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ZENITH International Journal of Business Economics & Management Research
Vol.2 Issue 4, April 2012, ISSN 2249 8826
Online available at http://zenithresearch.org.in/
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EFFECT OF REMUNERATION AND REWARDS ON EMPLOYEE
MOTIVATION- A STUDY OF SELECTED HOTELS IN WEST BENGAL
P.R.SANDILYAN*; MOUSUMI MUKHERJEE**;
AMITABH DEY***; MANOJIT MITRA****
*Ph D Research Scholar (IGNOU),
Professor,
NSHM School of Hotel Management,
Arrah, Shibtala, Muchipara, Durgapur,
West Bengal – 713212. India.
**Assistant Professor,
NSHM School of Hotel Management
Arrah, Shibtala, Muchipara Durgapur,
West Bengal – 713212, India.
***Ph.D Research Scholar (IGNOU),
Principal,
NSHM School of Hotel Management,
Arrah, Shibtala, Muchipara, Durgapur,
West Bengal – 713212. India.
****Research Scholar/ HOD- Examinations and University Affairs
NSHM School of Hotel Management,
Arrah, Shibtala, Muchipara, Durgapur,
West Bengal – 713212. India.
ABSTRACT
It has always been accepted and agreed upon that quality comes at a cost. This is true for service
quality also and applicable to the hospitality industry likewise. In modern days, Human Resource
Managers have recognized the need to keep well motivated employees to maintain quality
standards in service delivery. The best way to keep employees well motivated is by means of
Remuneration and Rewards and most organizations understand and apply this to get the best
from their employees. The nature of Human Resource practices in the catering and Hospitality
Industry is reviewed and how remuneration and rewards affect the performance of employees
and service quality is studied. The literature concerning Human Resource Management and
performance is briefly reviewed, and its relevance to Hotel Industry and service quality and
performance is addressed. The need for additional research is identified. The aim of this study is
to describe the relationship between Remuneration and rewards with employee motivation which
directly affects the quality of service delivered. Satisfaction levels of employees and workplace
attitudes are examined to pave the way for further study and research.
KEYWORDS: Employee Motivation, Human Resource Management, Hospitality,
Remuneration, Rewards.
______________________________________________________________________________
ZENITH International Journal of Business Economics & Management Research
Vol.2 Issue 4, April 2012, ISSN 2249 8826
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1.0 INTRODUCTION
Human Resource has been identified by most Human Resource Managers and Employers
globally as the most essential ingredient necessary for the success of any business. This belief
holds good for the Hospitality Establishments also. Hospitality organizations thrive on the
customer‟s perception of value for money in terms of amenities and service. Service being a
perishable and intangible commodity it goes without saying that it is more difficult to measure
and track. This challenge is unique to service product organizations worldwide and each one has
developed a yardstick to study and track the performance of their employees in accordance to the
location and market where they operate. In eastern India also the HR managers face a similar
challenge and strive to meet the ever increasing demands of the modern day traveler and
customers. India being a labor market and Eastern India being one of the slower developing
areas, the challenge before the HR managers in this area is huge. They have to match the
available talent pool with the cost structure permitted by the organization and thus ensure to
strike a balance between the two. This study is mainly to ascertain how far the efforts of these
employers and HR managers in this region have been successful in achieving the expectations. A
total of twelve establishments falling across various category cities in the region have been
examined for this study. There were some essential hypotheses that were examined for the
purpose of this study. Firstly it was taken that the rewards and remuneration packages in metro
cities would be higher and more suited to meet the expectations of the employees because the
employees had plenty of options to switch jobs. Secondly it was taken that rewards and
remuneration had a direct bearing on employee performance and service quality. Thirdly it was
expected that service quality standards and expectations of customers in metros would be much
more as compared to the customers of smaller cities and towns. Lastly it was assumed that
employer expectations in terms of delivery in metros would also be higher as compared with the
smaller cities.
2.0 REVIEW OF LITERATURE
Kovach (1987) observed in his study on factors that motivates employees, as an employee‟s
income increases, money becomes less of a motivator and that as an employee gets older,
interesting work becomes more of a motivator.
The factor that motivates employees keeps on changing depending on a composite number of
intrinsic or extrinsic factors. Bowen and Radhakrishna (1991)
Rewards can be verbal, physical or tangible. Organizations usually use pay, promotion, bonuses
and other types of reward to engender staff to increase productivity. These are management tools
which when used appropriately, contribute to an organization‟s effectiveness by influencing
individual or group behavior (Cameron and Pierce, 1977; Gomez-Mejia and Balkin, 1992).
Smith(1994) writes motivating employees is more fruitful in a workplace, so there is a
requirement to study what motivates employees is vital for the survival of an organization and
challenging for a manager.
According to Petcharak (2002), one of the main functions of the human resource manager is to
keep the employees satisfied with their jobs and ensure continued motivation of employees.
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When the work environment is not satisfactory to the employee, his performance is poor and this
ultimately leads to poor performance of the organization.
Ballentine (2003) stated that the purpose of rewarding employees is to recognize excellent job
performance, provide feedback, make it easier to get work done, encourage employees to be
more productive and help management achieve their goal. Therefore, in order to ensure that the
National Library of Nigeria attains its stated goals in an efficient and effective manner, it is
pertinent that the employee reward policy is deployed in a way that engenders a motivated
workforce. All things being equal, the motivated workforce will perform better on the job and
deliver better quality service.
According to Wilson (2010) reward can be defined as “an external agent administered when a
desired act or task is performed, that has controlling and informational properties”. He went
further to explain that rewards are usually administered to increase the probability of a pre-
determined response although rewards can increase or decrease the probability of an event
occurring, depending on the saliency and direction of the controlling and informational aspects
of the reward
Khan et. al. (2010) put forward that organizational goals are directly comparative to the personal
goals of an individual and that organizational productivity can be increased if employees are self-
motivated towards their work rather than being directed. Therefore, managers play an important
role in the motivation of employees. This is particularly true of service organizations such as
libraries.
P Joshi & D. N. Venkatesh, (2006) (H. R Management Pg 325, Remuneration centers around
factors such as job complexity, the company‟s ability to pay, and executive human capital.
Zeithaml, Bitner and Gremler, 2006, Services are characterized by intangibility, heterogeneity,
inseparability and perishability.
Hurley and Estelami, 2007, Owing to this unique nature, hospitality employees‟ performance
upon service delivery is an important determinant for customer satisfaction and loyalty, as the
quality of service encounters between employee and customer determines the level of customer
satisfaction. Furthermore, studies have shown that customer satisfaction is correlated with
employees‟ satisfaction, as satisfied employees are likely to perform better on the job. In other
words, employee satisfaction could lead to customer satisfaction; consequently it increases
customer loyalty and benefits the organization with improved profitability.
Biswajeet Pattanayak, (2005)(Human Resource Management 3rd Edition Pg 259) The use of
incentives assumes that people‟s actions are related to their skills and ability to achieve important
long term goals. Even though many organizations, by choice or tradition or contact, allocate
rewards on non performance criteria, rewards should be regarded as a „pay off‟ performance.
Dean R. Spitzer, (2007) (Super Motivation pg- 165) the most important component of in any
reward system is the relationship that exists between rewards and performance. While a few
employees are rewarded generously for their performance, most employees receive few, if any,
performance-based-reward-not even for exceptional performance.
ZENITH International Journal of Business Economics & Management Research
Vol.2 Issue 4, April 2012, ISSN 2249 8826
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Robert L. Mathis & John H. Jackson, (2004), (H R Management 10th
edition Pg-84) Pay and
benefit must be competitive, which means they must be close to what other employers are
providing and what individuals believe to be consistent with their capabilities, experience, and
performance.
B. Mamoria & S.V. Gankar, (2001), (H.R management 6th
edition pg- 303) A reward can be
anything that attracts a employees attention and stimulates him to work. There can be monetary
reward or non monetary reward.
David A. DeCenzo, 1998, Personnel Human Resource Management reward that is not visible to
the employees may fail to get the desired motivating effect from the employee. On the other
hand, a truly visible reward gets the attention not only of individuals but also of their peers. This
latter quality means visible rewards can contribute to satisfying an employee‟s esteem and
recognition needs. An effective reward would be flexible in terms of the amount given and
whether it is given to everyone in the organization. The annual performance bonus, for instance
of a high flexibility. It can be adjusted upward or downward or eliminated, each year depending
on some measure of performance. Additionally it can be given selectively to those employees
who have done a superior job.
Burack and Boldsmith, Human Resource Management, Pg 259, “An incentive scheme is a plan
or programmes to motivate individual or group performance. An incentive programme is most
frequently built on monetary reward (incentive pay or monetary bonus), but may also include a
variety of non monetary rewards or prizes”.
K Aswathappa, 1997, Human Resource Management, 5th
edition, Pg- 285, Remuneration is the
compensation an employee receives in return for his contribution to the organization.
Remuneration occupies an important place in the life of an employee. His standard of living,
status in the society, motivation, loyalty, and productivity depend upon the remuneration he
receives. For the employer too, employee remuneration is significant because of its contribution
to the cost of production. Besides, many battles (in the form of strike and lock outs) are fought
between the employer and the employees on issue relating to wages or bonus.
T.V. Rao, 1991, Reading in Human Resource Development, pg-118, Performance Rewarding is
involved only when an employee is rewarded for high performance in his job over a period of
time, usually a year or two) and this should be differentiated from other forms of reward and
awards such as those for bravery, social services, best employee and sportsmanship. Performance
awards are generally given to individuals for doing consistently outstanding work in their jobs
although group performance rewarding is also not uncommon.
3.0 METHODOLOGY
A well structured questionnaire was framed and administered to employees of the service
industry from select hotels in West Bengal to collect their responses on remuneration and
rewards of their organization. The data so collected was initially scanned and verified. Further
statistical and mathematical tools were used to establish the level of motivation and satisfaction
of the employees, which has a direct bearing on their performance and hence the quality of
service. The outcome of the analysis was studied and elaborated to draw appropriate conclusions.
ZENITH International Journal of Business Economics & Management Research
Vol.2 Issue 4, April 2012, ISSN 2249 8826
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Factor analysis of the data showed that all the variables had equal significance and hence no
factorization was possible in this work.
4.0 DATA ANALYSIS
Here the average of the responses collected from about hundred employees on their views on
rewards and remunerations was first calculated and analyzed using various parameters of age,
income group, qualification, gender and location. The output of the analysis is as follows:
CROSSTABS
/TABLES=age BY income
/FORMAT=AVALUE TABLES
/STATISTICS=CHISQ
/CELLS=COUNT
/COUNT ROUND CELL.
age group * income segment Crosstabulation
Count
income segment
Total 0-1 lakh/yr 1-2 lakh/yr 2-3 lakh/yr 3-5 lakh/yr above 5 lakhs
age group below 25 yrs 25 5 0 3 0 33
25-30 yrs 8 6 2 3 5 24
31-35 yrs 1 4 7 4 0 16
36-40yrs 2 7 0 7 3 19
above 40 yrs 0 0 2 3 2 7
Total 36 22 11 20 10 99
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CHI-SQUARE TESTS
Value df Asymp. Sig. (2-sided)
Pearson Chi-Square 69.583a 16 .000
Likelihood Ratio 75.280 16 .000
Linear-by-Linear
Association 28.086 1 .000
N of Valid Cases 99
a. 18 cells (72.0%) have expected count less than 5. The minimum expected count is .71.
Firstly the data was tested for interdependency amongst the attributes chosen. Chi-Square tests
proved that some of the attributes were dependent.
According to the thumb rule as the value of the 4th
column is less than 0.05 we can conclude that
the attributes are dependent on each other. Hence it is justified to do a two way ANOVA to make
further calculations.
#(For full reference please refer to appendix 1 & 2.)
UNIANOVA average BY income age
/METHOD=SSTYPE(3)
/INTERCEPT=INCLUDE
/POSTHOC=income age(BTUKEY)
/PLOT=PROFILE(income*age)
/EMMEANS=TABLES(income*age)
/PRINT=HOMOGENEITY
/CRITERIA=ALPHA(.05)
/DESIGN=income age income*age.
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UNIVARIATE ANALYSIS OF VARIANCE
BETWEEN-SUBJECTS FACTORS
Value Label N
income segment 1 0-1 lakh/yr 36
2 1-2 lakh/yr 22
3 2-3 lakh/yr 11
4 3-5 lakh/yr 20
5 above 5 lakhs 10
age group 1 below 25 yrs 33
2 25-30 yrs 24
3 31-35 yrs 16
4 36-40yrs 19
5 above 40 yrs 7
TESTS OF BETWEEN-SUBJECTS EFFECTS
Dependent Variable:average
Source
Type III Sum of
Squares df Mean Square F Sig.
Corrected Model 61.568a 18 3.420 11.583 .000
Intercept 52.033 1 52.033 176.205 .000
Income 22.013 4 5.503 18.636 .000
Age 2.301 4 .575 1.948 .111
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income * age 5.409 10 .541 1.832 .068
Error 23.624 80 .295
Total 124.248 99
Corrected Total 85.192 98
a. R Squared = .723 (Adjusted R Squared = .660)
POST HOC TESTS
INCOME SEGMENT
HOMOGENEOUS SUBSETS
AVERAGE
TUKEY B
income segment N
Subset
1 2 3
0-1 lakh/yr 36 -.2146
1-2 lakh/yr 22 .5124
2-3 lakh/yr 11 1.2562
above 5 lakhs 10 1.4909
3-5 lakh/yr 20 1.4955
Means for groups in homogeneous subsets are displayed.
Based on observed means.
The error term is Mean Square(Error) = .295.
AGE GROUP
HOMOGENEOUS SUBSETS
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AVERAGE
TUKEY B
age group N
Subset
1 2 3
below 25 yrs 33 .1322
25-30 yrs 24 .3598
31-35 yrs 16 1.0057
36-40yrs 19 1.1483 1.1483
above 40 yrs 7 1.6104
Means for groups in homogeneous subsets are displayed.
Based on observed means.
The error term is Mean Square(Error) = .295.
PROFILE PLOTS
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5.0 RESULTS AND INFERENCES
On analysis of the data the following points emerged.
Age group, income, education were proven to be interdependent.
There was no relation between gender and income segment.
There were similarity in the views between the age groups of below 30, 30 to 40 and
those above 40 years or in other words there emerged three categories of responses.
Income groupings also had three segments.
The responses of employees with 2-3lakhs/annum were closer to those with a higher
income. There was negligible difference between the responses of employees in the
higher income bracket.
Qualification had a very unique response pattern. Graduates and professionals were very
similar in their responses, where as much differences existed between the under graduates
and post graduates.
Employee category showed that junior employees differed in their views with middle and
senior employees.
Gender had no or negligible influence on the employee category or the income group.
Location did have a bearing on the income of employees.
6.0 CONCLUSION & RECOMMENDATIONS
On analysis of the collected data various interesting results were visible. The interdependence of
age group, income segment and education was established by means of Chi-Square tests and
ratified the existing hypotheses on the same, which could be useful for further research work in
the area. Further the two-way ANOVA helped to group the employees in various sub groups.
Another hypothesis that was verified was that there was no effect of gender on the income or
employee category. So it was established that both genders had equal scope for performance and
growth. However the gender ratio of employees still is far different and also signifies that there
are more men than women in employment at all levels. Senior and middle category employees
were more inclined to agree with the reward and remuneration policies of the organization where
as there was marked difference in the views of lower category employees. Here one can also
perceive that a lot of undergraduates were employed and who probably never got any benefits in
terms of rewards and recognition as well as career growth. Organizations must look at making
some policies to help these employees to get educated or trained and provide them with
opportunity to grow. Graduates and professionals on the other hand showed that even though
they belonged to a lower income group, there were plenty in the middle and higher category also.
This showed that they had the potential to grow based on their education. Similar was the status
of post graduates and higher. As the junior employees had more interaction with the customers at
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various establishments studied, it is imperative that the organizations look at these employees
carefully and increase the satisfaction levels of this segment. Location of the establishment had
some effect on the satisfaction of the employees as employees in metro cities were provided with
better remuneration as compared to the employees of smaller towns. Further it is necessary for
organizations to invest more on the employees at the junior levels and plan for them as this
would help them in their efforts to deliver service quality. Also we can justly state that
employees must also try and upgrade themselves if they wish to have career growth and better
remuneration. Organizations using unskilled and inefficient employees as cheap labor would lose
their standards and ultimately suffer as the customer would not like to pay for poor service
quality and shift his loyalty to other business units.
7.0 REFERENCES
Bowen, B.E. and Radhakrishna, R.B. (1991). Job satisfaction of agricultural education
faculty: a constant phenomena. Journal of Agricultural Education, Vol.32, No. 2,
pp.16-22
Biswajeet Pattanayak, (2005), Human Resource Management 3rd Edition
B. Mamoria & S.V. Gankar, (2001), Human Resource management 6th
edition Burack
and Boldsmith, Human Resource Management,
Ballentine, A. (2003) Non-monetary rewards in the workplace. Available at
www.mightystudents.com/.../non.monetary.rewards.workplace.9716? United States.
(Accessed 8 Nov., 2010).
Cameron, J. and Pierce, W. D. (1994). Reinforcement, reward and intrinsic motivation: a
meta-analysis. Review of Educational Research, Vol. 64, pp. 363-423.
Gomez-Mejia, L.R. and Balkin, D. B. (1992). Determinants of faculty pay I an agency
theory perspective. The Academy of Management Journal, Vol. 35, No. 5, pp. 921-955.
http://www.jstor.org/stable/256535.
Human Resource Management, 2nd
edition, V S P Rao
Human Resource Management 12th
edition, (1997), Dr. Anjali Ghanekar
Human Resource Management 10th
edition, 2004, Robert L. Mathis & John H. Jackson
Human Resources Management, 2008, 11th
edition, Gary Dessler
Hurley, R. F. and Estelami, H. (2007) An exploratory study of employee turnover
indicators as predictors of customer satisfaction, Journal of Services Marketing. Vol.
21, No.3
Kovach, K.A. (1987). What motivates employees? Workers and supervisors give
different answers. Business Horizons, vol. 30. Pp. 58-65.
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Khan, K. U., Farooq, S. U. and Ullah, M. I. (2010). “The relationship between rewards
and employee motivation in commercial banks of Pakistan” Research Journal of
International Studies-Issue 14. Available at http://www. eurojournals.com/rjis_14_06.pdf.
(Accessed 25 Oct., 2010).
Petcharak, P. (2002). The assessment of motivation in the Saint Paul Hotel employees.
Ms. Thesis, UW-Stout. Available at
http://minds.wisconsin.edu/handle/1793/40589?show=full
P Joshi & D. N. Venkatesh, (2006), Human Resource Management Pg 325,Dean R.
Spitzer, (2007), Super Motivation
Philips, J. J. (1996) Accountability in human resource management. Houston, Texas:
Robert L. Mathis & John H. Jackson, (2004), Human Resource Management 10th
edition
K Aswathappa, 1997, Human Resource Management, 5th
edition
Rollinson, D., Breadfield, A. and Edwards, D. J. (1998) Organizational behavior and
analysis. Harlow: Addison-Wesley.
Silva, P. (2006) Effects of disposition on hospitality employee job satisfaction and
commitment, International Journal of Contemporary Hospitality Management. Vol. 18.
Saari, L. M. and Judge, T. A. (2004) Employee Attitudes and Job Satisfaction. Human
Resource Management, Winter 2004, Vol. 43
Smith, G.P. (1994). Motivation. In W. Tracey (ed.), Human resources management and
development handbook. 2nd ed.
Wilson, G. (2010), the effects of external rewards on intrinsic motivation. Available at
http:// www.abcbodybuilding.com/rewards.pdf. (Accessed on 8 Nov., 2010).
APPENDIX 1
CHI- SQUARE TESTS
CROSSTABS
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AGE GROUP * QUALIFICATIONS CROSSTABULATION
Count
qualifications
Total UG G PG Professional
age group below 25 yrs 17 9 3 4 33
25-30 yrs 8 5 6 5 24
31-35 yrs 1 1 7 7 16
36-40yrs 2 0 6 11 19
above 40 yrs 0 0 3 4 7
Total 28 15 25 31 99
CHI-SQUARE TESTS
Value df Asymp. Sig. (2-sided)
Pearson Chi-Square 39.880a 12 .000
Likelihood Ratio 46.685 12 .000
Linear-by-Linear Association 27.759 1 .000
N of Valid Cases 99
a. 10 cells (50.0%) have expected count less than 5. The minimum expected count is 1.06.
CROSSTABS
INCOME SEGMENT * QUALIFICATIONS CROSSTABULATION
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Count
qualifications
Total UG G PG Professional
income segment 0-1 lakh/yr 28 7 0 1 36
1-2 lakh/yr 0 4 5 13 22
2-3 lakh/yr 0 2 3 6 11
3-5 lakh/yr 0 1 13 6 20
above 5 lakhs 0 1 4 5 10
Total 28 15 25 31 99
CHI-SQUARE TESTS
Value df Asymp. Sig. (2-sided)
Pearson Chi-Square 91.516a 12 .000
Likelihood Ratio 109.443 12 .000
Linear-by-Linear
Association 30.689 1 .000
N of Valid Cases 99
a. 10 cells (50.0%) have expected count less than 5. The minimum expected count is 1.52.
APPENDIX 2
ANOVA RESULTS
UNIVARIATE ANALYSIS OF VARIANCE
BETWEEN-SUBJECTS FACTORS
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Value Label N
income segment 1 0-1 lakh/yr 36
2 1-2 lakh/yr 22
3 2-3 lakh/yr 11
4 3-5 lakh/yr 20
5 above 5 lakhs 10
Qualifications 1 UG 28
2 G 15
3 PG 25
5 Professional 31
TESTS OF BETWEEN-SUBJECTS EFFECTS
DEPENDENT
VARIABLE:AVERAGE
Source
Type III Sum of
Squares df Mean Square F Sig.
Corrected Model 56.993a 14 4.071 12.127 .000
Intercept 41.739 1 41.739 124.335 .000
Income 8.136 4 2.034 6.059 .000
Education 1.738 3 .579 1.726 .168
income * education 1.324 7 .189 .563 .784
Error 28.199 84 .336
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Total 124.248 99
Corrected Total 85.192 98
a. R Squared = .669 (Adjusted R Squared = .614)
Post Hoc Tests income segment Homogeneous Subsets
AVERAGE
TUKEY B
income segment N
Subset
1 2 3
0-1 lakh/yr 36 -.2146
1-2 lakh/yr 22 .5124
2-3 lakh/yr 11 1.2562
above 5 lakhs 10 1.4909
3-5 lakh/yr 20 1.4955
Means for groups in homogeneous subsets are displayed.
Based on observed means.
The error term is Mean Square(Error) = .336.
Qualifications Homogeneous Subsets
AVERAGE
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TUKEY B
qualifications N
Subset
1 2 3
UG 28 -.3409
G 15 .7152
Professional 31 .8710
PG 25 1.3600
Means for groups in homogeneous subsets are displayed.
Based on observed means.
The error term is Mean Square(Error) = .336.
PROFILE PLOTS
UNIVARIATE ANALYSIS OF VARIANCE
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BETWEEN-SUBJECTS FACTORS
Value Label N
qualifications 1 UG 28
2 G 15
3 PG 25
5 Professional 31
employee category (junior, middle or
senior)
1 JUNIOR 54
2 MIDDLE 32
3 SENIOR 13
TESTS OF BETWEEN-SUBJECTS EFFECTS
DEPENDENT
VARIABLE:AVERAGE
Source
Type III Sum of
Squares df Mean Square F Sig.
Corrected Model 56.976a 10 5.698 17.770 .000
Intercept 31.300 1 31.300 97.619 .000
education 10.664 3 3.555 11.087 .000
ec 10.074 2 5.037 15.710 .000
education * ec 1.134 5 .227 .707 .620
Error 28.216 88 .321
Total 124.248 99
ZENITH International Journal of Business Economics & Management Research
Vol.2 Issue 4, April 2012, ISSN 2249 8826
Online available at http://zenithresearch.org.in/
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TESTS OF BETWEEN-SUBJECTS EFFECTS
DEPENDENT
VARIABLE:AVERAGE
Source
Type III Sum of
Squares df Mean Square F Sig.
Corrected Model 56.976a 10 5.698 17.770 .000
Intercept 31.300 1 31.300 97.619 .000
education 10.664 3 3.555 11.087 .000
ec 10.074 2 5.037 15.710 .000
education * ec 1.134 5 .227 .707 .620
Error 28.216 88 .321
Total 124.248 99
Corrected Total 85.192 98
a. R Squared = .669 (Adjusted R Squared = .631)
Post Hoc Tests qualifications Homogeneous Subsets
AVERAGE
TUKEY B
qualifications N
Subset
1 2 3
UG 28 -.3409
G 15 .7152
Professional 31 .8710
ZENITH International Journal of Business Economics & Management Research
Vol.2 Issue 4, April 2012, ISSN 2249 8826
Online available at http://zenithresearch.org.in/
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PG 25 1.3600
Means for groups in homogeneous subsets are displayed.
Based on observed means.
The error term is Mean Square(Error) = .321.
Employee category (junior, middle or senior)
Homogeneous Subsets
AVERAGE
TUKEY B
employee category
(junior, middle or
senior) N
Subset
1 2
JUNIOR 54 .0354
MIDDLE 32 1.2670
SENIOR 13 1.5175
Means for groups in homogeneous subsets are displayed.
Based on observed means.
The error term is Mean Square(Error) = .321.
PROFILE PLOTS
ZENITH International Journal of Business Economics & Management Research
Vol.2 Issue 4, April 2012, ISSN 2249 8826
Online available at http://zenithresearch.org.in/
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