Impact of Employee Job Satisfaction and Motivation on Job Performance: Bunnings Warehouse, New Zealand
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This research report investigates the impact of employee job satisfaction and motivation on job performance at Bunnings Warehouse, New Zealand. The study uses a quantitative research method and a case study design to collect primary data through a survey of 60 employees. The report includes a literature review, research aim, objectives, questions, hypotheses, and a theoretical framework.
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Running head: RESEARCH REPORT
Impact of employee job satisfaction and employee motivation on employee job performance:
Bunnings Warehouse, New Zealand
Name of the Student:
Name of the University:
Author note:
Impact of employee job satisfaction and employee motivation on employee job performance:
Bunnings Warehouse, New Zealand
Name of the Student:
Name of the University:
Author note:
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1RESEARCH REPORT
Abstract
Bunnings Warehouse is one of the leading home improvement retailers in Australia and New
Zealand. The store of Bunnings in New Lynn, New Zealand has been facing some challenges in
the matter of increasing the job satisfaction and motivation of the employees to handle the
issues of employee retention and absenteeism. The researcher aimed to provide solutions to
this problem and to do this, he had conducted a primary research on 60 employees of Bunnings
and collected primary data through a survey. The survey questionnaire contained multiple
questions on the aspects of job satisfaction, employee motivation and performance of the
employees. Statistical analysis, that is, descriptive analysis, reliability test, correlation and
regression analysis were performed on the data. It is found that, the respondents have mostly
agreed and strongly agreed to the factors identified under each category. However, from the
correlation and regression analysis, significant relationship among the variables were not found,
which can result in accepting or rejecting the hypotheses. It is assumed that the survey
questionnaire had structural issues and selection of the variables was not accurate, which led to
insignificant results in this research study.
Abstract
Bunnings Warehouse is one of the leading home improvement retailers in Australia and New
Zealand. The store of Bunnings in New Lynn, New Zealand has been facing some challenges in
the matter of increasing the job satisfaction and motivation of the employees to handle the
issues of employee retention and absenteeism. The researcher aimed to provide solutions to
this problem and to do this, he had conducted a primary research on 60 employees of Bunnings
and collected primary data through a survey. The survey questionnaire contained multiple
questions on the aspects of job satisfaction, employee motivation and performance of the
employees. Statistical analysis, that is, descriptive analysis, reliability test, correlation and
regression analysis were performed on the data. It is found that, the respondents have mostly
agreed and strongly agreed to the factors identified under each category. However, from the
correlation and regression analysis, significant relationship among the variables were not found,
which can result in accepting or rejecting the hypotheses. It is assumed that the survey
questionnaire had structural issues and selection of the variables was not accurate, which led to
insignificant results in this research study.
2RESEARCH REPORT
Introduction
Bunnings Warehouse is Australia and New Zealand’s leading retail store of home
improvement and outdoor living goods. The company was established in 1886 in Perth,
Australia. After it was acquired by the Australian retail giant Wesfarmers in 1994, the business
was expanded in multiple locations in Australia and also in New Zealand, UK and Ireland. It
provides hardware supplies to the project builders, housing industry and to the commercial
traders. In 2017, the total revenue for Bunnings was $11.5 billion (bunnings.co.nz, 2018). It has
around 40000 employees across Australia and New Zealand. The internal and external
stakeholders of Bunnings New Zealand are the thousands of employees, suppliers, contractors,
distributors and millions of customers across the country. By December 31, 2017, Bunnings had
253 warehouses, 33 trade centers, 77 small stores and 3 frame and truss stores across New
Zealand and Australia, and people involved in all these centers are the stakeholders of
Bunnings (Garcia, 2017).
Being a multinational company, owned by the retail giant Wesfarmers, Bunnings has
almost 50 store locations in New Zealand and has strong employee strength. The business is
still expanding in New Zealand. As the business is growing and number of employee is
increasing, Bunnings also faces challenges in job satisfaction, motivation and the job
performance of the employees. The particular issue of the research is that the warehouse is
facing challenges in improving employee job satisfaction and increasing motivation to
maintain retention of employees and absenteeism.
Research aim
This study aims to investigate to what level of extent makes employee’s job satisfaction
and intrinsic or extrinsic motivation factors impacts on employees’ job performance (Task and
Contextual performance) of Bunnings Warehouse, New Lynn.
Research objectives
The objectives of the research paper are:
To examine the factors contributing in employee motivation and job satisfaction
Introduction
Bunnings Warehouse is Australia and New Zealand’s leading retail store of home
improvement and outdoor living goods. The company was established in 1886 in Perth,
Australia. After it was acquired by the Australian retail giant Wesfarmers in 1994, the business
was expanded in multiple locations in Australia and also in New Zealand, UK and Ireland. It
provides hardware supplies to the project builders, housing industry and to the commercial
traders. In 2017, the total revenue for Bunnings was $11.5 billion (bunnings.co.nz, 2018). It has
around 40000 employees across Australia and New Zealand. The internal and external
stakeholders of Bunnings New Zealand are the thousands of employees, suppliers, contractors,
distributors and millions of customers across the country. By December 31, 2017, Bunnings had
253 warehouses, 33 trade centers, 77 small stores and 3 frame and truss stores across New
Zealand and Australia, and people involved in all these centers are the stakeholders of
Bunnings (Garcia, 2017).
Being a multinational company, owned by the retail giant Wesfarmers, Bunnings has
almost 50 store locations in New Zealand and has strong employee strength. The business is
still expanding in New Zealand. As the business is growing and number of employee is
increasing, Bunnings also faces challenges in job satisfaction, motivation and the job
performance of the employees. The particular issue of the research is that the warehouse is
facing challenges in improving employee job satisfaction and increasing motivation to
maintain retention of employees and absenteeism.
Research aim
This study aims to investigate to what level of extent makes employee’s job satisfaction
and intrinsic or extrinsic motivation factors impacts on employees’ job performance (Task and
Contextual performance) of Bunnings Warehouse, New Lynn.
Research objectives
The objectives of the research paper are:
To examine the factors contributing in employee motivation and job satisfaction
3RESEARCH REPORT
To evaluate the impact of employee motivation and job satisfaction on the performances
of the employees
Research questions
Based on issues at Bunnings Warehouse, New Lynn this study addresses and investigates
following questions:
Question 1: Is there an impact on employee’s job performance by employee job
satisfaction?
Question 2: Is there an impact on employees’ job performance by employee motivation?
Research hypotheses
H10: There is no impact of employee’s job satisfaction on employees’ job performance.
H1: There is a positive or negative impact of employee’s job satisfaction on employees’ job
performance.
H20: There is no impact of employee’s motivation on employees’ job performance.
H2: There is a positive or negative impact of employee’s motivation on employees’ job
performance
To evaluate the impact of employee motivation and job satisfaction on the performances
of the employees
Research questions
Based on issues at Bunnings Warehouse, New Lynn this study addresses and investigates
following questions:
Question 1: Is there an impact on employee’s job performance by employee job
satisfaction?
Question 2: Is there an impact on employees’ job performance by employee motivation?
Research hypotheses
H10: There is no impact of employee’s job satisfaction on employees’ job performance.
H1: There is a positive or negative impact of employee’s job satisfaction on employees’ job
performance.
H20: There is no impact of employee’s motivation on employees’ job performance.
H2: There is a positive or negative impact of employee’s motivation on employees’ job
performance
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4RESEARCH REPORT
Literature review
Factors of employee motivation
Employee motivation is a crucial factor that influences the job satisfaction as well as
productivity of the employees. It also affects the overall organizational performance to achieve
the goals and objectives, and hence, the organizations put high emphasis on increasing the
motivation of the employees. There are many factors that contribute in the employee motivation.
Maslow’s Hierarchy of Needs is the most applied theory in explaining the motivation of the
employees in a work place. The factors for motivations can be arranged in a pyramid, which
displays a hierarchy. According to Anderson (2014), people must satisfy their physiological
needs first, followed by the safety needs, belongingness or love needs, esteem needs and
finally the self-actualization needs for getting motivation. It does not necessarily mean that all
these needs must be satisfied for a human being to be motivated, but it implies the order of the
needs must be followed while fulfilling the needs.
The employees of any organization can be motivated, if the organization can fulfill their
hierarchy of needs. The employees must be provided enough remuneration to be able to have
the basic goods and services to meet the physiological needs. Financial security affects the
safety needs. The healthy working environment and cooperation and coordination among the
employees fulfil the need of love and belongingness with an organization (Lester, 2013).
Recognition for good work, respect from the other employees, and importance in the
organization meet the need of esteem and lastly, when an employee can achieve his full
potential by going through all the other needs, then his need of self-actualization is met, leading
to high level of motivation. Hence, following from the theory, it can be said, when an
organization suffers from the problem of lack of employee motivation and absenteeism, then it
can be inferred that the organization cannot fulfill the needs of security, belongingness and
esteem. This makes the employees leave the organization or remain absent from work (Niemela
& Kim, 2014).
At the same time, when an employee gets motivation from his organization, he feels
motivated to increase his productivity and give the best performance. Miner (2015) says that to
get the enough motivation, the hierarchy of needs of the employee has to be fulfilled by the
organization. Hence, it is seen that, an employee puts his best effort when he is motivated from
his work.
Literature review
Factors of employee motivation
Employee motivation is a crucial factor that influences the job satisfaction as well as
productivity of the employees. It also affects the overall organizational performance to achieve
the goals and objectives, and hence, the organizations put high emphasis on increasing the
motivation of the employees. There are many factors that contribute in the employee motivation.
Maslow’s Hierarchy of Needs is the most applied theory in explaining the motivation of the
employees in a work place. The factors for motivations can be arranged in a pyramid, which
displays a hierarchy. According to Anderson (2014), people must satisfy their physiological
needs first, followed by the safety needs, belongingness or love needs, esteem needs and
finally the self-actualization needs for getting motivation. It does not necessarily mean that all
these needs must be satisfied for a human being to be motivated, but it implies the order of the
needs must be followed while fulfilling the needs.
The employees of any organization can be motivated, if the organization can fulfill their
hierarchy of needs. The employees must be provided enough remuneration to be able to have
the basic goods and services to meet the physiological needs. Financial security affects the
safety needs. The healthy working environment and cooperation and coordination among the
employees fulfil the need of love and belongingness with an organization (Lester, 2013).
Recognition for good work, respect from the other employees, and importance in the
organization meet the need of esteem and lastly, when an employee can achieve his full
potential by going through all the other needs, then his need of self-actualization is met, leading
to high level of motivation. Hence, following from the theory, it can be said, when an
organization suffers from the problem of lack of employee motivation and absenteeism, then it
can be inferred that the organization cannot fulfill the needs of security, belongingness and
esteem. This makes the employees leave the organization or remain absent from work (Niemela
& Kim, 2014).
At the same time, when an employee gets motivation from his organization, he feels
motivated to increase his productivity and give the best performance. Miner (2015) says that to
get the enough motivation, the hierarchy of needs of the employee has to be fulfilled by the
organization. Hence, it is seen that, an employee puts his best effort when he is motivated from
his work.
5RESEARCH REPORT
Factors of employee job satisfaction
Job satisfaction is a highly relative factor. Almost every organization faces the challenge
of providing job satisfaction to the employees. There are many factors that affect the job
satisfaction of the employees of an organization and motivation is one of them. When the
employees do not get motivation from their jobs, they do not get the job satisfaction (Ozguner &
Ozguner, 2014). Many theories have addressed the factors influencing job satisfaction of the
employees and one of the most commonly used theories in this regard is the Two Factor Theory
by Herzberg. This is also known as the motivation-hygiene theory or the dual-factor theory.
According to this theory, there are two sets of factors in a workplace, one set causes job
satisfaction, known as the motivation factors, and the other set, known as the hygiene factors,
causes dissatisfaction (Yusoff, Kian & Idris, 2013). Motivations factors are the intrinsic factors,
such as, rewards and recognition, value to the organization, sense of achievement, scope for
personal growth etc. These give rise to the job satisfaction of the employees. On the other hand,
extrinsic factors, such as, salary, fringe benefits, job security, working conditions, paid and
unpaid leaves, and organization’s policies, cause dissatisfaction regarding the job (Latham,
2012). These are the hygiene factors. This theory is also relevant for explaining the job
satisfaction of the employees.
Hence, increasing the job satisfaction of the employees requires not only the reduction
of the hygiene factors, but also increasing the motivation factors. Miner (2015) points out that
job satisfaction influences the employees to increase their productivity and perform well. Hence,
it is seen that, when an organization takes efforts to increase the motivation factors and reduce
the hygiene factors, the job satisfaction of the employees increases and that is reflected in the
work performance.
Gap in the literature
The theories on the job satisfaction and motivation have addressed only the specific
issues of satisfaction and motivation respectively. However, the combined impact of employee
motivation and job satisfaction on the employee job performances was not measured.
Factors of employee job satisfaction
Job satisfaction is a highly relative factor. Almost every organization faces the challenge
of providing job satisfaction to the employees. There are many factors that affect the job
satisfaction of the employees of an organization and motivation is one of them. When the
employees do not get motivation from their jobs, they do not get the job satisfaction (Ozguner &
Ozguner, 2014). Many theories have addressed the factors influencing job satisfaction of the
employees and one of the most commonly used theories in this regard is the Two Factor Theory
by Herzberg. This is also known as the motivation-hygiene theory or the dual-factor theory.
According to this theory, there are two sets of factors in a workplace, one set causes job
satisfaction, known as the motivation factors, and the other set, known as the hygiene factors,
causes dissatisfaction (Yusoff, Kian & Idris, 2013). Motivations factors are the intrinsic factors,
such as, rewards and recognition, value to the organization, sense of achievement, scope for
personal growth etc. These give rise to the job satisfaction of the employees. On the other hand,
extrinsic factors, such as, salary, fringe benefits, job security, working conditions, paid and
unpaid leaves, and organization’s policies, cause dissatisfaction regarding the job (Latham,
2012). These are the hygiene factors. This theory is also relevant for explaining the job
satisfaction of the employees.
Hence, increasing the job satisfaction of the employees requires not only the reduction
of the hygiene factors, but also increasing the motivation factors. Miner (2015) points out that
job satisfaction influences the employees to increase their productivity and perform well. Hence,
it is seen that, when an organization takes efforts to increase the motivation factors and reduce
the hygiene factors, the job satisfaction of the employees increases and that is reflected in the
work performance.
Gap in the literature
The theories on the job satisfaction and motivation have addressed only the specific
issues of satisfaction and motivation respectively. However, the combined impact of employee
motivation and job satisfaction on the employee job performances was not measured.
6RESEARCH REPORT
Theoretical framework
Methodology (Paradigm)
Research methodology illustrates the paradigm or philosophy of research. This is the
first step of any research study. Research paradigm presents a set of beliefs or assumptions on
the process of gathering the data or information about the research topic, its analysis process
and presentation of the explanation (Saunders et al., 2015). A research study can follow
different ways according to the requirement. The research philosophy exhibits the specific way
that would be chosen by the researcher to meet the research objectives, based on the source
and nature of the knowledge gathered (Hughes & Sharrock, 2016). Four types of research
paradigm are interpretivism, positivism, realism and pragmatism. Interpretivism involves
qualitative analysis of the research phenomenon, on the basis of the interpretation skills of the
researcher and it is mostly objective in nature. Positivism includes quantitative analysis of the
research phenomenon as it allows the researcher to apply statistical method for calculating and
analyzing the data. Realism depends on the idea of independence of the reality of the research
topic from the human mind and under pragmatism, the researcher uses both qualitative and
quantitative method of research to get the outcome (Ryan, 2018).
In the given research study, the researcher needs to identify the factors influencing
motivation and job satisfaction of the employees and their impact on the work performances of
the employees in Bunnings Warehouse, New Zealand. To test the research hypotheses, the
Theoretical framework
Methodology (Paradigm)
Research methodology illustrates the paradigm or philosophy of research. This is the
first step of any research study. Research paradigm presents a set of beliefs or assumptions on
the process of gathering the data or information about the research topic, its analysis process
and presentation of the explanation (Saunders et al., 2015). A research study can follow
different ways according to the requirement. The research philosophy exhibits the specific way
that would be chosen by the researcher to meet the research objectives, based on the source
and nature of the knowledge gathered (Hughes & Sharrock, 2016). Four types of research
paradigm are interpretivism, positivism, realism and pragmatism. Interpretivism involves
qualitative analysis of the research phenomenon, on the basis of the interpretation skills of the
researcher and it is mostly objective in nature. Positivism includes quantitative analysis of the
research phenomenon as it allows the researcher to apply statistical method for calculating and
analyzing the data. Realism depends on the idea of independence of the reality of the research
topic from the human mind and under pragmatism, the researcher uses both qualitative and
quantitative method of research to get the outcome (Ryan, 2018).
In the given research study, the researcher needs to identify the factors influencing
motivation and job satisfaction of the employees and their impact on the work performances of
the employees in Bunnings Warehouse, New Zealand. To test the research hypotheses, the
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7RESEARCH REPORT
researcher needs to collect primary data and analyze the data using any scientific method to
reach to a logical and rational conclusion. Hence, positivism philosophy will be chosen by the
researcher for this research.
Research design and methods
A research study consists of many processes, such as, research approach, design,
strategy, sampling, data collection and analysis process. The selected methods for this research
study are as follows.
Research approach refers to the exploration of the research topic that the researcher
adopts. Three types of research approaches are inductive, deductive and abductive. Inductive
approach enables the researcher to take the exploratory approach of research, that is, exploring
the topic of the research to generate a new theory from the observations. In the deductive
approach, the researcher evaluates the research hypothesis based on the established theories.
In other words, the inferences are drawn from the theories to get the conclusion (Hughes &
Sharrock, 2016). In the abductive approach, the researcher takes the decision to draw the most
possible inference among numerous possible explanations, which can generate from the
specific set of observations (Walton, 2014). In this study, the researcher will choose the
deductive approach, since, the evaluation of the role of employee job satisfaction and
motivation on the work performances of the employees of Bunnings Warehouse, New Zealand,
will be tested against the theories of motivation and job satisfaction. There is no need to
generate new theories or there will not be many possible outcomes to choose one from.
Research design or is the strategy of the researcher about how to go ahead with the
research to answer the research questions. It mainly presents the strategy of integrating
different components of the research in a logical and coherent way, which ensures the effective
addressing to the research problem. It consists of the steps and direction of data collection, their
measurement and the analysis process. Various types of research design are case study,
causal, action research, cohort, cross-sectional, descriptive, experimental, longitudinal,
exploratory, historical, meta-analysis, mixed-method, observational, philosophical and
sequential (Lewis, 2015). The researcher will adopt the case study research design for this
research study. The research topic is narrowed down to a researchable example and the
hypotheses are tested against a real world phenomenon (Hancock & Algozzine, 2016). The
researcher needs to collect primary data and analyze the data using any scientific method to
reach to a logical and rational conclusion. Hence, positivism philosophy will be chosen by the
researcher for this research.
Research design and methods
A research study consists of many processes, such as, research approach, design,
strategy, sampling, data collection and analysis process. The selected methods for this research
study are as follows.
Research approach refers to the exploration of the research topic that the researcher
adopts. Three types of research approaches are inductive, deductive and abductive. Inductive
approach enables the researcher to take the exploratory approach of research, that is, exploring
the topic of the research to generate a new theory from the observations. In the deductive
approach, the researcher evaluates the research hypothesis based on the established theories.
In other words, the inferences are drawn from the theories to get the conclusion (Hughes &
Sharrock, 2016). In the abductive approach, the researcher takes the decision to draw the most
possible inference among numerous possible explanations, which can generate from the
specific set of observations (Walton, 2014). In this study, the researcher will choose the
deductive approach, since, the evaluation of the role of employee job satisfaction and
motivation on the work performances of the employees of Bunnings Warehouse, New Zealand,
will be tested against the theories of motivation and job satisfaction. There is no need to
generate new theories or there will not be many possible outcomes to choose one from.
Research design or is the strategy of the researcher about how to go ahead with the
research to answer the research questions. It mainly presents the strategy of integrating
different components of the research in a logical and coherent way, which ensures the effective
addressing to the research problem. It consists of the steps and direction of data collection, their
measurement and the analysis process. Various types of research design are case study,
causal, action research, cohort, cross-sectional, descriptive, experimental, longitudinal,
exploratory, historical, meta-analysis, mixed-method, observational, philosophical and
sequential (Lewis, 2015). The researcher will adopt the case study research design for this
research study. The research topic is narrowed down to a researchable example and the
hypotheses are tested against a real world phenomenon (Hancock & Algozzine, 2016). The
8RESEARCH REPORT
researcher has taken Bunnings Warehouse as the case study company and conducted a survey
to get the information on the research topic. It helps in getting specific data on the factors, which
makes it easy to comprehend.
Research method refers to the steps that are taken to collect, analyze and present the
findings to get the desired outcome of the research. Two fundamental research methods are
quantitative and qualitative method. Quantitative research is mainly based on explanatory
research approach and positivism philosophy of research. It mainly deals with numeric data and
statistical functions, applied to them to obtain a scientifically proved result. The behavior of the
sample, attitude and opinions are quantified using statistics for the calculation of the data. Large
samples are usually considered and surveys, online polls are used for data collection (Hussein,
2015). On the other hand, qualitative research method is mainly followed for exploratory
research. It is used to analyze the underlying reasons, motives and opinions of the sample. This
method is beneficial for providing insights into the problem of the research. Interpretivism
philosophy is applied, sample size is usually taken small, and interview or focus group method
is usually followed for data collection under this method (Brannen, 2017). In the given study, the
researcher will adopt the quantitative research method as it is easier to comprehend the trend
in the data collected from the sample and generate a logical and scientifically proved outcome
of the research topic (Bernard, 2017).
The researcher will collect primary data for the given research study. Survey method is
chosen for the data collection. The survey will be conducted on the employees of Bunnings
Warehouse, New Lynn, New Zealand. The questionnaire will contain approximately 45 close
ended questions, focusing on the factors of employee motivation and job satisfaction and its
impact on the job performance of the employees. The responses will be collected using 5 point
Likert scale.
Sampling is essential for data collection. Sample is a subset of the population displaying
the similar characteristics. The researcher will conduct simple random sampling to choose the
sample of around 60 employees among the 100 employees in Bunnings, New Lynn.
Data analysis process will include quantitative methods, that is, statistical calculation
on the data. The responses of the participants will be converted into numeric values and
statistical functions will be performed using SPSS version 20. Mean, Reliability test, Pearson
Coefficient, that is, Correlation, and Linear Regression Analysis will be performed on the data to
test the research hypotheses.
researcher has taken Bunnings Warehouse as the case study company and conducted a survey
to get the information on the research topic. It helps in getting specific data on the factors, which
makes it easy to comprehend.
Research method refers to the steps that are taken to collect, analyze and present the
findings to get the desired outcome of the research. Two fundamental research methods are
quantitative and qualitative method. Quantitative research is mainly based on explanatory
research approach and positivism philosophy of research. It mainly deals with numeric data and
statistical functions, applied to them to obtain a scientifically proved result. The behavior of the
sample, attitude and opinions are quantified using statistics for the calculation of the data. Large
samples are usually considered and surveys, online polls are used for data collection (Hussein,
2015). On the other hand, qualitative research method is mainly followed for exploratory
research. It is used to analyze the underlying reasons, motives and opinions of the sample. This
method is beneficial for providing insights into the problem of the research. Interpretivism
philosophy is applied, sample size is usually taken small, and interview or focus group method
is usually followed for data collection under this method (Brannen, 2017). In the given study, the
researcher will adopt the quantitative research method as it is easier to comprehend the trend
in the data collected from the sample and generate a logical and scientifically proved outcome
of the research topic (Bernard, 2017).
The researcher will collect primary data for the given research study. Survey method is
chosen for the data collection. The survey will be conducted on the employees of Bunnings
Warehouse, New Lynn, New Zealand. The questionnaire will contain approximately 45 close
ended questions, focusing on the factors of employee motivation and job satisfaction and its
impact on the job performance of the employees. The responses will be collected using 5 point
Likert scale.
Sampling is essential for data collection. Sample is a subset of the population displaying
the similar characteristics. The researcher will conduct simple random sampling to choose the
sample of around 60 employees among the 100 employees in Bunnings, New Lynn.
Data analysis process will include quantitative methods, that is, statistical calculation
on the data. The responses of the participants will be converted into numeric values and
statistical functions will be performed using SPSS version 20. Mean, Reliability test, Pearson
Coefficient, that is, Correlation, and Linear Regression Analysis will be performed on the data to
test the research hypotheses.
9RESEARCH REPORT
Ethics
The research work will follow the code of ethics of New Zealand in the workplace.
Personal information of the participants will be confidential and the data will be used only for
educational purpose. The study will follow ethical means of conducting research and
organizational code of ethics by not breaching the privacy and data confidentiality policies,
followed in New Zealand. The respondents for the survey must participate voluntarily. Informed
consent should be taken before conducting the survey. The government of New Zealand follows
some rules of the Treaty of Waitangi in the organizational culture. It was an agreement between
the British and the Māori tribes of New Zealand, signed in 1840. It is not a part of the domestic
laws of New Zealand, which focuses on the protection of the Māori settlements and lands, but it
was incorporated in limited manners in the State Owned Enterprises Act 1986
(Nzhistory.govt.nz, 2018). The basic principle of this treaty is the protection of right and the
researcher must follow the principle of protection of information while conducting the research.
Significance of the research
The significance of the research is to provide a solution to Bunnings Warehouse, New
Lynn, to address the issue of retention of the employees and absenteeism due to lack of
employee motivation and job satisfaction. This research will help the organization to understand
the specific problem leading to employee dissatisfaction and find out ways to eliminate those
problems.
Ethics
The research work will follow the code of ethics of New Zealand in the workplace.
Personal information of the participants will be confidential and the data will be used only for
educational purpose. The study will follow ethical means of conducting research and
organizational code of ethics by not breaching the privacy and data confidentiality policies,
followed in New Zealand. The respondents for the survey must participate voluntarily. Informed
consent should be taken before conducting the survey. The government of New Zealand follows
some rules of the Treaty of Waitangi in the organizational culture. It was an agreement between
the British and the Māori tribes of New Zealand, signed in 1840. It is not a part of the domestic
laws of New Zealand, which focuses on the protection of the Māori settlements and lands, but it
was incorporated in limited manners in the State Owned Enterprises Act 1986
(Nzhistory.govt.nz, 2018). The basic principle of this treaty is the protection of right and the
researcher must follow the principle of protection of information while conducting the research.
Significance of the research
The significance of the research is to provide a solution to Bunnings Warehouse, New
Lynn, to address the issue of retention of the employees and absenteeism due to lack of
employee motivation and job satisfaction. This research will help the organization to understand
the specific problem leading to employee dissatisfaction and find out ways to eliminate those
problems.
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10RESEARCH REPORT
Project Plan
Research Milestone
(Source: Author)
Project Plan
Research Milestone
(Source: Author)
11RESEARCH REPORT
Data analysis
The researcher aims to test two hypotheses to get the knowledge about the whether the
employee job motivation and job satisfaction have positive or negative impact on the job
performance of the employees of Bunnings Warehouse, New Lynn in New Zealand. To conduct
the data analysis, the researcher conducted a survey with 43 questions on 60 employees of
Bunnings Warehouse, New Lynn. The questionnaire contains four sections. Section A contained
7 questions, focused on demographic information, Section B addressed factors on job
satisfaction. Section C had questions on employee motivation, and the last section, D,
contained questions on job performance. The responses of questions in sections B, C and D
were collected on a five-point scale, where 1 represents strongly agree and 5 represents
strongly disagree. The statistical calculations were performed using SPSS version 20. The
explanations of the findings are as follows.
Findings
Section A: Demographic analysis
Section A analyzed the demographic information of the respondents. It included age,
gender, employment status, department, income status, size of total employees in the company
and number of years working with Bunnings Warehouse. The frequency analysis of the factors
is as follows.
Data analysis
The researcher aims to test two hypotheses to get the knowledge about the whether the
employee job motivation and job satisfaction have positive or negative impact on the job
performance of the employees of Bunnings Warehouse, New Lynn in New Zealand. To conduct
the data analysis, the researcher conducted a survey with 43 questions on 60 employees of
Bunnings Warehouse, New Lynn. The questionnaire contains four sections. Section A contained
7 questions, focused on demographic information, Section B addressed factors on job
satisfaction. Section C had questions on employee motivation, and the last section, D,
contained questions on job performance. The responses of questions in sections B, C and D
were collected on a five-point scale, where 1 represents strongly agree and 5 represents
strongly disagree. The statistical calculations were performed using SPSS version 20. The
explanations of the findings are as follows.
Findings
Section A: Demographic analysis
Section A analyzed the demographic information of the respondents. It included age,
gender, employment status, department, income status, size of total employees in the company
and number of years working with Bunnings Warehouse. The frequency analysis of the factors
is as follows.
12RESEARCH REPORT
Among the respondents, 53.3% are female and 46.7% are male.
Majority of the respondents (23 people) belong to the age group of 18-25 years, followed by 21
respondents within 26-49 years, 11 people in 50-64 years and only 5 are above 65 years and
up.
Among the respondents, 53.3% are female and 46.7% are male.
Majority of the respondents (23 people) belong to the age group of 18-25 years, followed by 21
respondents within 26-49 years, 11 people in 50-64 years and only 5 are above 65 years and
up.
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13RESEARCH REPORT
34 respondents work permanently with Bunnings Warehouse, while 16 are casual workers, 8
part-time workers and 2 are in fixed contract with the company.
There are many departments in Bunnings Warehouse stores. The survey was conducted on
employees belonging to different departments. 16 are from Admin department, 14 work in the
Lifestyle, 7 in Hardware, 5 in Storage, 7 are from the In-home, 2 work in the Paints, 1 from the
Plumbing department, 3 from Trade, 1 from Price Integrity, 3 from Merchandising and 1 works in
Goods Inwards (GI) department. The range of department is varied and this has allowed the
researcher to explore the factors in different departments.
34 respondents work permanently with Bunnings Warehouse, while 16 are casual workers, 8
part-time workers and 2 are in fixed contract with the company.
There are many departments in Bunnings Warehouse stores. The survey was conducted on
employees belonging to different departments. 16 are from Admin department, 14 work in the
Lifestyle, 7 in Hardware, 5 in Storage, 7 are from the In-home, 2 work in the Paints, 1 from the
Plumbing department, 3 from Trade, 1 from Price Integrity, 3 from Merchandising and 1 works in
Goods Inwards (GI) department. The range of department is varied and this has allowed the
researcher to explore the factors in different departments.
14RESEARCH REPORT
43 respondents reported an annual income of 31,000 to 49,999, 14 have income below 30,000
and 3 have very high income of 50,000 to 69,999.
41 respondents reported that they believe that the total size of employees of the company is
101 to 500 people, while 11 people believe that the workforce consists of 51-100 people. Only 2
think that there are only 0 to 50 employees and 6 people think that there are 501-1000
employees in Bunnings.
43 respondents reported an annual income of 31,000 to 49,999, 14 have income below 30,000
and 3 have very high income of 50,000 to 69,999.
41 respondents reported that they believe that the total size of employees of the company is
101 to 500 people, while 11 people believe that the workforce consists of 51-100 people. Only 2
think that there are only 0 to 50 employees and 6 people think that there are 501-1000
employees in Bunnings.
15RESEARCH REPORT
Majority, that is, 36 respondents are working in Bunnings for 2 to 4 years, 16 are working for
less than 1 year and 8 are working for 5-10 years.
Majority, that is, 36 respondents are working in Bunnings for 2 to 4 years, 16 are working for
less than 1 year and 8 are working for 5-10 years.
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16RESEARCH REPORT
Section B: Job satisfaction analysis
This section contained 13 questions that focused on different aspects of job satisfaction.
The responses were converted into numerical values to perform several statistical functions to
get the desired result. Descriptive statistics have been performed on the variables and the
results are as follows.
Descriptive Statistics (Section B)
N Minimum Maximum Mean Std. Deviation
Job Security in Bunnings
Warehouse 60 1 5 2.05 1.111
Satisfaction with salary
package 60 1 5 2.48 1.000
I receive recognition for
good job done 60 1 5 2.55 1.032
Satisfaction with job related
training programs 60 1 4 2.25 .773
Feeling of meaningless job 60 1 5 2.90 1.145
Good communication with
management and team
members
60 2 5 3.05 1.080
Good benefits are given
similar to most other
organizations
60 1 4 2.03 .802
Flexible working hours and
shifts are good 60 1 5 2.52 1.172
Satisfaction with physical
working conditions in
Bunnings Warehouse
60 1 4 2.20 .840
Supervisor shows too little
interest in feelings of
subordinates
60 1 5 2.92 1.109
Sense of pride in doing my
job 60 1 4 2.18 .833
My efforts are not rewarded
as it should be 60 1 5 2.68 1.081
Section B: Job satisfaction analysis
This section contained 13 questions that focused on different aspects of job satisfaction.
The responses were converted into numerical values to perform several statistical functions to
get the desired result. Descriptive statistics have been performed on the variables and the
results are as follows.
Descriptive Statistics (Section B)
N Minimum Maximum Mean Std. Deviation
Job Security in Bunnings
Warehouse 60 1 5 2.05 1.111
Satisfaction with salary
package 60 1 5 2.48 1.000
I receive recognition for
good job done 60 1 5 2.55 1.032
Satisfaction with job related
training programs 60 1 4 2.25 .773
Feeling of meaningless job 60 1 5 2.90 1.145
Good communication with
management and team
members
60 2 5 3.05 1.080
Good benefits are given
similar to most other
organizations
60 1 4 2.03 .802
Flexible working hours and
shifts are good 60 1 5 2.52 1.172
Satisfaction with physical
working conditions in
Bunnings Warehouse
60 1 4 2.20 .840
Supervisor shows too little
interest in feelings of
subordinates
60 1 5 2.92 1.109
Sense of pride in doing my
job 60 1 4 2.18 .833
My efforts are not rewarded
as it should be 60 1 5 2.68 1.081
17RESEARCH REPORT
Satisfaction with chances of
promotion 60 1 5 2.27 .899
From the above table, it can be said that, the mean values of the variables are lying in
between 2 to 3. This indicates that, since the response values are represented in a five point
scale values, with 1 being strongly agree and 5 being strongly disagree, the mean values
between 2 to 3 represent the average inclination of the responses towards being agree or
undecided. Hence, it can be said that, the average response rate for all the 13 elements is
towards the agreement to the questions.
Section C: Employee motivation analysis
This section included the elements that influence the employee motivation in the
organization. It also contained 13 questions, focusing on 13 different types of factors
contributing the motivation of the employees.
Descriptive Statistics(Section C)
N Minimum Maximum Mean Std. Deviation
Strong sense of
belongingness to the
organization
60 1 5 2.10 .915
Pleased with career
advancement opportunities
available
60 1 5 2.13 .853
Organizational goals are not
clear 60 1 5 2.75 1.099
Determination to give the
best effort in work every day 60 1 5 1.75 .968
Communication between
senior leaders and
employees is good in
Bunnings Warehouse
60 1 5 2.43 .981
Satisfaction with chances of
promotion 60 1 5 2.27 .899
From the above table, it can be said that, the mean values of the variables are lying in
between 2 to 3. This indicates that, since the response values are represented in a five point
scale values, with 1 being strongly agree and 5 being strongly disagree, the mean values
between 2 to 3 represent the average inclination of the responses towards being agree or
undecided. Hence, it can be said that, the average response rate for all the 13 elements is
towards the agreement to the questions.
Section C: Employee motivation analysis
This section included the elements that influence the employee motivation in the
organization. It also contained 13 questions, focusing on 13 different types of factors
contributing the motivation of the employees.
Descriptive Statistics(Section C)
N Minimum Maximum Mean Std. Deviation
Strong sense of
belongingness to the
organization
60 1 5 2.10 .915
Pleased with career
advancement opportunities
available
60 1 5 2.13 .853
Organizational goals are not
clear 60 1 5 2.75 1.099
Determination to give the
best effort in work every day 60 1 5 1.75 .968
Communication between
senior leaders and
employees is good in
Bunnings Warehouse
60 1 5 2.43 .981
18RESEARCH REPORT
Ability to make decisions
affecting the work 60 1 4 1.83 .615
Good working relationship
with supervisors 60 1 5 2.33 1.020
Good working relationship
with coworkers 60 1 4 1.83 .668
Satisfaction with total
benefits package 60 1 4 2.48 .854
Enjoying praise for good
work 60 1 5 2.55 1.126
Excitement about going to
work 60 1 5 2.70 .962
Frequent thinking about
quitting job 60 1 5 3.12 1.209
Belief about motivation
program in Bunnings is
excellent
60 1 5 2.57 .767
The descriptive statistics of this section shows that the average response rate is lying
from 1.75 to 3.12. This again indicates that the average responses are varying from the options
of strongly agree to undecided. Majority of the respondents have strongly agreed to the question
of the determination of putting the best effort in work every day, while majority said that they are
undecided about whether they frequently think about quitting their jobs. In case of other factors,
the respondents have mostly agreed. Hence, it can be said that these factors were well chosen
for the analysis.
Ability to make decisions
affecting the work 60 1 4 1.83 .615
Good working relationship
with supervisors 60 1 5 2.33 1.020
Good working relationship
with coworkers 60 1 4 1.83 .668
Satisfaction with total
benefits package 60 1 4 2.48 .854
Enjoying praise for good
work 60 1 5 2.55 1.126
Excitement about going to
work 60 1 5 2.70 .962
Frequent thinking about
quitting job 60 1 5 3.12 1.209
Belief about motivation
program in Bunnings is
excellent
60 1 5 2.57 .767
The descriptive statistics of this section shows that the average response rate is lying
from 1.75 to 3.12. This again indicates that the average responses are varying from the options
of strongly agree to undecided. Majority of the respondents have strongly agreed to the question
of the determination of putting the best effort in work every day, while majority said that they are
undecided about whether they frequently think about quitting their jobs. In case of other factors,
the respondents have mostly agreed. Hence, it can be said that these factors were well chosen
for the analysis.
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19RESEARCH REPORT
Section D: Employee performance analysis
This section contained 10 questions, focusing on the employee performance. 10
different elements were chosen that would reflect the perception of the respondents about the
performance of the employees and these elements were so chosen that they correspond to the
factors of employee motivation and job satisfaction.
Descriptive Statistics (Section D)
N Minimum Maximum Mean Std. Deviation
Ability to use problem
solving skills 60 1 4 2.37 .736
Ability to perform
administrative task 60 1 4 2.33 .729
Good technical performance 60 1 4 2.40 .924
Planning and organizing the
work on regular task 60 1 3 2.13 .566
Cooperation with team
members 60 1 4 1.45 .594
Persistent in overcoming
obstacles to complete tasks 60 1 3 1.83 .587
Seeking challenging task 60 1 4 2.17 .717
Supporting and encouraging
coworkers with a problem 60 1 2 1.87 .343
Working well with others 60 1 2 1.73 .446
Meeting all standards for job
performance 60 1 3 1.82 .431
Section D: Employee performance analysis
This section contained 10 questions, focusing on the employee performance. 10
different elements were chosen that would reflect the perception of the respondents about the
performance of the employees and these elements were so chosen that they correspond to the
factors of employee motivation and job satisfaction.
Descriptive Statistics (Section D)
N Minimum Maximum Mean Std. Deviation
Ability to use problem
solving skills 60 1 4 2.37 .736
Ability to perform
administrative task 60 1 4 2.33 .729
Good technical performance 60 1 4 2.40 .924
Planning and organizing the
work on regular task 60 1 3 2.13 .566
Cooperation with team
members 60 1 4 1.45 .594
Persistent in overcoming
obstacles to complete tasks 60 1 3 1.83 .587
Seeking challenging task 60 1 4 2.17 .717
Supporting and encouraging
coworkers with a problem 60 1 2 1.87 .343
Working well with others 60 1 2 1.73 .446
Meeting all standards for job
performance 60 1 3 1.82 .431
20RESEARCH REPORT
In this table of descriptive statistics of the 10 elements reflecting employee performance
in Bunnings Warehouse, it is seen from the average rate of the responses that majority of the
respondents have agreed and strongly agreed to these factors. This indicates that, the elements
are well chosen by the researcher that reflected the factors that can measure the employee
performance in Bunnings Warehouse in New Lynn.
Reliability test
Reliability Statistics
Cronbach's
Alpha
N of Items
.777 36
Reliability test evaluates the internal consistency of the data. It measures how much the
dataset is consistent internally. The score is measured by Cronbach’s Alpha. If the value is 0.7
or more than that, it is considered to be an acceptable score, that is, there is a good level of
consistency in the data (Peterson & Kim, 2013). In this given research, the reliability score is
0.777, which is a good score of the reliability and validity test. Hence, it can be said that the
responses are quite consistent.
Correlation analysis
Correlation analysis is performed to find out how the variables are related to each other
and if there is linear dependency among them. The value of correlation coefficient measures the
strength of the relationship between the variables. Pearson’s correlation coefficient is most
commonly used in the statistical analyses to find out the correlation between the variables
(Sedgwick, 2012).
While performing the bivariate correlation analysis, it is mandatory to take two variables.
However, the researcher has designed the questionnaire in a manner that divided it into four
sections and each section had more than one variable. All the variables under a particular
In this table of descriptive statistics of the 10 elements reflecting employee performance
in Bunnings Warehouse, it is seen from the average rate of the responses that majority of the
respondents have agreed and strongly agreed to these factors. This indicates that, the elements
are well chosen by the researcher that reflected the factors that can measure the employee
performance in Bunnings Warehouse in New Lynn.
Reliability test
Reliability Statistics
Cronbach's
Alpha
N of Items
.777 36
Reliability test evaluates the internal consistency of the data. It measures how much the
dataset is consistent internally. The score is measured by Cronbach’s Alpha. If the value is 0.7
or more than that, it is considered to be an acceptable score, that is, there is a good level of
consistency in the data (Peterson & Kim, 2013). In this given research, the reliability score is
0.777, which is a good score of the reliability and validity test. Hence, it can be said that the
responses are quite consistent.
Correlation analysis
Correlation analysis is performed to find out how the variables are related to each other
and if there is linear dependency among them. The value of correlation coefficient measures the
strength of the relationship between the variables. Pearson’s correlation coefficient is most
commonly used in the statistical analyses to find out the correlation between the variables
(Sedgwick, 2012).
While performing the bivariate correlation analysis, it is mandatory to take two variables.
However, the researcher has designed the questionnaire in a manner that divided it into four
sections and each section had more than one variable. All the variables under a particular
21RESEARCH REPORT
section of the questionnaire addressed various elements contributing in the total aspect, such
as, employee motivation, job satisfaction and employee performance. However, correlation
cannot be performed on all the cross-sectional variables to get the desired outcome, as that
would make the analysis too complex and robust. Hence, to tackle this problem, the researcher
had chosen one variable from each of the three sections to study the hypotheses, formulated
earlier. The variables were chosen on the basis of their proximity and relevance with the aspect
and topic of the research. For example, from section B, which addressed the aspects of job
satisfaction of the employees, the researcher chose the variable of satisfaction with salary
package. As it is a fact that, people work to earn their living, hence, job satisfaction is majorly
dependent on the salary package. An organization can provide a good working environment, but
people will not have job satisfaction if the company pays too little. Following the similar
reasoning, the researcher chose the variable of enjoying the appreciation for good work in
Bunnings from Section C to represent the employee motivation in the correlation analysis and
from section D, the variable that captures the data on meeting all the job performance
standards was chosen to represent the relevance under employee performance.
After three variables were chosen, the researcher performed correlation and the result is
presented in the following table.
Correlations
Meeting all
standards for
job performance
Satisfaction with
salary package
Enjoying praise
for good work
Meeting all standards for job
performance
Pearson Correlation 1 -.105 -.103
Sig. (2-tailed) .423 .434
N 60 60 60
Satisfaction with salary
package
Pearson Correlation -.105 1 .242
Sig. (2-tailed) .423 .063
N 60 60 60
section of the questionnaire addressed various elements contributing in the total aspect, such
as, employee motivation, job satisfaction and employee performance. However, correlation
cannot be performed on all the cross-sectional variables to get the desired outcome, as that
would make the analysis too complex and robust. Hence, to tackle this problem, the researcher
had chosen one variable from each of the three sections to study the hypotheses, formulated
earlier. The variables were chosen on the basis of their proximity and relevance with the aspect
and topic of the research. For example, from section B, which addressed the aspects of job
satisfaction of the employees, the researcher chose the variable of satisfaction with salary
package. As it is a fact that, people work to earn their living, hence, job satisfaction is majorly
dependent on the salary package. An organization can provide a good working environment, but
people will not have job satisfaction if the company pays too little. Following the similar
reasoning, the researcher chose the variable of enjoying the appreciation for good work in
Bunnings from Section C to represent the employee motivation in the correlation analysis and
from section D, the variable that captures the data on meeting all the job performance
standards was chosen to represent the relevance under employee performance.
After three variables were chosen, the researcher performed correlation and the result is
presented in the following table.
Correlations
Meeting all
standards for
job performance
Satisfaction with
salary package
Enjoying praise
for good work
Meeting all standards for job
performance
Pearson Correlation 1 -.105 -.103
Sig. (2-tailed) .423 .434
N 60 60 60
Satisfaction with salary
package
Pearson Correlation -.105 1 .242
Sig. (2-tailed) .423 .063
N 60 60 60
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22RESEARCH REPORT
Enjoying praise for good
work
Pearson Correlation -.103 .242 1
Sig. (2-tailed) .434 .063
N 60 60 60
From the above table, it is seen that, the variable of job satisfaction and employee
motivation are positively related with each other, but these have a negative correlation with the
variable representing employee performance. In other words, satisfaction with salary package is
positively correlated with motivation coming from the appreciation of good work. These factors
contribute in increasing both the employee motivation and job satisfaction. However, satisfaction
with salary package and enjoying appreciation do not necessarily mean that the employees are
meeting all the standards for job performances. The negative value of the Pearson’s correlation
coefficient for the relationship between meeting all job standards and satisfaction with salary
package and with appreciation with good work indicates that, increase in one leads to decrease
in another. This is a contradiction with the theories of employee motivation and job satisfaction
and their effect on the employee performance.
It can be possible that the factors chosen for representing each of the section might not
be positively correlated with each other and selecting a different factor could have led to positive
result (Cohen et al., 2013). However, it can be said that, with the chosen variables for each of
the three aspects, it cannot be inferred that employee motivation and job satisfaction are
positively correlated with the employee performance in the workplace.
Enjoying praise for good
work
Pearson Correlation -.103 .242 1
Sig. (2-tailed) .434 .063
N 60 60 60
From the above table, it is seen that, the variable of job satisfaction and employee
motivation are positively related with each other, but these have a negative correlation with the
variable representing employee performance. In other words, satisfaction with salary package is
positively correlated with motivation coming from the appreciation of good work. These factors
contribute in increasing both the employee motivation and job satisfaction. However, satisfaction
with salary package and enjoying appreciation do not necessarily mean that the employees are
meeting all the standards for job performances. The negative value of the Pearson’s correlation
coefficient for the relationship between meeting all job standards and satisfaction with salary
package and with appreciation with good work indicates that, increase in one leads to decrease
in another. This is a contradiction with the theories of employee motivation and job satisfaction
and their effect on the employee performance.
It can be possible that the factors chosen for representing each of the section might not
be positively correlated with each other and selecting a different factor could have led to positive
result (Cohen et al., 2013). However, it can be said that, with the chosen variables for each of
the three aspects, it cannot be inferred that employee motivation and job satisfaction are
positively correlated with the employee performance in the workplace.
23RESEARCH REPORT
Regression analysis
This analysis is conducted to evaluate the relationship between the dependent and
independent variables. This analysis is performed to explain the causal relationship among the
dependent and independent variables in a study (Montgomery, Peck & Vining, 2013). Since, the
researcher aims to test two different hypotheses, that involves the testing of the positive or
negative impact of employee motivation and job satisfaction respectively on the employee
performance, it is understood that employee motivation and job satisfaction are two independent
variables and employee job performance is the dependent variable. A simple linear regression
model is formulated with these factors to test the hypotheses. Satisfaction with the salary
package and enjoying the praise for the good work are two variables chosen from section B and
C respectively with the same reasoning as in the case of correlation analysis. Since, grouping of
variables could not be done as that would increase the complexity of the analysis; the most
relevant variable is chosen from the list of variables under each of the three sections. The result
of the linear regression analysis is as follows.
Model Summary
Model R R Square Adjusted R
Square
Std. Error of the
Estimate
1 .132a .017 -.017 .435
a. Predictors: (Constant), Enjoying praise for good work, Satisfaction
with salary package
ANOVAa
Model Sum of Squares df Mean Square F Sig.
1
Regression .192 2 .096 .507 .605b
Residual 10.791 57 .189
Total 10.983 59
a. Dependent Variable: Meeting all standards for job performance
b. Predictors: (Constant), Enjoying praise for good work, Satisfaction with salary package
Regression analysis
This analysis is conducted to evaluate the relationship between the dependent and
independent variables. This analysis is performed to explain the causal relationship among the
dependent and independent variables in a study (Montgomery, Peck & Vining, 2013). Since, the
researcher aims to test two different hypotheses, that involves the testing of the positive or
negative impact of employee motivation and job satisfaction respectively on the employee
performance, it is understood that employee motivation and job satisfaction are two independent
variables and employee job performance is the dependent variable. A simple linear regression
model is formulated with these factors to test the hypotheses. Satisfaction with the salary
package and enjoying the praise for the good work are two variables chosen from section B and
C respectively with the same reasoning as in the case of correlation analysis. Since, grouping of
variables could not be done as that would increase the complexity of the analysis; the most
relevant variable is chosen from the list of variables under each of the three sections. The result
of the linear regression analysis is as follows.
Model Summary
Model R R Square Adjusted R
Square
Std. Error of the
Estimate
1 .132a .017 -.017 .435
a. Predictors: (Constant), Enjoying praise for good work, Satisfaction
with salary package
ANOVAa
Model Sum of Squares df Mean Square F Sig.
1
Regression .192 2 .096 .507 .605b
Residual 10.791 57 .189
Total 10.983 59
a. Dependent Variable: Meeting all standards for job performance
b. Predictors: (Constant), Enjoying praise for good work, Satisfaction with salary package
24RESEARCH REPORT
Coefficientsa
Model Unstandardized Coefficients Standardized
Coefficients
t Sig.
B Std. Error Beta
1
(Constant) 1.989 .180 11.051 .000
Satisfaction with salary
package -.037 .058 -.086 -.632 .530
Enjoying praise for good
work -.031 .052 -.082 -.608 .546
a. Dependent Variable: Meeting all standards for job performance
From the model summary, it is seen that R-Square value is 0.017. This means that the
model is not a good fit and it can only explain 1.7% of the model (c). From the t-values of the
model it is seen that, it is negative as well as insignificant for both the independent variables.
The t-value ranges from +1.96 to -1.96 at 95% confidence interval (Montgomery, Peck & Vining,
2013). Any value outside this range is insignificant. In the given paper, it is found that, the
relationship of the variable, meeting all the job standards with satisfaction with salary and with
enjoying praise for good work, is not significant enough to draw any significant conclusion about
the hypotheses testing.
Results
From the data analysis it is found that, the results of correlation and regression analysis
cannot lead to any specific result for the hypotheses testing. There are 43 questions in the
questionnaire, covering various aspects of job satisfaction, employee motivation and job
performance of the employees. However, for performing the correlation and regression analysis,
the researcher had to select one factor from each of the groups, which was most relevant and
had significant impact on the three individual aspects. It is seen that both the correlation
analysis and regression analysis resulted in insignificant outcomes, that is, the models cannot
explain any proven relationship among the dependent and independent variables (Krämer &
Sonnberger, 2012). Although the dataset is consistent internally, yet the outcomes are
contradicting to the established theories of job satisfaction and employee motivation and their
impact on the job performance. Hence, acceptance or rejection of the null hypotheses cannot be
inferred from this data. It is assumed that the problem is generated from the structure of the
questionnaire. The groupings were done with too many factors on each aspect, which has made
the study complex and robust.
Coefficientsa
Model Unstandardized Coefficients Standardized
Coefficients
t Sig.
B Std. Error Beta
1
(Constant) 1.989 .180 11.051 .000
Satisfaction with salary
package -.037 .058 -.086 -.632 .530
Enjoying praise for good
work -.031 .052 -.082 -.608 .546
a. Dependent Variable: Meeting all standards for job performance
From the model summary, it is seen that R-Square value is 0.017. This means that the
model is not a good fit and it can only explain 1.7% of the model (c). From the t-values of the
model it is seen that, it is negative as well as insignificant for both the independent variables.
The t-value ranges from +1.96 to -1.96 at 95% confidence interval (Montgomery, Peck & Vining,
2013). Any value outside this range is insignificant. In the given paper, it is found that, the
relationship of the variable, meeting all the job standards with satisfaction with salary and with
enjoying praise for good work, is not significant enough to draw any significant conclusion about
the hypotheses testing.
Results
From the data analysis it is found that, the results of correlation and regression analysis
cannot lead to any specific result for the hypotheses testing. There are 43 questions in the
questionnaire, covering various aspects of job satisfaction, employee motivation and job
performance of the employees. However, for performing the correlation and regression analysis,
the researcher had to select one factor from each of the groups, which was most relevant and
had significant impact on the three individual aspects. It is seen that both the correlation
analysis and regression analysis resulted in insignificant outcomes, that is, the models cannot
explain any proven relationship among the dependent and independent variables (Krämer &
Sonnberger, 2012). Although the dataset is consistent internally, yet the outcomes are
contradicting to the established theories of job satisfaction and employee motivation and their
impact on the job performance. Hence, acceptance or rejection of the null hypotheses cannot be
inferred from this data. It is assumed that the problem is generated from the structure of the
questionnaire. The groupings were done with too many factors on each aspect, which has made
the study complex and robust.
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25RESEARCH REPORT
Conclusions and recommendations
According to the theories on employee motivational and job satisfaction, it can be said
that these are two important factors that can have significant impact on the productivity and
performance of the employees. The researcher aimed to find out a solution to the job
satisfaction and motivational issues of the employees of Bunnings Warehouse, New Lynn in
New Zealand that led to employee attrition and absenteeism from work through this research
study. Through the survey conducted on 60 employees of Bunnings Warehouse, the researcher
also aimed to fulfill the objectives of the research. Some recommendations are also provided in
the end that can solve the issues found during the data analysis.
Linking to the objectives
Linking to the first objective
The first objective of this paper was to find out the factors that influence the job
satisfaction and employee motivation. The researcher included some factors in the survey
questionnaire that address various aspects of the above mentioned factors. These factors were
chosen based on the knowledge gained through literature review. Both the job satisfaction and
employee motivation depend on many factors, such as, salary package, appreciation, good
relationship with supervisors and coworkers, good communication, sense of belongingness,
good understanding of the job profile, benefits by the company, chance for promotion, sense of
importance in the workplace and many more. These factors were incorporated in the
questionnaire and from the pattern of responses, it is seen that the employees of Bunnings
consider all these important as contributory factors in job satisfaction and employee motivation.
Linking to the second objective
The second objective of the paper was to evaluate the impact of job satisfaction and
employee motivation on the employee performance. According to the literatures, following
Maslow’s hierarchy of needs and Herzberg’s motivation-hygiene theory, the employee
motivation and job satisfaction are interrelated and have a significant impact on the performance
of the employees. However, from the analysis of the collected primary data, it is found that the
researcher could not draw an affirmative conclusion on the existence of the relationship among
the factors. The factors of job satisfaction and employee motivation are positively correlated but
there is no positive correlation with the factors of employee performance. The regression
analysis also could not find any significant relationship among the dependent and independent
Conclusions and recommendations
According to the theories on employee motivational and job satisfaction, it can be said
that these are two important factors that can have significant impact on the productivity and
performance of the employees. The researcher aimed to find out a solution to the job
satisfaction and motivational issues of the employees of Bunnings Warehouse, New Lynn in
New Zealand that led to employee attrition and absenteeism from work through this research
study. Through the survey conducted on 60 employees of Bunnings Warehouse, the researcher
also aimed to fulfill the objectives of the research. Some recommendations are also provided in
the end that can solve the issues found during the data analysis.
Linking to the objectives
Linking to the first objective
The first objective of this paper was to find out the factors that influence the job
satisfaction and employee motivation. The researcher included some factors in the survey
questionnaire that address various aspects of the above mentioned factors. These factors were
chosen based on the knowledge gained through literature review. Both the job satisfaction and
employee motivation depend on many factors, such as, salary package, appreciation, good
relationship with supervisors and coworkers, good communication, sense of belongingness,
good understanding of the job profile, benefits by the company, chance for promotion, sense of
importance in the workplace and many more. These factors were incorporated in the
questionnaire and from the pattern of responses, it is seen that the employees of Bunnings
consider all these important as contributory factors in job satisfaction and employee motivation.
Linking to the second objective
The second objective of the paper was to evaluate the impact of job satisfaction and
employee motivation on the employee performance. According to the literatures, following
Maslow’s hierarchy of needs and Herzberg’s motivation-hygiene theory, the employee
motivation and job satisfaction are interrelated and have a significant impact on the performance
of the employees. However, from the analysis of the collected primary data, it is found that the
researcher could not draw an affirmative conclusion on the existence of the relationship among
the factors. The factors of job satisfaction and employee motivation are positively correlated but
there is no positive correlation with the factors of employee performance. The regression
analysis also could not find any significant relationship among the dependent and independent
26RESEARCH REPORT
variables. Hence, this is a contradiction to the theories on job satisfaction, motivation and
performance of the employees in an organization.
Recommendations
The data analysis could not lead to any inference from the survey data, as the
correlation and regression analysis generated insignificant results about the relationship among
the factors representing job satisfaction, employee motivation and performance of the
employees. To provide recommendations to address the research problem, a significant
outcome of the data analysis is required, which is not present in this case. To solve the issues
with data collection and analysis, the researcher can adopt certain measures.
The structure of the questionnaire should be changed and it should include precise
format with very few factors that address the job satisfaction and employee motivation,
along with performance parameter of the employees.
Before conducting the research, a pilot test must be conducted to check the validity and
reliability of the questionnaire. This would help the researcher to edit the questions as
necessary to collect valid responses.
The variables must be chosen carefully, so that those would address the research
problem precisely, and generate a valid outcome from the analysis.
The authorities of Bunnings Warehouse, New Lynn can address the issue of lack of motivation
and job satisfaction of the employees and resulting impact on the performance by focusing on
the factors that affect these directly, such as, providing good salaries, benefits, good and
supportive working environment, appreciation for good work and opportunities for career growth,
which can help in address the issues of employee retention and absenteeism.
variables. Hence, this is a contradiction to the theories on job satisfaction, motivation and
performance of the employees in an organization.
Recommendations
The data analysis could not lead to any inference from the survey data, as the
correlation and regression analysis generated insignificant results about the relationship among
the factors representing job satisfaction, employee motivation and performance of the
employees. To provide recommendations to address the research problem, a significant
outcome of the data analysis is required, which is not present in this case. To solve the issues
with data collection and analysis, the researcher can adopt certain measures.
The structure of the questionnaire should be changed and it should include precise
format with very few factors that address the job satisfaction and employee motivation,
along with performance parameter of the employees.
Before conducting the research, a pilot test must be conducted to check the validity and
reliability of the questionnaire. This would help the researcher to edit the questions as
necessary to collect valid responses.
The variables must be chosen carefully, so that those would address the research
problem precisely, and generate a valid outcome from the analysis.
The authorities of Bunnings Warehouse, New Lynn can address the issue of lack of motivation
and job satisfaction of the employees and resulting impact on the performance by focusing on
the factors that affect these directly, such as, providing good salaries, benefits, good and
supportive working environment, appreciation for good work and opportunities for career growth,
which can help in address the issues of employee retention and absenteeism.
27RESEARCH REPORT
References
Anderson, A. (2014). Maslow's Hierarchy of Needs. The Prairie Light Review, 36(2), 7.
Bernard, H. R. (2017). Research methods in anthropology: Qualitative and quantitative
approaches. Rowman & Littlefield.
Brannen, J. (Ed.). (2017). Mixing methods: Qualitative and quantitative research. Routledge.
bunnings.co.nz. (2018). About Us - Bunnings Warehouse. Bunnings. Retrieved 1 April 2018,
from https://www.bunnings.co.nz/about-us
Cohen, J., Cohen, P., West, S. G., & Aiken, L. S. (2013). Applied multiple regression/correlation
analysis for the behavioral sciences. Routledge.
Garcia, F. (2017). A smaller-format Bunnings and its smallest Warehouse yet set to
open. Diyweek.net. Retrieved 1 April 2018, from http://www.diyweek.net/exclusive-a-
smaller-format-bunnings-and-its-smallest-warehouse-yet-set-to-open
Hancock, D. R., & Algozzine, B. (2016). Doing case study research: A practical guide for
beginning researchers. Teachers College Press.
Hughes, J. A., & Sharrock, W. W. (2016). The philosophy of social research. Routledge.
Hussein, A. (2015). The use of Triangulation in Social Sciences Research: Can qualitative and
quantitative methods be combined?. Journal of comparative social work, 4(1).
Krämer, W., & Sonnberger, H. (2012). The linear regression model under test. Springer Science
& Business Media.
Latham, G. P. (2012). Work motivation: History, theory, research, and practice. Sage.
Lester, D. (2013). Measuring Maslow's Hierarchy of Needs. Psychological Reports, 113(1), 15-
17. DOI: http://dx.doi.org/10.2466/02.20.pr0.113x16z1
Lewis, S. (2015). Qualitative Inquiry and Research Design: Choosing Among Five
Approaches. Health Promotion Practice, 16(4), 473-475. DOI:
http://dx.doi.org/10.1177/1524839915580941
Miner, J. B. (2015). Organizational behavior 1: Essential theories of motivation and leadership.
Routledge.
Montgomery, D. C., Peck, E. A., & Vining, G. G. (2012). Introduction to linear regression
analysis (Vol. 821). John Wiley & Sons.
References
Anderson, A. (2014). Maslow's Hierarchy of Needs. The Prairie Light Review, 36(2), 7.
Bernard, H. R. (2017). Research methods in anthropology: Qualitative and quantitative
approaches. Rowman & Littlefield.
Brannen, J. (Ed.). (2017). Mixing methods: Qualitative and quantitative research. Routledge.
bunnings.co.nz. (2018). About Us - Bunnings Warehouse. Bunnings. Retrieved 1 April 2018,
from https://www.bunnings.co.nz/about-us
Cohen, J., Cohen, P., West, S. G., & Aiken, L. S. (2013). Applied multiple regression/correlation
analysis for the behavioral sciences. Routledge.
Garcia, F. (2017). A smaller-format Bunnings and its smallest Warehouse yet set to
open. Diyweek.net. Retrieved 1 April 2018, from http://www.diyweek.net/exclusive-a-
smaller-format-bunnings-and-its-smallest-warehouse-yet-set-to-open
Hancock, D. R., & Algozzine, B. (2016). Doing case study research: A practical guide for
beginning researchers. Teachers College Press.
Hughes, J. A., & Sharrock, W. W. (2016). The philosophy of social research. Routledge.
Hussein, A. (2015). The use of Triangulation in Social Sciences Research: Can qualitative and
quantitative methods be combined?. Journal of comparative social work, 4(1).
Krämer, W., & Sonnberger, H. (2012). The linear regression model under test. Springer Science
& Business Media.
Latham, G. P. (2012). Work motivation: History, theory, research, and practice. Sage.
Lester, D. (2013). Measuring Maslow's Hierarchy of Needs. Psychological Reports, 113(1), 15-
17. DOI: http://dx.doi.org/10.2466/02.20.pr0.113x16z1
Lewis, S. (2015). Qualitative Inquiry and Research Design: Choosing Among Five
Approaches. Health Promotion Practice, 16(4), 473-475. DOI:
http://dx.doi.org/10.1177/1524839915580941
Miner, J. B. (2015). Organizational behavior 1: Essential theories of motivation and leadership.
Routledge.
Montgomery, D. C., Peck, E. A., & Vining, G. G. (2012). Introduction to linear regression
analysis (Vol. 821). John Wiley & Sons.
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28RESEARCH REPORT
Niemela, P., & Kim, S. (2014). Maslow’s Hierarchy of Needs. Encyclopedia Of Quality Of Life
And Well-Being Research, 3843-3846. DOI: http://dx.doi.org/10.1007/978-94-007-0753-
5_1737
Nzhistory.govt.nz. (2018). The Treaty in brief - The Treaty in brief | NZHistory, New Zealand
history online. Nzhistory.govt.nz. Retrieved 1 April 2018, from
https://nzhistory.govt.nz/politics/treaty/the-treaty-in-brief
Ozguner, Z., & Ozguner, M. (2014). A managerial point of view on the relationship between of
Maslow's hierarchy of needs and Herzberg's dual factor theory. International Journal of
Business and Social Science, 5(7).
Peterson, R. A., & Kim, Y. (2013). On the relationship between coefficient alpha and composite
reliability. Journal of Applied Psychology, 98(1), 194.
Ryan, G. (2018). Introduction to positivism, interpretivism and critical theory. Nurse
Researcher, 25(4), 14-20. DOI: http://dx.doi.org/10.7748/nr.2018.e1466
Saunders, M. N., Lewis, P., Thornhill, A., & Bristow, A. (2015). Understanding research
philosophy and approaches to theory development.
Seber, G. A., & Lee, A. J. (2012). Linear regression analysis(Vol. 329). John Wiley & Sons.
Sedgwick, P. (2012). Pearson's correlation coefficient. BMJ, 345(jul04 1), e4483-e4483. DOI:
http://dx.doi.org/10.1136/bmj.e4483
Walton, D. (2014). Abductive reasoning. University of Alabama Press.
Yusoff, W. F. W., Kian, T. S., & Idris, M. T. M. (2013). Herzberg’s Two Factors Theory On Work
Motivation: Does Its Work For Todays Environment. Global journal of commerce and
Management, 2(5), 18-22.
Niemela, P., & Kim, S. (2014). Maslow’s Hierarchy of Needs. Encyclopedia Of Quality Of Life
And Well-Being Research, 3843-3846. DOI: http://dx.doi.org/10.1007/978-94-007-0753-
5_1737
Nzhistory.govt.nz. (2018). The Treaty in brief - The Treaty in brief | NZHistory, New Zealand
history online. Nzhistory.govt.nz. Retrieved 1 April 2018, from
https://nzhistory.govt.nz/politics/treaty/the-treaty-in-brief
Ozguner, Z., & Ozguner, M. (2014). A managerial point of view on the relationship between of
Maslow's hierarchy of needs and Herzberg's dual factor theory. International Journal of
Business and Social Science, 5(7).
Peterson, R. A., & Kim, Y. (2013). On the relationship between coefficient alpha and composite
reliability. Journal of Applied Psychology, 98(1), 194.
Ryan, G. (2018). Introduction to positivism, interpretivism and critical theory. Nurse
Researcher, 25(4), 14-20. DOI: http://dx.doi.org/10.7748/nr.2018.e1466
Saunders, M. N., Lewis, P., Thornhill, A., & Bristow, A. (2015). Understanding research
philosophy and approaches to theory development.
Seber, G. A., & Lee, A. J. (2012). Linear regression analysis(Vol. 329). John Wiley & Sons.
Sedgwick, P. (2012). Pearson's correlation coefficient. BMJ, 345(jul04 1), e4483-e4483. DOI:
http://dx.doi.org/10.1136/bmj.e4483
Walton, D. (2014). Abductive reasoning. University of Alabama Press.
Yusoff, W. F. W., Kian, T. S., & Idris, M. T. M. (2013). Herzberg’s Two Factors Theory On Work
Motivation: Does Its Work For Todays Environment. Global journal of commerce and
Management, 2(5), 18-22.
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