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

An Empirical Study on Factors Influencing Job Satisfaction of Human Resource in Banks and Insurance Companies of Nepal 25 Global Journal of Management and Business Research Volume XXIII Issue V Version I Year 2023 ( ) A © 2023 Global Journals Table 44: Group Statistics of Motivational and De-Motivational Job Security Job Security N Mean Std. Deviation Job Satisfaction Motivational Job Security 164 39.9756 6.52221 De-motivational Job Security 36 44.0278 5.67947 The above table shows us out of 200 respondents of field survey, 164 respondents say that job security has motivated them to do their job, whereas 36 respondents say that job security has demotivated them to do their job. Here, the mean score of job dissatisfaction ( M=44.0278) of human resources who say that job security has demotivated them to do their job is higher than the mean score of job satisfaction ( M=39.9756) of human resources who say that job security has motivated them to do their job. Table 45: Independent Sample T-Test Result for Job Security 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 0.511 0.476 -3.450 198 0.001 Equal variances not assumed -3.770 57.169 0.000 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 0.476(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=0.001 . Since this p- value is lesser than 0.05, it is concluded that there is a statistically significant mean difference in the level of job satisfaction due to the difference in providing job security to employees. V. C onclusion The result of each independent sample t-test concluded that except for the two hygiene factors-i.e, relation with colleagues and allowance, all the motivational factors significantly do affect on job satisfaction of human resource working in bank and insurance companies of Nepal. This meansan increase or decrease in the level of the remaining 13 factors of motivation significantly do change the level of job satisfaction of human resource working in bank and insurance companies of Nepal. Oppositely, an increase or decrease in the level of 2 motivational factors do not significantly change the level of job satisfaction of human resource working in bank and insurance companies of Nepal. The conclusion of the research work partially supports the conclusion of Herzberg’s theory of motivation. The result of the independent sample t-test has concluded that there is a significant mean difference in the level of job satisfaction due to changes in the level of 11 hygiene factors-i.e, salary, bonus, vehicle facility, work environment, relation with colleague, allowances, rules & regulations, loan facility, relation with superior, relation with subordinate and job security. This means when all these hygiene factors increase or decrease, then job satisfaction also increase or decrease but according to Herzberg, when these hygiene factors get increase then the level of job satisfaction does not increase. Whereas other conclusions of Herzberg’s theory, like; the absence or decrease in the level of hygiene factors creates dissatisfaction among employees, an increase in the level of motivator factors increase the level of job satisfaction, and a decrease the level of motivator factors decrease the level of job satisfaction has been matched with the conclusion of this research work. The results of the independent sample t-test suggest that there is no significant mean difference in the level of job satisfaction due to changes in the level of allowance and relation with colleagues. This conclusion indicates that the bank and insurance companies of Nepal should not invest their vast amount of finance, time, and effort to increase the amount of allowance and assist in maintaining reasonable and friendlier relations with colleagues of the human resource because at the end that will not play vital role to increase the level of job satisfaction rather than, bank and insurance companies can invest their time, effort and finance in the remaining 13 factors of motivation to increase the level of job satisfaction of human resource. R eferences R éférences R eferencias 1. Adhikari, D.R. (2009). Organizational Behaviour (3 rd ed.). Kathmandu: Buddha Academic. 2. Armstrong, M. (2006). A Handbook of Human Resource Management Practice . Kogan Page Publishers, 19