Wage Dispersion and Workplace Environments

This assignment delves into the complex relationship between wage dispersion and workplace environments. It scrutinizes how varying levels of wage inequality within firms correlate with productivity differences across various work settings. The analysis extends to explore the ethical and societal implications of wage disparities, touching upon themes of fairness and social justice within contemporary workplaces.

Running head: BUSINESS RESEARCH METHODOLOGY
Business Research Methodology
Examining the concept of fairness in employee wages, hours and other consideration
Name of the student
Name of the University
Author note

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Abstract
The following study is based on the examination of fairness in employee wages, structure and other relevant consideration. In today’s
dynamic business environment, the employees’ demands are rapidly growing. Thus, it is necessary for the employers to maintain
fairness in the wage structure and work flexibility. The purpose of the study is to investigate the practice of maintaining fairness in the
wages structure, work hours and other relevant aspects. The introductory section of the study provides the importance of conducting
the study on the selected topic. In addition, the introductory section also provides a background to the study and research questions
and hypotheses. Likewise, based on the research objectives provided in the first chapter, a broad literature review has been conducted
considering 30 journals. The existing studies claim that it is necessary for the organizations to maintain fairness in the structure but it
is somehow depended on organizational size, structure and strength. The study includes a primary analysis and to conduct a primary
analysis, a survey has been conducted among the employees of the organization. To conduct the analysis, statistical tools such as
SPSS have been maintained. The outcome indicates that the organization School of Business and Hospitality does not maintain
fairness in the wage structure. Nonetheless, the fairness is maintained in work hours and other consideration.

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Acknowledgement
By this research, I have experienced best possible learning of my life. By conducting this research I have learnt various concepts,
models and theories. I first thank to the almighty God. After that I want to thank to my supervisor ______________ who is my friend,
philosopher and guide. I also thank my parents for being supportive and accommodative for completing this research. I want to thank
my friends for giving me the moral support while conducting this research.

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Table of Contents
CHAPTER 1: INTRODUCTION....................................................................................................4
1.1 Introduction............................................................................................................................4
1.2 Background of the study........................................................................................................5
1.3 Problem statement.................................................................................................................6
1.4 Research aim and Objectives.................................................................................................6
1.5 Research Questions................................................................................................................7
1.6 Research hypothesis...............................................................................................................7
1.7 Dissertation Structure............................................................................................................8
1.8 Summary................................................................................................................................8
CHAPTER 2: LITERATURE REVIEW.........................................................................................9
2.1 Introduction............................................................................................................................9
2.2 Fairness and work effect........................................................................................................9
2.3 Balancing the pay scale: Fair vs. Unfair..............................................................................10

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2.4 Transparency and a commitment to equity to the paycheck................................................12
2.5 Wages differential, fairness and social comparison............................................................13
2.6 Practice of maintaining fairness work through the equity...................................................15
2.7 Best and the rest- Boundary-less fairness............................................................................16
2.8 Job Satisfaction and Organizational commitment...............................................................17
2.9 Research Gap and Contribution...........................................................................................17
2.10 Summary............................................................................................................................18
CHAPTER 3: RESEARCH METHODOLOGY...........................................................................19
3.1 Introduction..........................................................................................................................19
3.2 Research Philosophy............................................................................................................19
3.3 Research Approach..............................................................................................................21
3.4 Research Design..................................................................................................................22
3.5 Data collection techniques...................................................................................................22
3.6 Data analysis techniques......................................................................................................23

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3.7 Sampling technique.............................................................................................................23
3.8 Research Reliability and Validity........................................................................................24
3.9 Ethical consideration...........................................................................................................24
3.10 Research Timeline.............................................................................................................25
3.11 Research Limitation...........................................................................................................26
CHAPTER 4: DATA COLLECTION AND DATA ANALYSIS................................................28
CHAPTER 5: CONCLUSION AND RECOMMENDATIONS...................................................59
5.1 Conclusion...........................................................................................................................59
5.2 Recommendations................................................................................................................61
References and Bibliography.........................................................................................................63

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Topic- Examining the concept of fairness in employee wages, hours and other consideration
CHAPTER 1: INTRODUCTION
1.1 Introduction
The present study is based on the fact of fairness in employee wages, hours and other consideration. The study investigates
these factors to learn how employee performance is affected by the differences in wages, hours and other related factors. The fairness
could play a significant role in wages setting as well as other aspects of the employment relationship. Mahy, Rycx and Volral (2011)
examined the perception of fairness and unfairness of wages adjustments in respect to different expectation, demand or the stability in
the economy. As put forward by Smith (2015), fairness appears to play a crucial role in the determination of the relative wages of
different groups of employees within the organization. The fairness in other terms, of course, does not remain as the only explanation
for efficiency wages. However, such wages are also explained by the organizations’ discretion to maximize the wages loss to
employees sacked for poor performance.
The present study is about the critical investigation about the fairness in wages, time hours and other significant factors related
to employment. This study is relevant because many studies have been performed on this context but none of them has ever discussed
how fairness, time hours and other associated factors influence the organizational performance and employee performance. In addition
to this, this study also helps to find out the employment practices that organization follows in the recent time. The present topic has

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been selected as in the recent time, corporate policies are changed. The employment policies are changed on a frequent basis, which
certainly creates a significant impact on the workforce. The study conducted by Card and Krueger (2015), mentioned that employment
policies such as unfair wages, inflexible works hours, lack of career growth opportunities tend to create negative impact on the
employees of the organization. This study investigates to what extent, these factors create impact on the employees; similarly, it also
examines the impact when these aspects are treated fairly- fair wages, flexible work hours and others benefits. Furthermore, this study
is also relevant and useful, the outcome provided in the end reliable and validated. To avoid the unbiased result and to extract the fact
from the real-world incident, the study includes the organization School of Business and Hospitality. The study has investigated how
the employees are treated at School of Business and Hospitality in terms of wages, work hours and other aspects. The investigation of
those factors helps the organization in developing their employment policies, as along with the analysis, the study also provided a set
of suggestion in terms of employment practices.
1.2 Background of the study
Many studies have been performed to examine the fairness in wages, time hours, other factors related to employment, and all
the papers provide different outcome. As the consequence, it is not found out yet that to what extent fairness in wages influence
organizational and employee performance. Vecchio (2013) mentioned that the employees who believe they are fairly played are more
engaged, are less likely to quit and experience less burden at work.

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There is a significant piece of studies indicating that companies with a highly engaged workforce could outperform their rivals
based on the organizational performance metrics. The organizations could save fund through the reduced work stress, which leads to
enhanced psychological and physical health, which means fewer absence and developed focus. Likewise, turnover intention could be
reduced and the large amount of cost of replacing a worker could be avoided by providing them appropriate or fair wages.
On the other side, the wages practices among other organizational factors have significant influence on the employee-
organizational outcome. These study discuses why faire wages, hours and other related factors are important to employment contract.
The previous studies have only discovered how the organizations create differences in wages, time hours, and fringe benefits and in
other field. Nonetheless, it is not found yet whether the policies that are set by the organizations have fairness and the study did not
discover the policies that employee prefer in each field. The present study is relevant because it included a primary analysis, which
reveals the issues that employees face when they observe unfair terms in the employment practices. Moreover, the previous studies
have only provided the outcome collecting the secondary data. The journal articles used in the literature review did not include a
primary analysis with a case organization. Thus, this study fulfills the gap and includes primary data. As the consequence, the outcome
becomes more realistic and relevant.
1.3 Problem statement
There is confusion about the fairness in wages and time hours in the organization, it is not known yet that, to what extent or
under what basis the organizations are designing their wages policies and time hours for the employees. It is not discovered that how

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the organizations are justifying their wages and work time hours policies. As the previous studies are conducted based on the
secondary information, the relevant results have not been found in those research works.
1.4 Research aim and Objectives
The aim of the research is to investigate the fairness of wages, hours and other factors related to employment. The research
also focuses on the impact of these factors on organizational and employee performance. The following are the key objectives of the
study:
 To critically investigate the fairness in employee wages, hours and other factors
 To analyze the impact of these factors on employee and organizational performance
 To recommend appropriate employment practices for the benefits of organization and employees
1.5 Research Questions
 How do organizations maintain fairness in designing employees wages policies, time hours and other employment factors?
 What is the impact of fairness in wages and work hours on the organization and employees?
1.6 Research hypothesis
 H01-The fairness in employee wages has no impact on employee performance
 H11-The fairness in employee wages has impact on the employee performance
 H02: The flexibility in working hours has no impact on employee performance

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 H12: The flexibility in working hours has impact on employee performance
 H03: Provision of career growth opportunities has no impact on employee performance
 H13: Provision of career growth opportunities has impact on employee performance
1.7 Dissertation Structure
Figure 1: Dissertation Structure
(Source: Self-Made)

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1.8 Summary
This chapter develops the backbone of the entire study. This introductory section of the study presents the variable of the topic.
The chapter presents the fact that there is a difference in the wages, time hours and other aspects of employment policies. The chapter
also provides the fact the previous studies did not focus on how the organizations in the industries maintaining the fairness in the
wages policies. Based on these gaps, the research developed the relevancy of the present study. The chapter also provided the key
research objectives and questions based on which the literature review in the next section has been conducted.

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CHAPTER 2: LITERATURE REVIEW
2.1 Introduction
Many studies have been conducted to find out how the organizations in the present time maintain the fairness in wages
structure, time hours and other significant factors associated with the employment contact. The study conducted by Smith (2015),
emphasized on the role of fairness in spurring the greater level of effort by employees and the study has also mentioned that poor state
of the economy started in 1920 had not led to a revision to harsh workforce practices that prevailed in the consumer market. As put
forward by Colquitt and Zipay (2015), setting what is considered to be a fair wage could spur not only more exertion of effort in
employee’s particularly designated responsibilities but also the high level of organizational citizenship behavior. This chapter provides
an intensive review of the existing studies and to conduct the analysis, 20 journals have been selected that have been conducted on
fairness, flexibility and other factors in employment practices. Almost eight journals have been rejected as they are not relevant to
present study. Even though those studies revolved around the employment practices but they did not focus on the fairness policies in
compensation and remuneration.
2.2 Fairness and work effect
The fundamental idea behind the beneficial role of employees’ fairness perception is that growing fairness could lead to higher
rate of motivation and thereby, a higher work performance is recorded. As put forward by Alexander, and Haley‐Lock (2015), though

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the employee ability is widely central aspect for successful performance, the motivation as well as effort are mandatory. It is also
found in the studies that fairness theories have provided some insight into the grounds why fairness perception could affect
employees’ attitude as well as behavior towards the work. Based on the fairness theories, the work effort as well as performance can
be categorized as instrumental and value expressive. It is studied in the literature review that instrumental category revolves around
the individuals’ interest in the resource allocation result like the equity theory developed by Adams in 1965. On the other side, the
value expressive theory is related to the perceived value of self-fulfillment with the social interaction in the allocations technique like
the group value theory. The existing studies have developed that fairness perception anticipate job attitudes and behaviors. For
example, the existing studies have demonstrated that a large level of fairness perception could lead to greater job satisfaction and the
organizational commitment. Chen and Sandino (2012) commented that the scholars should measure the motivation in the same
fairness model to evaluate a technique linking fairness to performance. As put forward by Blader and Tyler (2013), the expectancy of
theory of motivation claims that motivation is affected or influenced by the belief that effort could lead to higher perception. As the
consequence, there is reason to predict a positive relationship between different dimensions of fairness as well as the future work
performance due to the effect of fairness on motivation.
2.3 Balancing the pay scale: Fair vs. Unfair
As put forward by Rogers (2016), whether an individual is a shelf-stocker at Walmart or a second year intern associate at the
consulting organization, the individual must feel that they are not properly compensated for the work they do. Many employees could
think that compensation system may not always be related to their performance while lower-level employees are paid wages that

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barely keep them above the poverty range. An article conducted by Chen and Sandino (2012), in 2012, the average multiple of CEO
compensation to that of rank –file worker was 204, up 20% since 2011. On the other side, Starr (2016) commented that most corporate
social responsibility work on wages focuses on the fact that whether a workplace could meet a particular level of compensation,
conventionally the legal minimum wages. For example, if an organization pay normal minimum wages to the employees and fulfill
other legal requirements, it may however have unfair wages due to the undue disparities in wages within the organizations.
Furthermore, in addition to meeting the legal requirements, an organization should also consider wage levels in the light of prevailing
wages and the expense of living, rates of wages and adjustment as well as how the pay system are communicated. According to Sung,
and Choi (2014), the following dimension need to be considered to ensure employees’ wages fair:
Payment of wages- A particular wage, which should be paid regularly and formally in full to the employees.
Living wages-A particular wage that ensures minimum acceptable living standards
Minimum wage-A particular wage that must respect the minimum wage regulations
Prevailing wages-A wage that particularly comparable to wage in similar organization in the same industry
Payment of working time- A particular wage that does not create excessive working hours as well as properly rewards normal
working hours and overtime

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Payment system- This sort of wages led to a balanced wage stricture and compensation between the basic wage and additional
benefits. In addition, this particualr wage reflects multiple reflects different layers of education, skills as well as professional
experience. This system also rewards the individual as well as the collective performance. This wage is also embedded with the
regulation on social insurance payments.
Communication and Dialogues- The employees receive adequate information in advance in the form of production process at the
time of wage payment on this wage process. This wage is negotiated individually and collectively.
Wage discrimination or disparity- This is referred to an equal wage for equal work that does not lead to the wags discrimination and it
does not generate unjustified practices in the structure as well as the high wage difference within the organization.
Real wage- This is a particular wage that enhances at least in proportion to maximize in the cost of living.
Wage Share- This sort of wage that develops proportionally with the organizational sales and profit growth that does not lead to a fall
in wage share in organizational performance development.
Wage cost- This is a wage, that does not lead to a dramatic reduction in wage cost within the overall production cost as well as the
percentage of employment.

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2.4 Transparency and a commitment to equity to the paycheck
As put forward by Brown and Sitzmann (2011), when it comes to a sense of fair pay, it is not just about the amount of the
payback that matters, the transparency of compensation system as well as a clear commitment to equity by the organization are
critical in ensuring people feel fairly paid. In order to create the transparency, the HR department of the large organization Johnson &
Johnson, constructed a total compensation system document, which is known as investment statement for each worker annually. Thus,
these documents communicate each employee’s total compensation with the inclusion of base gross salary, bonus and medical
coverage, paid time and others. It is critical for employees to understand that they have a fair opportunity to have grievance heard by
the management.
Equity Theory-
The previous studies indicate that the inequitable treatment directly affects and influences the employee behaviors as well as
the performance. According to this theory, the employees tend to monitor their input and output on the job and they consider an
equitable situation when the ratio of inputs and outputs are equal to those of other employees (Morand and Merriman 2012). If the
ratio does not seem to be equal, the employees may remain dissatisfied. It is also identified that an individual could consider from
either internal or external perspective.
However, the studies claim that equity can be expressed in terms of employees who conduct similar jobs, perform dissimilar
jobs, work within the same department and work in different departments. Particularly, the equity can clubbed into four different

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categories external equity, internal equity, personal equity as well as individual equity (Allen and Shanock 2013). On the other side,
external equity exists when an organization plays a wage rate commensurate with the wages prevailing in external labor sector.
Evaluating the external equity might require measuring this labor market. However, the studies claim that there is no single market for
a particular job. Hence, the supply and demand could differ consequently among the market, which could result to significant variation
in wages across the labor market.
2.5 Wages differential, fairness and social comparison
As put forward by Wu et al. (2011), the fairness norms remain highly relevant for work-related decision in organization as well
as on the labor market. Even though, there has been an intensive research on the fairness issues, several aspects of fairness behaviors
are still not very understood. This is particularly for the relevance of fairness judgment in complex, rich setting where several
reference points could instruct the behavior. Pay is critically one of the most significant if not the most critical consequence of
organizational membership for employees. As put forward by Ehrhardt et al. (2011), the actual pay as well as the people’s attitude
about the topic of many studies. In spite of the centrality of the fairness construct in organizational theory, the relationship of pay
fairness to behavioral results like many several areas of compensation research is merely touched upon. The existing studies show
some evidences that pay attitude are associated with other job attitude. It has also been identified that pay could be central feature in
the work lives of many individuals and certainly all individuals could receive more in terms of pay.

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However, the people could differ in their need for money and it is certain that money plays a much strong role in the lives of
some people than others. As put forward by Choi (2011), several factors account for variation in centrality, where some particularly
focusing on the personality as well as the background characteristics. For some particular individuals, money is considered as the
central as they value the status and material goods that money could bring. Even though, several reasons can be identified, research
suggests one significant facto such as the financial need. The financial need or financial dependence can be considered as the degree to
which an individual or the employee relies on the financial rewards to develop his/her life. Apart from this fact, an abundance of
research has demonstrated that the fairness has several effects that promote organization goals. It is also observed that perception of
injustice could enhance job attitudes and behavior at work. As put forward by Greiner, Ockenfels and Werner (2011), the fair
procedures could improve the job satisfaction organizational commitment as well as encourage organizational citizenship, it could also
increase the acceptance of assigned task and goals and voluntary compliance with the supervisor instruction. The fairness could also
recue the turnover intention. In addition to this, a climate of fairness and the trust it builds could enable the organization to solve the
disputes especially collective disputes effectively.
According to Ben-Ner, Ren and Paulson (2011), fairness remains as the fundamental interest to the organization as the implication of
the organizational justice studies have focused on the how the organization respond to perceived fairness or the less of it in the
workplace. According to the principles and terms of reciprocity, employees who consider fair justice or treatment by the
organizational authorities could probably to show the positive action making larger commitments to the values and goals of the
organization. Enhanced workplace carries the ability to look at the organization from employee’s opinions. It is also observed that

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conditions and events at work are usually considered as well as appraised by the employee. These aspects are then considered as the
stressor that persuades negative emotion, anxiety and depression.
2.6 Practice of maintaining fairness work through the equity
In order to receive the distributive leg justice of correct, in the present days, the organizations are spending millions of money
to make sure their compensation policies are considered as the benchmarked in the sector in which they run the operation.
Nonetheless, the top-level organizations are not just identifying and rewarding highly developed performance on a frequent basis but
also ensure that the small victory. As put forward by Requate and Waichman (2011), several organizations are focusing on the fact
that their philosophy that life, health and the need for rest as well as recreation equally significant to all employees. The organizations
are implementing this by the means of benefits catering to employee needs such as medical coverage, sick leave, life insurance and
other monetary and non-monetary benefits. When these elements are not differentiated by grade, as well as privilege practice such as
car parking, and other recreational facilities are available to all workers in the organization. Hence, in spite of organizational
hierarchy, organizational employees observe a large state of fairness and belonging as well as equity in the organizations.
Fair rewarding
According to Miron, Warner and Branscombe (2011), employees reveal the concern regarding the internal equity as well as
fairness among the major elements of an overall reward programs. The allocation of merit enhances as well as career development
opportunities are on a frequent basis identified as equity elements where the organizational members show their concerns. In this

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context, the employees tend to express concern regarding the recognition they receive against the other elements of the rewards they
receive. It is not surprising that management of many organizations that employees show their significant concern regarding those
rewards aspects where the supervisors make individual judgment about the level of reward that employees avail. Here, if there is any
individual practice area that could effectively acquire the essence of fairness in equity.
2.7 Best and the rest- Boundary-less fairness
The significance of practices that are well explained in the content as well as implement the policies is principles of fairness.
Moreover, the distributive justice in both the opinion of employees and the employers build the roots of a healthy employees and
organizational relationship. The multiple aspects demonstrate the stress as the feature, which transcends the limit of actual execution.
These particularly demonstrate that the guiding principles behind the culture, thinking process as well as value system of such large
workplace. As argued by Jehanzeb and Bashir (2013), having and robust rewards as well as recognition policy promote fairness in the
workplace.
2.8 Job Satisfaction and Organizational commitment
The studies on job satisfaction, have considered it to be positively related to the overall perception of fairness; for example the
larger perceived injustice outcome in lower levels of job satisfaction and larger perception of justice outcome in higher levels of job
satisfaction. It is found in the studies that employees primary tend to look for satisfaction from the work they perform and it could
stem through the multiple sources such as distributive as well as procedural justice. Even though the equity plays a significant role in

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employee’s job satisfaction range where the inputs are calculated with the returns, the studies have effectively demonstrated that the
organizations should also experience the other aspects of fairness to form unified perception. As put forward by Fu and Deshpande
(2014), the fair system as well as the procedures could increase the employee’s commitment to their organization as well inclination to
remain as the fairness refers to employee to that they are the valuable members of the organization. It is identified that the
organizational employees could have more attachment with their employing organization if they sense that they will not get the same
benefits both tangible and intangible including the respect and opportunity from other organizations (Li et al. 2014). In addition, when
the employees are provided with the assurance that the arms of fairness enhance them, they re intended to support through rough
weathers and stay committed to the organization.
2.9 Research Gap and Contribution
The existing studies have only focused on the wage structure and employee satisfaction as well as motivational aspects.
However, the studies did not shed light on flexible work hours, the process of maintaining fairness in the wage structure. In addition to
this, the existing studies also lack the analysis the fairness and unfairness of wages and time flexibility. For example, the study
conducted by Smith (2015), provides an intensive analysis of employee satisfaction and motivation but it does not analyze the wage
fairness in the employment policies. Nevertheless, the study conducted by Mahy, Rycx and Volral (2011), provided adequate
information regarding how the fairness in the wage structure can be maintained.

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2.10 Summary
This chapter provides a critical analysis on the fact of fairness in employee wage structure, work flexibility and other grounds.
The existing studies reveal that when the organization fairness in the wage structure and other employment terms but in return the
organizations expect a desired amount of return from the workers. The literature review also confirms the fact the large organizations
compared to small and medium maintain the transparency in the employment policies such as fair wage structure, adequate work-time
hours and other necessities.

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CHAPTER 3: RESEARCH METHODOLOGY
3.1 Introduction
It is observed that research method is a broad term, while the technique of data collection as well as data analysis presents the
fundamental research techniques. The implementation of the research methodology determines the outcome of the research. However,
implementation of research methodology provides the desired outcome only when the techniques are appropriately implemented. In
order to gain the desired outcome, the present study includes a primary analysis. Based on the type of analysis selected in the study,
appropriate research philosophy and approach has also been selected and they are discussed appropriately in the following. In addition
to this, justification of each selected method has been provided in the following. Apart from the techniques, the ethical grounds
maintained have been intensively elaborated in this section of the study.
3.2 Research Philosophy
As put forward by Tong et al. (2012) the research philosophy is related to the clarification of assumption regarding the nature
as well as the source of knowledge. It has been studied that research philosophy usually revolves around the source, nature and
development of knowledge. Hence, Snyder (2012) also mentioned that even though the idea of knowledge creation could appear to be
profound, it is necessary to delve into the creation as the significant part of completing the project. Here, the primary data has been
collected for data analysis to respond to the research questions and answer makes the generation of new knowledge. The position of

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research philosophy is at the outer layer of the research onion model- a research methodology model. There are four different types of
research philosophies such as post-positivism, positivism, realism and interpretivism. In the current study, the positivism research
philosophy.
Figure 1: Research Philosophy

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(Source: Snyder 2012)
Justification of selecting the positivism research philosophy
The positivism research philosophy has been selected as it helps to gain the factual knowledge through observation; it also
carries the scope for measurement. Even though the role of researcher is limited to data collection and interpretation through the
objective approach, the research findings are usually observable and quantifiable. Moreover, this research philosophy helps to extract
the hidden truth from the facts that are there in the research context. For example, in the current study, the positivism research
philosophy helps to find out the grounds that contribute to development of employee wage structure.
3.3 Research Approach
The research approach is usually divided into two different types such as deductive and inductive approach (Maxwell 2012).
Hence, the hypothesis plays the role of finding out a distinctive point between these two approaches. More specifically, the deductive
approach helps to examine the validity of assumption of theories and hypothesis. On the other side, inductive approach contributes to
the emergence of new theories as well as generalization. However, in the current study, deductive approach has been selected in the
current study.

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Figure 2: Research Approach
(Source: Maxwell 2012)
Justification of selecting deductive research approach
The deductive approach has been selected as this research philosophy helps to formulate the hypothesis for the research
project. The deductive research approach contributes to the action of confirming or rejecting the hypothesis. On the other side, the

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inductive research approach has been rejected as it does not involve the formulation of hypothesis; it only starts with the research
questions, aims and objectives that need to be accomplished at the time of research process.
3.4 Research Design
The research design is usually considered as the general plan regarding what is to be done to respond the research questions.
The research design is usually divided into three categories exploratory, explanatory and the descriptive research design. The
descriptive research design in a simple form is known as an attempt to determine and explain the identity (Lewis 2015). In addition to
this, he descriptive research design helps to focus on the current issues or the problems through the process that helps to explore the
situation more effectively.
Justification of selecting the descriptive research
The descriptive research design has been selected as it helps to analyze the non-quantifiable topic and issues like present study. This
research design provides the possibility to explore the phenomenon in a completely natural as well as unchanged environment.
3.5 Data collection techniques
Data collection is usually divided into two categories such as secondary and primary data collection.

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Secondary data- Secondary data is a type of data that is already there in books, newspaper, journals, magazines and other portals. For
the current study, the secondary data has been collected from journal, books, annual reports, blogs and other secondary sources that
include facts regarding the fairness in wages structure, time hours and others.
Primary data- In order to conduct the primary analysis, both primary data collection method has been applied. The primary
data has been collected applying a quantitative method such as survey among the employees of the School of Business and
Hospitality. A set of questionnaire with the form of close-ended questions have been developed. However, the respondents have been
involved into the survey based on the sampling method applied in the present study.
3.6 Data analysis techniques
There is a difference between quantitative data analysis and the qualitative data analysis. The present research has skipped the
difference and used the quantitative data analysis. Hence, the quantitative data analysis involves the critical analysis and the
interpretation of figures and numbers as well as the attempt to find out the rationale behind the emergence of major findings. The
comparison of primary research findings has been done with making a link to the findings of literature review. In addition to this, to
conduct the analysis some statistical tools such as SPSS, have been applied to the study. To make the analysis comprehensive, the data
has been presented in graph and table.

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3.7 Sampling technique
In every business study, the sampling has been broadly divided into two categories probability as well as non-probability
(Fraley and Hudson 2014). In probability, sampling each member of the selected population has the chance to take part in the research.
Conversely, non-probability sampling group members are selected on a random manner; thereby, not each member has the chance to
take part in the survey. However, the present study included the probability sampling method, as to know about how fairness has been
maintained in the wage structure, all employees in the middle and lower level has been included in the survey. The sample size for the
survey in the present study is 15.
3.8 Research Reliability and Validity
The data findings provided to the current study has to the extent to which the same answer can be derived with the help of
same analysis method such as Survey (Drost 2011). Therefore, it can be mentioned that present research is associated with the high
levels of reliability as other researcher could generate the same results with the help of same research instruments.
In addition, the present research is valid as it also maintains the extent at which the requirements of scientific studies are conducted at
the time of generating the outcome. In addition, the research valid becomes appropriate time scale has been selected in the study along
with the suitable research methods.

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3.9 Ethical consideration
Ethical grounds have been followed and maintained in the presents study to avoid any unexpected consequence. Especially, at
the time of conducting the survey, the ethical grounds are highly followed. While conducting the survey, it has been ensured that no
respondent has been forced to take part in the survey. In addition, it has also been ensured that the respondents have the freedom to
take part in the survey and withdraw their participation at any time they prefer. On the other side, as per the principle of Data
Protection Act 1998, the identities of the respondents have been kept confidential. Moreover, it has been ensured that collected data
has only been used for academic purpose only.

31BUSINESS RESEARCH METHODOLOGY
Figure 3: Aspects of Ethical Consideration
(Source: Athanasou et al. 2012)
3.10 Research Timeline
Main activities/ stages Month
Aug
Month
Sept
Month
Oct
Month
Nov
Month
Dec
Month
Jan
Topic Selection
Data collection from
secondary sources
Framing layout of the
research
Literature review
Formation of the research
Plan
Selection of the Appropriate
Research Techniques
Primary data collection

32BUSINESS RESEARCH METHODOLOGY
Analysis & Interpretation of
Data Collection
Conclusion of the Study
Formation of Rough Draft
Submission of Final Work
Table 1: Research Time (Gantt chart)
(Source: Self-Made)
3.11 Research Limitation
The present study is limited to primary analysis. The study included several hypothesis, but the discussion to primary methods
only. The study would have been expanded with a secondary analysis. The secondary analysis would have provided a more extensive
result. In addition, the study also lacks a comparative analysis between two organizations; the present study included School of
Business and Hospitality only as the case organization. It is sometimes difficult to derive appropriate result or proper conclusion
investigating one single organization only. Moreover, the sample size for the survey in the current study is small; only 15 respondents
have been selected in for quantitative data collection. An extended sample size would have contributed to the extensive research
outcome.
3.12 Summary

33BUSINESS RESEARCH METHODOLOGY
This chapter appropriately presents the data analysis techniques that have been used in the present study. The chapter
effectively elaborates the significance of the techniques that have been used in the study. Each technique has been justified with
appropriate reasons and their usefulness. However, the chapter did not provide any discussion on secondary analysis as the secondary
analysis has not been conducted in the present research project. The implementations of the techniques have been demonstrated in the
next section of the study.

34BUSINESS RESEARCH METHODOLOGY
CHAPTER 4: DATA COLLECTION AND DATA ANALYSIS
Chapter 4: Analysis and Findings
This chapter represents the SPSS analysis of the 27 questions from the questionnaire so that desired research outcome can be
attained. The analysis along with the outcome is represented below.
What is your gender?
Frequency Percent Valid Percent
Cumulative
Percent
Valid Male 6 30.0 30.0 30.0
Female 14 70.0 70.0 100.0
Total 20 100.0 100.0

35BUSINESS RESEARCH METHODOLOGY
Are the work 'hours' remaining same for all employees at the
same position in your organization?
Frequency Percent Valid Percent
Cumulative
Percent
Valid Yes 7 35.0 35.0 35.0
No 10 50.0 50.0 85.0
May Be 3 15.0 15.0 100.0
Total 20 100.0 100.0

36BUSINESS RESEARCH METHODOLOGY

37BUSINESS RESEARCH METHODOLOGY

38BUSINESS RESEARCH METHODOLOGY
The above frequency table shows the relationship between the gender of the employees and the number of hours that they work
within the organization. it can be seen that the most of the female employees work for around 0901-1200 hours. This helps the
organization in running in a smooth manner.
Case Processing Summary

39BUSINESS RESEARCH METHODOLOGY
Cases
Valid Missing Total
N Percent N Percent N Percent
What is your gender? *
For how any many
'hours' do you work at
School of Business and
Hospitality?
20 100.0% 0 0.0% 20 100.0%
What is your gender? * For how any many 'hours' do you work at School of Business and
Hospitality? Cross tabulation
Count

40BUSINESS RESEARCH METHODOLOGY
For how any many 'hours' do you work at School of Business
and Hospitality?
Total0900 hours
0901-1200
hours
1201-1400
hours
1401-1600
hours
What is your gender? Male 1 1 3 1 6
Female 4 7 3 0 14
Total 5 8 6 1 20
Chi-Square Tests
Value df
Asymp. Sig.
(2-sided)
Pearson Chi-Square 4.881a 3 .181

41BUSINESS RESEARCH METHODOLOGY
Likelihood Ratio 5.084 3 .166
Linear-by-Linear
Association
2.988 1 .084
N of Valid Cases 20
a. 7 cells (87.5%) have expected count less than 5. The
minimum expected count is .30.
The Pearson Chi Square test helps in finding out the relationship between the independent and the dependent variables. It can
be seen that the result of the analysis has revealed a value of .181 where as the minimum expected value is .30. This shows that there
is no statistical association between the gender of the employees and the number of hours that they are working within the
organization, as both the genders have equal opportunity of working the same hours in the organization.
What is your current salary at School of Business and Hospitality?
Frequency Percent Valid Percent
Cumulative
Percent

42BUSINESS RESEARCH METHODOLOGY
Valid 15000-20000
MUR
4 20.0 20.0 20.0
21000-25000
MUR
7 35.0 35.0 55.0
26000-30000
MUR
2 10.0 10.0 65.0
31000-35000
MUR
5 25.0 25.0 90.0
36000-40000
MUR
2 10.0 10.0 100.0
Total 20 100.0 100.0

43BUSINESS RESEARCH METHODOLOGY
How far do you 'agree' that your organization maintains fairness in the
wages structure?
Frequency Percent Valid Percent
Cumulative
Percent
Valid Strongly Agree 1 5.0 5.0 5.0
Agree 9 45.0 45.0 50.0
Neutral 5 25.0 25.0 75.0
Disagree 4 20.0 20.0 95.0
Strongly disagree 1 5.0 5.0 100.0
Total 20 100.0 100.0

44BUSINESS RESEARCH METHODOLOGY

45BUSINESS RESEARCH METHODOLOGY

46BUSINESS RESEARCH METHODOLOGY
The above frequency table shows the relationship between the salaries that the organization is providing to its employees and
the degree of agreeableness that the employees have with respect to the fairness that is being maintained within the organization. It can
be seen that the employees who have the salary in the group of 21000-25000 MUR has agreed to the fact that the organization
maintains fairness within the structure of their wages for the employees.

47BUSINESS RESEARCH METHODOLOGY
Case Processing Summary
Cases
Valid Missing Total
N Percent N Percent N Percent
What is your current
salary at School of
Business and
Hospitality? * How far
do you 'agree' that your
organization maintains
fairness in the wages
structure?
20 100.0% 0 0.0% 20 100.0%

48BUSINESS RESEARCH METHODOLOGY
What is your current salary at School of Business and Hospitality? * How far do you 'agree' that your organization maintains
fairness in the wages structure? Cross tabulation
Count
How far do you 'agree' that your organization maintains fairness in the wages
structure?
TotalStrongly Agree Agree Neutral Disagree
Strongly
disagree
What is your current
salary at School of
Business and Hospitality?
15000-20000 MUR 0 1 3 0 0 4
21000-25000 MUR 0 2 2 3 0 7
26000-30000 MUR 1 1 0 0 0 2
31000-35000 MUR 0 4 0 0 1 5
36000-40000 MUR 0 1 0 1 0 2

49BUSINESS RESEARCH METHODOLOGY
Total 1 9 5 4 1 20
Chi-Square Tests
Value df
Asymp. Sig.
(2-sided)
Pearson Chi-Square 25.373a 16 .064
Likelihood Ratio 22.941 16 .115
Linear-by-Linear
Association
.176 1 .675
N of Valid Cases 20
a. 25 cells (100.0%) have expected count less than 5. The
minimum expected count is .10.

50BUSINESS RESEARCH METHODOLOGY
The result of the analysis has revealed that the value is coming to .064 where as the minimum expected count has to be .10. This
shows that there is no statistical association between the income of the employees and the fairness structure that is being maintained
within the organization. It can thus be inferred that the employees of all income groups has to receive a fair salary within the
organization.
What is your current salary at School of Business and Hospitality?
Frequency Percent Valid Percent
Cumulative
Percent
Valid 15000-20000
MUR
4 20.0 20.0 20.0
21000-25000
MUR
7 35.0 35.0 55.0
26000-30000
MUR
2 10.0 10.0 65.0

51BUSINESS RESEARCH METHODOLOGY
31000-35000
MUR
5 25.0 25.0 90.0
36000-40000
MUR
2 10.0 10.0 100.0
Total 20 100.0 100.0
How far do you 'agree' that employee commitment is influenced by based
on the benefits they receive from the organization?
Frequency Percent Valid Percent
Cumulative
Percent
Valid Strong Agree 6 30.0 30.0 30.0
Agree 6 30.0 30.0 60.0
Neutral 2 10.0 10.0 70.0

52BUSINESS RESEARCH METHODOLOGY
Disagree 5 25.0 25.0 95.0
Strongly disagree 1 5.0 5.0 100.0
Total 20 100.0 100.0

53BUSINESS RESEARCH METHODOLOGY

54BUSINESS RESEARCH METHODOLOGY
The above frequency table shows the relationship between the salary of the employees within the organization and the degree of
agreeableness with respect to the commitment of the employees for receiving better benefits within the organization.
Case Processing Summary
Cases

55BUSINESS RESEARCH METHODOLOGY
Valid Missing Total
N Percent N Percent N Percent
What is your current
salary at School of
Business and
Hospitality? * How far
do you 'agree' that
employee commitment is
influenced by based on
the benefits they receive
from the organization?
20 100.0% 0 0.0% 20 100.0%
What is your current salary at School of Business and Hospitality? * How far do you 'agree' that employee commitment is
influenced by based on the benefits they receive from the organization? Cross tabulation

56BUSINESS RESEARCH METHODOLOGY
Count
How far do you 'agree' that employee commitment is influenced by based on
the benefits they receive from the organization?
TotalStrong Agree Agree Neutral Disagree
Strongly
disagree
What is your current
salary at School of
Business and Hospitality?
15000-20000 MUR 1 1 2 0 0 4
21000-25000 MUR 1 1 0 4 1 7
26000-30000 MUR 0 2 0 0 0 2
31000-35000 MUR 3 1 0 1 0 5
36000-40000 MUR 1 1 0 0 0 2
Total 6 6 2 5 1 20

57BUSINESS RESEARCH METHODOLOGY
Chi-Square Tests
Value df
Asymp. Sig.
(2-sided)
Pearson Chi-Square 22.086a 16 .140
Likelihood Ratio 21.215 16 .170
Linear-by-Linear
Association
2.551 1 .110
N of Valid Cases 20
a. 25 cells (100.0%) have expected count less than 5. The
minimum expected count is .10.
The Chi square test has revealed that the value is coming to be .140 where as the minimum expected count is .10. This shows
that there is a statistical association between the salary of the employees that is being offered within the organization and the influence
that the organization have on the benefits provided to the employees.

58BUSINESS RESEARCH METHODOLOGY
What is your current position at School of Business and Hospitality?
Frequency Percent Valid Percent
Cumulative
Percent
Valid Faculty member 4 20.0 20.0 20.0
Marketing officer 5 25.0 25.0 45.0
Finance officer 4 20.0 20.0 65.0
Directors 1 5.0 5.0 70.0
Technical staff 5 25.0 25.0 95.0
Non-teaching staff 1 5.0 5.0 100.0
Total 20 100.0 100.0

59BUSINESS RESEARCH METHODOLOGY
How far do you 'agree' that employee growth structure remains same
as the private sector organization?
Frequency Percent Valid Percent
Cumulative
Percent
Valid Strong Agree 5 25.0 25.0 25.0
Agree 5 25.0 25.0 50.0
Neutral 4 20.0 20.0 70.0
Disagree 6 30.0 30.0 100.0
Total 20 100.0 100.0

60BUSINESS RESEARCH METHODOLOGY

61BUSINESS RESEARCH METHODOLOGY

62BUSINESS RESEARCH METHODOLOGY
The above frequency table shows the relationship between the designations that the employees hold within the organization
and the degree of agreeableness with respect to the structure of growth in a private organization. It can be seen that most of the
technical staffs have disagreed to the fact that the structure of growth within the organization is same as that of a private sector
organization.
Case Processing Summary

63BUSINESS RESEARCH METHODOLOGY
Cases
Valid Missing Total
N Percent N Percent N Percent
What is your current
position at School of
Business and
Hospitality? * How far
do you 'agree' that
employee growth
structure remains same
as the private sector
organization?
20 100.0% 0 0.0% 20 100.0%

64BUSINESS RESEARCH METHODOLOGY
What is your current position at School of Business and Hospitality? * How far do you 'agree' that employee growth structure
remains same as the private sector organization? Cross tabulation
Count
How far do you 'agree' that employee growth structure remains same
as the private sector organization?
TotalStrong Agree Agree Neutral Disagree
What is your current position
at School of Business and
Hospitality?
Faculty member 1 1 1 1 4
Marketing officer 1 1 1 2 5
Finance officer 1 2 0 1 4
Directors 1 0 0 0 1
Technical staff 1 1 1 2 5
Non-teaching staff 0 0 1 0 1

65BUSINESS RESEARCH METHODOLOGY
Total 5 5 4 6 20
Chi-Square Tests
Value df
Asymp. Sig.
(2-sided)
Pearson Chi-Square 9.450a 15 .853
Likelihood Ratio 8.997 15 .878
Linear-by-Linear
Association
.029 1 .865
N of Valid Cases 20

66BUSINESS RESEARCH METHODOLOGY
a. 24 cells (100.0%) have expected count less than 5. The
minimum expected count is .20.
The analysis of Chi square test has revealed that the value is coming to be .853 where as the minimum expected value has to be .20.
This shows that there is no statistical association between the designation that the employees hold within the organization and the
same level of growth structure that is followed in a private sector organization.
What is your current salary at School of Business and Hospitality?
Frequency Percent Valid Percent
Cumulative
Percent
Valid 15000-20000
MUR
4 20.0 20.0 20.0

67BUSINESS RESEARCH METHODOLOGY
21000-25000
MUR
7 35.0 35.0 55.0
26000-30000
MUR
2 10.0 10.0 65.0
31000-35000
MUR
5 25.0 25.0 90.0
36000-40000
MUR
2 10.0 10.0 100.0
Total 20 100.0 100.0
How far do you 'agree' that mass recruitment of employees could
negatively affect the wage structure of the organization?

68BUSINESS RESEARCH METHODOLOGY
Frequency Percent Valid Percent
Cumulative
Percent
Valid Strong Agree 3 15.0 15.0 15.0
Agree 9 45.0 45.0 60.0
Neutral 4 20.0 20.0 80.0
Disagree 4 20.0 20.0 100.0
Total 20 100.0 100.0

69BUSINESS RESEARCH METHODOLOGY

70BUSINESS RESEARCH METHODOLOGY

71BUSINESS RESEARCH METHODOLOGY
The above frequency table shows the relationship between the income of the employees and the negative affect that can take
place within the organization due to recruitment on a mass manner. It is seen that the income group of 21000-25000 MUR have agreed
to the fact that the existing employees will be affected on a negative manner due to the factor of mass recruitment.

72BUSINESS RESEARCH METHODOLOGY
Case Processing Summary
Cases
Valid Missing Total
N Percent N Percent N Percent
What is your current
salary at School of
Business and
Hospitality? * How far
do you 'agree' that mass
recruitment of
employees could
negatively affect the
wage structure of the
organization?
20 100.0% 0 0.0% 20 100.0%

73BUSINESS RESEARCH METHODOLOGY
What is your current salary at School of Business and Hospitality? * How far do you 'agree' that mass recruitment of
employees could negatively affect the wage structure of the organization? Crosstabulation
Count
How far do you 'agree' that mass recruitment of employees could
negatively affect the wage structure of the organization?
TotalStrong Agree Agree Neutral Disagree
What is your current salary
at School of Business and
Hospitality?
15000-20000 MUR 0 1 2 1 4
21000-25000 MUR 1 2 2 2 7
26000-30000 MUR 1 1 0 0 2
31000-35000 MUR 0 4 0 1 5
36000-40000 MUR 1 1 0 0 2

74BUSINESS RESEARCH METHODOLOGY
Total 3 9 4 4 20
Chi-Square Tests
Value df
Asymp. Sig.
(2-sided)
Pearson Chi-Square 11.742a 12 .467
Likelihood Ratio 13.715 12 .319
Linear-by-Linear
Association
3.110 1 .078
N of Valid Cases 20
a. 20 cells (100.0%) have expected count less than 5. The
minimum expected count is .30.

75BUSINESS RESEARCH METHODOLOGY
It can be seen that the result of the Chi square analysis is coming to be .467 where as the minimum expected count has to
be .30. This shows that there is statistical association between the salary of the employees in the organization and the negative effect
that will be created in the organization due to the mass recruitment of new employees.

Running head: BUSINESS RESEARCH METHODOLOGY
T TEST 1
Group Statistics
How far do you 'agree' employee performance is negatively
impacted by unfair wage structure?
Statistic Bootstrapc
Bias Std. Error 95% Confidence Interval
Lower Upper
How far are you 'satisfied' with
the wages provided by your
organization?
Strongly Agree
N 5
Mean 1.40 .00d .24d 1.00d 2.00d
Std. Deviation .548 -.092e .187e .000e .707e
Std. Error Mean .245
Agree
N 7
Mean 2.43 .00 .30 2.00 3.00
Std. Deviation .787 -.130f .313f .000f 1.095f
Std. Error Mean .297
How far you are 'satisfied' with
the salary structure developed
by School of Business and
Hospitality?
Strongly Agree
N 5
Mean 1.80 .00d .19d 1.33d 2.00d
Std. Deviation .447 -.127e .242e .000e .577e
Std. Error Mean .200
Agree
N 7
Mean 2.86 .00 .44 2.00 3.67
Std. Deviation 1.215 -.108f .254f .500f 1.512f
Std. Error Mean .459
How far do you 'agree' that
your organization maintains
fairness in the wages
structure?
Strongly Agree
N 5
Mean 2.20 -.01d .47d 1.33d 3.00d
Std. Deviation 1.095 -.210e .438e .000e 1.528e
Std. Error Mean .490
Agree N 7
Mean 3.00 .00 .43 2.25 4.00

1BUSINESS RESEARCH METHODOLOGY
Std. Deviation 1.155 -.121f .303f .447f 1.517f
Std. Error Mean .436
How far do you 'agree' that the
organization maintains balance
in the pay scale-fair vs. unfair
Strongly Agree
N 5
Mean 2.20 -.01d .47d 1.33d 3.00d
Std. Deviation 1.095 -.210e .438e .000e 1.528e
Std. Error Mean .490
Agree
N 7
Mean 2.43 -.01 .36 1.71 3.14
Std. Deviation .976 -.107f .249f .447f 1.329f
Std. Error Mean .369
How far do you 'agree' that
employee commitment
depends on the fairness in pay
scale, works hours and other
related factors?
Strongly Agree
N 5
Mean 1.60 .00d .39d 1.00d 2.43d
Std. Deviation .894 -.168e .340e .000e 1.155e
Std. Error Mean .400
Agree
N 7
Mean 2.43 .01 .43 2.00 3.50
Std. Deviation 1.134 -.298f .649f .000f 1.643f
Std. Error Mean .429
c. Unless otherwise noted, bootstrap results are based on 1000 bootstrap samples
d. Based on 997 samples
e. Based on 979 samples
f. Based on 998 samples
Independent Samples Testa
Levene's Test for Equality of
Variances
t-test for Equality of Means

2BUSINESS RESEARCH METHODOLOGY
F Sig. t df Sig. (2-tailed) Mean
Difference
Std. Error
Difference
95% Confidence Interval of the
Difference
Lower Upper
How far are you 'satisfied'
with the wages provided
by your organization?
Equal variances assumed .448 .518 -2.506 10 .031 -1.029 .410 -1.943 -.114
Equal variances not
assumed
-2.670 9.999 .024 -1.029 .385 -1.887 -.170
How far you are 'satisfied'
with the salary structure
developed by School of
Business and Hospitality?
Equal variances assumed 7.707 .020 -1.837 10 .096 -1.057 .575 -2.339 .225
Equal variances not
assumed
-2.111 8.057 .068 -1.057 .501 -2.211 .096
How far do you 'agree'
that your organization
maintains fairness in the
wages structure?
Equal variances assumed .108 .749 -1.208 10 .255 -.800 .662 -2.276 .676
Equal variances not
assumed
-1.219 9.063 .254 -.800 .656 -2.283 .683
How far do you 'agree'
that the organization
maintains balance in the
pay scale-fair vs. unfair
Equal variances assumed .024 .879 -.381 10 .711 -.229 .600 -1.566 1.109
Equal variances not
assumed
-.373 8.088 .719 -.229 .613 -1.640 1.183
How far do you 'agree'
that employee
commitment depends on
the fairness in pay scale,
works hours and other
related factors?
Equal variances assumed .001 .971 -1.354 10 .205 -.829 .612 -2.192 .534
Equal variances not
assumed
-1.413 9.824 .188 -.829 .586 -2.138 .481
a. No statistics are computed for one or more split files

3BUSINESS RESEARCH METHODOLOGY
Bootstrap for Independent Samples Test
Mean
Difference
Bootstrapa
Bias Std.
Error
95% Confidence
Interval
Lower Upper
How far are you
'satisfied' with the
wages provided by
your organization?
Equal variances
assumed
-1.029 -.004b .374b -1.852b -.394b
Equal variances not
assumed
-1.029 -.004b .374b -1.852b -.394b
How far you are
'satisfied' with the
salary structure
developed by School of
Business and
Hospitality?
Equal variances
assumed
-1.057 .004c .472c -1.977c -.125c
Equal variances not
assumed
-1.057 .004c .472c -1.977c -.125c
How far do you 'agree'
that your organization
maintains fairness in
the wages structure?
Equal variances
assumed
-.800 -.011c .649c -2.127c .429c
Equal variances not
assumed
-.800 -.011c .649c -2.127c .429c
How far do you 'agree'
that the organization
maintains balance in
the pay scale-fair vs.
unfair
Equal variances
assumed
-.229 .006c .605c -1.290c 1.000c
Equal variances not
assumed
-.229 .006c .605c -1.290c 1.000c
How far do you 'agree'
that employee
Equal variances
assumed
-.829 -.009d .596d -2.073d .256d

4BUSINESS RESEARCH METHODOLOGY
commitment depends
on the fairness in pay
scale, works hours and
other related factors?
Equal variances not
assumed
-.829 -.009d .596d -2.073d .256d
a. Unless otherwise noted, bootstrap results are based on 1000 bootstrap samples
b. Based on 989 samples
c. Based on 996 samples
d. Based on 952 samples
Analysis
The T value is less than .5 and by comparing the means, we can say that there is significance difference in the variables. Thus, the null hypothesis can be rejected. Thus, the
study shows that there is significant impact of fairness of wages on the performance of the employees.
T TEST 2
Group Statistics
How far do you 'agree' with work flexibility could influence the Statistic Bootstrapc

5BUSINESS RESEARCH METHODOLOGY
performance of the employees? Bias Std. Error 95% Confidence Interval
Lower Upper
How far are you 'satisfied' with
the work flexibility of School of
Business and Hospitality?
Strongly Agree
N 2
Mean 1.50 -.02d .38d 1.00d 2.00d
Std. Deviation .707 -.312e .297e .000e .707e
Std. Error Mean .500
Agree
N 8
Mean 2.63 .00 .33 2.00 3.33
Std. Deviation .916 -.101 .250 .000 1.095
Std. Error Mean .324
c. Unless otherwise noted, bootstrap results are based on 1000 bootstrap samples
d. Based on 862 samples
e. Based on 625 samples
Independent Samples Testa
Levene's Test for Equality of
Variances
t-test for Equality of Means
F Sig. t df Sig. (2-tailed) Mean Difference Std. Error
Difference
95% Confidence Interval of the
Difference

6BUSINESS RESEARCH METHODOLOGY
Lower Upper
How far are you 'satisfied'
with the work flexibility of
School of Business and
Hospitality?
Equal variances assumed 1.020 .342 -1.594 8 .150 -1.125 .706 -2.752 .502
Equal variances not assumed
-1.888 1.966 .202 -1.125 .596 -3.731 1.481
a. No statistics are computed for one or more split files
Bootstrap for Independent Samples Test
Mean Difference Bootstrapa
Bias Std. Error 95% Confidence Interval
Lower Upper
How far are you 'satisfied' with
the work flexibility of School of
Business and Hospitality?
Equal variances assumed -1.125 -.022b .501b -2.106b -.250b
Equal variances not assumed -1.125 -.022b .501b -2.106b -.250b
a. Unless otherwise noted, bootstrap results are based on 1000 bootstrap samples
b. Based on 848 samples
Analysis
The analysis of the study suggests that that the means of both the variables are significantly different. This suggests that there is significant impact of flexibility on the
performance of the employees. The T test value is less than .5 and thus the null hypothesis can be rejected. Therefore, the findings of the study confirmed the fact that flexibility in
working hours have impact on the performance of the employees.

7BUSINESS RESEARCH METHODOLOGY
T TEST 3
Group Statistics
How far do you 'agree' that employee growth structure remains
same as the private sector organization?
Statistic Bootstrapc
Bias Std. Error 95% Confidence Interval
Lower Upper
How far do you 'agree' that
fairness in growth opportunities
work as the retention strategies
of employees?
Strong Agree
N 5
Mean 1.60 .00d .23d 1.00d 2.00d
Std. Deviation .548 -.085f .172f .000f .668f
Std. Error Mean .245
Agree
N 5
Mean 2.20 .01e .21e 2.00e 2.71e
Std. Deviation .447 -.131f .244f .000f .577f
Std. Error Mean .200
c. Unless otherwise noted, bootstrap results are based on 1000 bootstrap samples
d. Based on 993 samples
e. Based on 996 samples
f. Based on 971 samples
Independent Samples Testa
Levene's Test for Equality of
Variances
t-test for Equality of Means
F Sig. t df Sig. (2-tailed) Mean
Difference
Std. Error
Difference
95% Confidence Interval of the
Difference

8BUSINESS RESEARCH METHODOLOGY
Lower Upper
How far do you 'agree' that
fairness in growth
opportunities work as the
retention strategies of
employees?
Equal variances assumed 1.524 .252 -1.897 8 .094 -.600 .316 -1.329 .129
Equal variances not
assumed
-1.897 7.692 .096 -.600 .316 -1.334 .134
a. No statistics are computed for one or more split files
Bootstrap for Independent Samples Test
Mean Difference Bootstrapa
Bias Std. Error 95% Confidence Interval
Lower Upper
How far do you 'agree' that
fairness in growth
opportunities work as the
retention strategies of
employees?
Equal variances assumed -.600 -.016b .302b -1.250b -.143b
Equal variances not assumed
-.600 -.016b .302b -1.250b -.143b
a. Unless otherwise noted, bootstrap results are based on 1000 bootstrap samples
b. Based on 957 samples
Analysis

9BUSINESS RESEARCH METHODOLOGY
The analysis of the study suggests that there is significant difference in the means of both the variables. The t value for the test is less than 0.5, which means that the null
hypothesis can be rejected. Thus, it can be confirmed form the findings of the data that provisions for career growth will have impact on the performance of the employees.

Running head: BUSINESS RESEARCH METHODOLOGY
CHAPTER 5: CONCLUSION AND RECOMMENDATIONS
5.1 Conclusion
In this section the finding of the concept of fairness in employee wages, hours and other consideration within the workplace is
taken into consideration. This chapter consists of the different implications of the different issues along with the considerations.
Moreover, the objectives of the research study are also linked with the findings so that the effectiveness of the research can be
illustrated. The different objectives that have to be achieved are as follows:
Objective 1: To critically investigate the fairness in employee wages, hours and other factors
It is found from the literature review that many organizations formulate fairness policies in terms of wages, working hours but
in real terms that different scenario is observed. The organization follows their set rules that breach the fairness concept. It is also
found from the data analysis that majority of the people are satisfied by their salary and according to them fairness has been
implemented in their working organization. In the literature review, it is also found that some research scholar believe that depending
on the business condition fairness in business should be changed but through research it is found that research respondents believed
that fairness should be maintained at every phase of business. However, it is also found that the working hours for every employee at
same designation is not same. Thus, in this case dissatisfaction arises as some get the benefits of flexible work life balance and some

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are not getting the privilege. It is found that employee commitment depends on the fairness in pay scale, works hours and other related
factors and majority of respondents agreed on this research question. It is essential in nature to understand the commitment of the
different employees in the organization that is dependent on the fairness in the pay scale of the different employees in the organization
along with working hours that is required in order to understand the other factors that are related to one another. It has been seen that
the flexibility in the work life has to be properly analyzed as this will help in providing proper idea regarding the different issues that
are faced by the particular workforce and the employees in the workforce as well.
Objective 2: To analyze the impact of the above factors on employee and organizational performance
This objective can be best illustrated with the help of research question whether or not employee commitment depends on the
fairness in pay scale, works hours and other related factors. The finding shows that there is an impact of fairness in pay scale, works
hours and other related factors on employee commitment. Employees also believe that fairness in wages and works hours are
maintained that is based on the organizational structure and size and thus, different organization follows different fairness policies. It
can also be conclude that unfairness in wages and flexibility in the organization de-motivates the employee to outperform. In this case,
the employees are also getting dissatisfied by the organizational policies and their performance gets hampered that on the other hand
affects the organizational profitability. Thus, it can also be found that employee satisfaction and organizational performance is
interrelated is this result is also shown by the research outcome. It can also be said that there is a direct impact of fairness factors on
employee and organizational performance as unfair wage structure could increase the employee turnover rate of the organization.

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Thus, the unfair is the organizational policies, the greater the performance impacted of the employees. This reduces the productivity of
the company and leads to poor brand reputation and low profitability. Moreover the flexibility in the workforce also impacted
performance of the employees in the respective organization and it should be strictly maintained by every organization as employees
are working to develop their personal life better. The research outcome also shows that work flexibility could influence the
performance of the employees and majority of people are satisfied by their work flexibility. Respondents also provide their views on
formulation of working hours based on the employee’s working hours. In this case, it should be note that the primary intention of the
organization should be accomplishing the job objectives and not the number of working hours. Lastly, the research outcome from the
data collection also shows that employee commitment is influenced by based on the benefits they receive from the organization and
thus there is an impact of these factors on employee and organizational performance.
5.2 Recommendations
Objective 3: To recommend appropriate employment practices for the benefits of organization and employees
The organization should incorporate flexible working hours so that they can get motivate to work in the organization. The
primary thing that an employee demands is the time for their family apart for their work and thus, it is very important to- provide
flexible options like work from home, early leaves and assigned holidays on employee’s birthday and anniversary, employee gets
motivate and retain in the organization for longer period. Moreover, these employees should also get equal salary and reward based on
their performances. The managing authorities of the organization should conduct regular assessment based on the work objectives and

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assess the performance of the employees. The employees, who can outperform should rewarded with some financial and non-financial
rewards. This process will create fairness in the workplace and employee will also become satisfied by associating with the
organization. In addition to that conducting training also helps the organization to retain employees as they can sense the equality in
the workplace. Moreover, every organization should also include the local government to develop fairness policies of the organization
for the employees. Additionally, option should also keep available for the employee that they can contact the government directly in
case they found some organization policies gets breached. In this way, the government can also assess the organization’s approaches
and take disciplinary action in attaining the fairness. The organization should also develop the communication medium and share their
knowledge and business strategy on implementing the organizational policies so that every employee can get aware of the new system.
Two way communications should be implemented so that employee can also share their concern based on the newly implemented
rules. In this way, both the organization as well as employee fell the sense of fairness and they then intends to remain on the
organization for longer time. These policies should be developed not only based on the discrimination in terms of salary and wages
and working hours but the discrimination based on difference of ethnicity, language and tradition should also be included. In this way,
the organization can successfully achieve workplace fairness.