EMPLOYEE’S PERCEPTION OF EFFECTIVENESS OF MOTIVATION PROGRAMMES FOR REGULAR WORKERS OF ASIA-PACIFIC INTERNATIONAL UNIVERSITY

EMPLOYEE’S PERCEPTION OF EFFECTIVENESS OF MOTIVATION PROGRAMMES FOR REGULAR WORKERS OF ASIA-PACIFIC INTERNATIONAL UNIVERSITY By SORAWIT CHAIPHISIT An Independent Study Submitted in Partial Fulfillment of the Requirements For the Degree of Master of Business Administration Management, Business Asia-Pacific International University Year (2018)

Title of Study EMPLOYEE’S PERCEPTION OF EFFECTIVENESS OF MOTIVATION PROGRAMMES FOR REGULAR WORKERS OF ASIA-PACIFIC INTERNATIONAL UNIVERSITY By Sorawit Chaiphisit APPROVAL BY ADVISOR: ------------------------------------------- Dr. Noah Anburaj Balra, PhD _____________________________ Date approved

i ACKNOWLEDGEMENTS I wish to acknowledge all those people who in one way or other assisted me in the completion of this study. The list is long to be individually acknowledged. However, I cannot wholly refrain from mentioning a few individuals, without whose support and input this study would never have been accomplished. My special appreciation goes to my supervisor, Dr. Noah Anburaj Balraj for his personal commitment and effort to speedily read and comment on my drafts as well as his professional guidance and advice. My gratitude is also extended to Dr. Prapai Plainate for his assistance, support and expertise to help me to able to complete this study. Moreover, I would like to acknowledge my appreciation to Dr. Wayne Hamra, Dr. Henry Foster and all my other lecturers on Master of Business Administration for their professional advice, support, encouragement and guidance. Special thank is extended to my friend, Ms. Pimpa Cheewaprakobkit, for her support, encouragement and guidance to keep me going to accomplish this study. Last but not least, I would like to express my appreciation to my entire family, especially my mother, brothers, sisters and girlfriend, who always support and encourage me to complete my study. Finally, I would like to thank the almighty God for His provisions and for giving me an opportunity to be able to accomplish this study.

ii Research Title: Employee’s perception of effectiveness of motivation programmes for regular workers of Asia-Pacific International Author: Sorawit Chaiphisit Research Advisor: Noah Anburaj Balra, PhD Program: MBA Academic Year: 2017-2018 ABSTRACT The study of employee’s perception of the effectiveness of motivation programs for regular workers of Asia-Pacific International University (AIU). The sample of the study is 69 employees, both Thai and International, who worked in AIU, Muak Lek Campus during the academic year, 2017-2018. The data was collected through a survey questionnaire. The researcher used descriptive analysis, Pearson correlation Coefficients, multiple regression, Independent t-test to test the statically significant difference between the means and ANOVA-One way to determine whether there are any statistically significant differences between the means of two or more independent variables. The result showed that both extrinsic and intrinsic motivational factors had a positive effect of the employees’ perception toward their performances. In intrinsic motivational factors, Interpersonal relations between employee and employees and employees and their supervisors was the highest with the mean of 4.090 and “recognition” was the lowest mean of 3.426. In extrinsic motivational factors, conductive work environment and the conditions of work was the highest mean of 4.140 and fringe benefits was the lowest motivational factor with the mean of 3.568. Further study could be done based on other factors of motivational programs in AIU. Key words: Motivation programs, Employee’s performance

iii Table of Contents Page ACKNOWLEDGEMENTS............................................................................................. i ABSTRACT.....................................................................................................................ii TABLE OF CONTENTS……………………………………………………………….iii INDEX OF TABLES…………………………………………………………………... v INDEX OF FIGURES .....................................................................................................vi CHAPTER ONE: INTRODUCTION…………………………………………………..1 1.1 Rationale and significance of research………………………………….1 1.2 Objectives of research…………………………………………………...2 1.3 Benefits to be derived from research……………………………… …..2 CHAPTER TWO: LITERATURE REVIEW…………………………………………..4 2.1 Concept of Perception………………………………………………… ...4 2.2 Employee Motivation…………………………………………………....5 2.3 Motivation Programmes………………………………………………....6 2.3.1 Intrinsic motivation programmes...................................................7 2.3.2 Extrinsic motivation programmes………………………………...10 2.4 Research Question………………………………………………………..13 2.5 Research Hypothesis…………………………………………………… ..13 2.6 Theoretical Framework……………………………………………………14 CHAPTER THREE: RESEARCH METHODOLOGY……………………………….. 15 3.1 Variables………………………………………………………………......15 3.2 Research Instrumentation………………………………………………...15 3.3 Data Analysis……………………………………………………………16 CHAPTER FOUR: DATA ANALYSIS, PRESENTATION AND DISCUSSION…....17 4.1 Demographic profile…………………………………………………......17 4.2 The analysis of the perception of the level of the motivator toward employee’s performance………………………………………………….19

iv 4.3 The analysis perception of the effectiveness of the motivator programmes toward employee’s performance………………………….. .21 4.4 The comparison of employees’ perception of rewards and their preferences with different demographic profile………………………......22 CHAPTER FIVE: SUMMARY OF FINDINGS…………………………………….....27 5.1 Discussion of findings................................................................................27 5.2 Conclusion .................................................................................................29 5.3 Recommendation ........................................................................................30 5.4 Recommendation for further study ............................................................31 5.5 Limitation of the study...............................................................................31 REFERENCES ................................................................................................................32

v Index of Tables Table Number Page 1 Level of decision………………………………………………………………16 2 Respondents’ demographic profile……………………………………………17 3 Employees’ perception of each category……………………………………...20 4 Multiple regression analysis using the Enter technique dimensions of variable factor Intrinsic to predict the employees’ perception of rewards and their preferences…………………………………………………………..21 5 Multiple regression analysis using the Enter technique dimensions of variable factor Extrinsic to predict the employees’ perception of rewards and their preferences…………………………………………………………..21 6 A comparison of employees’ perception of rewards and their preference by gender……………………………………………………………………..22 7 A comparison of employees’ perception of rewards and their preference by Status……………………………………………………………………….....22 8 A comparison of mean in satisfaction toward employees’ perception of rewards and their preference by age………………………………………..23 9 A comparison of mean in satisfaction toward employees’ perception of rewards and their preference by education………………………………….24 10 A comparison of employees’ perception of rewards and their preference by religion…………………………………………………………………….25 11 A comparison of employees’ perception of rewards and their preference by job position………………………………………………………………..25 12 A comparison of mean in satisfaction toward employees’ perception of rewards and their preference by number of years in the service …………...26

vi Index of Figures Figure Number Page 1 Theoretical Framework…………………………………………………...14 2 Respondents’ demographic profile………………………………………..19 3 Employees’ perception of each category………………………………….21

1 CHAPTER 1 INTRODUCTION 1.1 Rationale and significance of research According to Ryan and Deci, (2000) all organisations, despite their level of sophistication, need motivated employees to be effective and efficient in their functioning and responsibilities. Kihara (2013) said “employees who are motivated to work energetically and creatively toward the accomplishment of organisational goals are one of the most important inputs to organisation’s success. It is widely accepted by the organisational theorists that manpower is one of the most important assets of an organisation because the success of an organisation in realizing its objectives heavily depends on the performance of its employees.” Therefore, it is very important for the organisation to ensure that their employees are highly motivated. Armstrong (2006) noted “the organisations with motivated employee are likely to register better performance and low staff turnover. To achieve this, managers needs to develop motivation process and a work environment that will help to ensure that individuals deliver results in accordance with the expectations of management”. In this paper, the researcher studied the perception of the effectiveness of motivation programs toward employee’s performance for regular workers of Asia-Pacific International University. The two motivation factors or programmes that the researcher

2 looked at were extrinsic and intrinsic rewards. Some people believed that not all of the rewards affect the employee’s performance. According to Heath (2006) she said that many managers and supervisors labor under the mistaken impression that the level of employee performance on the job is proportional to the size of the employee’s pay packet. Although this may be true in a minority of cases, numerous employee surveys have shown and by large this to be untrue. In fact, salary increases and bonuses for performance, in many instances, have a very limited short-term effect. The extra money soon comes to be regarded not as an incentive but as an “entitlement”. 1.2 Objectives of research The result of studying the employee’s perception of the effectiveness of motivation programmes of regular employee of Asia-Pacific International University produced an important information that the university can benefit to use the right rewards to improve the performance of its’ employee. 1.3 Benefits to be derived from research The result of the study provides important information to help the human resource of the university to recruit and retain the employees with an aim of meeting the organisation’s goals. The study unearthed various motivational practices that the human resource managers at Asia-Pacific International University could employ to ensure that the employees are motivated.

3 Moreover, the study is also important to other employers, as by critically evaluating the findings, they would be provided with a more in-depth understanding of the expectations of their employees, how they can attract them by making their organisations more appealing and how they can retain these employees hence providing smoother working relationships in the organisations. The study is benefitting future researchers by filling the existing gaps in terms of literature and also providing research gaps that future studies could focus. Further, the study contributes to the existing pool of literature and therefore form part of reference materials for literature review for future scholars.

4 CHAPTER 2 LITERATURE REVIEW 2.1 Concept of Perception Perception is described by Pun (2002) as the process of receiving and deriving meaning from stimuli present in an individual’s internal and external environment. Pun further states that to perceive is to see, hear, touch, taste, smell or sense internally something, event or relation and to organize, interpret and derive meaning from the experience. Skytte and Blunch, (2001) further described perception as the process by which an individual selects, organizes and interprets stimuli into a meaningful coherent picture of the world. It is therefore a process which makes meaning to the environment from experience and varies from one person to another since different individuals see the same thin in different ways. Kurtz (2010) summarized perception as the process, which attributes meaning to incoming stimuli through the human senses. Therefore, it constitutes of two factors, the stimuli and the individual factors. Knowledge of the perceptual process is essential since the manner in which users of information interpret the information is affected by their cognitive understanding that they have established in their minds (Rundh, 2005). When employees perceive that the organization’s practices reflect a commitment to quality, and

15 are based on seeing employees as assets, they have higher productivity, commitment and satisfaction. Some of the factors that can impact employee perception include the nature of working conditions, the policies and procedures of the business in general, and how much trust and respect is present between managers, employees, the benefits paid and how they relate to the work assigned (Schneider, Erhart, Mayer, Saltz, Niles-Jolly, 2005) 2.2 Employee Motivation Kihara (2013) explained that employee motivation is a major factor in the success or failure for any organization. It is one of the important factors that affect the performance of employees. The term motivation has been defined by various researchers. More, Wegner, and Miller (2003) have described it as something that energizes individuals to take action and which is concerned with the choices individuals make as part of goaloriented behavior. According to Chowdhury (2007), motivation is a progression of moving and supporting goal-directed behavior. Motivation provokes employees to constantly look for ways to meeting their goals and therefore employee motivation is one of the policies of managers to increase effectual job management amongst employees in organizations. Motivation is the term used to describe those processes, both instinctive and rational by which people seek to satisfy the basic drives, perceived needs and personal goals, which trigger human behavior (Cole 2002).

6 2.3 Motivation Programmes According to Tella, Ayeni and Popoola (2007) the management of people at works is an integral part of the management process. To understand the critical importance of people in the organization is to recognize that the human element and the organization are synonymous. They further note that organizations use various programmes to motivate their employees. Bernard (2005) accorded due recognition to the needs of workers and notes that the ultimate test of organizational success is its ability to create values sufficient to compensate for the burdens imposed upon resources contributed. Tella, Ayeni and Popoola (2007) noted that organisation salary, wages and conditions of service are the most common motivational programmes by many firms. Akintoye (2000) asserted that money based programmes remains the most significant motivational programmes. Olajide (2000) indicated that organisation use training staff as programme of motivating them indicating that training is indispensable no matter how an organisation is automated. One way managers stimulate motivation is to give relevant information on the consequences of their actions on others. This serves to remove information asymmetry; by sharing information, subordinates healthily compete with one another. Colvin (2008) on his part has indicated that firms employ various motivational programmes like salary, fringe benefits, job security, physical surroundings, and safety to achieve employee’s best performance. Colvin notes that organisations are aware that environmental and motivational factors are predictors of job satisfaction. Dunn & Norton (2013) have noted that paying individuals more money has long been seen as an acceptable and effective way of motivating them to do better work, but instead of money, businesses have found that

7 offering employees time is an alternative that increases productivity and makes individuals happier with their work. Flex-time has therefore become the established way of doing business. Therefore, there are many effective ways one can use to improve the moral, performance and productivity of the employees in the organization. According to Mullins (2002), there are two folds of motivation programmes: Extrinsic motivational programmes and Intrinsic motivational programmes. Intrinsic motivational programmes offer psychological rewards. They focus on encouraging employees’ specific types of behaviour, so that appropriate behaviours can be maintained and repeated. Intrinsic motivators include; job redesign, teamwork and participation, career change, incentives and feedback, recognition and staff training. On the other hand, Extrinsic motivational programmes offers tangible rewards to the employees. These includes; promotion, salary/pay, fringe benefits and work environment. 2.3.1 Intrinsic motivation programmes According to Kihara (2013), an employee should be given a greater variety of tasks to perform that are not necessarily more challenging which should make the work more interesting to motivate him or her. The management should ensure job enrichment, which involves employee being given a wider range of more interesting and challenging tasks surrounding a complete unit of work to give a greater sense of achievement. Cole (2002) has described job enrichment as the vertical extension of job responsibilities which result to increased job satisfaction. Job enrichment could be through

8 job re-design with intention to reverse the effects of tasks that are repetitive requiring little autonomy. Some of these effects are boredom, lack of flexibility, and employee dissatisfaction. (Armstrong 2006) notes that job enrichment provides the employee with variety, decision-making, responsibility and control in carrying out the work and the worker can identify a series of tasks or activities that will determine the end product. Kihara (2013) suggests that Job rotation can also be considered as an intrinsic motivator. It involves moving a person from one job to another to add variety and help remove boredom, in the short term. Although this may lead to acquisition of additional skills, it may not develop the level of skills. It can be used as a formal training or a means of helping a worker identify with a completed service or product. People should be given the opportunity to use a variety of skills, and perform different kinds of work. The most common way to do this is through job rotation. (Robbins, 2005) suggests to move workers through a variety of jobs that allow them to see different parts of the organization learn different skills and acquire different experiences. Teamwork can also be considered as an intrinsic motivator. Kihara (2013) said that Teamwork provides job enrichment at the group level. It’s to set a goal for a team, and make team members free to determine work assignments, schedules, rest break and evaluation parameters. With this method, one significantly cut back on supervisory positions and people gain leadership and management skills. People should know how well, or poorly, they are performing their jobs. The more control one gives them for evaluating and monitoring their own performance, the more enriched their jobs will be (Cole, 2002).

9 Employees feel more valued when incentives and feedback are given throughout the year. Hammill, (2005) notes that organisation should have in place recognition systems in place for the employees. Hammill, indicates that there are many no cost recognition that can be used to motivate employees like supervisors thanking or congratulating the employee in person for outstanding performance; nominate employees to participate mentorship programs; posting inspirational messages around the office and ask staff how they want to be recognized. Further, Goff and Longenecker, (2000) noted that there are other low cost recognition method that can serve to motivate the employees. They include; implementing a peer recognition program in staff meetings by utilizing nomination sheets that serve to nominate employees for their work based on the department’s values/vision/mission; create bulletin board space to laud employees publicly; treat the employee to coffee or soda and a chat; celebrate the completion of projects; develop a departmental recognition program; leaving a note in the person’s work area or sending an employee to a seminar related to his/her career goals. Olajide (2000) highlights that no matter how automated an organization, high productivity depends on the level of motivation and the effectiveness of the workforce, staff training is an indispensable strategy for motivating workers. The organization must have good training programme. This will give the employees opportunities for self-improvement and development to meet the challenges and requirements of new equipment and new techniques of performing a task. Staff training is an important contributor to individual and group motivation. Appropriate training can increase staff involvement in the organization, improve communication between peers,

10 facilitate change and be part of an appraisal scheme (Hammill, 2005). In an ideal world, training and skill profiling must be relevant and responsive to changing organizational needs. This would suppose a systematic assessment of current and projected needs and training strategies, which permit a timely response. 2.3.2 Extrinsic motivation programmes The desire to be promoted and earn enhanced pay may also motivate employees. To use salaries as a motivator effectively, personnel managers must consider four major components of a salary structures. These are the job rate, which relates to the importance the organization attaches to each job; payment, which encourages workers or groups by rewarding them according to their performance; personal or special allowances, associated with factors such as scarcity of particular skills or certain categories of information professionals, or with long service; and fringe benefits such as holidays with pay, pensions, and so on. It is also important to ensure that the prevailing pay in other organisation or establishments is taken into consideration in determining the pay structure of their organization (Strempel, 2003). Promotion refers to the advancement of an employee's rank or position in an organizational hierarchy system (Robbins, 2005). A promotion can involve advancement in terms of designation, salary and benefits, and in some organizations the type of job activities may change a great deal. The amount of salary increase associated with a promotion varies a great deal between industries and sectors, and depending on the parts of the hierarchical ladder an employee is moving between. In some industries or

11 sectors, promotion only changes the title and salary, and there are no additional benefits or privileges. In other industries, especially in private sector companies, a promotion to senior management may carry a number of benefits, such as stock options, a reserved parking space, a corner office with a secretary, and bonus pay for good performance (Sigler, 1999). Salary can also be another extrinsic motivation programmes. Akintoye (2000) asserts that money remains the most significant motivational strategy. As far back as 1911, Frederick Taylor and his scientific management associate described money as the most important factor in motivating the industrial workers to achieve greater productivity. Taylor advocated the establishment of incentive wage systems as a means of stimulating workers to higher performance, commitment, and eventually satisfaction. Sinclair, Baker, Wilson and Gibs (2005) demonstrates the motivational power of money through the process of job choice. He explains that money has the power to attract, retain, and motivate individuals towards higher performance. Banjoko (1996) states that many managers use money to reward or punish workers. Another way of motivating employees is through offering fringe benefits. According to O’Rand (2006) employee benefit is essential for the development of corporate industrial relations. Fringe benefits are found to motivate the employees as it makes the employees feel that the employer cares about them. These benefits are items such as pension, sickness payments, company cars etc., which are additional to earnings; sometimes known as fringe benefits (Cole, 2002). An increasing proportion of individual remuneration is made up of additional perks, allowances and entitlements which are mostly paid in kind rather than cash. common form of fringe benefits include; company cars, sick

12 pay, meals, live-in accommodation, parking facilities, private health insurance, mobile phones, staff discounts, relocation expenses and any holiday or maternity allowances paid in excess of the required statutory maxima (Strempel, 2003). Work environment is another extrinsic motivation programmes that inspires the employee to commit and work for the organization productively. In a research carried out by Maja and Valdete (2007) it was found that there are several overlapping work environment factors that determine and influence motivation in the long run. They include proper communication, trust between workers and the management, proper working techniques that minimize stress, injuries and frustration and a unified working culture. There are hygiene HR practices that relate to work environment, which if not satisfied de-motivate employees and they include company policy, relationship with supervisor, work conditions, salary and wages, status, security, relationship with subordinates, and personal life. Accordingly, (Mullins 2004) notes that managers need to redesign jobs to provide opportunities for individual achievement, recognition, responsibility, advancement and personal growth. The three HR practices that, together, build enthusiastic work environment, are equity/fairness where people want to be treated fairly at work, achievement where people want to do important useful work and be recognized for this and camaraderie where people want to enjoy good relationships with their co-workers. Many, maybe most, people start a new job with high levels of motivation and enthusiasm, and they generally want to enjoy what they do. He argues that this natural state of motivation is then reduced, over time by bad practices and poor conditions within the company (Sinclair, et al., 2005).

13 2.4 Research Question 1) What is the perception of the level of the motivator toward employee’s performance? 2) What is the perception of the effectiveness of the motivator programmes toward employee’s performance? 2.5 Research Hypothesis H1 : There is a positive relationship between Intrinsic rewards and the employees’ perception of rewards and their preferences. H2 : There is a positive relationship between Extrinsic rewards and the employees’ perception of rewards and their preferences. H3 : There is different effect of demographic factor (gender, age, education status, religion, job position, number of years in the service) to the employees’ perception of rewards and their preferences.

14 2.6 Theoretical Framework Figure 1 Theoretical Framework Employees’ Perception Dependent Variable Independent Variable Intrinsic rewards H1 Extrinsic rewards H2 Gender Status Age Education Status Religion Job Position Number of years in the Service H3

15 CHAPTER 3 RESEARCH METHODOLOGY The population surveyed in this research were the regular employees in AsiaPacific International University, Thailand. A total of 90 regular employees of Asia-Pacific international University were involved and the response rate of respondents was 76.50 percent. 3.1 Variables Independent Variables: Demographic profile, intrinsic rewards and extrinsic rewards Dependent Variable: Employees’ perception 3.2 Research Instrumentation The instrumentation used in this research was a questionnaire constructed from various research papers. The questions are closed-ended and divided into two parts. Part 1 Demographic profile was assessed by using seven items including gender, status, age, education, religion, job position, number of years in service. The questions in the first part were of the multiple choice type.

16 Part 2 Employees’ perception was measured using a measurement tool developed by Northouse (2001). It contained thirteen items. Responses were scored using a five-point scale Likert-type scale (1= "strongly disagree," 5 = "strongly agree"). All of the scales are reported to test reliabilities averaging 0.87. 3.3 Data Analysis A statistical program (SPSS) was used to analyze the data. Statistics used in data analysis were frequency, percentage, mean, standard deviation, Independent t-test, One-way ANOVA, and multiple regression. The results were interpreted using Sri-saad (1992)’s method as shown in Table 1. Table 1 Level of decision Score Range Meaning 4.21 - 5.00 Highest Level 3.41 - 4.20 High Level 2.61 - 3.40 Moderate Level 1.81 - 2.60 Low Level 1.00 - 1.80 Lowest Level

17 CHAPTER 4 RESULTS AND DISCUSSION 4.1 Demographic profile From the 69 respondents, the results showed that 41 (59.4%) respondents were female, 54 (78.3%) respondents were married, 23 (33.3%) respondents were between 41 to 50 years old, 38 (55.1%) respondents were post graduate, 66 (95.7%) respondents were Christian, 47 (68.1%) respondents were staff and 24 (34.8%) respondents had the number of service between 0 to 5 years. Table 2 provides more detail on the respondents’ profile. Table 2 Respondents’ demographic profile Demographic n % 1 Gender Male 28 40.60 Female 41 59.40 2 Status Married 54 78.30 Single 15 21.70 3 Age Less than or equal to 20 years 0 0.00 21 years to 30 years 11 15.90

18 Table 2 Respondents’ demographic profile (Cont.) Demographic n % 31 years to 40 years 20 29.00 41 years to 50 years 23 33.30 More than 50 years 15 21.70 4 Education Status Elementary 0 0.00 High School 1 1.40 Bachelor Degree 26 37.70 Post Graduate 38 55.1 Others 4 5.80 5 Religion Buddhist 3 4.30 Christian 66 95.70 Others 0 0.00 6 Job Position Faculty 22 31.90 Staff 47 68.10 Others 0 0.00 7 Number of years in the service 0 – 5 24 34.80 6-10 13 18.80 11 – 15 12 17.40 16 – 20 10 14.50 21 and above 10 14.50

19 Figure 2 Respondents’ demographic profile 4.2 Analysis of perception of the level of motivator toward employee’s performance The results shown in Table 3 reveals that most of the perception of the level of the motivator toward employee’s performance are in high level. The conductive work environment and the conditions of work have the maximum mean of 4.140 and the standard deviation of 0.912. On the other hand, the recognition has the minimum mean of 3.426 and the standard deviation of 0.713. 40.6 78.3 15.9 1.4 4.3 31.9 34.8 59.4 21.7 29 37.7 95.7 68.1 18.8 33.3 55.1 21.7 17.4 5.8 14.5 14.5 0 20 40 60 80 100 120 Gender Status Age Education Religion Job Position No.of year in Service Demographic

20 Table 3 Employees’ perception of each category Item X S.D Level of Scale 1 Promotion 3.728 0.827 High Level 2 Teamwork and Employee Participation 3.719 0.701 High Level 3 Professional Development 3.794 0.757 High Level 4 Recognition 3.426 0.713 High Level 5 Training and development 3.994 0.787 High Level 6 Job Design 3.428 0.806 High Level 7 Fringe benefits: 3.568 0.780 High Level 8 Pay/ salary 4.000 1.015 High Level 9 Conducive work environment/ conditions of work 4.140 0.912 High Level 10 Job security 4.010 0.978 High Level 11 Organization policies 3.780 0.953 High Level 12 Unified working culture that ensures equity among employees 3.770 0.910 High Level 13. Interpersonal relations between employee and employees and employees and their supervisors 4.090 0.722 High Level

21 Figure 3 Employees’ perception of each category 4.3 The analysis perception of the effectiveness of the motivator programmes toward employee’s performance Table 4 Multiple regression analysis using the Enter technique dimensions of variable factor Intrinsic to predict the employees’ perception of rewards and their preferences. Predictors Variables B S.E. Beta t Intrinsic 0.867 0.040 0.936 21.711*** Constant 0.505 0.149 3.393*** R = 0.936 R2 adjust = 0.874 F=471.363*** ***p< 0.001 3.728 3.719 3.794 3.426 3.994 3.428 3.568 4 4.14 4.01 3.78 3.77 4.09 0.827 0.701 0.757 0.713 0.787 0.806 0.78 1.015 0.912 0.978 0.953 0.91 0.722 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 Employees’ perception of each category X S.D

22 The results of multiple regression analyzes for predict the employees’ perception of rewards and their preferences dimensions variable factor Intrinsic; was the variable that could predict the employees’ perception of rewards and their preferences , at 87.40percent (r = 0.936). Table 5 Multiple regression analysis using the Enter technique dimensions of variable factor Extrinsic to predict the employees’ perception of rewards and their preferences. Predictors Variables B S.E. Beta t Extrinsic 0.668 0.059 0.810 11.324*** Constant 1.202 0.224 5.371*** R = 0.810 R2 adjust = 0.652 F=128.225*** ***p< 0.001 The results of multiple regression analyzes for predict the employees’ perception of rewards and their preferences dimensions variable factor Extrinsic; the variable that could predict the employees’ perception of rewards and their preferences, at 65.20 percent (r = 0.810). 4.4 The comparison of employees’ perception of rewards and their preferences with different demographic profile Gender Table 6 shows the t-test analysis results of employees’ perception of rewards and their preference by gender. The difference in gender was not statistically significant.

23 Table 6 A comparison of employees’ perception of rewards and their preference by gender Variables n mean S.D. t df Sig. Male 28 3.821 0.6177 1.535 67 0.130 Female 41 3.606 0.5383 P<0.05 Status Table 7 shows the t-test analysis results of employees’ perception of rewards and their preference by status. The difference in gender was not statistically significant. Table 7 A comparison of employees’ perception of rewards and their preference by status Variables n mean S.D. t df Sig. Married 54 3.731 0.5612 1.028 67 0.308 Single 15 3.558 0.6339 P<0.05 Age The results of One way ANOVA showed respondents of different ages failed to show statistically significant differences in employees’ perception of rewards and their preference.

24 Table 8 A comparison of mean in satisfaction toward employees’ perception of rewards and their preference by age. Source of Variables df SS MS F Sig. Between Groups 3 0.831 .277 0.825 0.485 Within Groups 65 21.835 .336 Total 68 22.666 P < 0.05 Education The results of One way ANOVA showed respondents of different education had statistically significant differences in employees’ perception of rewards and their preference. Table 9 A comparison of mean in satisfaction toward employees’ perception of rewards and their preference by education. P < 0.05 Source of Variables df SS MS F Sig. Between Groups 3 2.594 .865 2.800 0.047* Within Groups 65 20.073 .309 Total 68 22.666

25 Religion The results of t-test showed respondents of different religion had no statistically significant differences in employees’ perception of rewards and their preference. Table 10 A comparison of employees’ perception of rewards and their preference by religion Variables n mean S.D. t df Sig. Buddhist 3 3.140 0.6549 -1.698 66 0.094 Christian 65 3.710 0.6660 P<0.05 Job position The results of t-test showed the respondents of different job position had no statistically significant differences in employees’ perception of rewards and their preference. Table 11 A comparison of employees’ perception of rewards and their preference by job position Variables n Mean S.D. T df Sig. Faculty 22 3.763 0.5750 0.759 66 0.451 Staff 46 3.649 0.5823 P<0.05

26 Number of years in the service The results of One way ANOVA showed respondents of different number of years in service had no statistically significant differences in employees’ perception of rewards and their preference. Table 12 A comparison of mean in satisfaction toward employees’ perception of rewards and their preference by number of years in the service Source of Variables df SS MS F Sig. Between Groups 5 2.596 .519 1.630 0.165 Within Groups 63 20.071 .319 Total 68 22.666

27 CHAPTER 5 SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATION 5.1 Discussion of findings The study had found out that the intrinsic motivation programmes had a significant level toward the employees’ perception of rewards and their preferences. It could predict the employees’ perception of reward and their preferences at 87.40 percent. Further, the study indicated a positive effect of employees’ perception toward team work and employee participation as a motivation to improve their performance in their work. The research finding is in line with Kihara (2013) that Teamwork provides job enrichment at the group level. Moreover, Cole (2002) said that the more control one gives them for evaluating and monitoring their own performance, the more enriched their jobs will be. The research also indicated that professional development and training and development had a positive influence toward the employees’ perception of the motivation factor that improved the performance of the employee. Olajide (2000) highlighted that no matter how automated an organization, high productivity depends on the level of motivation and the effectiveness of the workforce, staff training is an indispensable strategy for motivating workers. The organization must have good training programme. This will give the employees opportunities for self-improvement and development to meet the challenges and requirements of new equipment and new techniques of performing a task. Moreover recognition and job design also had a positive effect on the

28 perception of the employees toward their improvement in the work. Hammill, (2005) noted that organisation should have in place recognition systems in place for the employees. Hammill, indicates that there are many no cost recognition that can be used to motivate employees like supervisors thanking or congratulating the employee in person for outstanding performance; nominate employees to participate mentorship programs; posting inspirational messages around the office and ask staff how they want to be recognized. Further, accordingly, (Mullins 2004) noted that managers need to redesign jobs to provide opportunities for individual achievement, recognition, responsibility, advancement and personal growth. Job security and interpersonal relations between employees and between employees and their supervisors were other extrinsic factors that influenced the motivation of the employees. The study also had found that the extrinsic motivation programmes had a significant level toward the employees’ perception of rewards and their preferences. It could predict the employees’ perception of reward and their preferences at 65.20 percent. Fringe benefits such as pension, company cars, parking facilities, relocation expenses, paid sick off, complementary accommodation, health insurance, staff discount and monetary reward had a positive effect toward employees’ perception of rewards and their preferences. According to O’Rand (2006) employees’ benefit is essential for the development of corporate industrial relations. Fringe benefits are found to motivate the employees as it makes the employees feel that the employer cares about them. The research indicated that promotion had a positive effect toward the employees’ perception of rewards and their preferences. According to Robbins (2005), promotion refers to the advancement

29 of an employee's rank or position in an organizational hierarchy system. Different of rank or position in an organization, decide different rate of salary or payment, therefore, promotion did motivate the employees to perform better. Further, the study found that pay/salary had a positive effect toward the employees’ perception of rewards and their preferences. Akintoye (2000) asserted that money remains the most significant motivational strategy. Katz, in Sinclair, et al., (2005) demonstrated the motivational power of money through the process of job choice. He explained that money has the power to attract, retain, and motivate individuals towards higher performance. Banjoko (1996) stated that many managers use money to reward or punish workers. The research also found that working environment also had a positive effect toward employees’ perception of rewards and their preferences. In a research carried out by Maja and Valdete, (2007) it was found that there are several overlapping work environment factors that determine and influence motivation in the long run. 5.2 Conclusion From the 69 respondents, the results showed that 41 (59.4%) respondents were female, 54 (78.3%) respondents were married, 23 (33.3%) respondents were between 41 to 50 years old, 38 (55.1%) respondents were post graduate, 66 (95.7%) respondents were Christian, 47 (68.1%) respondents were staff and 24 (34.8%) respondents had the number of service between 0 to 5 years. The study found that education had statistically significant differences in employees’ perception of rewards and their preference. Other demographic factors consisting of gender, status, age,

30 religion, job position and number of years in service revealed no statically significant differences in employees’ perception of rewards and the their preferences. The study also found that both intrinsic and extrinsic variables could predict the employees’ perception of rewards and their preferences, at 87.40percent (r = 0.936) and 65.20 percent (r = 0.810) respectively. Moreover, the study revealed most of the perception of the level of the motivator toward employee’s performance are in high level. The conductive work environment and the conditions of work have the maximum mean of 4.140 and the standard deviation of 0.912. On the other hand, the recognition has the minimum mean of 3.426 and the standard deviation of 0.713. 5.3 Recommendation The study recommends therefore that Asia-Pacific International University should reinforce the supply of motivation factors towards the employees in order to stimulate their satisfaction by reviewing all their motivation programmes. Promotions should be done on basis of merit so as to motivate the employees to work hard to earn the promotion. Further, the university should ensure the employees are involved in decision making so as to allow them to influence decisions that affect them and provide job development opportunities and offer them recognition so that the employees feel appreciated. Also, the study recommends that the employees should be offered training to develop their skill to tackle jobs with ease.

31 The study further recommends that the university should create a positive work environment that is socially friendly. By applying the result found in the study, organizations will have a human capital advantage over their competitors in retaining the skill and productive employees for longer. 5.4 Recommendation for further study The data was collected from Asia-Pacific International University and the findings may not be the same in other institution. It will be important for the study to be replicated in different settings to establish the employees’ perceptions on motivating factors differ. 5.5 Limitation of the study The sample number was the major limitation of the study. There were 100 copies of survey gave out and only 68 respondents had completed the survey. To alleviate the problem, the researcher should give more time to the respondent to complete the survey. Another limitation of the study was that the study was taken only from the regular worker of the university and the daily workers are not included. Daily workers don’t have the benefit and payment as regular workers.

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