Faculty of Cognitive Sciences And Human Development.

Faculty of Cognitive Sciences And Human Development
Employee’s Expectation and Its Relationship with Job Performance
In Private Sector
Name: Lee Pey Fung
Matric No: 16030510
Supervisor : Assoc. Prof. Dr. Shahren Ahmad Zaidi Adruce
Master of Science
(Human Resource Development)
2018

Acknowledgement
Thank you to all of those who have helped listened and encouraged me throughout this study.
I am indebted to my supervisor ……………………. whose guidance, advice and patience
have been immeasurable. My sincere thanks to all members of the…………… [Mention your
university/college name], both staff and students, whose continuous support have made this
thesis possible.
I would like to thank all of the participants in the study: students, teachers and Local
Education Authorities, for the time and help given throughout. Without their participation,
this research would not have been possible. In this context, I am also thankful to them, whose
research work helped me to execute this paper well.
Finally, I thank my family, without whom this thesis would not have been started or
completed! Your encouragement and support have never faltered; thank you.

Table of Contents
Chapter 1....................................................................................................................................3
INTRODUCTION.....................................................................................................................3
1.1 INTRODUCTION.......................................................................................................3
1.2 BACKGROUND OF THE STUDY............................................................................3
1.3 PPROBLEM STATEMENT.......................................................................................4
1.4 OBJECTIVE OF STUDY...........................................................................................5
1.4.1 General Objective................................................................................................5
1.4.2 Specific Objectives..............................................................................................6
1.5 RESEARCH QUESTION...........................................................................................6
1.6 RESEARCH HYPOTHESIS.......................................................................................6
1.7 CONCEPTUAL FRAMEWORK................................................................................6
1.8 SIGNIFICANT OF THE STUDY...............................................................................7
1.8.1 Significance to Organization................................................................................7
1.8.2 Significance to Employees...................................................................................8
1.8.3 Significance to the Research Methodology.........................................................8
1.9 LIMITATION OF THE STUDY................................................................................8
1.10 DEFINITION OF TERM............................................................................................9
1.10.1 Job Expectation....................................................................................................9
1.10.2 Job performance...................................................................................................9
1.10.3 Remuneration.......................................................................................................9

1.10.4 Work Environment............................................................................................10
1.10.5 Organisation Culture.........................................................................................10
1.11 SUMMARY...........................................................................................................11
CHAPTER 2............................................................................................................................11
LITERATURE REVIEW........................................................................................................11
2.1 INTRODUCTION.....................................................................................................11
2.2 Discussion of issues related to topic..........................................................................11
2.2.1 Issues related to employee expectation and job performance in private sector.......11
2.3 Discussion of related theory/model...........................................................................12
2.3.1 The Maslow’s Hierarchy of Needs Theory.............................................................13
2.3.2 Herzberg’s Two-Factor Theory of Motivation........................................................15
2.4 Discussion of past similar findings...........................................................................16
2.4.1 Difference between gender & Job performance......................................................16
2.4.2 Difference between age & job performance............................................................16
2.4.3 Relationship between remuneration and Job performance......................................17
2.3.4 Relationship between work environment and job performance..............................17
2.3.5 Relationship between organisation culture and job performance............................18
2.4 SUMMARY..............................................................................................................18
CHAPTER 3............................................................................................................................19
RESEARCH METHODOLOGY.............................................................................................19
3.1 INTRODUCTION..........................................................................................................19

3.2 RESEARCH DESIGN...................................................................................................19
3.3 LOCATION OF STUDY...............................................................................................20
3.4 POPULATION AND SAMPLES..................................................................................20
3.5 RESEARCH INSTRUMENTS......................................................................................21
3.5.1 Section A: Demography.....................................................................................21
3.5.2 Section B: Employee’s Expectation...................................................................21
3.5.3 Section C: Employee’s Job Performance...........................................................22
3.6 RELIABILITY TEST.....................................................................................................22
3.7 VALIDITY TEST.....................................................................................................22
3.8 ETHICS OF THE STUDY.............................................................................................23
3.9 DATA COLLECTION METHOD............................................................................23
3.9.1 Primary Data............................................................................................................23
3.9.2 Secondary Data........................................................................................................23
3.10 DATA ANALYSIS......................................................................................................24
3.10.1. Descriptive Statistics............................................................................................24
3.10.2. Inferential Statistics..............................................................................................24
3.11 SUMMARY..............................................................................................................26
Chapter 4..................................................................................................................................27
DATA ANALYSIS..................................................................................................................27
4.1 Demographic Background of the Respondents..............................................................27
4.1.1 Gender Characteristics................................................................................................29

4.1.2 Marital Status..............................................................................................................30
4.1.3 Ethnicity......................................................................................................................31
4.1.4 Age..............................................................................................................................31
4.1.5 Higher Education Level...............................................................................................32
4.1.6 Monthly Salary............................................................................................................33
4.1.7 Length of Service........................................................................................................34
4.2 Univariate Analysis........................................................................................................34
4.2.1 RQ1: What is the level of employees’ job performance in the organization?............34
4.2.2 RQ2: What is the level of employees’ job expectations in the organisation?...............35
4.2.3 Hypothesis testing using Independent t-test................................................................36
4.2.4 Hypothesis Testing Using One-Way ANOVA Test....................................................37
4.2.5 Using Pearson Correlation Coefficient Test to test Hypothesis..................................40
4.3 Summary of the Research Findings................................................................................44
4.4 Chapter Summary...........................................................................................................45
CHAPTER 5............................................................................................................................46
CONCLUSION........................................................................................................................46
5.1 Introduction....................................................................................................................46
5.2 Summary of the Study....................................................................................................46
5.3 Discussion of the Research Findings..............................................................................47
5.3.1 H01 There is no Significant Difference in Employees’ Job Performance Based on
Gender 47

5.3.2 H02 There is no Significant Difference in Employees’ Job Performance Based on
Age 47
5.3.3 H03 There is no Relationship in between Remuneration and Employees’ Job
Performance......................................................................................................................48
5.3.4 H04 There is no Relationship in between Work Environment and Employees’ Job
Performance......................................................................................................................48
5.3.5 H04 There is no Relationship in between Organizational Culture and Employees’
Job Performance...................................................................................................................48
5.4 Summary of Discussion on Research Findings..............................................................49
5.5 Research Implications....................................................................................................50
5.5.1 Implication on the Applied Theory..........................................................................50
5.5.2 Future Researcher and Methodology..........................................................................50
5.3.3 Practitioners of Human Resource............................................................................50
5.5.4 Organization................................................................................................................51
5.5.5 Policy...........................................................................................................................51
5.6 Research Limitation.......................................................................................................51
5.7 Recommendations fromthis study..................................................................................52
5.7.1 Recommendation for Future Researchers................................................................52
5.7.2 Recommendations to Human Resource Practitioners..............................................52
5.7.3 Recommendations for Organizations......................................................................52
5.8 Conclusion......................................................................................................................53
REFERENCES.........................................................................................................................53

APPENDIX A..........................................................................................................................60
List of figures
Figure 1.1 : Conceptual framework.........................................................................................12
Figure 1: Maslow’s Hierarchy of needs...................................................................................19
Figure 3.4.1 : Calculation of minimum sample size................................................................26
Figure 1: Gender characteristics of the respondents................................................................35
Figure 2: Marital status of the respondents..............................................................................36
Figure 3: Ethnic background....................................................................................................36
Figure 4: Age...........................................................................................................................37
Figure 5: Higher education level..............................................................................................38
Figure 6: Monthly salary level.................................................................................................39
Figure 7: Length of service......................................................................................................40
Figure 8: Level of job performance.........................................................................................41
List of tables
Table 3.10.1..............................................................................................................................30
Table 3.8.2.1 : Data analysis framework.................................................................................31
Table 7 Calculations.................................................................................................................34
Table 8: Statistics of univariate analysis..................................................................................40
Table 9: Mean for each independent variable..........................................................................41
Table 10: Mean and standard deviation of employees based on Gender.................................42
Table 11: Independent sample t-test for employees based on gender......................................42
Table 12: Mean and standard deviation of employees based on age.......................................43
Table 13: Levene’s Test of Equality of Error Variances.........................................................43

Table 14:One-way ANOVA for job performancebased on gender.........................................44
Table 15: Tests of Between-Subjects Effects..........................................................................44
Table 16: Pairwise Comparisons of the different groups of the independent variable age....45
Table 17: Mean and standard deviation of job performance and remuneration......................46
Table 18: Pearson Product correlation test between job performance and remuneration........46
Table 19: Spearman’s Correlation test between job performance and remuneration..............47
Table 20: Mean and standard deviation between job performance and work environment....48
Table 21: Pearson Product correlation test between job performance and work environment
..................................................................................................................................................48
Table 22: Mean and standard deviation of job performance and organizational culture.........49
Table 23: Pearson Product Correlation test between job performance and work environment
..................................................................................................................................................49
Table 24: Spearman’s Correlation test between job performance and work environment......50

Chapter 1
INTRODUCTION
1.1 INTRODUCTION
This chapter consists of nine sections. The first section explained the background of the
study, the second part discussed about the statement of problem and the third section discussed
about the objectives of the study which include the general objective and the specific objectives.
The fourth section explained the research hypotheses. The fifth section explained the conceptual
framework whereas the sixth section discussed about the significance of the study which include
the significance to organization, significance to employees and also significance to the research
methodology. The seventh section discussed about the limitation of the study and the following
section explained the definition of terms which include conceptual definitions and operational
definitions. The last section ended up with conclusion of this chapter.
1.2 BACKGROUND OF THE STUDY
The research is mainly concerned with establishing the employees as the most important
asset of any organisation and produces a conclusive and comprehensive statement, which will
highlight the associated specifics in an explicit manner. The different employees have different
age and gender and their expectation for the benefits, which are provided by the organisation, are
different. The employees have a minimum demand for a salary, with the employees taking into
consideration the organisational culture and working environment when seeking a job. The
relationship of the job performance and the satiating of the demands of the employees has been
evident from the increased generation of revenues and enhanced the functioning potential of the
organisation. The need for satiating the employee expectations is of utmost importance since it
helps in maintain peak performance for the organisation and helping to establish a narrative
based on efficient employee engagement in the organisation.
According to Tomkiewicz, Frankel, Sagan, && Wang, (2011), new candidates have their
own personalized expectation but this expectation may vary from time to time according to the
workplace reality. On the other hand, Major, kozlowski, Chao, and Garner (1995) defined

expectations the employees pre-determined through in their job. As every employees who enter
the organization have difference objectives and purposes (Rahman & Nurullah, 2014). There
could be several factors in most job applicant that will take into consideration when they
applying for a job, Zhao (2006) had listed six important aspects, which include opportunity to
learn, job location, salary , job security, organization culture and improvement opportunities.
These factors will have directly and indirectly influenced their job performance. Schermarhon,
James, and Osborn (2005) have defined job performance as employee’s outcome in completing
the assigned task which related to their career.
Therefore, this study aims to study how employee’s expectation such as age, gender,
remuneration, work environment and organization culture will affect their job performance in
private sector.
1.3 PPROBLEM STATEMENT
Theoretical gap
There have been many studies conducted previously which only focus on the expectation
of the employee and the associated job satisfaction(Mallaiah, 2009), (Ramunė Č iarnienė,
Vilmantė Kumpikaitė, & Vienažindienė, 2010) ,(Haiyan Kong, Sujuan Wang, & Fu, 2015).
However, there is an inadequacy of literature, which is concerned, with the specific examination
of job performance in the private sector. There has been no literature, which has been compiled
related to the employee expectations and the associated aspects of the private studies.
The major issue that is prevalent in Malaysia is that the unemployment rate is higher in
the country. There are huge numbers of engineers that are graduating every year; however, recent
researches have revealed that the engineers graduating are not ready to enter the workforce. They
lack the required competencies, core capabilities that an industry demands (statista.com, 2017).
Recent globalisation and economic challenges is forcing companies to choose highly skilled
employees that are efficient at work. This in a way is reducing job satisfaction and increasing
stress and depression.
Empirical gap
The empirical study concerning the context of Malaysia regarding the effect of
employee’s expectation towards specific job performance in the organisation is inadequate and

no detailed research literature is available. The previous literature concerning the same research
has been conducted pertaining to the banking industry and the academic institutions, which were
conducted in United Kingdom (Broadbridge, G. Maxwell, & Ogden, 2007) and Canada(Krahn &
Galambos, 2014).. There has been no analysis regarding the research of the relationship in
between the job performance and the expectation of employees in the private sector, hence this
domain of study is unacknowledged (Wayne et al., 2017). The previous literature, which has
been conceived pertaining to this specific subject matter, is vague and inadequate. There are
comparative studies of public and private sector employees, however the research related to the
employee expectation for private employee specific in Malaysia is severely lacking.
On the other hand, according to the research done by Randstad Sdn Bhd (Randstad is one
of the leading staffing agencies in Malaysia), almost seven in 10 employees and job seekers in
Malaysia said that ‘attractive salary and benefits’ is the number one must-have criteria for their
ideal employer. Then followed by work - life balance whichabout 49 per cent and career
progression is about 40 per cent. Therefor employees’ expectations of having an attractive salary
and benefits have increased by five (5) per cent on year 2018 from 63% in year 2017. This
upward trend suggests that employees and job seekers in Malaysia might be prioritising salary to
meet the higher cost of living and as a security buffer due to the potential uncertainties around
the local economic and political landscape.(RANDSTAD, 2018)
Therefore, the researcher is interested in investigating the relationship between the
employee’s expectation and job performance in Malaysia especially in private sector as
researcher will chose few factors such as age, gender, remuneration, work environment and
organisation as expected of employees. This shalldiscuss in order to determine influent factor
toward employees job performance.
1.4 OBJECTIVE OF STUDY
The objectives of a research project summarize what is needed to be achieved by the
study (Ahmad & Usop, 2011). Hence, the objectives of this study are divided into two
categories, namely general objectives and specific objectives.
1.4.1 General Objective

The objective for this study is to determine the relationship between employee’s
expectation towards job performance in the organisation in private sector.
1.4.2 Specific Objectives
The specific objectives for this study are:
1. To determine the level of employees’ job performance in organisation.
2. To determine the level of employees’ job expectations in the organisation.
3. To identify the difference in employees’ job performance based on gender.
4. To identify the difference in employees’ job performance based on age.
5. To investigate the relationship between remuneration and employees’ job
performance.
6. To investigate the relationship between work environment and employees’ job
performance.
7. To investigate the relationship between organisation culture and employees’ job
performance.
1.5 RESEARCH QUESTION
RQ1 What is the level of employees’ job performance in the organisation?
RQ2 What is the level of employees’ job expectations in the organisation?
1.6 RESEARCH HYPOTHESIS
H01 Thereis no significant difference inemployees’job performance based on gender
H02 Thereis no significant difference in employees’job performance based on age
H03 There is norelationship in between remuneration and employees’job performance
H04 Thereis no relationship in between work environment and employees’job performance
H05 There is no relationship in between organisation culture and employees’job performance
1.7 CONCEPTUAL FRAMEWORK
Figure 1.1 shows the development of conceptual framework is based on related journal,
past research and literature which looks at the relationship between employee’s expectation
(independent variables) and job performance (dependent variable). The specific employees

Demographic Factors
Age
Gender
Remuneration
Organisation Factors
Organisation Culture
Work Environment
Dependent Variable
Job Performance
Independent variables (IV)
expectation involved in this research are age, gender, remuneration, work environment and
organisation culture.
Figure 1.1 : Conceptual framework
(Source: Created by the learner)
1.8 SIGNIFICANT OF THE STUDY
The significance of a study can be measured by how important a study is; more
specifically, does a study produce something in the future. The significance of this study will
contribute to the organization, employees and research methodology.
1.8.1 Significance to Organization
The research findings from this study may contribute valuable information regarding
issues of job performance to the employees in the organization. The significance of the study
is that it functions as an essential contribution to the management or Human Resource
practitioner in the organisation. The study provides value to the organisation and valuable
insight in the job expectation towards the job-related performance of the employees.

Another objective of the study is to improve the ensuing business practices and improve
the job performance of the employees by creating expectation concerning the job and
enhancing the workplace environment and subsequent culture prevalent. The role of the HR
will be factored with considering the various factors of increasing the employee expectation.
1.8.2 Significance to Employees
From the research findings of this study, satiating the expectations of the employees
regarding the job could result in a diverse and fair environment, which would provide equal
and fair opportunities for the different employees. Furthermore, when the employees are
satisfied with their particular jobs, their relationships with the community, families and co-
workers will improve. This will lead to the improvement of employee’s overall job
performance in private sector.
1.8.3 Significance to the Research Methodology
This study will significantly to support data and information from previous
studies. As the collection of data fromthe respondents, a set of survey questionnaire will be
use, a pilot test should be conducted to ensure the questions will achieve minimum standard
of validity and reliability analysis. This could bring to more accurate and reliable findings
and outcomes. The validity and reliability test are conducted to test all the instruments used
in this study. This study also helps to clarify further on any arguable issues which done by
previous researchers.
1.9 LIMITATION OF THE STUDY
There are several limitations of this study. First and foremost, as this study is a
quantitative study that uses questionnaire method as a source for data collection, hence the
findings is heavily depend on the honesty of respondents in answering the questionnaire.
Besides that, this study only examines this study will be limited to the investigation of
only three factors namely,
i. Organisational Factor (Organisation culture and Work Environment)
ii. Remuneration
iii. Demographic Factors (Gender and Age)

Another limitation of study for this research is that this research does not study about
other external factors such as workload, group decisions and family responsibilities that may lead
to the issue of job performance.
1.10 DEFINITION OF TERM
In this study, the researcher explained about conceptual and operational definitions of
terms. Conceptual definitions give the meaning on the actual or the general concept of the terms
whereas operational definitions give the meaning of the term in this context of study.
1.10.1 Job Expectation
Conceptual Definition
According to Vroom (1964), job expectation could be defined as the predictions of the
relevant outcomes such as the various aspects such as the acceptance, recognition and pay and
more pertaining to the job in any specific organisation.
Operational Definition
The job expectations could be categorised as organisational culture, work environment,
remuneration, age and gender.
1.10.2 Job performance
Conceptual Definition
Murphy (1989) states that the job performance refers to the set of the behaviours which
are relevant for the objectives of the organisational unit or the organisation in which an
individual works.
Operational Definition
The job performance of the employees refers to the performance whether affected in a
negative or positive manner by organisational culture, work environment, remuneration, age, and
gender.
1.10.3 Remuneration

Conceptual Definition
Maicibi (2005) defined remuneration as pay or reward given to individuals for work
done. He further identified the indicators of remuneration include: basic salary, wages, health
schemes, pension schemes, transport allowances overtime allowances and responsibility
allowances.(Ojeleye, 2017)
Operational Definition
In this study, remuneration refers to wages, bonuses and allowances that given to the
employees as return for their efforts. It’s one of the important components of job performance
and have powerful influence in affecting employees job performance.
1.10.4 Work Environment
Conceptual Definition
Workplace environment can be defined as the surroundings at your place of workplace
that include inside, outside, at a desk and in a cubicle (Rezaul, 2014).
Operational Definition
In this study, work environment refer to a condition in organisation employees are feel
comfortable and supportive workplace environment is said to have the ability in engaging
employee with their performance. It include physical work environment such as noise, lightning
and temperature.
1.10.5 Organisation Culture
Conceptual Definition
Organizational culture can be defined as the personality of the organization and it is the
aspect of the shapes the way the organization functions. It comprises the attitudes, experiences,
beliefs, and values of the organization, acquired through social learning, that control the way
individuals and groups in the organization interact with one another and with parties outside it.
(R.S Weerarathna, 2014)
Operational Definition

In this study, organisation culture refer to value and principles’ that the employees
normal practise and believe that become norm that shaping organisation behaviour or
characteristics in the organisation that has influence on overall employees job performance.
1.11 SUMMARY
This chapter discussed on the introduction part of the study which include the
background of the study, elaborate on statement of problems, listed research objectives, identify
research questions and research hypotheses, conceptual framework, define the definition of
terms, significance of study and limitation of studies. The next chapter will covers discussion on
theories, model and previous research related to variables under study.
CHAPTER 2
LITERATURE REVIEW
2.1 INTRODUCTION
This chapter determines the literature review involves in this study. This chapter includes
four sections. The first section discussed about the concept and elements of issue on related
topic. The second section revealed the review of the related theories and the third section
revealed the review of the related studies. Lastly, the fourth section explained the conclusion of
this chapter. The literature review is important in supporting the need for study as well as to
formulate the research framework and research methodology.
2.2 Discussion of issues related to topic
2.2.1 Issues related to employee expectation and job performance in private sector

The issues that reflect the areas in relating to the employee job expectation states some
major retention problems that have been identified by the candidates present in Malaysia. In
accordance with their preferences, salary or benefit packages are the main areas that an employee
expects from its employers. The second preference is the career progression expectations in
finding a better work-life balance. Work location has also been an issue that has shown the
retention of many employees from expecting more from the companies. The management style
adopted by any organisation with inappropriate company culture has also shown the retention
issues affecting the job expectations and performances together in Malaysian workplace. Job
security is also an important aspect that the Malaysian employees seek or expect from its
employers. The insecure deals and uncertainty have affected the expectations and hence
negatively stimulated the work performed in different industries of Malaysia (Anis et al., 2018).
The salary increase expectations are surveyed to sixty-one percent that has stated the rise
in salary has been neglected whole the employees showing high expectations which have not
been matched by the concerned employers. The issues in the job performance and the main
reason of the disappointments faced by the Malaysian employers has revealed the main issue that
the new or fresh graduates have not shown efficiency to the expected quality levels in regards to
the expected job performances. The standards have remained average while the employers have
retained the employees with high expectations (Noor and Mahudin, 2016).
The increase in the high unemployment rate it has shown a 3.50% increases in 2016. The
Malaysian government has determined to take the necessary steps to overcome the issues in
focusing on improving the education systems that have played an essential role to improve the
quality of the employees. The poor command on English literature and unprofessional attitude
has lacked the employment opportunities. Job performances are associated with an organisation
requirement leading towards the job satisfaction in reflecting the organisational commitments
hence the main reason that has led the young employees to leave the industries due to the
disappointment issues. The issues reflect the nonalignment of actual expectations with the initial
expectations that a company provides to the employees hence failing to meet the expectation and
performance simultaneously (Hunter et al., 2016).
2.3 Discussion of related theory/model

The expectation of the employee regarding their job along with the various factors, which
contribute to motivating them, are categorised under the functioning of several models, which
essentially conceptualise the various tangible and intangible aspects in a concise form. The
various factors models could be comprehended with the models and implemented to successfully
increase the efficacy of the implementation.
2.3.1 The Maslow’s Hierarchy of Needs Theory
According to the Maslow’s Hierarchy Of Needs Theory, the functioning and the
ambitions of the individuals are greatly directed and influenced by the unsatisfied needs and the
consequent satiation of the needs will result in as the driving force for the next need to emerge.
The organisations should acknowledge the satiation of the various needs of the
employees are of paramount significance, the security and the physiological needs of the
employees if satiated with a competent approach will result in the needs become focused
culturally and the subsequent performance of the employees will be incremented in an effective
manner. The various aspects of the organisation such as the providing of an adequate salary
along with a flexible and conductive working practice will enable the employees to function with
optimal standards.
According to Jonas (2016), the organisational workplace provides different opportunities
for the employees to satiate their needs with the help of informal and formal interaction with the
superiors, subordinates and peers committees, clubs and work groups.

Figure 1: Maslow’s Hierarchy of needs
(Source: Einstein, Addams & Roosevelt, 2016)
Individuals seeking for a sense of importance in the vicinity they engage in an internal
self-respect, in addition to validation of the worth. The individual's function is a cumulative
function, operating under a milieu of expectations and norms. There are various processes a
particular job could satiate the needs of the ego of an individual, such as their position, titles,
social recognition and feedback on their performance.
Lee& Hanna (2015) opined how the employees feel truly deserved with the satisfaction
of the needs of their esteem with professional recognition, promotions, rewards, and pay.
Stoyanov (2017) postulated how the introduction of Maslow’s hierarchy of needs successfully
put forth a third force in psychology, the previous two being the Behavioural studies and
Psychoanalytic. Humanistic philosophy was concerned with emphasising in an explicit manner,
the drive of the individuals towards self-actualisation and the belief in the inherent nature of the
individual.
According to Bowen & Sadri (2011), the social support mechanism is of utmost
relevance for the employees who are seeking to satisfy their belonging and social needs, the

employees will continue to work or join an organisation where they have established or expect to
establish a support mechanism for the social needs.
According to Einstein, Addams & Roosevelt, (2016), self-actualisation is the individual is
urge to manifest and develop his capabilities and potential to the maximum.
Rahman & Nurullah, (2014), opine that the individuals who are self-actualised have the potential
to develop and fulfil their potential and help the organisation with their heightened sense of
problem solving and creativity along with the skills, morality and achievement.
The motivation of the employees are of utmost priority since it helps them to perform in an
efficient manner, the inculcation of business practices bordering on the ergonomic measures will
bring forth a breath of fresh air and help the employees to disassociate from the monotony
2.3.2 Herzberg’s Two-Factor Theory of Motivation
The Herzberg’s Two-Factor Theory of Motivation states that there are certain factors,
which cause dissatisfaction, and certain factors, which cause satisfaction. There is an inverse
relation between the extrinsic motivators and the intrinsic motivators. The extrinsic motivators
reduce the present motivation and the intrinsic motivators increment the motivation, the intrinsic
motivators represent the growth potential, relationship, recognition and the less tangible needs
while the extrinsic motivators include the more tangible need such as fringe benefits, salary, job
security and status.
According to Alshmemri, Shahwan-Akl & Maude (2017), the Herzberg’s Two-Factor
Theory of Motivation, there is a difference in the two factors, namely Hygiene and Motivation,
the motivation factors include the company administration and policy and the relation of the
employees with the supervisors. The motivational factors lead to enhanced productivity and
improve the overall functioning of the organisation. The motivational factors are incremental in
enhancing the attitude of the employees towards the job and hygiene factors improve the ‘doing’.
According to Michael, Kwao & Gyamfi (2015), the job satisfaction of the employees
could be effectively met with the implementation of Herzberg’s Two-Factor Theory of
Motivation, essentially the elimination of the Hygiene factors could result in the employees
being more motivated and focused to their job.

2.4 Discussion of past similar findings
2.4.1 Difference between gender & Job performance
According to many studies and research done on this matter, it has been revealed that
gender differences have minimal effect on the job performance of employees. It was found that
gender differences affect small number of specific job performance. This conclusion was
gathered regardless of whether the job performance of males or females is considered,
irrespective of the job considered is managerial or non-managerial. However, the study
conducted did reveal few good points about the impact of gender on job performance. The
information that was gathered signified that no gender has consistently better performance
ratings than one another. It also revealed that women have slightly higher performance rating in
some parts as compared to men, while men received higher ratings in other ratings as compared
to women. For instance, the study revealed that women performed better men in building teams,
and in building relationships. Men out-performed women in risk management, achievement
orientation and self-confidence.
2.4.2 Difference between age & job performance
According to many studies and research done on age differences and job performance, it
was concluded that the age differences do not play much role in handling job responsibilities. It
was concluded that both young and old workers are equally capable in handling core tasks.
Current data and findings revealed few sources that contribute to the difference in job
performance between different age groups that extend beyond the core task duties (Osman et al.,
2017). The research also helped to understand that age was not related to the core task
performance, however, it did positively influence the individual’s behaviour and adversely to
counterproductive attitude towards work. The study also revealed that information-processing
speed decreases as an individual gains experience, thereby resulting in smaller and decrements in
core task performance.

2.4.3 Relationship between remuneration and Job performance
According to Bullock, Stritch & Rainey (2015), the public employees place less
importance on higher income as a reward, and expressed increased levels of commitment for the
organisation, which is not the same with the employees in the private sector. The private sector
employees do not seek public service oriented and altruistic rewards. The private employees
tend to show a less motivated approach than their public counterparts, and the leaders do not
engage in socially beneficial activities and rewards in their recruiting system.
According to Danish (2015), the behaviour of the various employees and the organisational
performance on the involvement of the employee’s job and the salience of the career with proper
coordination and in a comfortable situation amidst the workplace is integrated into the
functioning structure. The behaviour of the employees is essentially a cumulative multiple of
various functions and the performance of the employees is essentially a factor of the
organisational attributes (Chin et al., 2016). Compensation that the organization provides to its
employees does play an impact on their job performance. The pricing strategy used by the
organization does affect the behaviour of the employee towards their work. Organization can use
this strategy to motivate their employees and influence their attitude towards the organization.
2.3.4 Relationship between work environment and job performance
According to Almeida & Perera (2017), the appropriate motivation of the employees in
the private sector is found to be severely lacking and this result in demotivated and disoriented
employees with the sub-standard functional output. The private sector employee’s function in the
organisations with no definite mode of operations, the attitude concerning the employees is also
severely inadequate and with no proper leadership at the helm, this has triggered the employees
being demotivated and their needs and demands are not satiated appropriately (Mustapha, 2017).
Work environment can be explained as the internal atmosphere of an organization. If an
organization has a friendly and transparent atmosphere of working and carrying out activities,
then the organization is observed to be highly productive due to effective and efficient process of
carrying out activities. A rigid work environment, where employees do not have much freedom
of working independently, then the organization is seen to witness large number of issues such as
high employee turnover, low employee morale.

2.3.5 Relationship between organisation culture and job performance
According to Mallaiah (2009), the performance management is essentially a process,
which is used for measuring the outputs in the form of delivered job performance, which is
compared with the expectations expressed, as the objectives. Organization culture can be
understood as the belief and values that persist within the organization. This acts as an unspoken
code or protocol that is followed and is found to every aspect of the organization such as the way
employees are treated, way of carrying out activities, and many more. Thus, this plays a huge
impact on the job performance of employees.
The primary focus of this process is on the indicators, performance measures, standards and
targets. The process is concerned with the various inputs and processes the different aspects such
as behaviour, attitudes, skills, and knowledge, which is required for producing the result,
required. The input requirements and the assessing of the extent to which the performance level
has been enhanced could be ascertained with the analysis of the competencies and skills
developed (Low et al., 2015).
The past research conducted has no direct link with the exact aspect of employee
expectation and the relationship with the job performance of the employees in the private sector.
However, the link in between the employee expectation could be deduced with a scrutinising
perspective, analysing the aspects, which are highlighted in the previous studies such as the
employee motivation and the employee engagement, and then linking them with the job
performance of the employees. The employees of an organisation could effectively function in an
optimum standard if their needs and demands are effectively satiated, this will also contribute to
an increase in the employee motivation and subsequently enhance their engagement potential.
2.4 SUMMARY
At the beginning of the chapter, the general concept of job expectation and job
performance were discussed. In addition, this chapter also discussed on the theory or model
related to job expectation and job performance. Research done by previous studies were also
included to support the relationship between job expectation and employee job performance. In
the next chapter, the researcher will discuss in detail on the methodology of the research, which

will involves research design, population and sample, research instrument, validity and
reliability, data collection and data analysis technique.
CHAPTER 3
RESEARCH METHODOLOGY
3.1 INTRODUCTION
This chapter explains how to conduct this study and what method will be used to collect
data and procedure of analysing data. This chapter consists of seven sections. Section 3.1
justifies the use of research design. Section 3.2 will explain about the location of research.
Section3.3 discusses on the population and sampling of the research. In this section, the
calculationof the research sample is shown. Section 3.4 is research instruments. In Section 3.5,
discuss on reliability test. Section 3.6 elaborate on validity of test. In Section 3.7, it explain on
ethical in this study. Section 3.8, it elaborates on the data collecting procedures while Section
3.9 explains the analysis of research data and finally, Section 3.10 is on brief of summary for this
chapter.
3.2 RESEARCH DESIGN
The types of research design in this study will be using a quantitative research approach
to collect data. By using this approach, it allows the researcher to explore more about the
relationship between the independent variables and dependents variable. The independent

variable consists of demographic factors, remuneration, work environment and organisation.
while the dependent variable is on employee’s job performance. A quantitative methodology
involves mores systematic and sophisticated procedures to prove and verify hypotheses (Glaser
& Strauss, 1967). Furthermore, the uses of questionnaire provide an efficient and straight
forward written questions requiring an answer by ticking the appropriate box are very efficient
ways of collecting facts and method of obtaining the required data (Hannan, 2007)
3.3 LOCATION OF STUDY
This research will be carried out at private sector company in Sarawak. The researcher is
aim to investigate the relationship between demographic factors which consist of age and gender,
remuneration, work environment and organization towards employee’s job performance among
the staffs in private sector. The organization will consist on various departments and
Subsidiaries.
3.4 POPULATION AND SAMPLES
The target population of the study will be approximately 100 employees and the sample
size will be minimum of 40 employees. Random sampling method is used in this research. The
questionnaires will randomly distribute to the staffs in various department for this study. Based
on the following formula suggested by (Luck, Taylor, & Robin., 1987) the calculation of
minimum sample size for this study determine as below:
Formula:
S = So
1 + So/N
So =Z2 x pq
e2
Where, S = Simple size
N = Population size
p = Ratio of population = 0.5
q = 1(1-p) or 0.5
e = Amount of sampling error where e = 0.1
Z = Confidence interval used = 1.625

Figure 3.4.1 : Calculation of minimum sample size
3.5 RESEARCH INSTRUMENTS
In this study, the researcher was used questionnaire forms as a data collecting instrument.
According to Johnson (1994), he stated that there were three advantages in using questionnaire
forms. Firstly, it allows the researcher to accommodate larger number of respondents. Second,
research findings can be used to make a research comparison for population and sample and
thirdly, it produces datum and findings that can be cross tabulated in a variety of statistics
method to vary the description of a research. The questions in the questionnaire forms are built
from previous research done in Universiti Malaysia Sarawak (UNIMAS). The questionnaire
forms are divided into three (3) sections, which are:
3.5.1 Section A: Demography
This section is aimed to obtain information related to respondent’s background.
Respondents need to mark ( √ ) into the space provided to indicate their responses for questions
in Section A.
3.5.2 Section B: Employee’s Expectation.
This section consist of 3 part with contains 17 statements in total. In part 1 :
Remuneration with 6 statements, part 2 : Work Environment contains 5 statements and part 3 :
Organisation Culture contains 5 statements which are related to the factor that employee’s job
expectations with the source adapted from Wong (2013). Five-point Likert Scale were used for
the respondents to indicate their responses for questions. The rating is based on five-point Likert
Scale, where its ranging from strongly disagree (1) to strongly agree (5).
in Section B and C. It would be easier for the respondents to understand the format and to

provide more precise answer to indicate their level of satisfied for each statement by choosing
the appropriate number on the Likert scales, there are 5 choice of answer as follows:
1. Strongly Disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly Agree
3.5.3 Section C: Employee’s Job Performance
This section contains 5 statements which are related to the employee’s job performance
with the source adapted from Wong (1990) and the rating is based on five-point Likert Scale,
where its ranging from strongly disagree (1) to strongly agree (5).
3.6 RELIABILITY TEST
In this study the concept of reliability will be based on the consistency and stability of
survey instrument(Rusli Ahmad, Validity and Reliability of Questionnaire, 2011). Instruments
was test using external consistency procedures like using a statistical test such as Cronbach
Alpha is accurate method of determining the reliability and consistent result. Thus external
consistency procedures like using a statistical test such as Cronbach Alpha are the method of
determining the reliability of the instrument. The reliability result by using Cronbach Alpha and
the acceptable alpha value of reliability is at least 0.70 or more. In this study, researcher will be
using questionnaire that adapted from previous thesis in Universiti Malaysia Sarawak
(UNIMAS). The reliability of the questionnaire was tested and measures by using Cronbach’s
Alpha value, 0.735 which well above 0.70.
3.7 VALIDITY TEST
Validity refers to the ability of an instrument to measure what it is design researcher
going to measure (Ahmad & Usop, 2011). By using face and content validity are primarily based
on the logical link between the questions and the objective of the study. Validity test was used to
determine whether the items use in this study is valid to be use or not. Thus, the factor analysis
was used to measure the validity of instrument during the real test. The validity can be analyzed

by using latest factor analysis in the Statistical Package for Social Science, SPSS version 25.0. in
this study, the researcher has consulted Assoc. Prof. Dr. Shahren Ahmad Zaidi Adruce to
determine the validity of the questionnaire.
3.8 ETHICS OF THE STUDY
Ethics in this study is the responsibility of the researcher to ensure that the participants’
rights are protected and that there has been no humiliation to other party. Ethics in the research
means to ensure all information obtained is only for academic purposes.
3.9 DATA COLLECTION METHOD
Data Collection is an important aspect in this research study. Inaccurate data collection
can impact the results of a study and ultimately lead to invalid results. In this research, the source
of data collection will be using primary data secondary data.Researcher must prepare a consent
letters and sent to the respective organization, After the permission is approved, sets of
questionnaire will distribute to the respective organizations in order to collect the data.
3.9.1 Primary Data
The primary data will be collect by using the survey questionnaire. The data will be
collected by distributing all sets of questionnaire to the selected samples in chosen private sector.
The respondents will be given one to two week to answer the questions. The questionnaire can
be used effectively because it can be basically including big number of respondent at the same
time (Ary & Jacobs, 1990). According to Konting(1990), stated that data can be collected easily
and faster by using questionnaires. Another source of primary data that may be useful in this
research are interview, observation, action research, case studies and life histories. In this study,
the researcher will be only use questionnaire.
3.9.2 Secondary Data
The secondary data is refers to the information and data gathered or collected from the
reference book, research theses, online journal, articles from internet, through Centre of
Academic and Information Centre (CAIS) of University Malaysia Sarawak and Resource Room
at Faculty of Cognitive Sciences and Human Development (FCSHD). The purpose of the
secondary data is to support current research and increase the understanding of the theory and

issues that arise in this study.
3.10 DATA ANALYSIS
In this study, collected data will be analyses using the Statistical Package for Social
Science (SPSS) version 25.0. The statistical tests used are described, below:
3.10.1. Descriptive Statistics
Descriptive statistics is use the percentages and frequency of the demographic factors
such as age, gender, ethnicity, educational level, month salary and period of service. Besides
that, it also enables the researcher to calculate the mod, mean, median of data and to measure the
level of job performance among the staffs.
3.10.2. Inferential Statistics
Pearson Correlation Coefficient method was used to test the strength of
relationshipbetween independent variables (remuneration, work environment and organisation
culture) and dependents variables (job performance). The strength of the relationship can be
known by at the refer to the value r. The positive r value shows that the relation between two
variables is positive while the negative r value refers to negative relation between two variables
(Rusli Ahmad, Some Examples of Inferential Statistic Test, 2011).
Pearson Correlation Value Description
0.8 – 1.0 Very Strong Relationship
0.6 – 0.8 Strong Relationship
0.4 – 0.6 Moderate Relationship
0.2 – 0.4 Low Relationship
0.0 – 0.2 Very Weak Relationship and can be Ignored

Table 3.10.1
Source Miller, D.C., (1991). The Handbook of Research and Social Measurement (5th addition).
Newbury Park, Calif: Sage Publications.
Besides that, this study the researcher will be using T- test to compare the values of the means
from two (2) samples and test whether it is likely that the samples are from the populations
having different mean values. When two(2) samples are taken from the same population it is
very unlikely that the means of the two samples will be identical. When two samples are taken
from the two population with very different mean values, it is likely that the means of the two
samples will differ. Our problem is how to differentiate between these two situations using only
data from two samples (Rusli Ahmad, 2011). In simple way, T – test is to evaluate the significant
difference among the sample in mean between two groups such as gender. In this study, T-test
will use to determine the significant different in employee’s expectations between male and
female employees and job performance
Another test will be the one – way analysis of variance (ANOVA). This test is to determine
whether there are any significant differences between the means of two or more independent
(unrelated) groups (although you tend to only see it used when there are a minimum of three,
rather than two groups). For example, you could use a one-way ANOVA to understand whether
exam performance differed based on test anxiety levels amongst employees, dividing employees
into three independent groups (Rusli Ahmad, Some Examples of Inferential Statistic Test, 2011).
In this study,, One-Way ANOVA will use to determine significant difference in employee’s job
performance based on age.
Below is the data analysis framework :-
Hypothesis Analysis
RQ1 What is the level of employees’ job performance in
organisation.
Mean

Standard Deviation
RQ2 What is the level of employees’ job expectations in
organisation
Mean
Standard Deviation
H01 There is no significant difference in employees’ job
performance based on gender.
Independent Sample t-Test
H02 There is no significant difference in employees’ job
performance based on age
One-Way Anova
H03 There is no significant relationship between remuneration
and employees’ job performance
Pearson Correlation Test
H04 There is no significant relationship between work
environment and employees’ job performance
Pearson Correlation Test
H05 There is no significant relationship between organisation
culture and employees’ job performance
Pearson Correlation Test
Table 3.8.2.1 : Data analysis framework
3.11 SUMMARY
As a summary, this chapter already explain about research design, location of study,
population and sample, research instrument, reliability test, validity test, ethics of the study, data
collection and data analysis. This chapter has provided an overview on what methodology is
being used in this study.

Chapter 4
DATA ANALYSIS
This section details the findings of this study. A total of 40 survey questionnaires were issued out
to 40 employees of private sector Company in Sarawak on October, 2018. The researcher
introduced the targeted respondents to the study topic by giving a brief explanation of the topic
and gave them a period of one week to respond to the survey questions. During this particular
week, the researcher constantly and consistently did follow up checks aimed at maximizing the
rate of participation in the study. After the completion of data collection process, the researcher
sorted the incomplete survey questionnaires from the complete ones for analysis and reporting of
the findings of the survey.
For analysis, the researcher ran both descriptive and inferential statistics (independent sample t-
test, one-way ANOVA, and correlation) and with with the help of the Statistical Package for
Social Science analysis software (SPSS- version 22) to study the relationship between the
dependent and the independent variables of study. The Cronbach’s Alpha value for the returned
40 survey questionnaires was established to be 0.673 implying that the gathered data was reliable
in regards to achieving the objectives of the study.
4.1 Demographic Background of the Respondents
The researcher collected some demographic information from the subjects of the study among
them gender, marital status, ethnicity, age, education level, income status and length of service in
the company under study. The subsequent section explains each of the demographic that was
captured in this study for the 40 participants that were interviewed in this study. A table of the
responses is provided
Frequen
cy
Perce
nt
Valid
Perce
nt
Cumulati
ve
Percent
Valid
Male 20 50 50 50
Female 20 50 50 100
Total 40 100 100

Valid
Single 15 37.5 38.5 38.5
Widow 2 5 5.1 43.6
Married 21 52.5 53.8 97.4
Divorced 1 2.5 2.6 100
Total 39 97.5 100
Missi
ng System
1 2.5
Total 40 100
Valid
Malay 15 37.5 37.5 37.5
Iban 16 40 40 77.5
Chinese 6 15 15 92.5
Bidayuh 2 5 5 97.5
Native of
Sarawak/Sab
ah
1 2.5 2.5 100
Total 40 100 100
Valid
<25 years
old
15 37.5 37.5 37.5
26-35 years
old
15 37.5 37.5 75
36-45 years
old
4 10 10 85
46-55 years
old
5 12.5 12.5 97.5
>55 years
old
1 2.5 2.5 100
Total 40 100 100
Valid
PMR 2 5 5 5
SPM 14 35 35 40
STPM 3 7.5 7.5 47.5
Diploma 13 32.5 32.5 80
Bachelor 5 12.5 12.5 92.5
Masters and
above
3 7.5 7.5 100
Total 40 100 100
Valid <RM 1000
6 15 15 15

RM 1001-
RM 2000
20 50 50 65
RM 2001-
RM 3000
6 15 15 80
RM 3001-
RM 4000
7 17.5 17.5 97.5
RM 4001-
RM 5000
1 2.5 2.5 100
Total 40 100 100
Valid
Less than 5
years
20 50 50 50
6-10 years
10 25 25 75
11-15 years
5 12.5 12.5 87.5
16-20 years
1 2.5 2.5 90
More than
20 years
4 10 10 100
Total 40 100 100
Table 7 Calculations
4.1.1 Gender Characteristics
The Table and Figure 1 below summarizes the gender characteristics of the 40 participants that
were involved in this study.

Male Female
50% 50%
Gender
Figure 1: Gender characteristics of the respondents
As depicted by both Table1 and Figure 1, the participation of the respondents in terms of gender
was even, that is, there was a 50% representation of either gender in the study.
4.1.2 Marital Status
The researcher also collected data on the marital status of the surveyed respondents. The table
and Figure 2 below summarizes this data.
Single Widow Married Divorced
37.5%
5.0%
52.5%
2.5%
Marital Status

Figure 2: Marital status of the respondents
As for the marital status aspect of the study, the majority of the surveyed participants were
married (52.5%). Out of the 40 respondents, those who were single were 37.5% while those who
were widowed 5%. Nevertheless, the divorced persons formed least fraction of the participants
that participated in this study.
4.1.3 Ethnicity
In terms of ethnic background, the researcher collected the following information; which is
captured under the table and Figure 3 below.
Malay
Iban
Chinese
Bidayuh
Native of
Sarawak/
Sabah
37.5%
40.0%
15.0%
5.0%
2.5%
Ethnicity
Figure 3: Ethnic background
As evidenced above, the respondents from the Iban ethnic group formed the largest fraction of
the 40 respondents that were involved in this study, followed by the Malays (40%), and Chinese
(15.0%). In other cases, the persons with a Bidayuh and Sarawak (Sabah) ethnic background
were the least presented in this study with a representation of 5% and 2.5% respectively.
4.1.4 Age

Age demographic data that was also collected from the 40 respondents of this study is captured
in the table and Figure 4 below.
38%
38%
10%
13% 2%
Age
<25 years old
26-35 years old
36-45 years old
46-55 years old
>55 years old
Figure 4: Age
From both Table 4 and Figure 4 above, it can be observed that 74% of the respondents and who
formed the largest share of the 40 respondents who were surveyed for this study were aged 35
years and below. In other words, the respondents that participated in this study and were 25 years
old and below were 37%. Likewise, out of the 40 respondents, also 37% of them were aged
between 26 to 35 years old. Meanwhile, the respondents that were aged 55 years and above
formed the least proportion of the 40 respondents that participated in this study.
4.1.5 Higher Education Level
Data on highest education level that the respondents had attained was also collected and record
as shown in the table and Figure 5 below

PMR
SPM
STPM
Diploma
Bachelor
Masters and
above
5.0%
35.0%
7.5%
32.5%
12.5%
7.5%
Higher Education Level
Figure 5: Higher education level
In terms of highest education level attained, it is evident that the largest proportion of the
respondent that participated in this study had a SPM (35%), followed by those who had a
Diploma (32.5%) and Bachelor’s degree (12.5%). However, the persons that had attained a PMR
level of education were only 5% of the total number of persons that participated in this study,
that is, out of 40 persons.
4.1.6 Monthly Salary
The researcher also collected data on the monthly salary figures of the respondents. The table
and Figure 6 capture this data.

15%
50%
15%
18%
3%
Monthly Salary
<RM 1000
RM 1001-RM 2000
RM 2001-RM 3000
RM 3001-RM 4000
RM 4001-RM 5000
Figure 6: Monthly salary level
According to the recorded information in regards to the monthly salary aspect of the study, the
majority of the respondents (50%) were earning between RM 1001 and RM 2000, followed by
those whose earnings fall under the range RM 3001 to 4000 at 17%. Those earning between RM
2001 and RM 3000, and below RM 1000 formed 15% each, of the total number of the
respondents that were surveyed. Nevertheless, only 3% out of the 40 respondents of this study
earned between RM 40001 and RM 5000.
4.1.7 Length of Service
The researcher also sought to know about the duration in terms of years, the respondents had
served in the company under review. The collected data is what is summarized in The table and
Figure 7 as well.

Less than 5 years
6-10 years
11-15 years
16-20 years
More than 20 years
50.0%
25.0%
12.5%
2.5%
10.0%
Length of service
Figure 7: Length of service
From Table 7 and Figure 7 respectively, it is clear that the majority (50%) of the respondents had
served for not more than 5 years in the company under review; half of the study’s sample size of
40 respondents. Besides, 25% of the respondents were between 6 and 10 years old in the
company, 12.5% were between 11 and 15 years old, 10% with more than 20 years of service
while only 2.5% of the respondents were between 16 and 20 years old in terms of duration of
service to the company under review.
4.2 Univariate Analysis
4.2.1 RQ1: What is the level of employees’ job performance in the organization?
Table 1: Statistics of univariate analysis
Descriptive Statistics
Dependent Variable:
Jop_performance
Mean Std. Deviation N
4.0800 .51000 40

Figure 8: Level of job performance
4.2.2 RQ2: What is the level of employees’ job expectations in the organisation?
Table 2: Mean for each independent variable
N Mean
Remuneration 38 4.1404
Work environment 40 3.4542
Organizational
culture
38 3.6895
Valid N (listwise) 37
4.3 Bivariate Analysis
4.2.3 Hypothesis testing using Independent t-test
H01 There is no significant difference in employees’ job performance based on gender

Table 3: Mean and standard deviation of employees based on Gender
Group Statistics
Gender N Mean Std. Deviation Std. Error
Mean
Job performance Male 20 4.2700 .42190 .09434
Female 20 3.8900 .52905 .11830
Table 4: Independent sample t-test for employees based on gender
Independent Samples Test
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
Lower Upper
Job
performance
Equal
variances
assumed
.655 .423 2.51138 .016 .38000 .15131 .07369 .68631
Equal
variances not
assumed
2.51136.207.017 .38000 .15131 .07319 .68681
It is important to mention that for this study, the researcher used a confidence level of 95% and a
p-value of significance of p=0.05. From the analysis, it is evident that out the 40 respondents
who were interviewed for this study, either gender was equally represented at 50%, that it, 20
respondents were males. Likewise, 20 were female respondents.
To determine the there was any significant relationship/difference between employees’ job
performance and gender (male and female), the researcher ran an independent sample t-test.

From the analysis and assuming equal variance, the researcher established that there is no
significant relationship between employees’ job performance based on gender since the
calculated p-value is greater than the recommended p-value, that is, calculated p value (2.511)>
sig. p-value (0.05). With these finding, the null hypothesis was not rejected by the researcher.
4.2.4 Hypothesis Testing Using One-Way ANOVA Test
H02 There is no significant difference in employees’ job performance based on age
Table 5: Mean and standard deviation of employees based on age
Age Mean Std.
Deviation
N
<25 years old 3.85 .424 15
26-35 years old 4.11 .506 15
36-45 years old 4.40 .327 4
46-55 years old 4.32 .701 5
>55 years old 4.60 . 1
Total 4.08 .510 40
Table 6: Levene’s Test of Equality of Error Variances
Dependent Variable: Jop_performance
F df1 df2 Sig.
1.115 4 35 .365
Tests the null hypothesis that the error
variance of the dependent variable is equal
across groups.
a. Design: Intercept + Age

Table 7:One-way ANOVA for job performancebased on gender
ANOVA
Jop_performance
Sum of
Squares
df Mean Square F Sig.
Between Groups 1.749 4 .437 1.823 .146
Within Groups 8.395 35 .240
Total 10.144 39
Table 8: Tests of Between-Subjects Effects
Dependent Variable: Jop_performance
Source Type III Sum
of Squares
df Mean Square F Sig. Partial Eta
Squared
Corrected Model1.749a 4 .437 1.823 .146 .172
Intercept 286.003 1 286.003 1192.437 .000 .971
Age 1.749 4 .437 1.823 .146 .172
Error 8.395 35 .240
Total 676.000 40
Corrected Total 10.144 39
a. R Squared = .172 (Adjusted R Squared = .078)
Table 9: Pairwise Comparisons of the different groups of the independent variable age
Pairwise Comparisons

Dependent Variable: Jop_performance
(I) Age (J) Age Mean
Difference (I-
J)
Std. Error Sig.a 95% Confidence Interval for
Differencea
Lower Bound Upper Bound
<25 years old
26-35 years old -.253 .179 1.000 -.789 .282
36-45 years old -.547 .276 .552 -1.372 .279
46-55 years old -.467 .253 .735 -1.224 .291
>55 years old -.747 .506 1.000 -2.262 .769
26-35 years old
<25 years old .253 .179 1.000 -.282 .789
36-45 years old -.293 .276 1.000 -1.119 .532
46-55 years old -.213 .253 1.000 -.971 .544
>55 years old -.493 .506 1.000 -2.009 1.022
36-45 years old
<25 years old .547 .276 .552 -.279 1.372
26-35 years old .293 .276 1.000 -.532 1.119
46-55 years old .080 .329 1.000 -.904 1.064
>55 years old -.200 .548 1.000 -1.840 1.440
46-55 years old
<25 years old .467 .253 .735 -.291 1.224
26-35 years old .213 .253 1.000 -.544 .971
36-45 years old -.080 .329 1.000 -1.064 .904
>55 years old -.280 .536 1.000 -1.887 1.327
>55 years old <25 years old .747 .506 1.000 -.769 2.262
26-35 years old .493 .506 1.000 -1.022 2.009
36-45 years old .200 .548 1.000 -1.440 1.840
46-55 years old .280 .536 1.000 -1.327 1.887
Based on estimated marginal means
a. Adjustment for multiple comparisons: Bonferroni.
To compare the mean difference among different age groups, the researcher conducted a one-
way ANOVA between the subjects based on the collected data of the respondents. Using the
results contained in Table 13 (Levene’s Test of Equality of Error Variances), it is evident that
there is significance difference in job performance as p (0.365)>0.05. These results are

reinforced by the statistical data in the ANOVA Table that also shows that p calculated
(0.146)>0.05. Since there are six levels of the independent variable age, there could be a
statistical difference between all the six levels of independent variable. As a result, a Bonferroni
post test was conducted in favour of Tukey HSD test as the samples sizes of the different age
groups are not equal. Based on the obtained data in Table 15, it is evident that there is no
statistically significant different between age groups as all p-values are> 0.05. Thus, we fail to
reject the null hypothesis that there is no significant difference in employees’ job performance
based on age.
4.2.5 Using Pearson Correlation Coefficient Test to test Hypothesis
H03 There is no relationship in between remuneration and employees’ job performance
Table 10: Mean and standard deviation of job performance and remuneration
Descriptive Statistics
N Mean Std. Deviation
Job performance 40 4.08 .510
Remuneration 38 4.14 .510
Valid N
(listwise)
38
Table 11: Pearson Product correlation test between job performance and remuneration
Correlations
Job
performance
Remuneration
Job performance
Pearson Correlation 1 .271
Sig. (2-tailed) .100
N 40 38
Remuneration
Pearson Correlation .271 1
Sig. (2-tailed) .100
N 38 38
The researcher ran a Pearson product correlation coefficient to assess the relationship between

job performance and remuneration. The results obtained from the analysis pf the collected data
indicated that there no significant relationship between job performance and remuneration since
no significant correlation value has been flagged in Table 18. To ascertain on this results,
Spearman’s correlation test was ran and which gave the same results as shown in Table 19
below.
Table 12: Spearman’s Correlation test between job performance and remuneration
Correlations
Job
performance
Remuneration
Spearman's rho
Job performance
Correlation
Coefficient
1.000 .253
Sig. (2-tailed) . .125
N 40 38
Remuneration
Correlation
Coefficient
.253 1.000
Sig. (2-tailed) .125 .
N 38 38
Since the p values of both Table 18 (Pearson Correlation between job performance and
remuneration) and Table 19 (Spearman’s Correlation between job performance and
remuneration) are> 0.05, that is 0.100 and 0.125 respectively, the researcher failed to reject the
null hypothesis which was initially stated as there is no relationship in between remuneration and
employees’ job performance.
H04 There is no relationship in between work environment and employees’ job performance
Table 13: Mean and standard deviation between job performance and work environment
Descriptive Statistics
N Mean Std. Deviation

Work
environment
40 3.45 .611
Job performance 40 4.08 .510
Valid N (listwise) 40
Table 14: Pearson Product correlation test between job performance and work
environment
Correlations
Work
environment
Job
performance
Work
environment
Pearson Correlation 1 .374*
Sig. (2-tailed) .017
N 40 40
Job performance
Pearson Correlation .374* 1
Sig. (2-tailed) .017
N 40 40
*. Correlation is significant at the 0.05 level (2-tailed).
The researcher conducted a Person product correlation test to test the relationship between job
performance and work environment. The results of the analysis revealed that a strong weak
positive relationship exist between job performance and work environment, r= 0.374. Based on
these analysis results on Table 21, the researcher rejected the null hypothesis, that is, there is a
significant relationship in between work environment and employees’ job performance since the
calculated p- value (0.17)<0.05.
H05 There is no relationship in between organization culture and employees’ job performance

Table 15: Mean and standard deviation of job performance and organizational culture
Descriptive Statistics
N Mean Std. Deviation
Organizational_cultur
e
38 3.6895 .51296
Job performance 40 4.08 .510
Valid N (listwise) 38
Table 16: Pearson Product Correlation test between job performance and work
environment
Correlations
Organizational
_culture
Job
performance
Organizational culture
Pearson Correlation 1 .292
Sig. (2-tailed) .075
N 38 38
Job performance
Pearson Correlation .292 1
Sig. (2-tailed) .075
N 38 40
The researcher ran a Pearson product correlation coefficient to assess the relationship between
job performance and organizational culture. The results obtained from the analysis pf the
collected data indicated that there no significant relationship between job performance and
organizational culture since no significant correlation value has been flagged in Table 20 above.
To ascertain on this results, Spearman’s correlation test was ran and which gave the same results
as shown in Table 21 below.

Table 17: Spearman’s Correlation test between job performance and work environment
Correlations
Organizational
culture
Job
performance
Spearman's rho
Organizational culture
Correlation
Coefficient
1.000 .295
Sig. (2-tailed) . .072
N 38 38
Job performance
Correlation
Coefficient
.295 1.000
Sig. (2-tailed) .072 .
N 38 40
Since the p values of both Table 23 (Pearson Product Correlation test between job performance
and work environment) and Table 24 (Spearman’s Correlation test between job performance and
work environment) are> 0.05, that is 0.075 and 0.072 respectively, the researcher failed to reject
the null hypothesis which was initially stated as there is no relationship in between organization
culture and employees’ job performance.
4.3 Summary of the Research Findings
Research Hypothesis Measure/Data Analysis Results
H01 There is no significant
difference in employees’ job
performance based on gender
Independent t-test p (2.511)> 0.05
null hypothesis was not
rejected
H02 There is no significant
difference in employees’ job
performance based on age
One-way ANOVA p (0.365)>0.05
null hypothesis was not
rejected
H03 There is no relationship in
between remuneration and
employees’ job performance
Pearson product moment
correlation test and
p (0.100) and (0.125)
respectively>0.05

Spearman’s correlation test null hypothesis was not
rejected
H04 There is no relationship in
between work environment and
employees’ job performance
Pearson product moment
correlation test
p- value (0.17)<0.05
null hypothesis was
rejected
H05 There is no relationship in
between organization culture and
employees’ job performance
Pearson product moment
correlation test and
Spearman’s correlation test
p (0.075) and (0.072)
respectively>0.05
null hypothesis was not
rejected
4.4 Chapter Summary
This section summarized the results that were obtained from the analysis of the gathered data. It
begun with testing the reliability of the obtained data by conducting a Cronbach test. The
Cronbach’s Alpha value for the returned 40 survey questionnaires was established to be 0.673.
Thereafter, descriptive statistical analysis was conducted to obtained data on demographic
characteristics of the 40 respondents who were involved in the study. This included data on
gender, marital status, ethnicity, age, education level, income status and length of service in the
company under study. This was later followed by test of the research hypothesis using
independent t-test, One-way ANOVA and Pearson product correlation tests. In other cases, the
researcher ran Spearman’s correlation test to ascertain the results that had been obtained from
Pearson product correlation tests. Briefly and based on the gathered data, the researcher
established that there was no significant relationship between age, gender, remuneration and
organizational culture. Nevertheless, the researcher established that there is a significant
relationship in between work environment and employees’ job performance.

CHAPTER 5
CONCLUSION
5.1 Introduction
This section mentions about the findings of the study that are anchored on the research
objectives of this study. In the same Chapter, recommendations for future studies are
captured to guide organizations, HR practitioners and researchers that maybe interested in
expounding the knowledge in this area of study by furthering their studies. This chapter is
then concluded based on the insights and knowledge that have been obtained from the study.
5.2 Summary of the Study
The aim of this study was to examine the relationship between employees’ job performance
and their individual expectations. Based on this study objective, a research was conducted for
one month, that is, October. To that effect, a total of 40 survey questionnaires initially issued
out to 40 employees of private sector Company in Sarawak were collected, coded and
analyzed for reporting.
In terms of Chapters organization of the study, the whole study is contained in 5 chapters.
Chapter 1 covers the introduction and background of the study, statement of the research
problem, research questions and objectives of the study, research hypothesis and definition of
terms. In addition this section details the conceptual framework which illustrated the
relationship between dependent variable that is job performance, and independent variables
that is demographic aspects (gender and age), remuneration, work environment and
organization culture. The next section (Chapter 2) covers the literature review of the study
that is related to the research topic. Further, the section covered theoretical reviews that to
buttress the development of this study. Chapter 3 consist of the research methodology and
quantitative research design that the researcher adopted throughout the study. This chapter
also describes the data collection method technique that was used, the population of the
study, sample size and the sampling technique , data analysis procedures as well as the ethical
considerations that were deemed important to this study.
Chapter 4 which comes after chapter 3 consists of the findings of the study based on the
analysis of the collected data. The researcher with the help of SPSS (version 22) conducted
both inferential statistical analysis descriptive statistical analysis that included independent
sample t-test, Pearson product moment correlation test and one-way ANOVA to test on the

relationship between the studies variables. The analyzed data is presented in the same chapter
in forms of frequency tables, graphs, charts and Anova Tables.
The last chapter of the study, that is, Chapter 5, covers the discussion of the research findings
based on each research hypotheses, the recommendations for future are areas of study and the
conclusion based on the research finding. This chapter also covers the implication and
limitations of the study.
5.3 Discussion of the Research Findings
5.3.1 H01 There is no Significant Difference in Employees’ Job Performance Based
on Gender
This being the first hypotheses of the study to be tested, the researcher established that there
is no significant relationship between gender and employees’ job performance. These results
are analogous to the observations byAfram and Del Pero (2012), who established that
contemporary women and men have equal capabilities in terms of job execution. These
observations are also echoed byNaeem and Khanzada (2018)who also discovered that both
genders are equally reliable to their responsibilities at work.
Qasim (2017)indicated that there was no significant difference in terms of job performance
and administrative staff of either gender in universities in the South West of Nigeria. Sukri,
Asogan, and Waemustafa (2015)attributed the reason behind that uniform performance of
either gender to similar level of education achievements, IQ possessed by both gender and
adequate resources to execute any job related activity.
5.3.2 H02 There is no Significant Difference in Employees’ Job Performance Based
on Age
The findings in relation to this research hypotheses revealed that there is no statistical
difference based on age. These findings contradicts Afriyie (2015) empirical work, where he
explains that age is a critical determinant of job performance. These results also
contradictsRehan, Zafar Iqbal, Fatima and Nawab (2017) research work which indicates that
senior employees are more productive compared to the younger employees because of the
experience levels. For this study, young employees formed a significant fraction of the
sample that was surveyed, that is, the respondents who were 25 years old and below were
37%. As, Tomkiewicz, Frankel, Sagan and Wang (2011)elaborate, there is a need to give
more emphasis to this group to strengthen their competences and skills. According toWaite
and Avery (2010), working experience is a critical determinant of productivity and owing to
this, skilled employees have a tendency of performing better in all their roles. As Reiners and
Alexander (2013)expound, the gained knowledge and skills over years naturally help

individual employees to execute their roles more professionally and in a better way.
Irrespective of the numerous benefits that comes with years of services,Arslan and Roudaki
(2018) points out that productivity starts to decline after attaining 45 years. This because,
employees grow weary and weaker which physically and psychologically affect them and
their productivity.
5.3.3 H03 There is no Relationship in between Remuneration and Employees’ Job
Performance
On testing this hypotheses, the researcher established that there is no statistical difference
between employees’ job performance and remuneration. There is a mixed reaction of
literature on remuneration and work productivity. According toBroadbridge, Maxwell and
Ogden(2007), financial rewards, promotions among other forms of rewards are key drivers of
best performance at work. A study byWood and Stichman (2017), revealed that pay
satisfaction drives employee to perform better. These sentiments are echoed by Shealy
(2009)who explain that for a company to attract the best talents, they have to be offering
attractive financial rewards. Contrary to these findings, Hurst and Good (2009)explain that
work performance is dependent on many factors such as working environment, opportunities
for career development and growth, medical incentives among other benefits.Woods (2009),
also explains that financial rewards are only a fraction of what attracts best talents as other
factors like work environment and staff benefits also play a critical role.
5.3.4 H04 There is no Relationship in between Work Environment and Employees’
Job Performance
The results of the analysis in relation to this hypothesis revealed that there is a statistical
difference between job performance and work environment and thus the above hypothesis
was rejected. These findings are in tandem with the study ofJayanthi and Maheswari (2018)
which revealed that conducive work environment facilitates performance and is thus a critical
factor of job performance.
On the words ofKhanzada, Naeem and Butt (2018), physical work environment factors is
strongly correlated with job performance. The author elucidates that workers who work in a
serene environment are more likely to outperform their peers who work in a less friendly
work environment. According toShealy (2009), it is very important to expose employees to
favorable working conditions free of harmful materials and with spacious working room and
proper lighting.
5.3.5 H04 There is no Relationship in between Organizational Culture and
Employees’ Job Performance

The statistical results in regards to this research hypotheses revealed that there is no a
significant relationship between job performance and organization culture. It means that
organizational culture of the studied private company in Sarawak has no influence on
employees’ productivity. These revelations contradicts the research work ofKong, Wang and
Fu (2015) who established that organizational culture is a critical aspect of employees’
performance. The findings of the study in relation to this research hypotheses also contradicts
an empirical study byKrahn and Galambos (2013) indicated that organization culture is
positively correlated to productivity and quality of these companies. Krahn and Galambos
(2013)explain that difference elements of organizational culture including organization’s
mission and vision statement, structure and values positively correlated with employees’
productivity. According toMartin (2016), organization vision, mission and values reduces
uncertainties at work and ultimately bring motivation at work hence urge to achieve common
organization goals. This is because collective values shape employees behavarioural aspect
and guide them in a recommended organization’s way hence increased productivity at work.
5.4 Summary of Discussion on Research Findings
Research Hypothesis Measure/Data
Analysis
Results Similar/
contradicts
which past
empirical
literature
H01 There is no
significant difference in
employees’ job performance
based on gender
Independent t-test p (2.511)> 0.05
null hypothesis was
not rejected
Afram & Del
Pero, 2012
H02 There is no
significant difference in
employees’ job performance
based on age
One-way ANOVA p (0.365)>0.05
null hypothesis was
not rejected
Rehan, Zafar
Iqbal, Fatima
and Nawab,
2017
H03 There is no
relationship in between
remuneration and employees’
job performance
Pearson product
moment correlation
test and Spearman’s
correlation test
p (0.100) and (0.125)
respectively>0.05
null hypothesis was
not rejected
Broadbridge,
Maxwell and
Ogden , 2007

H04 There is no
relationship in between work
environment and employees’
job performance
Pearson product
moment correlation
test
p- value (0.17)<0.05
null hypothesis was
rejected
Jayanthi and
Maheswari,
2018
H05 There is no
relationship in between
organization culture and
employees’ job performance
Pearson product
moment correlation
test and Spearman’s
correlation test
p (0.075) and (0.072)
respectively>0.05
null hypothesis was
not rejected
Kong, Wang
and Fu , 2015
5.5 Research Implications
5.5.1 Implication on the Applied Theory
The use of Vroom’s Expectancy model in this research was imperative as the findings of this
study support the Vroom’s explanation of the correlation between work productivity and
employees’ expectation to some extent. Employees naturally work to realize individual goals
such as professional development, financial and monetary rewards, satisfaction of social
needs and self-esteem. Hence, organizational goals ought to compliment individual personal
goals. It is critical for managers to acknowledge that employees value as their goals vary
from time to time. Ma, Xing, Wang and Chen (2013)pointed out that managers should hold
goal-setting sessions with their staff to converse about their individual goals such as
innovative, personal and short-term and long-term organization’s goal. Briefly stated,
Vroom’s expectancy theory can be applied to shift performance appraisal structures to a more
objective and result-based orientation from a subjective input orientation.
5.5.2 Future Researcher and Methodology
The findings of this study can be used as guidelines by interested researchers who would love
to expound on the same research topic in the future based on some aspects of the study such
as objectives, research design and methodology and research implications.
5.3.3 Practitioners of Human Resource
The findings of this study are expected to be beneficial to the practitioners of human resource
in all industries and not only in the private organizations for it offers in-depth insights and
knowledge on the key factors that greatly influence the expectations of an employee about a
particular organization. Through identifying this factors, human resource practitioners can
implement the best strategies to attract and retain the best talents in their organization.
5.5.4 Organization

The researcher anticipates the findings of this study to offer a better understanding on the
aspects that affect employees’ considerations for a particular job. The findings of this study
will thus help in providing directions and guidelines to organizations in understanding the
individual expectations of their employees as they vary across different groups. Besides, the
findings also play a critical role in helping organization to attract and retain the best talents
thus reducing the attrition rate. Through the evaluation of these factors, organizations would
be able to understand the significance of meeting employees’ expectation to increase
employees’ productivity and organizations productivity at large.
5.5.5 Policy
The private organization in used for this research may be used as a case for improving the
organizational policies aimed at improving the satisfaction levels of employees’ needs and
their performance. Policy makers ought to put more emphasizes on equality in the job market
and should strongly condemn any form employees discrimination in the organization. As
such, the studied organization is anticipated to improve it polices according to the
requirements and needs of the employees to outdoor their competitors in the same industry.
5.6 Research Limitation
The interpretation and understanding of the findings of this study is constrained by several
factors. First, the study is limited to a specific private company in Sarawak. As such, the
results of the findings may not be applicable to the entire private industry in Malaysia as
employees in different companies and states may have different work practices and styles.
Second, methodological approach to this study also limits the application of the findings of
this study. The study merely relies on the quantitative research approach to collect data and
this has a risk ofcausing deficiency of information. There is limited chances to ask the
respondents more questions. Additionally, the used approach is subject to time constraint. As
such, the reliability and validityof this research are heavily dependent on the willingness, co-
operation and willingness of the respondents in participating in the survey. Lastly, topical
limitation also affects the understanding of this study as employees’ expectation is dependent
on many other factors. In spite of this, only age, gender, remuneration, organizational culture
and work environment have been studied in this paper. As such, other factors like job
characteristics, job locations, career growth and development and communication styles can
be included to develop a more comprehensive study in future.
5.7 Recommendations fromthis study
5.7.1 Recommendation for Future Researchers
One of the key findings of this research was that there is no a significant relationship between

job performance and organization culture. It means that organizational culture of the studied
private company in Sarawak has no influence on employees’ productivity. For future
researchers, this is a green area they can study to get to contribute to this literature by
providing a comprehensive report. This could be achieved by used a large sample size. For
this study, only 40 respondents were surveyed. As such, future researchers could obtain more
reliable and valid data to develop a more comprehensive study by increasing the participation
rate. This would also lead to getting more accurate findings about the study topic. In addition,
the scope of the study was centered on one private company. Therefore, the obtained findings
cannot be generalized to reflect the needs and practices of the entire industry. Owing to this,
this study recommends future investigators to conduct a largescale study that involve many
companies in the private sector to contribute to an in-depth understanding on the study topic
as different organization have different operational systems, practices and policies of
working.
5.7.2 Recommendations to Human Resource Practitioners
For human resource, they need to note that job performance is less influenced by organization
culture. Thus, organization and those practicing human resource as their profession should
concentrate on promoting impartiality in all the processes that concerns them such as
recruitment, rewarding and promotions as it is the main driver of employees’ performance.
They should endeavor to curb all forms of discrimination at work as they distract employees
from maximally performing at work. In addition, human resource practitioners should ensure
that they facilitate their employees with insightful and effective learning programs to promote
the career development and skill alignments in relation to their particular roles in their
organizations.
5.7.3 Recommendations for Organizations
This study has established that organizational culture has no impact on employee’s
performance. It thus recommends that companies should invest on other things like equally
and fairly rewarding of their employees to realize optimal productivity which are the main
drivers of productivity. When employees excel at their areas of service, they need to be
recognized and which promotes their satisfaction levels. When they fail to live as per their
performance expectations, organizations should use the best approach to establish the factor
behind their dismal performance. This would create a conducive working environment that
has a potential of attracting and retaining talented employees in these companies. In addition,
organization should offer clear vision, mission and values as doing this provide a unique and
clear strategy of executing work in the best interest of the company and hence improving the

productiveness of the employees.
5.8 Conclusion
The study examined the relationship between employees’ job performance and their
individual expectations. With participation rate of 40 employees of private sector Company
in Sarawak, the researcher established that there is no relationship between job performance
with age, gender, remuneration and organizational culture. Contrary, the investigator found
one contradicting result in which there is a significant relationship between job performance
and work environment.
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APPENDIX A
FACULTY OF COGNITIVE SCIENCES AND HUMAN DEVELOPMENT
SURVEY QUESTIONNAIRE
TITLE:
EMPLOYEE’S EXPECTION AND ITS RELATIONSHIP WITH JOB
PERFORMANCE IN PRIVATE SECTOR
The purpose of this questionnaire is to study employee’s expectation and its relationship with
job performance in private sector. This questionnaire consists of three (3) sections as stated
below:
Section A: Background Information
Section B: Employee’s Expectations
Section C: Job Performance

This questionnaire will take roughly about 10 minutes for you to answer. You are required to
answer all the questions from each section. For your information, all the data obtained from
this questionnaire is strictly confidential and will be used for academic purpose only.
THANK YOU IN ADVANCE FOR YOUR KIND ASSITANCE AND COOPERATION
Name: Lee Pey Fung
Contact No.: 019 834 6273
Email: [e-mail]
Section A: Background Information
Instruction: This section of the questionnaire refers to your background information.
Although I am aware of the sensitivity of the questions in this section, the information will
allow me to compare groups of respondents. Once again, I am aware that your response will
remain anonymous. Your cooperation is very much appreciated.
1. Gender:
Male ( ) Female ( )
2. Marital Status:
Single ( ) Married ( )
Widow ( ) Divorced ( )
3. Ethnicity:
Malay ( ) Chinese ( )
Iban ( ) Bidayuh ( )
Indian ( ) Native of Sarawak/Sabah ( )
Please indicate: ___________
4. Age:
< 25 years old ( ) 46-55 years old ( )
26-35 years old ( ) > 55 years old ( )
36-45 years old ( )
5. Higher Education Level:
PMR ( ) Diploma ( )
SPM ( ) Bachelor ( )
STPM ( ) Master and above ( )

6. Monthly Salary:
< RM 1000 ( ) RM 3001-RM4000 ( )
RM 1001-RM2000 ( ) RM 4001-RM5000 ( )
RM 2001-RM3000 ( ) >RM5001 ( )
7. Length of Service:
Less than 5 years ( )
6-10 years ( )
11-15 years ( )
16-20 years ( )
More than 20 years ( )
Section B:Job Expectations
Please read each of the statement carefully and kindly circle (O) the number provided
that most clearly indicates your agreement with the following statements. The number 1
to 5 each represents different state of agreement as shown in the table below:
Explanations Strongly
Disagree
(SD)
Disagree
(D)
Neutral
(N)
Agree
(A)
Strongly
Agree
(SA)
Scale 1 2 3 4 5
Part 1 : Remuneration
No Statement SD D N A SA
1 Basic salary is an important consideration factor for
applying job.
1 2 3 4 5
2 I will apply job in organization provide non-monetary benefits
such as recognition, appreciation and flexibility.
1 2 3 4 5
3 I prefer join organization that provides salary increment based on
job performance.
1 2 3 4 5
4 I only join organization which reward me equally with the
time spent.
1 2 3 4 5
5 I prefer to join organization that provide performance based 1 2 3 4 5

bonus.
6 Remuneration that been obtained motivate ypu to do the
jobs better.
1 2 3 4 5
Part 2 : Work Environment
No Statement SD D N A SA
1 I am more motivated to perform my job if the organization
provides a safe and conducive working environment.
1 2 3 4 5
2 The facilities are clean and up to date 1 2 3 4 5
3 I dislike the office layout (design) 1 2 3 4 5
4 The workplace is crowded 1 2 3 4 5
5 There are a lot of disruption at my workplace such as noise,
lighting, temperature and furniture.
1 2 3 4 5
6 I am willing to work at hazardous working environment as
long as the remuneration is attractive.
1 2 3 4 5
Part 3 : Organization Culture
No Statement SD D N A SA
1 I need to cope with the frequent changes of rules and
regulation in the organization.
1 2 3 4 5
2 The treatment in the organization is fair 1 2 3 4 5
3 The job distribution in the organization is fair. 1 2 3 4 5
4 I do not involve / less involve in decision making. 1 2 3 4 5
5 I do not have any feedback on my work performance 1 2 3 4 5
Section C: Job Performance
Please read each of the statement carefully and kindly circle the number provided that
most clearly indicates your agreement with the following statements. The number 1 to 5
each represents different state of agreement as shown in the table below:

Explanations Strongly
Disagree
(SD)
Disagree
(D)
Neutral
(N)
Agree
(A)
Strongly
Agree
(SA)
Scale 1 2 3 4 5
No. Statement S
D
D N A SA
1 I am more motivated to perform my job better if the
organization provides the right remuneration and benefits.
1 2 3 4 5
2 I am able to perform job better due to right job match 1 2 3 4 5
3 With the emphasize on health aspect in the organization, I
am able to perform job better because my welfare is taken
care off.
1 2 3 4 5
4 I am willing to give my full contribution to this
organization
1 2 3 4 5
5 I feel successful in my current job 1 2 3 4 5
Consent letter

Thank you for your co-operation