Global Journal of Management and Business Research, A: Administration and Management, Volume 23 Issue 7

Table 4: Correlations of Employee Performance and Identified Factors of Role of Motivation The correlation between Employee performance and identified factors of role of motivation is positive and is significant at the 0.01 level (2-tailed). The table shows the correlation between ‘Employee performance’ and ‘Compensation’ (variable 1) is 0.212 (Sig.=0.074); the correlation between ‘Employee performance’ and ‘Work- life-balance’ (variable 2) is 0.321 (Sig.=0.006);the correlation between ‘Employee performance’ and ‘Working-environment’ (variable 3) is 0.379 (Sig.=0.001); the correlation between ‘Employee performance’ and ‘Superior subordinate relationship’ (variable 4) is 0.379 (Sig.=0.001); the correlation between ‘Employee performance’ and ‘Salary or wages’ (variable 5) is 0.430 (Sig.=0.000); the correlation between ‘Employee performance’ and ‘Working Hours’ (variable 6) is 0.234(Sig.=0.047); the correlation Correlations Comp ensati on Work- life- balanc e Workin g- enviro nment Superi or subor dinate relatio nship Salary or wages Work ing Hour s Superv ision Stress Benefit s Job Enviro nment Motivationa l Success in Employee performanc e Compensation Pearson Correlation 1 .281 * .556 ** .335 ** .511 ** .148 .354 ** .251 * .485 ** .095 .212 Sig. (2-tailed) .017 .000 .004 .000 .216 .002 .033 .000 .425 .074 N 72 72 72 72 72 72 72 72 72 72 72 Work-life- balance Pearson Correlation .281 * 1 .298 * .339 ** .384 ** .156 .227 .125 .298 * .233 * .321 ** Sig. (2-tailed) .017 .011 .004 .001 .190 .055 .296 .011 .049 .006 N 72 72 72 72 72 72 72 72 72 72 72 Working- environment Pearson Correlation .556 ** .298 * 1 .696 ** .596 ** .394 ** .426 ** .519 ** .443 ** .297 * .379 ** Sig. (2-tailed) .000 .011 .000 .000 .001 .000 .000 .000 .011 .001 N 72 72 72 72 72 72 72 72 72 72 72 Superior subordinate relationship Pearson Correlation .335 ** .339 ** .696 ** 1 .567 ** .250 * .339 ** .490 ** .350 ** .309 ** .390 ** Sig. (2-tailed) .004 .004 .000 .000 .035 .004 .000 .003 .008 .001 N 72 72 72 72 72 72 72 72 72 72 72 Salary or wages Pearson Correlation .511 ** .384 ** .596 ** .567 ** 1 .434 ** .497 ** .454 ** .468 ** .378 ** .430 ** Sig. (2-tailed) .000 .001 .000 .000 .000 .000 .000 .000 .001 .000 N 72 72 72 72 72 72 72 72 72 72 72 Working Hours Pearson Correlation .148 .156 .394 ** .250 * .434 ** 1 .243 * .326 ** .196 .175 .234 * Sig. (2-tailed) .216 .190 .001 .035 .000 .039 .005 .099 .141 .047 N 72 72 72 72 72 72 72 72 72 72 72 Supervision Pearson Correlation .354 ** .227 .426 ** .339 ** .497 ** .243 * 1 .450 ** .630 ** .314 ** .388 ** Sig. (2-tailed) .002 .055 .000 .004 .000 .039 .000 .000 .007 .001 N 72 72 72 72 72 72 72 72 72 72 72 Stress Pearson Correlation .251 * .125 .519 ** .490 ** .454 ** .326 ** .450 ** 1 .600 ** .540 ** .474 ** Sig. (2-tailed) .033 .296 .000 .000 .000 .005 .000 .000 .000 .000 N 72 72 72 72 72 72 72 72 72 72 72 Benefits Pearson Correlation .485 ** .298 * .443 ** .350 ** .468 ** .196 .630 ** .600 ** 1 .355 ** .449 ** Sig. (2-tailed) .000 .011 .000 .003 .000 .099 .000 .000 .002 .000 N 72 72 72 72 72 72 72 72 72 72 72 Job Environment Pearson Correlation .095 .233 * .297 * .309 ** .378 ** .175 .314 ** .540 ** .355 ** 1 .493 ** Sig. (2-tailed) .425 .049 .011 .008 .001 .141 .007 .000 .002 .000 N 72 72 72 72 72 72 72 72 72 72 72 Motivational Success in Employee performance Pearson Correlation .212 .321 ** .379 ** .390 ** .430 ** .234 * .388 ** .474 ** .449 ** .493 ** 1 Sig. (2-tailed) .074 .006 .001 .001 .000 .047 .001 .000 .000 .000 N 72 72 72 72 72 72 72 72 72 72 72 *. Correlation is significant at the 0.05 level (2-tailed). Role of Motivation in Employee Retention: A Study on Readymade Garments Manufacturing Company in Bangladesh 23 Global Journal of Management and Business Research Volume XXIII Issue VII Version I Year 2023 ( ) A © 2023 Global Journals VII. C orrelation A nalysis