Global Journal of Management and Business Research, A: Administration and Management, Volume 23 Issue 5

Table 20: Group Statistics of Motivational and De-Motivational Relations with Colleagues Relationship With Colleagues N Mean Std. Deviation Job Satisfaction Motivational Relation with Colleagues 193 40.6321 6.59580 De-motivational Relation with Colleagues 7 42.7143 5.25085 Table 21: Independent Sample T-Test Result for Relation with Colleagues as a Factor Leading to Job Satisfaction Levene's Test for Equality of Variances t-test for Equality of Means F Sig. t df Sig. (2-tailed) Job Satisfaction Equal variances assumed 0.382 0.537 -0.825 198 0.410 Equal variances not assumed -1.020 6.706 0.343 Table 22: Test of Normality on Job Satisfaction Due to Motivational and De-Motivational Allowances Allowances Shapiro-Wilk Statistic df Sig. Job Satisfaction Motivational Allowances 0.989 180 0.153 De-motivational Allowances 0.917 20 0.088 Table 23: Group Statistics of Motivational and De-Motivational Allowances Allowances N Mean Std. Deviation Job Satisfaction Motivational Allowances 180 40.7222 6.49112 De-motivational Allowances 20 40.5500 7.27270 An Empirical Study on Factors Influencing Job Satisfaction of Human Resource in Banks and Insurance Companies of Nepal 19 Global Journal of Management and Business Research Volume XXIII Issue V Version I Year 2023 ( ) A © 2023 Global Journals The above table shows us out of 200 respondents in the field survey, 193 respondents have been enjoying the relationship with colleagues that motivates them to do their job, whereas 7 respondents have been placed in the relationship with colleagues that demotivates them to do their job. Here, the mean score of job dis-satisfaction ( M=42.7143) of human resources who have been placed in a relation with colleagues that de-motivates them to do their job is higher than the mean score of job satisfaction ( M=40.6321) of human resources who have motivational relation with their colleagues. In the above table, F-test (Levene‘s test) has been done to evaluate the equality of variance. It can be seen that the p-value is 0.537(which is greater than 0.05). It indicates that the variances are significantly equal. Hence, the case of “Equal Variances Assumed” has been considered. The values under the “t-test for Equality of Means” has been examined. So, the p-value for the equal variances t-test is p=0.410 . Since this p-value is greater than 0.05, it is concluded that there is no statistically significant mean difference in the level of job satisfaction due to the difference in providing relations with colleagues. The above table shows us the p-value of the job satisfaction ( p=0.153) is greater than the alfa value ( α =0.05) in motivational allowances. Therefore, job satisfaction is normally distributed within the sample size of human resources who have been receiving allowances at the motivational level. Similarly, p-value of job satisfaction ( p=0.088) is greater than the alfa value ( α =0.05) in de-motivational allowances. Therefore, the job satisfaction is normally distributed within the sample size of human resources who have been receiving allowances at de- motivational level. The above table shows us that, out of 200 respondents in the field survey, 180 respondents have been receiving allowances that motivate them to do their job, whereas 7 respondents do not have been receiving allowances that motivates them to do their job. Here, the mean score of job satisfaction ( M=40.7222) of human resources who have been receiving allowances that motivates them to do their job is slightly higher than the mean score of job dis-satisfaction ( M=40.5500) of human resources who do not have been receiving allowances that motivates them to do their job.