International Journal for Research in Applied Science & Engineering Technology (IJRASET) ISSN: 2321-9653; IC Value: 45.98; SJ Impact Factor: 7.429 Volume 9 Issue I Jan 2021- Available at www.ijraset.com Figure-1 depicts the nature of association between individual motivational activities and employees motivation. The arrows indicate that all items of motivational activities affects employee motivation and employee motivation affects job satisfaction. The hypotheses implied in the research model are the following. 1) H1: Pay & Perks significantly affects employee motivation. 2) H2: Career & Development significantly affects employee motivation. 3) H3: Work life& Culture significantly affects employee motivation. 4) H4: Welfare Facilities significantly affects employee motivation. 5) H5: Employee Motivation significantly affects Job Satisfaction. H1 through H4 measures the direct effect of motivational activities and facilities on employee motivation whereas H5 measures the indirect effect of motivational activities on job satisfaction through employee motivation; motivational activities effect employee motivation and employee motivation effects job satisfaction. For the purpose of testing these hypotheses the following structural response models have been formulated. Response Model I: EMi = a+bP&Pi+ui Response Model II: EMi = a+bC&Di+ui Response Model III: EMi = a+bW&Ci+ui Response Model IV: EMi = a+bWFi+ui Response Model V: JSi = a+bEMi+ui Where, EMi = Value of employee motivation variable of the ith respondent as per the sample respondent’s perception measured by average summated scale (i=1,2,3-------n=50). P&Pi = Value of Pay & Perks variable of the ith respondent as per sample respondent`s perception measured by average summated scale (i=1,2,3-------n=50). C&Di = Value of Career & Development variable of the ith respondent as per sample respondent`s perception measured by average summated scale (i=1,2,3-------n=50). W&Ci = Value of Worklife & Culture variable of the ith respondent as per sample respondent’s perception measured by average summated scale (i=1,2,3-------n=50). WFi = Value of Welfare Facility variable of the ith respondent as per sample respondent’s perception measured by average summated scale (i=1,2,3-------n=50). JSi = Value of Job Satisfaction variable of the ith respondent as per sample respondent’s perception measured by average summated scale (i=1,2,3-------n=50). a = Constant. b = Regression Coefficients. ui= Usual random term. V. THE DATA AND METHODOLOGY 1) The Data: This study is basically based on the primary data collected from a sample of 50 respondents i.e. executives (out of 328 executives) using well structured questionnaire prepared for this purpose. The questions are appended as Annexure-I. The judgement sampling technique- one of the non-parametric sampling- was considered appropriate and used for conducting the survey. It took about six weeks time during November-December 2019. Published and unpublished secondary data and websites related to the study have also been used. The five point response category of Likert type [18] has been used in preparing the data . The responses are quantified by allotting the numerical value 1 for Strongly Disagree (SD) and 5 for Strongly Agree (SA) or 1 for Very Low (VL) and 5 for Very High (VH) as the case may be for each of the question considered. At the time of evaluation and analysis of data, these Likert items, which happens to be inclusive are amalgamated or merged into one variable or scale which is composite in nature [19]. This type of pooled data is known as Likert scale or summated scale. Summated scale is one of the latest scale technique formulated in academic research. The summated scale, thus computed has been transformed into average summated scale for each of the 50 respondents for all six variables namely Pay & Perks scale, Career & Development scale, Worklife & Culture scale, Welfare Facility scale, Employee Motivation scale and Job Satisfaction scale for further analysis. Four broad groups of motivational activities as identified earlier viz. pay & perks, career & development, worklife & culture and welfare facilities [20] have been used as determinants of employee motivation in this study.
©IJRASET: All Rights are Reserved
495
