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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS<br />

JUNE 2011<br />

VOL 3, NO 2<br />

Reliability coefficient<br />

job motivation questionnaire<br />

Cronbach’s Alpha 0.96<br />

Reliability coefficient of the job motivation questionnaire in the present research<br />

In favor of the present research, during a preliminary study carried out by the researcher of<br />

the present research on 50 individuals by use of the Cronbach’s Alpha methodology, the<br />

reliability coefficient acquired was the same as that of in the previous research.<br />

Table for reliability coefficient of the job motivation questionnaire in the present research:<br />

Reliability coefficient<br />

Job motivation questionnaire<br />

Cronbach’s Alpha 0.96<br />

As it can be seen in the above table the questionnaire is implying an inner similarity and a<br />

high and satisfactory reliability coefficient (ά=0.96) which is good for measuring variances<br />

of the job motivation.<br />

The methods for analyzing the available data for the present research was used at two<br />

descriptive and inferential statistics levels:<br />

1- At descriptive level, the statistical indexes used included abundance, percentage,<br />

average, variance, standard deviation, tables and charts.<br />

2- At inferential level, for the research questions independent T-Test, dependent T-Test and<br />

Freidman Test were used with help of the SPSS software.<br />

Discussion and conclusion<br />

Based on the findings of the research on the first question of the questionnaire a meaningful<br />

difference between average dimensions of typical motivation factors among the General<br />

Inspection Organization staff was quite visible. In this respect the comparison made between the<br />

acquired average scores was indicative of the fact that the “recognition for achievement” stood at<br />

the lowest level and “responsibility for task” stood at the highest level. It is notified that there<br />

exist very meaningful differences in various dimensions of typical hygiene factors of the General<br />

Inspection Organization staff as well. Based on the comparison made in this respect the “salary”<br />

stood at the lowest level and “quality of supervision” stood at the highest. Outcome of the<br />

present research was quite consistent with the findings of Robins (1991), Katzel and Thompson<br />

(1990), Wilson L. and Thomas (1998), Stillwell (2001), Franco, Binet and Confer (2002), Kate<br />

(2001) and Martinez (2001) on the job motivation factors. Therefore the first question of the<br />

research confirmed that the typical motivation and hygiene factors are effective in promoting<br />

staff job motivation. Study of the motivation is considered as a drive for identifying human<br />

behavior and finding answer to this question that why they behave differently and why a director<br />

or an employee does his job keenly, eagerly, seriously and with forbearance but another director<br />

or employee shall necessarily be encouraged or intimidated to make the least effort in doing his<br />

or her job. This is one of the most important motivation related subjects. Cultures within<br />

COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 527

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