APPENDICES

APPENDIX 1
S.N Finance After Merger Finance Before Merger
1. Nepal Finance Ltd. Nepal Finance Ltd.
Lalitpur Finance Ltd.

Table No 3.1: Data Collection of Employees

BFIs Name Participation for the employees
survey
Nepal Finance Ltd. 15
Lalitpur Finance Ltd. 5
Total 20
(Sources: field survey, 2023)
APPENDIX 2
Gender wise Distribution of Respondents
Table 2.1: Gender of the Respondents
Gender Frequency Percentage
Male 12 60
Female 8 40
Others 0 0
Total 20 100 %
Fig 2.1: Gender wise Distribution of Respondents
Fig 2.1: Gender wise Distribution of Respondents

Char t Title
Male Female Others

Female
40%

Male
60%
 Table 2.2: Education wise Distribution of Respondents
Master's & Percentag
Finance 10+2 Bachelor's Above Total e
Nepal Finance Ltd. 0 6 8 14 70
Lalitpur Finance
Ltd. 2 2 2 6 30
Total 2 8 10 20 100
Percentage 10 40 50 26
(Source: Field Survey, 2023)
Figure 2.2: Education wise Distribution of Respondents

Char t Title
9 12
8
10
7
6 8
5
6
4
3 4
2
2
1
0 0
10+2 Bachelor's Master's & Above

Nepal Finance Ltd. Lalitpur Finance Ltd. Total

APPENDIX 3
JOB SECURITY
Table No: 2.3 Finance provides enough time for me

Level of State Frequency Percent Cumulative

Percent
Disagree 2 10 10
Neutral 8 40 50
Agree 10 50 100
Total 20 100
(Source: Field Survey, 2023)

Table No 2.4: I feel secured in this finance after merger and acquisition
Level of State Frequency Percent Cumulative
Percent
Disagree 3 15 15
Neutral 6 30 45
Agree 11 55 100
20 100
Total
(Source: Field Survey, 2023)
Table No 2.5: Finance has appropriate career plan for me
Level of State Frequency Percent Cumulative
Percent
Disagree 2 10 10
Neutral 9 45 55
Agree 9 45 100
20 100
Total
(Source: Field Survey, 2023)
Table No 2.6: I feel proud to be an employee of this finance
Level of State Frequency Percent Cumulative
Percent
Disagree 3 15 15
Neutral 8 40 55
Agree 9 45 100
20 100
Total
(Source: Field Survey, 2023)
Table No 2.7: Response Regarding Job Security
S.N Statement N Mi Max Mean Standard
n Deviation
JS1 Finance provides enough time for me 20 1.00 5.00 3.66 .89
JS2 I feel secured in this finance after merger and 20 1.00 5.00 3.76 .98
acquisition
JS3 Finance has made appropriate carrier plan for 20 2.00 5.00 3.60 .88
me
JS4 I feel proud to be an employee of this finance 20 2.00 5.00 4.06 .76
(Source: Field Survey, 2023)
Table No 2.8: The Finance has appropriate job design after merger and acquisition
Level of State Frequency Percent Cumulative
Percent
Disagree 3 15 15
Neutral 8 40 55
Agree 9 45 100
Total 20 100
(Source: Field Survey, 2023)

Table No 2.9: I like plan, policy and strategy of this finance after merger and acquisition
Level of State Frequency Percent Cumulative
Percent
Disagree 2 10 10
Neutral 9 45 55
Agree 9 45 100
20 100
Total
(Source: Field Survey, 2023)
Table No. 2.10: There is positive impact on leadership style after merger and acquisition
Level of State Frequency Percent Cumulative
Percent
Disagree 5 25 25
Neutral 6 30 55
Agree 9 45 100
20 100
Total
(Source: Field Survey, 2023)
Table No. 2.11: The efficiency of management is increased after merger and acquisition
Level of State Frequency Percent Cumulative
Percent
Disagree 3 15 15
Neutral 6 30 45
Agree 11 55 100
20 100
Total
(Source: Field Survey, 2023)

Table No. 2.12: Management communication and listens well after merger and Acquisition
Level of State Frequency Percent Cumulative
Percent
Disagree 2 10 10
Neutral 8 40 50
Agree 10 50 100
 20 100
Total
(Source: Field Survey, 2023)
Table No. 4.13: Response Regarding Organization
SN Statement N Min Max Mean Standard
Deviation
OR1 The finance has appropriate job design 20 1.00 5.00 3.50 .97
after merger and acquisition
OR2 I like plan, policy and strategy of this 20 2.00 5.00 3.72 .72
finance after merger and acquisition
OR3 There is positive impact on leadership 20 2.00 5.00 3.56 .83
style on after merger and acquisition
OR4 The efficiency of management is 20 2.00 5.00 3.50 .73
increased after merger and acquisition
OR5 Management communities and listens 20 2.00 5.00 3.74 .77
well after merger and acquisition
(Source: Field Survey, 2023)
Table No. 2.14: I am satisfied with salary of this finance after merger and acquisition
Level of State Frequency Percent Cumulative
Percent
Disagree 5 25 25
Neutral 6 30 55
Agree 9 45 100
20 100
Total
(Source: Field Survey, 2023)

Table No. 2.15: Finance has made appropriate career growth plan after merger and
acquisition
Level of State Frequency Percent Cumulative
Percent
Disagree 2 10 10
Neutral 8 40 50
Agree 10 50 100
20 100
Total
 (Source: Field Survey, 2023)
Table No. 2.16: There is positive impact on bonus after merger and acquisitions
Level of State Frequency Percent Cumulative
Percent
Disagree 2 10 10
Neutral 9 45 55
Agree 9 45 100
20 100
Total
(Source: Field Survey, 2023)
Table No. 2.17: The finance is providing more non-monetary benefits after merger and
acquisition
Level of State Frequency Percent Cumulative
Percent
Disagree 3 15 15
Neutral 6 30 45
Agree 11 55 100
20 100
Total
(Source: Field Survey, 2023)

Table No. 2.18: Response Regarding Pay

SN Statement N Min Max Mean Standard
Deviation
PAY1 I am satisfied with salary of finance 20 1.00 5.00 3.36 .96
Finance after merger and acquisition
PAY2 There is positive impact on bonus after 20 2.00 5.00 3.44 .78
merger and acquisition
PAY3 Finance has made appropriate carrier 20 1.00 5.00 3.54 .81
growth plan after merger and
 acquisition
PAY4 The finance is providing more non- 20 2.00 5.00 3.52 .86
monetary benefits after merger and
acquisition
(Source: Field Survey, 2023)
Table No. 2.19: The Finance is using advance technology after merger and acquisition
Level of State Frequency Percent Cumulative
Percent
Disagree 3 15 15
Neutral 6 30 45
Agree 11 55 100
Total 20 100
(Source: Field Survey, 2023)
Table No. 2.20: Working culture of this Finance is improved after merger and acquisition
Level of State Frequency Percent Cumulative
Percent
Disagree 3 15 15
Neutral 6 30 45
Agree 11 55 100
20 100
Total
(Source: Field Survey, 2023)
Table No. 2.21: The Finance is providing more training and development opportunity after
merger and acquisition
Level of State Frequency Percent Cumulative
Percent
Disagree 3 15 15
Neutral 8 40 55
Agree 9 45 100
20 100
Total
(Source: Field Survey, 2023)
Table No. 2.22: The Finance has more availability of equipment and devices to carry out
the work after merger and acquisition
Level of State Frequency Percent Cumulative
Percent
Disagree 2 10 10
Neutral 8 40 50
Agree 10 50 100
20 100
Total
 (Source: Field Survey, 2023)
Table No. 2.23: Response Regarding Working Condition
SN Statement N Min Max Mean Standard
Deviation
WC1 The Financeis using advance 20 1.00 5.00 3.38 .96
technology after merger and
acquisition
WC2 Working culture of this Financeis 20 2.00 5.00 3.56 .81
improved after merger and acquisition
WC3 The Financeis providing more training 20 1.00 5.00 3.70 .76
and development opportunity after
merger and acquisition
WC4 The Financehas more availability of 20 2.00 5.00 3.74 .85
equipment and devices to carry out the
work after merger and acquisition
(Source: Field Survey, 2023)
Table 2.22 Coefficient of Cronbach’s Alpha
S.N No. of Items Cronbach’s Alpha
1 Job Security 0.76
2 Organization 0.75
3 Pay 0.68
4 Working Condition 0.70
Source: Field Survey, 2023

APPENDIX 4
Please tick mark in the appropriate box as per following schemes. 1= Bad, 2= Satisfactory, 3=
Good, 4= Very Good and 5= Excellent.
Variable Questions 1 2 3 4 5
Job Satisfaction Bank provides enough time for me.
I feel secured in this bank after merger
and acquisition.
Bank has made appropriate carrier plan
for me.
 I fell proud to be an employee of this
bank.

Variable Questions 1 2 3 4 5
The bank has appropriate job design
after merger and acquisition.
I like plan, policy and strategy of this
bank after merger and acquisition.
There is positive impact on leadership
Organization
style on after merger and acquisition.
The efficiency of management is
increased after merger and acquisition.
Management communicates and listens
well after merger and acquisition.

Variable Questions 1 2 3 4 5
I am satisfied with salary of this bank
after merger and acquisition.
There is positive impact on bonus after
merger and acquisition.
Bank has made appropriate carrier
Pay
growth plan after merger and
acquisition.
The bank is providing more non-
monetary benefits after merger and
acquisition.

Variable Questions 1 2 3 4 5
Working Condition The bank is using advance technology
after merger and acquisition.
Working culture of this bank is
improved after merger and acquisition.
The bank is providing more training and
devolvement opportunity after merger
and acquisition.
The bank has more availability of
equipment and devices to carry out the
work after merger and acquisition