INTEGROUP REATION AND ITS CONTRIBUTION TO HOMESTAY

BUSINESS

SUBMITTED BY:

BBA FIFTH SEMESTER - B

BINITA BHATTA

GAURAV BHATTRAI

RACHANA TIMSINA

SAROJ LOHANI

YASHWINI KHADGI

A Research Report Submitted to

DAV COLLEGE, Jawalakhel

Jawalakhel, Kathmandu

December, 2022
 ACKNOWLEDGEMENTS

First of all, we would like to express our profound gratitude to DAV College for
organizing a visit for the BBA Fifth semester. We would like to thank respected Anil
Kedia (The Chairperson), Dr. Manoj Kumar Chaudhary (Academic Advisor), Mr. Rojish
Shakya (The Programme In-Charge).

We would like to express our immense gratitude and deep regards to Mrs. Anita Kasaju
Shrestha for her constant assistance, guidance, suggestions, and monitoring with which we
have completed our research report.

Additionally, We would like to thank the people of Kalabang village. We would also
acknowledge the contribution made by all those respondents who gave their time without
remuneration to participate in this project. We thank them for their openness and
willingness to be involved. We would also like to express our sincere gratitude to all the
teachers of our college and our friends for their co-operation and helpfulness in fulfilling
the requirement of this study and providing innovative ideas and their support.

Finally, we would like to give our sincere thanks to our teachers, friends, and seniors who
have assisted me directly or indirectly in the completion of this project.

Sincerely

BBA FIFTH SEMESTER

SECTION B

iv
v
 TABLE OF CONTENTS
Contents Page no.

ACKNOWLEDGEMENTS...........................................................................iv
TABLE OF CONTENTS................................................................................v
LIST OF TABLES.......................................................................................viii
LIST OF ABBREVIATIONS........................................................................ix
EXECUTIVE SUMMARY.............................................................................x
CHAPTER I....................................................................................................1
INTRODUCTION...........................................................................................1
1.1 Background of the Study............................................................................................1
1.2 Statement of the Problem...........................................................................................1
1.3 Objective of the Study................................................................................................1
1.3.1 General Objective:..............................................................................................1

1.3.2 Specific Objective:..............................................................................................1

1.4 Significance of the Study............................................................................................2

1.5 Limitation of the Study.............................................................................................11
1.5.1 Research Design................................................................................................11

1.5.2 Population and sample data..............................................................................11

1.5.3 Sampling Design...............................................................................................12

1.5.4 Data collection..................................................................................................13

1.5.5 Data Analysis Models.......................................................................................13

CHAPTER II.................................................................................................15
DATA PRESENTATION AND ANALYSIS...............................................15
2.1 Respondents Profile..................................................................................................15
2.2 Descriptive Analysis.................................................................................................16
2.2.1 Performance Appraisal......................................................................................17

2.2.2 Training and Development...............................................................................18

2.2.3 Reward..............................................................................................................18

2.2.4 Recognition.......................................................................................................19

2.2.5 Promotion..........................................................................................................20
 2.2.6 Job Satisfaction.................................................................................................21

2.3 Correlation Analysis.................................................................................................22

2.4 Regression Analysis.................................................................................................24
2.5 Findings and Discussion...........................................................................................26
CHAPTER III................................................................................................30
CONCLUSION AND ACTION IMPLICATION........................................30
3.1 Conclusion................................................................................................................30
3.2 Implications..............................................................................................................31
REFERENCES..............................................................................................33
APPENDICES...............................................................................................36
 LIST OF TABLES
Regression Coefficient Analysis……………………………………………………28
 LIST OF ABBREVIATIONS

DAV Dayananda Anglo Vedic

BBA Bachelor in Business Administration

 EXECUTIVE SUMMARY

The study entitled to examine the relation between different group with homestay and their
contribution to homestay business. The study is based upon the primary research thus the
data have been collected through the questionnaires method. The respondents for this study
are the people of kalabang gharedi. The convenience sampling technique has been used for
selection of respondents. The descriptive and causal comparative research designs have
been followed up.

The major conclusion of this study is that . Similarly, it is revealed that . The study reveals
that if there is. The study also concludes that the. The study reveal that . In addition, there
is positive relationship between. Thus, they move in the identical direction when there is
increment
 CHAPTER I

INTRODUCTION

1.1 Background of the Study

In

1.2 Statement of the Problem

This study has been conducted to find whether there is any relation between kalabang
gharedi homestay and kalabang gharedi aama samuha, kalabang gharedi youth club and if
there is any contribution made by the group to uplift homestay business.

1.3 Objective of the Study

The objectives of this research are as follow:

1.3.1 General Objective:

To study about the intergroup relation (kalabang gharedi aama samuha,
kalabang gharedi youth club) with kalabang gharedi homestay and their contribution to
homestay business.

1.3.2 Specific Objective:

 To examine the relationship between groups( kalabang gharedi aama samuha and
kalabang garedi youth club ) with kalabang gharedi homestay.
 To analyze the processes behind group interaction and dynamics.
 To find out the contribution of the group to homestay business.
 To explore the activities of groups to uplift the homestay business.

1.4 Significance of the Study

that

1.5 Limitation of the Study

This study will use quantitative research approach. Quantitative research approach is useful
to examine objective theories by studying the relationship between variables.
1.5.1 Research Design

This study will use descriptive as well as explanatory research design to study numeric
learning of opinion, intentions and attitudes from a sample out of population. The study has
been made regarding descriptive and quantitative correlation research design to determine

1.5.2 Population and sample data

All the working professionals have been sampled from various six commercial banks of

The 384 sample size (S) has been achieved by following the below mentioned
procedure as suggested by (Cochron, 1977).

S= z2*p (1-p)/m2
S= (1.96)2*0.50(1-0.50) / (0.05)2
S=3.8416*0.25/0.0025
S=384.16
Thus, Sample Size (S) = 384 (Approx.)

Where,
S=Sample Size
z= Z score (i.e. 1.96 at 95% confidence level)
p= population proportion (Assumed to be 50% or 0.5)
m= margin of error (i.e. 0.05 or 5%)

1.5.3 Sampling Design

This study is followed by convenience sampling technique which is a non-probability

sampling method because of nature of current study and other constraints of the researcher
such as limited time frame and limited resources. The participants are selected on the basis
of their availability and their interest.
1.5.4 Data collection

The data collection for the study depends on both primary and secondary data. Since the
study is solely depended on the primary data basis which is the data retrieved from the
questionnaire given to the respondents. The question designed where based on the research
hypothesis and objectives specially. The data question relies on the question generated on
each single variable to establish relationship between the dependent and independent
variables. These data are later presented in SPSS software for analyzing those achieved
first hand data and later interpreted in terms of findings and outcomes of the study. After
getting, the respondents' response through distributed questionnaires the quantitative data
has been inputted into IMB SPSS version 25 statistical software in order to decode into
qualitative data and then compute the required results and findings. Further, the study has
been using Microsoft office packages such as Microsoft-Word and Excel most importantly.

The study is not limited to primary data only. In order to describe the study in qualitative
nature the researcher has been using secondary data. Secondary data is the data that has
already been collected through primary sources and made readily available for researchers
to use for their own research. It is a type of data that has already been collected in the past
A researcher may have collected the data for a particular project, then made it available to
be used by another researcher. The data may also have been collected for general use with
no specific research purpose like in the case of the national census.Sources of secondary
data include books, personal sources, journals, newspapers, websites, government records
etc. With the advent of electronic media and the internet, secondary data sources have
become more easily accessible.

1.5.5 Data Analysis Models

For the purpose of analysis of the data collected, any tool can be used, as per supervisor
guidance and per requirement of situation.so, as to analyze the result .This tool is analytical
and scientific software that has been used to organize the data, determine significant
relationships and identify difference, similarities with and between different categories of
respondents. For this research purpose descriptive statistics, reliability analysis, and
correlation has been performed in order to accomplish the objectives of the study. The data
analysis includes the following:
 Demographic profile of respondent
 The frequency distribution for several of the measures
 Descriptive analysis of the variables
 Pearson correlation hypothesis testing
 Regression analysis

The nature of data for this study has been primary. Similarly, the study is highly influenced
by qualitative data. Thus, questionnaires have been prepared. Questionnaires have been
categorized into two segmentation i.e. demographic variables and operational variables.
Under demographic variables which are respondents' profile has been analyzed with the
help of age, gender, educational and income. Similarly, operational definition consists of
dependent and independent variables. The close ended questionnaire has been asked to
filled up having 5-likert scaling point in the form of 5 as strongly agree, 4 as agree, 3 as
stay neutral, 2 as disagree and 1 as strongly disagree. Each and every variable has
consisted of at least four statements. For getting findings and results different statistical
tools has been employed as mentioned above.
 CHAPTER II

DATA PRESENTATION AND ANALYSIS

This chapter is divided into three sections. The first section deals with the presentation and
analysis of primary data. The mean and Standard deviation for each variable has been
presented in this section. The second section covers the analysis of regression model
including correlation analysis. The third section of this chapter deals with concluding
remarks associated on the basis of results derived from the primary data.

2.1 Respondents Profile

The demographic profile reveals the personal characteristics based on their gender, age
group, academic qualification and position of respondents. The demographic factors are
frequently used as a basis for understanding behavior of employees and their
characteristics. This section deals with gender, marital status, age, education level, job
position and working experience of respondents which are shown in Table 6.

Table 1 Demographic Characteristics of the Respondents

Respondents Profile No. of Respondents Percentage

Gender
Male 182 45.5
Female 218 54.5
Total 400 100
Marital Status
Married 165 41.3
Unmarried 235 58.8
Total 400 100
Age
Below 20 64 16.0
21-30 139 34.8
31-40 109 27.3
Above 40 88 22.0
Total 400 100
Job Position
Junior Assistant 113 28.2
Senior Officer 129 32.3
Officer 158 39.5
Total 400 100
Education Level
School level 70 17.5
Bachelor Level 197 49.3
Masters and Above 133 33.3
Total 400 100
Work Experience
0 to 4 years 89 22.3
4 to 8 years 178 44.5
above 8 years 133 33.3
Total 400 100

The table 1 depicts the frequency analysis of demographic variables in terms of gender,
marital status, age, job position, education level and work experience of bank employees
i.e. respondents. 45.5 percent of respondents are male whereas 54.5 percent of respondents
are female participated in this study respectively. Similarly, 41.3 percent of respondents
are married whereas 58.8 percent of respondents are unmarried among responded. 16.0,
34.8, 27.3 and 22.0 respondents fall in age category of below 20, 21-30, 31-40 and above
40 respectively. Moreover, 28.2, 32.3 and 39.5 percent of respondent’s job position is
associated with junior assistant, senior officer and officer respectively. 17.5, 49.3 and 33.3
percent of respondent’s have got school level, bachelor level and masters and above level
education respectively. Finally, 22.3, 44.5 and 33.3 percent of respondents have got work
experience of 0 to 4 years, 4 to 8 years and above 8 years respectively.

2.2 Descriptive Analysis

In this section of analysis, descriptive statistical tools such as mean, standard deviation and
weighted average mean for all variables have been discussed. The all-400 respondent’s
views regarding variables have been presented in table and discussed to attain the objective
of the study. The dependent variable i.e. employee’s job satisfaction with different items
have been presented in tables and described with statistical tools such as range, minimum,
maximum value for items, mean and standard deviation along with independent variables
such as performance appraisal, training and development, reward, recognition and
promotion.

2.3 Correlation Analysis

The Bivariate Pearson’s’ correlation analysis has been incorporated to examine the
magnitude and direction of relationship between and among the variables such as
Performance appraisal (PA), training and development (TD), reward system (R),
promotion (P), recognition (R) are independent variables and job satisfaction (JS), are
dependent variables..

Table 2 Correlation Analysis

Correlations
1 2 3 4 5 6
S.N. Variables
PA TD RD R P JS
Performance
1 1
Appraisal
Training and .545** 1
2
Development .000
.504** .584** 1
3 Reward
.000 .000
.564** .556** .641** 1
4 Recognition
.000 .000 .000
.503** .501** .584** .713** 1
5 Promotion
.000 .000 .000 .000
.423** .517** .584** .557** .625** 1
6 Job Satisfaction
.000 .000 .000 .000 .000
**. Correlation is significant at the .01 level (2-tailed).

Table 8 represents the correlation analysis among variables undertaken in this study. The
correlation coefficient between job satisfaction and performance appraisal is is .423 which
indicate that there is a positive correlation between job satisfaction and performance
appraisal. The corresponding p-value is .000, which is less than level of significance (α)
= .01 at 99 percent confidence level results that there is significant relationship between
job satisfaction and performance appraisal. Therefore, when there is increase in
performance appraisal as a result there is increase in job satisfaction and vice-versa.

The correlation coefficient between job satisfaction and training and development is .517
which indicates that there is a positive correlation between job satisfaction and training and
development. The corresponding p-value is .000, which is less than level of significance
(α) = .01 at 99 percent confidence level results that there is significant relationship between
job satisfaction and training and development. Therefore, when there is increase in training
and development as a result there is increase in job satisfaction and vice-versa.

Similarly, the correlation coefficient between job satisfaction and reward is .584 which
indicates that there is a positive correlation between job satisfaction and reward. The
corresponding p-value is .000, which is less than level of significance (α) = .01 at 99
percent confidence level results that there is significant relationship between job
satisfaction and reward. Therefore, when there is increase in reward as a result there is
increase in job satisfaction and vice-versa.

Moreover, the correlation coefficient between job satisfaction and recognition is .557
which indicates that there is a positive correlation between job satisfaction and recognition.
The corresponding p-value is .000, which is less than level of significance (α) = .01 at 99
percent confidence level results that there is significant relationship between job
satisfaction and recognition. Therefore, when there is increase in recognition as a result
there is increase in job satisfaction and vice-versa.

Likewise, the correlation coefficient between job satisfaction and promotion is .625 which
indicates that there is a positive correlation between job satisfaction and promotion. The
corresponding p-value is .000, which is less than level of significance (α) = .01 at 99
percent confidence level results that there is significant relationship between job
satisfaction and promotion. Therefore, when there is increase in promotion as a result there
is increase in job satisfaction and vice-versa.
2.4 Regression Analysis

The multiple regression analysis has been incorporated to examine the cause and effect
relationship between and among the variables. The proxies of HR practices are
performance appraisal, promotion, reward, training and development, and recognition. The
dependent variables are job satisfaction and independent variables are performance
appraisal, promotion, reward, training and development. Thus, the multiple regression
analysis model is EJS= β0 +β1PA+ β2P+ β3TD+ β4RD+ β5R + ε.

Table 3 Model Summary Statistic

Model Summary
Std. Error of the
Model R R Square Adjusted R Square Estimate
1 .721a .521 .513 .36594
a. Predictors: (Constant), PA, TD, RD, P, R

The above table represented R Square for this model, which is .521. This means that 52.1
percent of the variation in the dependent variable i.e. customer satisfaction can be
explained by five independent variables (performance appraisal, training and development,
reward, recognition and promotion). R is .721, adjusted R square is .513 and the standard
error of the estimate is .36594.

Table 4 ANOVA Statistic

ANOVA
Sum of
Model Squares df Mean Square F Sig.
1 Regression 57.130 6 9.522 71.103 .000b
Residual 52.628 393 .134
Total 109.758 399
a. Dependent Variable: JS
b. Predictors: (Constant) PA, TD, RD, P, R
According to table 10, the fitness of the model is stated by an F-value of 71.103 at a .00
percent level of significance. This implies that the research model is a good-fit in
explaining the determinants of job satisfaction in Nepalese commercial banks.

Table 5 Regression Coefficient Analysis

Coefficients
Unstandardized
Model Coefficients t Sig.
B
1 (Constant) .892 5.323 .000
Performance Appraisal .008 .239 .811
Training and Development .122 3.002 .003
Reward .200 4.175 .000
Recognition .028 .544 .587
Promotion .242 4.764 .000
a. Dependent Variable: Job Satisfaction

The Multiple Regression Equation

Job Satisfaction= .892 + (.008) performance appraisal+ (.122)** training and

development+ (.200)** reward+ (.028) recognition + (.242)** promotion +.168.

Based on table 2.11, the positive regression coefficient of performance appraisal in the
regression coefficient analysis is .008 which indicates that there is positive relationship
between performance appraisal and job satisfaction. In addition, if performance appraisal is
increased by one unit, the average influence on job satisfaction will increase by .008 unit.
The corresponding p-value is .811 which is greater than .05; hence, there is an insignificant
relationship between performance appraisal and job satisfaction.

Similarly, the positive regression coefficient of training and development in the regression
coefficient analysis is .122 which indicates that there is positive relationship between
training and development and job satisfaction. In addition, if training and development is
increased by one unit, the average influence on job satisfaction will increase by .122 units.
The corresponding p-value is .003 which is less than .05, hence there is a significant
relationship between training and development and job satisfaction.
Similarly, the positive regression coefficient of reward in the regression coefficient
analysis is .200 which indicates that there is positive relationship between reward and job
satisfaction. In addition, if reward is increased by one unit, the average influence on job
satisfaction will increase by .200 unit. The corresponding p-value is .000 which is less than
.05, hence there is a significant relationship between reward and job satisfaction.

Moreover, the positive regression coefficient of recognition in the regression coefficient

analysis is .028 which indicates that there is positive relationship between recognition and
job satisfaction. In addition, if recognition is increased by one unit, the average influence
on job satisfaction will increase by .028 unit. The corresponding p-value is .587 which is
less than .05, hence there is a significant relationship between recognition and job
satisfaction.

Likewise, the positive regression coefficient of promotion in the regression coefficient

analysis is .242 which indicates that there is positive relationship between promotion and
job satisfaction. In addition, if promotion is increased by one unit, the average influence on
job satisfaction will increase by .242 units. The corresponding p-value is .000 which is less
than .05; hence, there is a significant relationship between promotion and job satisfaction.

2.5 Findings and Discussion

The results or the outcomes of data analysis have been interpreted in this section. The
study has already explained about the collection of data and the models or techniques for
analyzing the data. Mainly Data collection was done through the questionnaire basis which
helps us to achieve primary data. The respondents were employees of six of the
commercial banks from Nepal. The collected data were analyzed from the SPSS and
Microsoft Office Packages and following are the findings of the study as stated below:

2.5.1 Discussions

The positive regression coefficient of training and development in the regression

coefficient analysis is .122 which indicates that there is positive relationship between
 CHAPTER III

CONCLUSION AND ACTION IMPLICATION

This particular study is associated with determinants of employees’ job satisfaction in
Nepalese commercial banks. The determinates are consider to be performance appraisal,
training and development, reward system, promotion, recognition as independent variables
and job satisfaction as dependent variables. The main objective of the study is to examine
the employees' satisfaction in Nepalese commercial banks in the context of Nepal.
However, the specific objectives are to examine the relationship of training and
development, on employees job satisfaction in Nepalese commercial banks, to examine the
relationship of performance appraisal on employee's job satisfaction in Nepalese
commercial banks, to know the impact of promotion on employees job satisfaction in
Nepalese commercial banks, to examine the relationship of reward and recognition on
employee's job satisfaction in Nepalese commercial banks

3.1 Conclusion

The major conclusion of this study is that promotion is the most prominent determinants of
employee job satisfaction in Nepalese commercial banks. Similarly, it is revealed that
training and development, reward system, promotion variables has significant and positive
impact on employees’ performance in Nepalese commercial banks. The study reveals that
if there is higher opportunities of the promotion higher would be the job satisfaction. The
study also concludes that the job satisfaction level of employee in Nepalese commercial
banks is satisfactory. The study reveals that employees are satisfied with the HR practices
in their Nepalese commercial banks. In addition, there is positive relationship between
performance appraisals, promotion, reward, recognition, training and development with
employee’s job satisfaction. Thus, they move in the identical direction when there is
increment with performance appraisals, promotion, reward, recognition, training and
development as a result, there would be increment in employs’ job satisfaction too.

The study is completely based on primary data collected from Google forms questionnaires
and processed with SPSS software for data analysis and interpretation. The study is
constructed under descriptive and causal comparative research designs. The total 400
respondents i.e. employees working in Nepalese commercial banks are respondents for this
study who have been conveniently selected getting response. For data analysis tools, both
descriptive and inferential statistical tools have been employed to attain desired results.
Under descriptive statistical tools mainly mean, standard deviation and frequency analysis
have been incorporated whereas under inferential statistical tools mainly correlation,
regression and hypothesis testing have been incorporated to achieve targeted research
questions’ answer and fulfill the research objective.

The major findings of this study can be elaborated, as there is positive regression
coefficient of performance appraisal in the regression coefficient analysis which indicates
that there is positive relationship between performance appraisal and job satisfaction.
Further, there is an insignificant relationship between performance appraisal and job
satisfaction. Similarly, the positive regression coefficient of training and development thus,
there is positive relationship between training and development and job satisfaction. In
addition, there is a significant relationship between training and development and job
satisfaction. Moreover, the positive regression coefficient of reward in the regression
coefficient thus, there is positive relationship between reward and job satisfaction. In
addition, there is a significant relationship between reward and job satisfaction. Likewise,
the positive regression coefficient of recognition in the thus, there is positive relationship
between recognition and job satisfaction. In addition, there is a significant relationship
between recognition and job satisfaction. Likewise, the positive regression coefficient of
promotion in the regression coefficient analysis there is positive relationship between
promotion and job satisfaction. In addition, there is a significant relationship between
promotion and job satisfaction

3.2 Implications
The impact of human resource management such as compensation practice,
performance evaluation practice and promotion practice on employees’ job
satisfaction, and organization commitment cannot be overlooked. All these
employees’ outcomes have very significant bearings on the operation of
organization regardless of its size (small, medium and large) and nature
(merchandising, manufacturing and service). Increased job satisfaction,
organizational commitment and decreased turnover intention help the organization
achieve its goals and objectives.
In the context of Nepal, some efforts have been made to examine some of the
issues associated with the view of managers and employee on HRM practices.
However, there are no any attempts so far to find out relationship between HRM
practices and the employees satisfaction. Hence, the present study is an attempt
to fill the gap taking the case of Nepal. On the basis of the literature review, this
study tries to link the various HRM practices and the employee’s satisfaction.

Theoretical Implications
Very few study have addressed the determinants of employees job satisfaction in
Nepalese commercial banks and rarely the research conducted in terms of human
resource management practices has address the outcomes of employee
satisfaction in Nepalese commercial banks.

 This study helps Nepalese commercial banks in terms of determining the

most appropriate determinants of job satisfaction.

 This study has got future scope too. The academic and professional
research can be benefited with this research with the view to attaining
empirical works.

 The findings and conclusion of this study can be highly beneficial to

academic reader; Commercial banks for identifying how to get employees
motivated and Commercial banks’ employees too in terms of know how
Nepalese commercial banks have been treating them.

 The findings of the study could be beneficial to the employees who are
seeking new jobs in the commercial banks. This study will help them
understand about the different parameters for job satisfaction which can
uplift their motivation towards attaining organizational goals.
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turnover intention. Personnel Review, 33(3), 322-334.

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APPENDICES
I am BBA student, studying in Everest College, conducting a summer project entitled
“Determinants of employee’s job satisfaction in commercial banks of Kathmandu
valley” in partial fulfillment of the requirement for the degree of BBA. I humbly request
you to fill up these questionnaires. This research is purely academic and information given
will be used for only that purpose. I pledge the confidentiality of the information given. I
would be very thankful for your time and effort.

Thank you

1. Gender
O Male
O Female
O Others
2. Income Level
O Rs. 20000-40000
O Rs. 41000-60000
O Rs. 60000 above
3. Age
O Under 15
O 15-20
O 20-25
O 25-30
O 30 and above
4. Education
O +2 Level
O Bachelor Level
O Masters and Above
 Likert Scale Questions

The statement is based on performance appraisal practices and is measured in five

Likert scales 1 as strongly disagree ,2 as disagree, 3 as neutral, 4 as agree and 5 as
strongly agree.
Independent Variables
Performance appraisal
Statements 1 2 3 4 5
I am satisfied with the existing performance appraisal
PA1.
system in my organization
Performance appraisal system is fairly conducted by
PA2.
insurance companies.
I receive feedback of my performance in a regular
PA3
basis.
I am informed how my performance appraisal is
PA4.
evaluated.
Performance appraisal system helps to boost my
PA5.
performance.
Training and Development
Statements 1 2 3 4 5
My organization frequently arranges training to learn
TD1.
new things for the employees
I am satisfied with the existing training and
TD2.
development system in my organization
Training programs helps to improve my performance
TD3.
gap
Training is conducted as the overall requirement of
TD4.
the organization

TD5. Training system helps to boost my performance

Reward
Statements 1 2 3 4 5
RR1 I am satisfied with the salary provided by the bank.

Reward System is fairly conducted by insurance

RR2
companies
RR3 Reward motivates to perform well in my job

RR4 Rewards have a positive effect on work environment

The reward provided by my organization give me a
RR5
sense of accomplishment

Recognition

RR6 Recognition has a positive effect on work environment.

Recognition motivates me more than monetary
RR7
incentives.
Organization gives enough recognition for better work
RR7
done.
RR8 Recognition system helps to boost my performance.
I am satisfied with the existing recognition system in
RR10
my organization.
Promotion
Statements 1 2 3 4 5
P1. Promotion motivates me to perform well in my job.
Promotion system is fairly conducted by insurance
P2.
companies
I am satisfied with the existing promotion system in my
P3.
organization.
P4. Promotion has a positive effect on work environment.
P5. Promotion helps to boost my performance.
Dependent variable
Job Satisfaction
Statements 1 2 3 4 5
JS1. My job makes good use of my skills and abilities.
JS2. I have the tools and resources to do my job well.
I feel encouraged to come up with new and better ways
JS3.
of doing things in my work.
JS3. My job gives me a feeling of personal accomplishment.
JS5. Overall, I am satisfied with my job.