. In connection with this, a study by Andrade et al., (2019) found
that men and women currently share similar levels of general job
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satisfaction across numerous countries. Despite this similarity,
variations persist in the factors influencing their satisfaction, implying
that men and women still have some differences in their preferences
regarding work experiences. While it might anticipate similar behaviors,
such as turnover, influenced by job satisfaction among men and women,
it's important to recognize that they cannot be treated identically at this
point.
Table 5
Frequency Distribution of Respondents’ Age
18-25 23 19.2
26-35 60 50.0
Age 36-45 33 27.5
46-55 4 3.3
Total 120 100.0
respondents in terms of Age. The data provides a comprehensive
breakdown of the age distribution among a group of 120 individuals.
Among this group, the largest segment comprises individuals aged 26 to
35, constituting 50.0% of the total. Following this, individuals between
36 and 45 years old account for 33 individuals, representing 27.5% of
the group. A smaller yet notable portion is within the 18 to 25 age

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bracket, encompassing 23 individuals, or 19.2% of the dataset. The age
group of 46 to 55 constitutes the smallest proportion, with only 4
individuals, making up 3.3% of the total sample. This breakdown
illustrates a predominant presence of individuals between 26 and 35
years old. The motivation of younger employees rises when provided with
increased career opportunities. Thoughtful career mentoring, as a
component of an aging policy, can play a role in retaining workers of all
age groups (Boumans et al., 2011).
Table 6
Frequency Distribution of Respondents’ Civil Status
Single 48 40.0
Civil Status Married 72 60.0
Total 120 100.0
respondents in terms of Civil Status. This dataset outlines the
distribution of civil statuses among a group of 120 individuals. Of this
group, 48 individuals, constituting 40.0% of the total, are categorized as
single. In contrast, a larger portion, comprising 72 individuals or 60.0%,
are recorded as married. This data highlights a majority of individuals
being married, representing three-fifths of the total sample, while the
remaining two-fifths are characterized as single within this dataset. In

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line with this, a study by Sun et al., (2022) found that marital
satisfaction had a significant positive effect on job performance, and that
emotional exhaustion and work engagement as well as work
meaningfulness and work engagement functioned as the chain
mediators in the process as dual paths respectively. On the mediation
path of marital satisfaction - work meaningfulness - work engagement,
self-efficacy and the need to support a family moderated the positive
relationship between marital satisfaction and work meaningfulness.
Table 7
Frequency Distribution of Respondents’ Highest Educational

Attainment
Elementary 2 1.7
Highest High School 39 32.5
Educational
Attainment College 79 65.8
Total 120 100.0
respondents in terms of Highest Educational Attainment. The data
illustrates the distribution of the highest educational attainments within
a group of 120 individuals. Among this group, a minimal proportion,
specifically 1.7%, have attained education at the elementary level. High
school graduates constitute a larger segment, comprising 32.5% of the
total, while the majority of individuals, accounting for 65.8%, have

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achieved education at the college level. This breakdown showcases that
a significant majority within this dataset have attained a college-level
education. In connection with this, a study by Abun et al., (2021)
discovered a positive correlation between self-efficacy and both
educational attainment and work experience duration. Essentially,
higher levels of education and more extended work experience contribute
to increased self-efficacy. Additionally, the study confirmed variations in
self-efficacy among employees, depending on their educational
background and work experience length, as indicated by the analysis of
variance.
Table 8
Frequency Distribution of Respondents’ Job Title
Utility 34 28.3
Sales 43 35.8
Cashier 17 14.2
Job Title Veterinary
14 11.7
Assisstant
Groomer 12 10.0
Total 120 100.0
respondents in terms of Job Title. The provided data outlines the
distribution of job titles within a group of 120 individuals. Among these

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individuals, the largest segment, comprising 35.8% of the total, holds
positions in sales. Following this, 28.3% of the group are categorized
under the job title of utility. Cashiers account for 14.2% of the
individuals, while veterinary assistants and groomers make up 11.7%
and 10.0%, respectively. This breakdown highlights that the majority of
individuals in this dataset are employed in sales-related positions. In
support with this, a study by Lorincova et al., (2018) found that
managers and white-collar workers share the same prioritized
motivation factors, including a good work team, workplace atmosphere,
and basic salary. In contrast, blue-collar workers emphasize motivation
factors like basic salary, supervisor's approach, and a fair appraisal
system. The study affirms statistically significant differences in
motivation perceptions among managers, white-collar workers, and
blue-collar workers, particularly in factors such as workplace
atmosphere, a good work team, basic salary, and fair appraisal systems.
Unlike blue-collar workers, managers and white-collar workers exhibit a
preference for similar motivation factors, specifically valuing the
workplace atmosphere and a cohesive work team.
Table 9
Frequency Distribution of Respondents’ Years in Service
Below 1 Year 55 45.8
Years in Service 1-5 Years 59 49.2

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6-10 Years 6 5.0
Total 120 100.0
respondents in terms of Years in Service. The data provides an overview
of the distribution of years in service among a group of 120 individuals.
Among this group, the largest segment, accounting for 45.8% of the
total, has a tenure of below one year. Additionally, 49.2% of the group
has served between 1 to 5 years. A smaller proportion, comprising 5.0%
of the dataset, has a tenure ranging between 6 to 10 years. This
breakdown showcases that majority of the individuals have a tenure of 1
to 5 year. In addition, a study by Open University Malaysia (2018)
discovered that the duration of employees' service positively correlated
with their job performance. The longer individuals had been with their
respective organizations, the better their job performance tended to be.
Those with an extended tenure demonstrated greater familiarity with
their roles, leading to enhanced performance compared to newer staff.
Additionally, they exhibited higher levels of commitment and loyalty to
their organizations, often occupying more responsible positions that
contributed to their superior performance.
2. What is the profile of the business in terms of:
2.1 Size;
2.2 Industry;
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2.3 Years in Operation; and
2.4 Annual Income?
Table 10
Frequency Distribution of Respondents’ Size
Small 25 62.5
Size Medium 15 37.5
Total 40 100.0
business in terms of Size. The size distribution of businesses in the
survey indicates that the majority, 62.5%, fall into the small category,
while the remaining 37.5% are classified as medium-sized businesses.
This distribution aligns with broader trends observed in various
industries, where small and medium-sized enterprises (SMEs) often
dominate (Storey, 1994). SMEs play a crucial role in economic
development, contributing to innovation, job creation, and overall
economic growth.
Table 11
Frequency Distribution of Respondents’ Industry
Indsutry Agri-Vet Supply 30 75.0

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Veterenary Clinic 10 25.0
Total 40 100.0
business in terms of Industry. The data reveals that the surveyed
businesses are primarily involved in the Agri-Vet Supply sector (75.0%),
with a significant portion also operating as Veterinary Clinics (25.0%).
This reflects the diversity within the veterinary and agricultural supply
chain, aligning with the multifaceted nature of the industry (IBISWorld,
2021). The agriculture and veterinary sectors often intertwine,
showcasing the interconnectedness of businesses within the broader
agricultural domain.
Table 12
Frequency Distribution of Respondents’ Years in Operation
Below 1 Year 7 17.5
1-5 Years 14 35.0
Years in Operation 6-10 Years 11 27.5
11-20 Years 8 20.0
Total 40 100.0
business based on Years in Operation. The data indicates that 17.5%
have less than 1 year of experience, 35.0% fall within the 1-5 years
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category, 27.5% have 6-10 years of experience, and 20.0% have 11-20
years of experience. The majority of participants, constituting 35.0%,
have 1-5 years of experience, suggesting a significant representation in
the early to mid-range of professional tenure. In connection with this, a
study by Leblebici, (2012) found that while the employees are unhappy
with the physical conditions of the workplace, they have remarkable
satisfaction with the workplace by having strong behavioral workplace
conditions. According to the survey results it is proven that workplace
environment affects employee performance but behavioral workplace
environment has greater effect on employees’ performance.
Table 13
Frequency Distribution of Respondents’ Annual Income
up to 2,000,000 10 25.0
2,000,000-
15 37.5
5,000,000
Annual Income
5,000,000-
15 37.5
10,000,000
Total 40 100.0
Table 13 presents the frequency and percentage distribution of
business based on their Average Monthly Income. It indicates that
25.0% of respondents have an average annual income up to 2,000,000,
while 37.5% fall within the 2,000,000-5,000,000 and 5,000,000-
10,000,000 income ranges, respectively. Notably, an equal percentage of

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respondents, 37.5% each, fall into the latter two income categories,
signifying a balanced representation. This distribution suggests a diverse
sample with respondents spanning various income brackets, providing a
comprehensive view of the micro-enterprise owners' financial profiles.
The main reason for working for a company is to earn money through
wages or compensation, which is crucial for covering essential needs
such as food, clothing, and housing. When companies set employee
wages, they need to ensure feasibility, making sure that even the lowest
wage provided is enough to meet the basic living requirements of their
employees (Gunawan & Amalia, 2015).
3. What are the factors affecting employee motivation in terms of:
3.1 Social Needs;
3.2 Job Interest;
3.3 Communication;
3.4 Job Promotion and Development;
3.5 Self-efficacy; and
3.6 Job Satisfaction?

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Table 14
The Factors Affecting Employee Motivation in terms of Social Needs
Interpretatio
Items Mean SD Description
n
1. I feel connected to my
colleagues and have a sense 3.22 0.51 Agree Motivated
of belonging at work.
2. My work environment is
supportive and encourages
3.26 0.56 Agree Motivated
collaboration among team
members.
3. I have enough
opportunities to interact with
Strongly Highly
my colleagues and build 3.41 0.59
Agree Motivated
relationships outside of
work.
4. I am satisfied with the

social aspect of my 3.23 0.63 Agree Motivated
workplace.
5. Team-building activities
Strongly Highly
are encouraged and valued 3.28 0.58
Agree Motivated
in my organization
Strongly Highly
Average 3.28 0.57
Agree Motivated
Legend: 1.00-1.75 (Strongly Disagree- Very Poorl Motivated) 1.76-2.50 (Disagree-Poorly Motivated)
2.51-3.25(Agree-Motivated) 3.26-4.00 (Strongly Agree- Highly Motivated)
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Table 14 shows the distribution of factors affecting employee
motivation in terms of Social Needs. The average mean is 3.28 (SD=0.57)
indicates a description of Strongly Agree. The result implies that the
respondents are Highly Motivated, emphasizing that social needs
reveals that employees feel connected to their colleagues and have a
sense of belonging at work. This is in line with Maslow's Hierarchy of
Needs, which emphasizes social needs as a fundamental aspect of
employee motivation (Maslow, 1943). The positive mean score of 3.28,
coupled with the remarks indicating high motivation, suggests that a
supportive work environment and opportunities for interpersonal
relationships contribute significantly to employee well-being and
motivation (Hackman & Oldham, 1976).
The indicator, I have enough opportunities to interact with my
colleagues and build relationships outside of work, obtained the
highest mean score of 3.41 (SD=0.59) which is described as Strongly
Agree. The data reveal that the respondents’ are Highly Motivated, this
implies a positive and highly motivated sentiment among the
respondents, reinforcing the idea that favorable social dynamics
contribute significantly to their motivation levels. The data suggests that
the respondents not only acknowledge but highly appreciate the ample
chances for social engagement, emphasizing the potential positive
impact on their overall motivation within the workplace. On the other
hand, the indicator I feel connected to my colleagues and have a

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sense of belonging at work obtained the lowest mean of 3.22 (SD=.51)
which has a description of Agree. The result implies that respondents’
are Motivated, suggesting that the respondents express a collective
agreement with the statement. The result implies that the respondents,
while not overwhelmingly expressing the highest level of agreement, still
exhibit a sense of motivation. The agreement indicates that respondents
generally feel a connection with their colleagues and experience a sense
of belonging in their work environment, contributing to a motivated and
positive atmosphere.
Table 15
The Factors Affecting Employee Motivation in terms of Job Interest
Interpretatio
n
6. My job is intellectually
stimulating and challenging.
7. My work is meaningful and

makes a positive impact on 3.23 0.53 Agree Motivated
others.
8. I have opportunities to learn

Strongly Highly
new things and expand my skill 3.36 0.56
Agree Motivated
set.
9. I am interested in my current
job..
10. The learning opportunities

provided by my job contribute 3.22 0.52 Agree Motivated
to my interest in the work
Average 3.24 0.53 Agree Motivated
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motivation in terms of Job Intereset. The average mean is 3.24
(SD=0.53) indicates a description of Agree. The result implies that the
respondents’ are Motivated, indicates a generally motivated workforce.
Employees find their work intellectually stimulating and meaningful,
aligning with Herzberg's Two-Factor Theory, which emphasizes the
importance of intrinsic motivators such as challenging work for job
satisfaction (Herzberg, Mausner, & Snyderman, 1959). The provision of
learning opportunities contributing to job interest is consistent with
contemporary views on employee development and engagement (Deci,
Vallerand, Pelletier, & Ryan, 1991).
The indicator, I have opportunities to learn new things and
expand my skill set, obtained the highest mean score of 3.36 (SD=0.56)
which is described as Strongly Agree. The data reveal that the
respondents’ are Highly Motivated, emphasizing their strong
affirmation that they have ample opportunities within their work
environment to acquire new knowledge and enhance their skill set. This
positive response implies that the availability of learning opportunities
significantly contributes to the respondents' motivation, fostering a
culture of continuous improvement and professional development within
the workplace.
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On the other hand, the indicator My job is intellectually
stimulating and challenging obtained the lowest mean of 3.15 (SD=.50)
which has a description of Agree. The result implies that respondents’
are Motivated, this indicates a positive sentiment among the
respondents, implying that they find their jobs intellectually stimulating
and challenging. The respondents' motivation is inferred from their
acknowledgment that their work provides a satisfactory level of
intellectual engagement and challenges, contributing to a positive and
motivated workforce.
Table 16
The Factors Affecting Employee Motivation in terms of
Communication
Interpretatio
n
11. My manager effectively

Highly
communicates expectations and 3.28 0.53 Strongly Agree
Motivated
provides clear feedback.
12. I have open and honest

communication with my 3.19 0.55 Agree Motivated
colleagues.
13. I feel comfortable expressing

my ideas and concerns in the 3.17 0.73 Agree Motivated
workplace
14. I am satisfied with the overall

quality of communication in my 3.19 0.65 Agree Motivated
work environment
15. Team meetings are effective

Highly
in addressing and resolving 3.48 2.88 Strongly Agree
Motivated
workplace issues.
Average 3.26 1.07 Strongly Highly

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Agree Motivated
Legend: 1.00-1.75 (Strongly Disagree- Very Poorl Motivated) 1.76-2.50

(Disagree-Poorly Motivated) 2.51-3.25(Agree-Motivated) 3.26-4.00 (Strongly
Agree- Highly Motivated)
motivation in terms of Communication. The average mean is 3.26
(SD=1.07) indicates a description of Strongly Agree. The result implies
that the respondents’ are Highly Motivated, highlights that the
employees report feeling motivated. Effective communication is crucial
for employee engagement and job satisfaction (Eisenberger, Huntington,
Hutchison, & Sowa, 1986). The positive responses to intellectual
stimulation, meaningful work, and learning opportunities emphasize the
role of communication in conveying a clear organizational vision and
fostering a sense of purpose among employees (Parker & Collins, 2010).
The indicator, Team meetings are effective in addressing and
resolving workplace issues, obtained the highest mean score of 3.48
(SD=2.88) which is described as Strongly Agree. The data reveal that
the respondents’ are Highly Motivated, emphasizing their confidence in
the effectiveness of team meetings for handling and resolving various
workplace matters. This implies that there is a positive perception of
effective team meetings contributes to a motivated and engaged

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workforce, fostering a collaborative and issue-resolving work
environment.
On the other hand, both the indicator I have open and honest
communication with my colleagues and I am satisfied with the
overall quality of communication in my work environment obtained
the lowest mean of 3.19 (SD=.55 and .65) which has a description of
Agree. The result implies that respondents’ are Motivated, this
indicates that the respondents express satisfaction with the existing
state of communication within the workplace. However, the recognition
of potential improvement signifies a nuanced understanding among
respondents that specific aspects of communication could be enhanced.
It highlights a balanced perspective where satisfaction coexists with an
awareness of areas that may benefit from refinement in the realm of
workplace communication.
Table 17
The Factors Affecting Employee Motivation in terms of Job
Promotion and Development
Items Mean SD Description Interpretation
16. There are clear opportunities

for advancement and promotion 3.08 0.40 Agree Motivated
within my organization.
17. My company provides training

and development programs to 3.21 0.50 Agree Motivated
support my professional growth
18. I receive regular feedback on

Highly
my performance and areas for 3.30 0.56 Strongly Agree
Motivated
improvement.
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19. I am satisfied with the

Highly
opportunities for promotion and 3.31 0.62 Strongly Agree
Motivated
development at work.
20. The performance appraisal

process is fair and encourages 3.21 0.52 Agree Motivated
professional development.
motivation in terms of Job Promotion and Development. The average
mean is 3.22 (SD=.52) indicates a description of Agree. The result
implies that the respondents’ are Motivated, suggests that employees
perceive clear opportunities for advancement. This aligns with
expectancy theory, which posits that individuals are motivated to exert
effort when they believe it will lead to desired outcomes (Vroom, 1964).
The significance of feedback and fair performance appraisal processes
resonates with the principles of effective performance management
(Pulakos, Mueller-Hanson, Arad, & Moye, 2015).
The indicator, I am satisfied with the opportunities for promotion
and development at work, obtained the highest mean score of 3.31
(SD=.62) which is described as Strongly Agree. The data reveal that the
respondents’ are Highly Motivated, suggest that the work environment
is perceived as supportive of career progression, contributing to a
motivated and engaged workforce. Such positive perceptions can foster a

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culture of commitment and dedication among employees, enhancing the
overall workplace atmosphere.
On the other hand, both the indicator There are clear opportunities
for advancement and promotion within my organization obtained the
lowest mean of 3.08 (SD=.40) which has a description of Agree. The
result implies that respondents’ are Motivated, this suggests that
while respondents generally acknowledge the availability of advancement
opportunities, there could be room for improvement in how the
organization communicates and makes these pathways transparent. The
detailed perspective indicates that respondents are generally positive
about growth prospects but feel that better communication of these
opportunities within the organization could further enhance motivation
and engagement among employees.
Table 18
The Factors Affecting Employee Motivation in terms of Self-efficacy
Items Mean SD Description Interpretation
21. I believe in my ability to

perform my job duties 3.22 0.54 Agree Motivated
successfully.
22. I feel confident in my ability to

Highly
tackle new challenges and 3.30 0.57 Strongly Agree
Motivated
overcome obstacles.
23. I receive encouragement and

Highly
support from my manager and 3.34 0.54 Strongly Agree
Motivated
colleagues.
24. I am confident in my ability to Highly

3.26 0.53 Strongly Agree
succeed in my current role. Motivated
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25. My organization values and Highly

3.37 0.58 Strongly Agree
recognizes individual contributions Motivated
Strongly Highly
Average 3.30 0.55
Agree Motivated
motivation in terms of Self-efficacy. The average mean is 3.30 (SD=.55)
indicates a description of Strongly Agree. The result implies that the
respondents’ are Highly Motivated, emphasize that self-efficacy
emerges as a strong motivator. This aligns with Bandura's Social
Cognitive Theory, which emphasizes the role of self-belief in influencing
motivation and performance (Bandura, 1986). The encouragement and
support received from managers and colleagues, coupled with the
recognition of individual contributions, contribute to a high level of self-
efficacy among employees (Luthans, Avey, Avolio, & Peterson, 2010).
The indicator, My organization values and recognizes individual
contributions, obtained the highest mean score of 3.37 (SD=.58) which
is described as Strongly Agree. The data reveal that the respondents’
are Highly Motivated, this suggests a prevailing sentiment among
respondents, signifying a strong belief that their efforts and
contributions are appreciated and acknowledged within the
organizational context.
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On the other hand, both the indicator I believe in my ability to
perform my job duties successfully obtained the lowest mean of 3.22
(SD=.54) which has a description of Agree. The result implies that
respondents’ are Motivated, emphasize that the respondents, while
acknowledging their capabilities, may not exhibit an extremely high level
of confidence, but they generally hold a motivated stance regarding their
competence in fulfilling job responsibilities.
Table 19
The Factors Affecting Employee Motivation in terms of Job
Satisfaction
Interpretatio
n
26. Overall, I am satisfied

with my current job.
27. I feel that my work is

valued and appreciated.
28. My work-life balance is

manageable.
29. I would recommend my

company as a great place to 3.21 0.56 Agree Motivated
work
30. The organization actively

seeks and acts upon
employee feedback for
improvement

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motivation in terms of Job Satisfaction. The average mean is 3.23
(SD=.52) indicates a description of Agree. The result implies that the
respondents’ are Motivated, indicating overall satisfaction among
employees. The emphasis on work being valued, a manageable work-life
balance, and the organization actively seeking and acting upon employee
feedback aligns with the Job Characteristics Model, highlighting the
importance of meaningful work and feedback in enhancing job
satisfaction (Hackman & Oldham, 1976; Locke, 1976).
Both the indicator, I feel that my work is valued and appreciated
and My work-life balance is manageable, obtained the highest mean
score of 3.26 (SD=.45 and .57) which is described as Agree. The data
reveal that the respondents’ are Motivated, suggest that the
respondents generally feel valued and appreciated in their work
environment, and they perceive their work-life balance as manageable.
The term "Motivated" in this context reflects the overall positive stance of
respondents toward their work and work-life balance, indicating a sense
of contentment and satisfaction with these aspects of their professional
lives.
On the other hand, both the indicator Overall, I am satisfied with
my current job obtained the lowest mean of 3.19 (SD=.45) which has a
description of Agree. The result implies that respondents’ are

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Motivated, indicates that respondents, despite agreeing with a certain
level of satisfaction, exhibit motivation and positive sentiment towards
their work. It implies that the respondents' satisfaction is accompanied
by motivation, reflecting an overall positive attitude toward their current
job.
4. Is there a significant difference in employee motivation when
they are grouped according to the employee demographics?
Table 19
The Significant Difference in Employee Motivation when they are

Grouped According to the Employee Demographics
Factors Affecting Employee Motivation

Demographic
Profile Social Needs Job Interest Communication
Decision
Decision
Decision
on Ho
on Ho
on Ho
Value
Value
Value
Value
Value
Value
T-
T-
T-
P-
P-
P-
- - -
.00 .00 .00
Sex 33.4 reject 35.2 reject 23.4 reject
0 0 0
23 65 16
- - -
.00 .00 .00
Civil Status 27.8 reject 28.5 reject 19.2 reject
0 0 0
36 63 28
Decision on
Decision on
Decision on
p-value
p-value
p-value
Ho
Ho
Ho
F
.51 .51 .61

Age .776 .763 .602
0 accept 7 accept 5 accept
26
Highest Educational 1.76 .17 1.57 .21 .99

.004
Attainment 2 6 accept 0 2 accept 6 accept
1.65 .16 2.10 .08 .78

Job Title .439
2 6 accept 6 5 accept 0 accept
.90 .54 .68

Years in Service .098 .607 .384
7 accept 7 accept 2 accept
Significant if p-value <0.05

Legend: Ho is rejected if Significant
Ho is accepted if Not Significant
Demographic Job Promotion and

Self-efficacy Job Satisfaction
Profile Development
Decision on
Decision on
Decision on
Value
Value
Value
Value
Value
Value
Ho
Ho
Ho
T-
P-
T-
P-
T-
P-
- -
.00 .00 .00
Sex 119 33.7 34.0
0 0 0
reject 22 reject 17 reject
- -
.00 .00 .00
Civil Status 119 29.9 27.3
0 0 0
reject 27 reject 74 reject
Decision on
Decision on
Decision on
p-value
p-value
p-value
Ho
Ho
Ho
F
1.32 .26 1.70 .17 .88

Age .219
Highest Educational .58 3.30 .04 .92

.537 .073
Attainment 6 accept 7 0 reject 9 accept
.97 1.25 .29 .85

Job Title .133 .328
0 accept 2 3 accept 9 accept
1.08 .34 .54 1.16 .31

Years in Service .619
3 2 accept 0 accept 7 5 accept

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Average
Demographic Profile
Decision
on Ho
Value
Value
T-
P-
Sex -36.214 .000 reject
Civil Status -29.505 .000 reject
Decision on
p-value
Ho
F
Age .132 .941 accept
Highest Educational Attainment .966 .383 accept
Job Title .867 .486 accept
Years in Service .439 .646 accept

Table 19 depicts the significant difference in employee motivation
when they are grouped according to the employee demographics. The
data revealed that sex (t-value=-36.214, p-value=.000) and civil status (t-
value=-29.505, p-value=.000) have a significant difference in employee
motivation. This means that the null hypothesis is rejected since the p-
value is less than 0.05.
However, the data revealed that age (F=.132, p-value=.941),
highest educational attainment (F=.966, p-value=.383), job title (F=.867,
p-value=.486), and years in service (F=.439, p-value=.646) do not show

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a significant difference in employees motivation. This means that the
null hypothesis is accepted since the p-value is more than 0.05 level.
Furthermore, the significant difference in employee motivation
based on sex suggests that there is a significant difference in employee
motivation based on the employees' sex. The statistical values provided,
such as the t-value and p-value, indicate the extent of this difference.
The t-value of -36.214 suggests a strong negative association between
sex and employee motivation. The negative sign indicates that, on
average, one group (either male or female) tends to have lower
motivation compared to the other. The p-value of 0.000 is typically
considered very low. In statistical hypothesis testing, a low p-value
suggests that the observed difference is unlikely to have occurred by
random chance alone. In this case, it supports the idea that the
observed difference in employee motivation based on sex is statistically
significant. It's important to note that this information alone does not
provide insight into the direction of the difference (which sex group has
higher or lower motivation) or the specific factors contributing to this
difference. Further analysis and exploration would be needed to
understand these aspects in more detail.
Also, the significant difference in employees motivation based on
civil status indicates a significant difference in employee motivation
based on civil status, as evidenced by the negative t-value and a low p-
value of 0.000. This suggests that the observed distinction is unlikely to

29
be random. Further analysis could explore specific factors contributing
to these differences. For example, researchers might investigate whether
married employees demonstrate distinct motivational patterns compared
to single or divorced individuals. The complex reasons behind these
variations are likely influenced by personal, social, and cultural factors.
However, the variable 'age' does not exhibit a significant difference
in employees' motivation. This implies that, within the context of this
study, the specific age of employees does not play a significant role in
influencing diverse levels of motivation. Researchers should interpret
these findings cautiously, recognizing that age may not be a decisive
factor in explaining the observed variations in employee motivation. The
lack of statistical significance prompts further exploration into other
potential factors influencing motivation within the workforce. In
contrary, a study by Douglas & Roberts, (2020) observed that employee
age and work engagement revealed that individuals aged 50 and above
exhibited higher scores in work engagement, dedication, and absorption
compared to their counterparts under the age of 50. This finding aligns
with earlier research indicating that older employees generally
demonstrate higher levels of work engagement. Past studies have
consistently shown that older employees tend to be more dedicated and
engaged in their work compared to their younger colleagues. However,
there has been some variability, with certain studies suggesting that
younger employees may display higher levels of engagement. Hence, age

30
emerges as a crucial factor not only in overall work engagement but also
in specific dimensions such as absorption, dedication, and vigor.
Similarly, the variable 'highest educational attainment' does not
reveal a significant difference in employees' motivation. Suggests that
variations in employee motivation associated with different levels of
educational attainment are not statistically significant. This indicates
that, within the scope of this study, the specific educational background
or attainment level of employees does not play a significant role in
influencing diverse levels of motivation. Researchers should approach
these findings with caution, recognizing that educational attainment
may not be a determining factor in explaining the observed variations in
employee motivation. Further exploration into additional factors
impacting motivation in the workplace may be warranted. In opposing, a
study by Abun et al., (2021) observed that the differences influenced by
various personal, social, and cultural factors. Educational attainment
and the length of work experience correlated to self-efficacy. The
study found that the higher the educational attainment is and the longer
the work experience is, the higher the self-efficacy becomes.
Furthermore, the variable 'job title' does not demonstrate a
significant difference in employees' motivation. This suggests that
variations in employee motivation associated with different job titles are
not statistically significant. This implies that, within the context of this
study, the specific job title held by employees does not play a significant
31
role in influencing diverse levels of motivation. Researchers should
interpret these findings with caution, recognizing that job title may not
be a decisive factor in explaining the observed variations in employee
motivation. The absence of statistical significance encourages
exploration into other potential factors influencing motivation in the
workplace, such as work responsibilities, organizational culture, or
leadership styles.
Lastly, the variable 'years in service' does not reveal a significant
difference in employees' motivation. Indicates that variations in
employee motivation associated with different durations of service are
not statistically significant. This suggests that, within the scope of this
study, the specific number of years an employee has been in service
does not play a significant role in influencing diverse levels of
motivation. Researchers should interpret these findings cautiously,
recognizing that years in service may not be a decisive factor in
explaining the observed variations in employee motivation. Further
investigation into other potential factors impacting motivation in the
workplace may provide additional insights.
5. Is there a significant difference in employee motivation when
they are grouped according to the profile of the business?
Table 20
32
The Significant Difference in Employee Motivation when they are

Grouped According to the Business Profile
Business Social Needs Job Interest Communication

Profile
Decision on
Decision on
Decision on
Value
Value
Value
Value
Value
Value
Ho
Ho
Ho
T-
P-
T-
P-
T-
P-
- - -
.00 .00 .00
Size 34.7 reject 32.3 reject 25.4 reject
0 0 0
34 47 31
- - -
.00 .00 .00
Industry 37.0 reject 37.2 reject 25.7 reject
0 0 0
92 76 87
Decision on
Decision on
Decision on
p-value
p-value
p-value
Ho
Ho
Ho
F
F
2.40 .07 1.43 .23 .53
Years in Operation .737
3.47 .03 5.97 .00 .39

Annual Income .944
0 4 reject 2 3 reject 2 accept

Business Job Promotion and

Self-efficacy Job Satisfaction
Development
Profile
Decision on
Decision on
Decision on
Value
Value
Value
Value
Value
Value
Ho
Ho
Ho
T-
T-
T-
P-
P-
P-
- - -
.00 .00 .00
Size 33.3 reject 34.9 reject 34.6 reject
0 0 0
37 47 95
33
- - -
.00 .00 .00
Industry 40.4 reject 36.9 reject 41.1 reject
0 0 0
28 96 28
Decision on
Decision on
Decision on
p-value
p-value
p-value
Ho
Ho
Ho
F
F
2.58 .05 2.03 .11 .47
Years in Operation .833
1.81 .16 4.05 .02 .92

Annual Income .080
3 8 accept 4 0 reject 3 accept

Average
Business Profile
Decision on
Value
Value
Ho
T-
P-
Size -36.931 .000 reject
Industry -40.923 .000 reject

Decision on
p-value
Ho
F
Years in Operation 2.512 .062 accept
Annual Income 3.034 .052 accept

34
Table 20 depicts the significant difference in employee motivation
when they are grouped according to the business profile. The data
revealed that size (t-value=-36.931, p-value=.000) and industry (t-
value=-40.923, p-value=.000) have a significant difference in employee
motivation. Since the the p-value is less than 0.05 level, therefore, the
null hypothesis is rejected.
However, the data revealed that years in operation (F=2.512 p-
value=.062) and annual income (F=.966, p-value=.383) do not show a
significant difference in employees motivation. This means that the null
hypothesis is accepted since the p-value is more than 0.05 level.
Moreover, the significant difference in employees motivation based
on size of the business suggests that small, medium, and large
businesses may offer different work environments or growth
opportunities that impact employee motivation. To better understand
these differences, further investigation into specific business size
categories or qualitative aspects of organizational culture could provide
insights. For organizations aiming to enhance employee motivation,
recognizing and tailoring strategies based on the size of the business can
be crucial for success. Also, the significant difference in employees
motivation based on industry indicates that differences in employee
motivation associated with industry are not random. In simpler terms,
the specific nature of the industry matters when it comes to how
motivated employees are. The negative t-value doesn't specify the

35
direction of the difference but emphasizes a substantial distinction in
motivation levels based on the industry. This suggests that each
industry may present unique challenges, work cultures, or growth
opportunities that influence employee motivation differently. To get a
better understanding of these differences, further investigation into
specific industries or qualitative aspects related to their work
environments could provide valuable insights. For organizations aiming
to boost employee motivation, tailoring strategies based on the
characteristics of their industry can be crucial for success. In the
contemporary global landscape, various forms of businesses have
emerged within the community, with Small and Medium Enterprises
(SMEs) standing out as a distinctive business model. These enterprises
are typically organized at a smaller or medium scale, operating as
private businesses, business groups, or family enterprises that are
generally limited in size, predominantly small or medium. SMEs play a
crucial role in the strategic economic development of a country (Suyadi
et al., 2021).
On the other hand, the variable 'years in operation' does not
demonstrate a significant difference in employees' motivation. Suggests
that variations in employee motivation associated with different
durations of operation are not statistically significant. This indicates
that, within the context of this study, the specific number of years an
organization has been in operation does not play a statistically

36
significant role in influencing diverse levels of employee motivation.
Researchers should interpret these findings with caution, recognizing
the marginal nature of the p-value. Further exploration into potential
influencing factors or a larger sample size may be beneficial for a more
comprehensive understanding of the relationship between years in
operation and employee motivation. However, a study by Shammout,
(2022) highlights that for those organizations aiming to enhance
employee motivation, tailoring strategies based on the unique
characteristics and historical context of their operational timeline is
crucial for success. The success of any organization depends on the
hard work and achievements of its employees. Even a small
improvement in their performance can make a big difference, and when
individual employees do exceptionally well, it adds up to the overall
outstanding performance of the whole organization. In simpler terms,
the effort and performance of the workforce are like the heart and soul of
a successful organization.
Lastly, the variable 'annual income' does not reveal a significant
difference in employees' motivation based on the statistical analysis..
These results suggest that variations in employee motivation linked to
different annual income levels are not statistically significant. This
implies that, within the context of this study, the specific annual income
earned by organizations does not play a statistically significant role in
influencing diverse levels of employee motivation. Researchers should

37
interpret these findings with caution, recognizing that annual income
may not be a decisive factor in explaining the observed variations in
employee motivation. Further investigation into other potential factors
influencing motivation in the workplace may offer additional insights.
6. What are the problems encountered by employees in work
motivation?
Table 21
The Problems Encountered by Employees in Work Motivation
Category Problems
 Lack of clear job roles
 Unclear job expectations
Organizational Structure
 Treating employees as less than
and Communication
standard
 No teamwork
 Not Enough Supply
Resource and Supply  Low supply/always out of stock
Chain Management  Poor inventory management
 The product is always out of stock
 Time management of other
Time Management and employees
Workload  Time management
 Difficult client interactions
Compensation and Job  Concerns about job security
Security  Salary
 Outdated equipment
Equipment and  Product Issue (assuming this
Technological Issues includes issues with the product
itself)
Table 21 presents the problems encountered by employees in work
motivation. Employees often face challenges related to unclear roles,

38
communication issues, and a lack of teamwork. Supply chain problems,
including low inventory and product issues, also contribute to
frustration. Additionally, concerns about job security and salary can
impact motivation. Outdated equipment further adds to the difficulties.
To improve, organizations can focus on clarifying job roles, fostering
effective communication, and promoting teamwork. Addressing supply
chain issues through improved inventory management can enhance
overall satisfaction. Ensuring fair compensation and job security, along
with updating equipment, will contribute to a more motivating work
environment, encouraging better performance and job satisfaction.
CHAPTER 5
SUMMARY, CONCLUSION, AND RECOMMENDATIONS
This chapter presents the summary of findings, conclusion, and
recommendations of the study for further understanding and future
research.
Summary of Findings
The researcher employed a quantitative research design,
specifically adopting a descriptive survey methodology. The researcher
employed a quota sampling method to select Agri-Vet and Veterenary

39
Clinic Businesses within Valencia City. The respondents of the study
were one hundred twenty (120) individuals employed within these
organizations as presented in Chapter 1. The data gathered are
presented and analyzed.
Demographic Profile: The percentage distribution of the
respondents according to their demographic profiles revealed that
respondents grouped according to sex showed that there is 57.5 percent
male, which belong to the age classification of 26 to 35 years old.
Moreover, majority are married respondents with highest education
attained in college. Futhermore, these respondents are commonly with
sales job, in tenure between 1 to 5 years in their jobs.
Business Profile: The percentage distribution of the respondents
according to their business profiles revealed that respondents grouped
based on their size showed that there is 62.5 percent belongs to small
category business, comprising majority in Agri-Vet Supply, operating
their business for 1 to 5 years, and earning an income between
2,000,000 to 10,000,000 annually.
Social Needs: The average mean of the factors affecting employee
motivation in terms of Social Needs indicates a description of Strongly
Agree. The result implies that the respondents are Highly Motivated,
emphasizing that social needs reveals that employees feel connected to
their colleagues and have a sense of belonging at work. This is in line
with Maslow's Hierarchy of Needs, which emphasizes social needs as a

40
fundamental aspect of employee motivation. The indicator, “I have
enough opportunities to interact with my colleagues and build
relationships outside of work”, obtained the highest mean score which is
described as Strongly Agree. The data reveal that the respondents’ are
Highly Motivated, this implies a positive and highly motivated sentiment
among the respondents, reinforcing the idea that favorable social
dynamics contribute significantly to their motivation levels.
Job Interest: The average mean of the factors affecting employee
motivation in terms of Job Interest indicates a description of Agree. The
result implies that the respondents’ are Motivated, indicates a generally
motivated workforce. Employees find their work intellectually
stimulating and meaningful, aligning with Herzberg's Two-Factor Theory,
which emphasizes the importance of intrinsic motivators such as
challenging work for job satisfaction. The indicator, “I have opportunities
to learn new things and expand my skill set”, obtained the highest mean
score which is described as Strongly Agree. The data reveal that the
respondents’ are Highly Motivated, emphasizing their strong affirmation
that they have ample opportunities within their work environment to
acquire new knowledge and enhance their skill set.
Communication: The average mean of the factors affecting
employee motivation in terms of Communication indicates a description
of Strongly Agree. The result implies that the respondents’ are Highly
Motivated, highlights that the employees report feeling motivated.

41
Effective communication is crucial for employee engagement and job
satisfaction. The positive responses to intellectual stimulation,
meaningful work, and learning opportunities emphasize the role of
communication in conveying a clear organizational vision and fostering a
sense of purpose among employees. The indicator, “Team meetings are
effective in addressing and resolving workplace issues”, obtained the
highest mean score which is described as Strongly Agree. The data
reveal that the respondents’ are Highly Motivated, emphasizing their
confidence in the effectiveness of team meetings for handling and
resolving various workplace matters. This implies that there is a positive
perception of effective team meetings contributes to a motivated and
engaged workforce, fostering a collaborative and issue-resolving work
environment.
Job Promotion and Development: The average mean of the
factors affecting employee motivation in terms of Job Promotion and
Development indicates a description of Agree. The result implies that the
respondents’ are Motivated, suggests that employees perceive clear
opportunities for advancement. This aligns with expectancy theory,
which posits that individuals are motivated to exert effort when they
believe it will lead to desired outcomes. The significance of feedback and
fair performance appraisal processes resonates with the principles of
effective performance management. The indicator, “I am satisfied with
the opportunities for promotion and development at work”, obtained the

42
highest mean score which is described as Strongly Agree. The data
reveal that the respondents’ are Highly Motivated, suggest that the work
environment is perceived as supportive of career progression,
contributing to a motivated and engaged workforce. Such positive
perceptions can foster a culture of commitment and dedication among
employees, enhancing the overall workplace atmosphere.
Self-efficacy: The average mean of the factors affecting employee
motivation in terms of Self-efficacy indicates a description of Strongly
Agree. The result implies that the respondents’ are Highly Motivated,
emphasize that self-efficacy emerges as a strong motivator. This aligns
with Bandura's Social Cognitive Theory, which emphasizes the role of
self-belief in influencing motivation and performance. The
encouragement and support received from managers and colleagues,
coupled with the recognition of individual contributions, contribute to a
high level of self-efficacy among employees. The indicator, “My
organization values and recognizes individual contributions”, obtained
the highest mean score which is described as Strongly Agree. The data
reveal that the respondents’ are Highly Motivated, this suggests a
prevailing sentiment among respondents, signifying a strong belief that
their efforts and contributions are appreciated and acknowledged within
the organizational context.
Job Satisfaction: The average mean of the factors affecting
employee motivation in terms of Job Satisfaction indicates a description

43
of Agree. The result implies that the respondents’ are Motivated,
indicating overall satisfaction among employees. The emphasis on work
being valued, a manageable work-life balance, and the organization
actively seeking and acting upon employee feedback aligns with the Job
Characteristics Model, highlighting the importance of meaningful work
and feedback in enhancing job satisfaction. Both the indicator, “I feel
that my work is valued and appreciated” and “My work-life balance is
manageable”, obtained the highest mean score which is described as
Agree. The data reveal that the respondents’ are Motivated, suggest that
the respondents generally feel valued and appreciated in their work
environment, and they perceive their work-life balance as manageable.
The term "Motivated" in this context reflects the overall positive stance of
respondents toward their work and work-life balance, indicating a sense
of contentment and satisfaction with these aspects of their professional
lives.
The Significant Difference in Employee Motivation When
Grouped According to their Demographics:
The significant difference in employee motivation when they are
grouped according to the employee demographics revealed that sex (t-
value=-36.214, p-value=.000) and civil status (t-value=-29.505, p-
value=.000) have a significant difference in employee motivation. This
means that the null hypothesis is rejected since the p-value is less than
0.05. However, the data revealed that age (F=.132, p-value=.941),

44
highest educational attainment (F=.966, p-value=.383), job title (F=.867,
p-value=.486), and years in service (F=.439, p-value=.646) do not show
a significant difference in employees motivation. This means that the
null hypothesis is accepted since the p-value is more than 0.05 level.
The Significant Difference in Employee Motivation When
Grouped According to their Business Profile:
grouped according to their business profile revealed that business size
(t-value=-36.931, p-value=.000) and industry (t-value=-40.923, p-
value=.000) have a significant difference in employee motivation. Since
the the p-value is less than 0.05 level, therefore, the null hypothesis is
rejected. However, the data revealed that years in operation (F=2.512 p-
value=.062) and annual income (F=.966, p-value=.383) do not show a
significant difference in employees motivation. This means that the null
hypothesis is accepted since the p-value is more than 0.05 level.
Conclusion
Based on the findings of the study, the following conclusions are
drawn:
The result of the study aligns well with the theoretical framework
presented, offering support and validation for the integrated motivation
theories. The application of Maslow's Hierarchy of Needs is evident in the
study's emphasis on social needs, job interest, communication, job

45
promotion and development, self-efficacy, and job satisfaction. The
findings reveal that employees in Agri-vet businesses are highly
motivated, emphasizing the importance of addressing various levels of
needs to enhance overall motivation. Herzberg's Two-Factor Theory is
substantiated by the study's identification of factors influencing job
satisfaction and dissatisfaction, illustrating a varied perspective on
employee motivation. Additionally, the Expectancy Theory is reinforced
through the acknowledgment of employees perceiving clear opportunities
for advancement, linking effort to positive performance outcomes. The
Theory of Self-Determination finds support in the study's emphasis on
fostering intrinsic motivation through fulfilling psychological needs for
relatedness, competence, and autonomy. Finally, the Goal-Setting
Theory is reflected in the positive perception of effective team meetings
for addressing workplace issues, indicating the importance of clear
direction and constructive feedback. In essence, the summary of
findings provides valuable insights that align with and support the
theoretical framework, reinforcing the relevance of these motivation
theories in understanding and enhancing employee motivation within
Agri-vet firms in Valencia City, Bukidnon.
The profile of the respondents contributed significantly in
determining the factors influencing employee motivation for Agri-vet
businesses in Valencia City, Bukidnon. This recommends that the
individual characteristics of employees play a crucial role in influencing

46
their motivation within the Agri-vet businesses in the specified region.
Business owners and managers should consider these demographic
differences when implementing policies to enhance motivation,
regulating approaches to address the specific needs and preferences of
diverse employee groups in Valencia City, Bukidnon.
The business profile of the respondents draws an important role in
determining the factors influencing employee motivation for Agri-vet
businesses in Valencia City, Bukidnon. Factors like the business's
annual income, size, industry, and years in operation significantly affect
how motivated employees are. Understanding these business-specific
aspects is essential for business owners and managers to create effective
plans that address the unique circumstances of Agri-vet enterprises in
the region. This recognition highlights the importance of tailoring
motivational methods to fit the specific characteristics and needs of each
business, ultimately contributing to a more motivated and engaged
workforce.
grouped according to the employee demographics stresses the
importance of considering these demographics in understanding what
factors influence employee motivation in Agri-vet businesses in Valencia
City, Bukidnon. The significant differences found based on factors such
as sex and civil status highlight that individuals with varied

47
demographic characteristics may have distinct motivational needs.
Recognizing these differences is crucial for business owners and
managers to develop effective policies and methods tailored to the
specific preferences and requirements of diverse employee groups. This
understanding helps create a more targeted and inclusive approach to
enhancing motivation within Agri-vet businesses in the region.
grouped according to the business profile underlines the significance of
the notable differences in employee motivation based on business
profiles in understanding the factors influencing motivation for Agri-vet
businesses in Valencia City, Bukidnon. The identified distinctions in
motivation levels concerning business size and industry emphasize that
the unique characteristics of each business impact employee motivation
differently. Recognizing and addressing these variations is essential for
business owners and managers to design targeted strategies that align
with the specific conditions of Agri-vet enterprises in the region. This
tailored approach is crucial in promoting a work environment that
effectively supports and enhances employee motivation within the Agri-
vet sector in Valencia City, Bukidnon.
Recommendations
Based on the conclusions and the significance of the study, the
following recommendations are formulated:

48
1. The employees may use the result as a recommendation to consider
fostering stronger social connections at work, as the study suggests
that a positive social environment significantly contributes to high
motivation levels among employees.
2. The Agri-Vet Business Owners may use the result of the study to
prioritize employee development programs and effective
communication strategies, as these were identified as key factors
influencing employee motivation and satisfaction in the study.
Business owners can implement regular training programs to
enhance employees' skills and knowledge. This can include
workshops, seminars, and online courses related to their roles in
Agri-Vet businesses. By investing in continuous learning, employees
may feel more engaged and motivated as they see opportunities for
personal and professional growth. Furthermore, business owners can
implement a recognition and rewards system to acknowledge
employees' efforts and achievements. This can include employee of
the month awards, bonuses for outstanding performance, or even
simple gestures like public acknowledgment of accomplishments.
Recognizing and appreciating employees' contributions can
significantly boost morale and motivation within the Agri-Vet
business.
3. The future researchers may use the result of the study to continue
exploring the various impact of demographics and business profiles

49
on employee motivation in different industries, as this study
highlights the significance of these factors in understanding
workplace dynamics.
REFERENCES
Abun, D., Asuncion, S., Lazaro, J., & Magallanes, T. (2021). The effect of
educational attainment, length of work experience on the self-
efficacy of teachers and employees. International Journal of
Business Ecosystem & Strategy (2687-2293), 3, 16–28.
https://doi.org/10.36096/ijbes.v3i2.258
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Andrade, M., Westover, J., & Peterson, J. (2019). Job Satisfaction and
Gender.
Boumans, N., Jong, A., & Janssen, S. (2011). Age-Differences in Work
Motivation and Job Satisfaction. The Influence of Age on the
Relationships between Work Characteristics and Workers’
Outcomes. International Journal of Aging & Human Development,
73, 331–350. https://doi.org/10.2190/AG.73.4.d
Douglas, S., & Roberts, R. (2020). Employee age and the impact on work
engagement. Strategic HR Review, 19(5), 209–213.
https://doi.org/10.1108/SHR-05-2020-0049
Gunawan, H., & Amalia, R. (2015). Wages and Employees Performance:
The Quality of Work Life as Moderator. International Journal of
Economics and Financial Issues, 5, 349–353.
Leblebici, D. (2012). IMPACT OF WORKPLACE QUALITY ON
EMPLOYEE’S PRODUCTIVITY: CASE STUDY OF A BANK IN
TURKEY. Journal of Business.
Lorincova, S., Schmidtová, J., & Javorcikova, J. (2018). The impact of
the working position on the level of employee motivation in Slovak
furniture companies. Acta Facultatis Xylologiae, 60, 209–221.
https://doi.org/10.17423/afx.2018.60.2.20
Open University Malaysia, Malaysia. (2018). Employees’ Tenure and
Length of Service and Performance: A Case Study on the
Moderating Role of Psychological Empowerment among

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Supervisors. International Journal of Business and Management,
2(2), 1–10. https://doi.org/10.26666/rmp.ijbm.2018.2.1
Shammout, Engr. M. (2022). THE IMPACT OF WORK ENVIRONMENT
ON EMPLOYEES PERFORMANCE. International Journal of Current
Research in Science Engineering & Technology, 03, 2582–5208.
Sun, L., Mao, Z., & Zhou, J. (2022). The Effect of Employees’ Marital
Satisfaction on Job Performance: Based on the Perspective of
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Employees and Business Size on SME Income. 210–216.
https://doi.org/10.2991/aebmr.k.210928.042

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1

PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA

This chapter includes the presentation, analysis, and

interpretation of the data gathered in the study. The presentation of

data is based on the sequence of the problem presented.

The first part answers the demographic profile of the respondents

in terms of sex, age, civil status, highest educational attainment, job

title, and years of service.

The second part answers the business profile in terms of size,

industry, years of service, and annual income.

The third part answers the factors affecting employee motivation

in terms of social needs, job interest, communication, job promotion and

development, self-efficacy, and job satisfaction.

The fourth part answers the significant difference in employee

motivation when they are grouped according to the employee

The fifth part answers the significant difference in employee

motivation when they are grouped according to the profile of the

Lastly, the presentation of problems encountered by employees in

1. What is the profile of the employee in terms of:

1.3 Civil Status;

1.4 Highest Educational Attainment;

1.5 Job Title; and

1.6 Years of Service?

Frequency Distribution of Respondents’ Sex

Characteristics Specification Frequency Percentage

Sex Female 51 42.5

Total 120 100.0

Table 4 shows the frequency and percentage distribution of

respondents in terms of Sex. The data showcases the gender

distribution within a group of 120 individuals. Among this group, 69

individuals, constituting 57.5% of the total, are male, while 51

individuals, accounting for 42.5%, are female. This indicates a higher

representation of males (57.5%) compared to females (42.5%) in the

dataset. In connection with this, a study by Andrade et al., (2019) found

satisfaction across numerous countries. Despite this similarity,

variations persist in the factors influencing their satisfaction, implying

regarding work experiences. While it might anticipate similar behaviors,

such as turnover, influenced by job satisfaction among men and women,

it's important to recognize that they cannot be treated identically at this

Frequency Distribution of Respondents’ Age

Characteristics Specification Frequency Percentage

Age 36-45 33 27.5

Total 120 100.0

Table 5 shows the frequency and percentage distribution of

respondents in terms of Age. The data provides a comprehensive

breakdown of the age distribution among a group of 120 individuals.

Among this group, the largest segment comprises individuals aged 26 to

35, constituting 50.0% of the total. Following this, individuals between

36 and 45 years old account for 33 individuals, representing 27.5% of

the group. A smaller yet notable portion is within the 18 to 25 age

bracket, encompassing 23 individuals, or 19.2% of the dataset. The age

group of 46 to 55 constitutes the smallest proportion, with only 4

individuals, making up 3.3% of the total sample. This breakdown

illustrates a predominant presence of individuals between 26 and 35

increased career opportunities. Thoughtful career mentoring, as a

component of an aging policy, can play a role in retaining workers of all

age groups (Boumans et al., 2011).

Frequency Distribution of Respondents’ Civil Status

Characteristics Specification Frequency Percentage

Civil Status Married 72 60.0

Total 120 100.0

Table 6 shows the frequency and percentage distribution of