Model code: MN6P00NI

Course: Management Investigation

Module Leader: Navraj Bhusal
Student’s Name: Nikhil Kumar Khanal
60% Individual Assessment on Dissertation on

“Emerging Challenges in Employee Motivation in Department stores of

Kathmandu Valley”
Student ID Number: NP01BA4A170008
University ID number: 17030870
I confirm that I understand my coursework needs to be submitted online via Google Classroom
under the relevant module page before the deadline in order for my assignment to be accepted
and marked. I am fully aware that late submissions will be treated as non - submission and a
mark of zero will be awarded.
Declaration
I declare that this dissertation represents my own work which has been done as per assessment
of Management Investigation and Dissertation at Islington College (London Metropolitan
University), and has not been previously included in thesis or dissertation submitted to this or
any other institute for a degree or assessment or any other qualification.

Acknowledgement
I would like to thank Islington College delivering London Metropolitan University degree for
providing me the opportunity to make a report on the given question. I would also like to thank
our module leader Mr. Navraj Bhusal for mentoring and guiding and my friends who have
helped me to collect required information. A lot of kudos is also to be given to everyone who
has filled my survey form and the department store well so kind enough to give time for my
survey in their hectic schedule.
This assignment was handed out to us as the final assessment for this running 3rd year of our
BBA program under the module Management Investigation and Dissertation. I have invested my
full effort onto completing this assignment. I hope to make my module leader as well as
instructor happy with my work and effort.
 Management Investigations and Dissertation MN6P00
2019
Dissertation Assessment

Student Name:

Student ID:

First Marker: Mr. Navraj Bhusal Second

Marker:

Assessment Criteria Comments

• Extent to which you have identified aims and

objectives and researched the chosen topic.

• Extent to which you identified and discussed

relevant research methodology and
acknowledged its reliability, validity and ethics.

• Extent to which data has been analysed

correctly and discussed with reference to
previous academic research.

• Extent to which you demonstrated that you

understand limitations of your research design
and provide suggestions for future research.

• Extent to which you have structured and

presented the dissertation professionally.

• Extent to which you evidence appropriate

academic writing and referencing.

Overall Comments
First Marker:

Second Marker:

Date: 12/05/2019 Signed:

Second Marker:

Agreed Mark: Refer:

3
Table of Content
Declaration 2
Acknowledgement 2
ABSTRACT 1
Chapter 1: Introduction 2
1.1 Background 2
1.2 Problem statement 2
1.3 Research question 3
1.4 OBJECTIVES AND AIMS 3
1.4.1 Overall Objective 3
1.4.2 Aims of the Research 3
1.5 Purpose of Study 4
1.6 Significance of Research 4
1.7 Limitations 4
1.8 Organization of research 4
Chapter 2: Literature Review 5
2.1 Sound Salary 5
2.2 Good working Environment 6
2.3Bonuses 6
2.4Employee Benefit 6
2.5 Advancement 7
2.6 Research Hypothesis 7
2.7 Conceptual Framework 8
2.8 Employee motivation 8
2.9 Importance of Motivated Employees 9
2.10 What Motivates 9
Chapter 3: Research Design and Methodology 10
3.1 Research Tools and Data collection Method 10
3.2Accessibility, reliability, validity and ethics 11
Chapter 4: Data Analysis and Discussion 11
4.1 Demographic 11
 4.1.1 Gender of the Respondents 11
4.1.2 Age of the Respondent 12
4.2.3 Location of the Department Store respondent work on 12
4.2.4 Salary 13
4.3 Motivational factors 13
4.3.1 Incentives 13
4.3.2 Bonus 14
4.3.3 Job Enrichment 14
4.4 Descriptive Statistics 15
4.4.1 Good working Environment 15
4.4.2 Job Enrichment 15
4.4.3 Motivational factor 17
4.4.4 De-motivating Factors 18
4.5 Reliability Test 19
4.6 Discussion 19
Chapter 5: Conclusion and Recommendations 20
5.1 Conclusion 20
5.2 Recommendations 21
5.3 Areas for further research 22
Bibliography 23
APPENDIX 24

List of Table
Table 1.0 11
Table 1.1… 12
Table 1.2 12
Table 1.3 13
Table 2.0… 13
Table 2.1… 14
Table 2.2… 14
Table 3.0 15
Table 3.1… 16
Table 3.2 17
Table 3.3… 18
Table 4.0 19
 ABSTRACT

The main purpose of this paper is to find out the problematic challenges for motivating
employees in the department stores of Kathmandu, as experienced low motivated and
unenthusiastic employees seen in the stores. The study examines the owner perception toward
the satisfaction of their employee and what motivating factors do they employ to keep their
employee motivated (in some stores) in order to determine which motivating factors have the
highest level of positive impact on the employees of the department stores of the Kathmandu.
There are hundreds of Department stores in Kathmandu but the concern is their unmotivated
employees there. There we can easily notice their level of motivation. The problem arises when
the costumers feel really bad about it. For the youth people living in Kathmandu, as required by
most of the department stores isn’t an idol job for them to do. Many employees report that they
are doing this job just for a part-time job till they find an ideal one and also complain that the
wages have been ridiculously low and they aren’t treated well by the owners as well as the
consumers Kathmandu. With the objective of finding what factor motivates the employees best
in what way? Also to find out what are the factors that de-motivate the employees in their
workplace? A total of 100 questionnaires are to be given to the employees of department stores
in valley. The questionnaire having questions about demographics salary satisfaction and
different motivating and de-motivating factors and their agreement (including the factors that are
provided in their particular workplace) with it is to be given both through physical presence as
well as through online means considering the lockdown period. SPSS software is used to
compute and get the frequencies descriptive and correlation; Cronbach's Alpha is used to check
the reliability of the data drawn. A complete detailed analysis of the computed data is done in
MS word with suggestions in it. Those analyses provide information based on the computed data
for its easy and clear understanding. As a healthy motivated employee brings positive vibes to
the workplace, use the resources in the best possible way and work with efficiency. The
conclusion is drawn with the help of analyzed data. Factors increasing the challenges in
employee motivation working in the department stores and the best way to motivate them will
be clearly concluded here. A well factual and detailed helpful recommendation is drawn with the
help of data analysis and further research.
Chapter 1: Introduction

1.1 Background
There are hundreds of Department stores in Kathmandu but the concern is their unmotivated
employees there. There we can easily notice their level of motivation. The problem arises when
the costumers feel really bad about it. The consumers may get the product or the service they
wanted there but the consumer satisfaction would be very low due to low motivated
employees. That can totally be spotted with their unenthusiastic behavior and poor
communication with employees (Hennig-Thurau, 2004).
Human Resource management is having unavoidable problems in today’s fast-moving business
management world where there is Globalization, diversity in the workforce, technological
advancement, and change in the political and legal scenario of business. In nowadays business
environment we can see a lot of employee doing their job just for the sake of money no prior to
motivation. Changing workforce brings de-motivation to new employees The employees
become an element of their organization with various needs and Employee having different
believes, attitudes, values, ethics, thinking and background work for an organization where the
originations most of the time are not aware of this fact so that brings a huge challenge to
motivate the workforce (Anon., 2018).

1.2 Problem statement

Part A: Department stores have been facing fierce competition in Kathmandu. Due to which, the
owners want their employee to be motivated towards the work so that they show enthusiasm to
the work and that would attract customers. Ideally a motivated employee is always polite and
wants to have a good set of conversation with the costumers and that is highly appreciated by the
costumers and that good be a very positive point in the competition.
Part B: For the youth people living in Kathmandu, as required by most of the department stores
isn’t an idol job for them to do. Many employees report that they are doing this job just for a
part-time job till they find an ideal one and also complain that the wages have been ridiculously
low and they aren’t treated well by the owners as well as the consumers.
Part C: In response to this problem, this study proposes to investigate several options for making
the employee motivated. We plan to carry out an all-inclusive participatory investigation into
options for increasing their salary. We will also consider to not treating the employees just as an
employee but as a very important member of the store.

1.3 Research question

1. Determine which motivating factors have the highest level of positive impact
on the employees of the department stores of the Kathmandu
2. Determine which factor de-motivates the employees of the department stores
of the Kathmandu
3. What are the plans and strategy used by the Human resource for motivation?
4. How do sound salary, good working environment, bonus, benefit, advancement
and job enrichment affect motivation in the employee of department stores of
Kathmandu?

1.4 OBJECTIVES AND AIMS

1.4.1 Overall Objective

As with the growing number of department stores in Kathmandu comes the great challenge for
Human Resource Management to keep their employee motivating through different ways. As
well as the concept of “9 to 5 job” have been also coming up in lots of places, this is also a great
challenge for human resource management to keep the motivation high of employs. This paper
would help to keep up with the emerging challenges in Employee Motivation in Department
stores in Kathmandu.

1.4.2 Aims of the Research

1. To understand the best motivating factor of the employee in the Department store.
2. To understand the relation of motivation and efficiency
3. To understand emerging challenges in employee in department stores in Kathmandu.
4. To understand plans and strategy used by the Human resource for motivation
5. To determine the relationship between motivation of employee and the efficiency.
6. To determine which motivating factors have the highest level of positive impact on the
employees of the department stores of the Kathmandu
7. To understand the owner perception toward the satisfaction of their employee and
improve the relation
1.5 Purpose of Study
Employee motivation simply refers to the factors that cause an employee to peruse to do the
given task. Although, this paper looks to find out what are the challenging factors that comes
while motivating the employees that work in department stores of Kathmandu. Not only has that
but also offered some reasonable solution to the given problem.

1.6 Significance of Research

The finding of this research will help in determining the factors that make emerging challenges
motivating the employees in the department stores of Kathmandu Valley very easy and more
practical for the store to implement and more appealing for the employees to work there with full
efficiency. This study will also help in identifying the quality gaps provided by the store to the
employees and improving quality in the field of motivation and employee satisfaction. This study
will further help to determine the factors that help to improve the level of motivation through
good management which leads to improving the efficiency which helps in the customer service
which leads to boosting the reputation and profits of an institution.
The work is contained in getting reliable reasons for the challenges that under comes while
motivating the employees working in the department stores of Kathmandu valley. And also to
research and find out the best possible way to deal with those challenges and motivate that
employee and get the best out of them.

1.7 Limitations
Due to the given circumstance, the main problem was to get the required number of responses as
most of the department stores nearby were closed. And as of those whose were open most of
them were very busy as very few of them were open. Looking at the purpose of the study “to find
out the challenges that come in motivating employees of department stores of Kathmandu valley
and to get best possible solution’ but it was very difficult to design the questionnaire to the
format of the purpose and as seen many respondents filled the responses in a haphazard manner.
Due to this, it would be problematic to carry out data collection and analysis.

1.8 Organization of research

Many employees of department stores of Kathmandu valley, but it’s figured that a large number
of the respondents didn't respond to the poll properly. Also 100 respondents were recorded.
Chapter 2: Literature Review
The majority of organizations are competing to survive during this volatile and fierce market
environment. Motivation and performance of the workers are essential tools for the success of
any organization within the long term. On the one hand, measuring performance is critical to an
organization’s management, because it highlights the evolution and achievement of the
organization. On the opposite hand, there's a positive relationship between employee motivation
and organizational effectiveness, reflected in numerous studies. This paper aims to research the
drivers of employee motivation to high levels of organizational performance. Not all individuals
are the identical, so each should be motivated using different strategies. As an example, one
employee could also be motivated by higher commission, while another may be motivated by job
satisfaction or a more robust work environment (Anon., 2013).

2.1 Sound Salary

A good salary compromises the following: you'll be able to fulfill the fundamental necessaries of
every day without a flip-flop of cash. You get an honest lifestyle and find all the mandatory
equipment u must make your existence easy. In any case, this stuff comes to the luxuries that you
simply need in your life or all the items you have got thought of or dreamt of. On balance these
items you want to have the potential to fulfill the wants of your family. Finally, you want to have
the power to save lots of a minimum of a tiny low a part of the income.
Salaries and payments are a crucial aspect of employees. Employees are satisfied and motivated
if they're paid or an increment in salary given. This implies a rise within the amount of current
salary will cause a rise in work performance moreover. (OgbuChukwuemeka, 2020) Salary could
be a benchmark often employed by employees as a method of their contribution to the
organization they're working for and that they regard it as their value to the actual organization.
(Wasiu, 2014) State that when employers pay low salaries and payment methods aren't fixed, it'll
affect the performance of employees. Employees' performance will decline because employees
won't be satisfied. These problems will be identified through poor performance and fewer
committed employees in their work.
2.2 Good working Environment
Many studies recommend that that the work inspiration to play out a scope of capacity in the
store is influenced by the internal environment of the store. Which can be named; the way
storekeeper carries on with the staffs, the help they give them when required, offices, occasions,
and protections. Those little factors influence the feeling in the representatives working there. In
the event that those variables are emphatically given, at that point the representative is seen as
considerably more inspired contrasted with the worker of different stores. A decent workplace is
in every case extremely valued by the representatives. It is likewise one of those vibe great
variables.

2.3 Bonuses
(Wilson, 2010) Defined bonuses as external factors that are controlled when employment or task
requires knowledge and control to make sure that the task is performed successfully.. He says the
bonuses are measured how the bonuses will influence the efficiency of the work in which to
increase or decrease and it depends on how the information and methods deal with the
information on rewards.

The motivation of employees is very much affected by the kind of bonuses they get. Many types
of research suggest that there should be an effective reward system to retain the high performers
in the organization and reward should be related to their productivity. A lot of work has been
done on evaluating the relationship between rewards and employee motivation and there exist a
large number of studies in the literature describing the impact of reward on employee motivation.
In order to maximize the performance of the employee's organization must make such policies
and procedures and formulate (Safiullah, 2014).

2.4 Employee Benefit

Employee benefit is an important aspect of motivation in today’s world. It is also one of the
easiest one to do the motivation. Benefits are provided to the employees over salaries and wages
to show the appreciation of the work they have been doing. Employee benefits may include
overtime, medical insurance, vacation, profit sharing and retirement benefits, and other factors.
Offering benefits to your employees is very important because it shows them you're invested in
not only their overall health but their future. A solid employee benefits package can help to draw
in and retain talent. Benefits can facilitate your differentiate your store from competitors.
Employee benefits can highly motivate the employees and improve your store by making
employees participate in wellbeing programs. (Anon., 2016) Healthier employees mean reduced
healthcare costs for your organization. Employees with fewer health risks experience fewer sick
days, fewer trips to the doctor, and spend more time working in your organization, bringing their
best selves to the store every day (Anon., 2018).

2.5 Advancement
Promotion may be spoken because of the progress of associate employee’s rank or position
during a data structure, which suggests a rise of the worker during a field to a more robust job,
compared with previously. In promotion, the responsibility is greater; accomplishment, facilities,
status, demand proficiency is higher; and also the addition of wages or salaries and allowances.
In easy words, promotion is to transfer the associate worker to a better position job promotion
has many indicators, especially loyalty, qualification and accomplishment (Muhammad Hasmi
Abu Hassan Asaari, 2019).

Promotion can be defined as to the next post carrying greater responsibilities, seniority, and
better salary. It’s the upward movement of an employee within the organization's hierarchy.
Promotions are accustomed reward employees that perform better and to motivate them to
greater effort. (Influence of Salary, 2020) Promotion is one in every of the extrinsic rewards. The
promotion is additionally a vital think about an employee's life and career, which might affect
their motivation (Anon., 2018). The promotion will boost employees to perform employment
more efficiently and effectively so as to boost their talent. The promotion will give long-term
satisfaction to employees. The worker is motivated by this kind of reward to contribute all his
efforts so as to achieve management’s trust and acquire delegation and responsibility.

2.6 Research Hypothesis

Hypothesis 1: There is a significant relationship between sound salary and employee motivation
level in department stores of Kathmandu.
Hypothesis 2: There is a significant relationship between a good working environment and
employee motivation level in department stores of Kathmandu.
Hypothesis 3: There is a significant relationship between good bonuses and employee motivation
level in department stores of Kathmandu.
Hypothesis 4: There is a significant relationship between benefits and employee motivation
level in department stores of Kathmandu.
Hypothesis 5: There is a significant relationship between Job Enrichment and employee
motivation level in department stores of Kathmandu.

2.7 Conceptual Framework

This research is to learn about the challenges that arise in the motivating the employees of
department stores of Kathmandu. The conceptual framework is drawn to know that impact of
factors that affect employee motivation. The independent factors include Sound Salary, Good
working Environment, Job Enrichment, Bonuses and Benefits while the dependent Factors
include Employees motivation. Employee motivation is highly dependent on Sound Salary,
Good working Environment, Job Enrichment, Bonuses and benefits.

Fig 1.0 Conceptual Framework

2.8 Employee motivation

Employee motivation is that the level of energy, commitment, and creativity that a company's
workers wake up their jobs (Anon., 2017). Whether the economy is growing or shrinking,
finding ways to motivate employees is usually a management concern. Competing theories stress
either incentives or employee involvement (empowerment). Employee motivation can
sometimes be particularly problematic for tiny businesses. The owner has often spent years
building an organization hands-on and so finds it difficult to delegate meaningful responsibilities
to others. But entrepreneurs should be mindful of such pitfalls: the consequences of low
employee motivation on small businesses will be harmful. Such problems include complacency,
disinterest, and even widespread discouragement. Such attitudes can cumulate into crises (Anon.,
2013).

But the little business also can provide a perfect atmosphere for employee motivation: employees
see the results of their contributions directly; feedback is swift and visual (Anon., 2018). A
smoothly working and motivated workforce also frees the owner from day-to-day chores for
thinking of long-term development (Anon., 2019). Furthermore, the tangible and emotional
reward can mean retention of desirable employees. People thrive in creative work environments
and wish to form a difference. Ideally, the work result itself will give them a sense of
accomplishment—but well-structured reward and recognition programs can underline this
consequence (CEIC, 2019).

2.9 Importance of Motivated Employees

Motivated employees are an asset to an organization; they're directly proportional to an
organization’s success (Anon., 2018). Motivation is intangible, difficult to live and very difficult
to manage, but very easy to facilitate if done right. It’s all about intention, intensity, and
perseverance (k, 1992).

Employees' motivation can only be presumed but not seen. Suppose, there are two employees in
an exceeding team showing varying performance despite being of the identical people, having
identical educational qualifications and same work experience they might have different level of
motivation. The reason being what motivates one employee may not seem motivating to others
(Anon., 2017).

2.10 What Motivates

One approach to employee motivation has been to look at "add-ins" to a person's job because of
the primary factors in improving performance. Many companies have used many types of
employee motivating benefits i.e health insurances, employee stock ownership plans, gym
facilities, meal plans, child care availability, transportation facilities to keep the employees
happy. Thus, a happy employee is motivated employees

Many modern theorists, however, propose that the motivation an employee feels toward his or
her job has less to try to with material rewards than with the look of the task itself. Low
employee motivation has a large number of consequences such as inefficiency in work, poor
consumer relationship, and haphazard use of organization facilities which is very costly for an
organization. As a result, "job enlargement" initiatives began to ensue in major companies within
the 1950s (Halvorson, 2018) Providing sound salary, adequate bonuses and updated facilities
also comes under some proven way to motivate employees. Promotions, benefits and yearly
holidays also have a positive impact on employee motivation.

Chapter 3: Research Design and Methodology

This research is carried out in the quantitative analysis. The population of this sample will be the
employee’s department stores of the Kathmandu. Convenience sampling approach would be used
for the collection of information and data. This research is focused on the emerging challenges in
the employee motivation on the department stores of Kathmandu. Data would be collected
through a survey using a closed questionnaire form the owners and the employees of at least fifty
department stores. SPSS tool: mostly descriptive data’s and frequencies would be used to draw
the conclusion of the research after the distribution of the questionnaire and collecting the
desired response. To make the understanding more simple pie charts and bi diagram would also
be in use. Furthermore, to check the reliability of the data collected, Cronbach’s Alpha would be
used. Age, sex and marital status of the respondent would also be taken into high consideration
The secondary data for this research was mostly taken through the past researches other related
articles on Emerging challenges on employee motivation. The secondary data were used to build
up a rationale view of the research.

3.1 Research Tools and Data collection Method

The method used in this study is purely secondary research analysis and questionnaire. While
secondary research is mainly done with the help of published journal articles and their analysis
using different sets of data analysis tools. The questionnaire has been prepared with the objective
to find out why the employees been in such low motivated stage and if every employee has been
at the same motivation level of all the department stores. Exactly hundred questionnaires have
been made to take the survey over the different department stores of Kathmandu as well as the
online questionnaire is also used to find the root cause of the problem and try to get out solution
or conclusion.

3.2 Accessibility, reliability, validity and ethics

The research is to be conducted on the employees of the department store of Kathmandu valley
with full consent. They can stay anonymous as there is no identification data that will be
collected. Data protection would be ensured through caution handling of the collected data. None
store or brand is connected or affiliated to the store. Access to the employees will be obtained
through approaching employee in the various department store of Kathmandu. As per the
lockdown period, the online questionnaire would also be used as the employees can respond to it
at the comfort of their home. As for per the reliability of Cronbach’s alfa is used in order to
measure the reliability of the overall data. The validity is provided through the prior research
materials that are used in order to evaluate the research.

Chapter 4: Data Analysis and Discussion

4.1 Demographic

4.1.1 Gender of the Respondents

Gender of the Valid

Percent
Respondent Frequency
Male 42 41.2

Female 59 57.8

Total 102 100.0

Table 1.0
In the table above we can observe that out of 102 respondents about 59% were females and about
42% were male.
4.1.2 Age of the Respondent
Age of the Respondent
Valid
Frequency Percent
18-25 49 48.0

25-30 28 27.5

30-35 17 16.7

35
7 6.9
Above
Total 102 100.0

Table 1.1
In the table above we can see that out of 102 respondents about 48% were aged in between 18-
25, 27.5% were aged between25-30, 16.7% were about in between 30-35whereas only 6.9%
were 35 above. This makes the fact clear that mostly it is young people working in the
department store in search of a better job.

4.2.3 Location of the Department Store respondent work on

Location Of the Department store respondent Valid
Percent
work on Frequency
Bhakatpur 26 25.5
Lalitpur 47 46.1
Kathmandu 28 27.5
Total 102 100

Table 1.2
The table clarifies that the majority of the respondents are working in the lalitpur area department store
cause out of 102, 47 people work there whereas only 26 and 28 people are working in the department
store of Bhaktapur and Kathmandu respectively. The result is actually surprising because we can see that
the less respondents from the capital is working in the department store, knowing the fact there are much
more department store than the other two cities.
4.2.4 Salary
Valid
How much do you earn there in a month? (in RS) Frequency Percent
0-10,0000 22 21.6
10,000-20,000 38 37.3

20,000-30,000 30 29.4
30,000 above 11 10.8
Total 102 100

Table 1.3
Table 1.3 shows that 21.6% earn up to 10,000 whereas a large set of 37.3% earns 10,000 to
20,000. 29.4% earns between 20,000 to 30,000 while a small 10.8% earns 30,000 above. This
also says that the average employee earns in between 10,000 to 30,000, while a very less number
of employees earns more than 30,000. Salary remains a top factor when it comes to employee
motivation. The stores must look forward to provide an adequate salary to their employees. 4.2

4.3 Motivational factors

4.3.1 Incentives
Would you be more motivated towards your work if the Valid
Percent
store provides adequate incentives? Frequency
Maybe 16 15.7
No 9 8.8
Yes 76 74.5

Total 102 100

Table 2.0
Table 2.0 shows how incentives motivate the employees towards their work. A whopping 74.5%
have selected yes whereas only 8.8% selected no and 15.7% were not sure about it. This helps to
conclude that incentives do have a high positive impact on the motivation of employees. So the
stores must focus on giving good incentives to their employees. Different employees prefer
different kind of incentives that motivates them so it’s best for the store management to have a
good communication with their employees about their preference on this matter before actually
providing the incentives. That would be beneficial for both the employees and the store as it
would help employee for their personal benefit and for store the employees would be motivated
and the efficiency would improve.

4.3.2 Bonus

Are you happy with the bonus

provided? Frequency Valid Percent
Yes 56 58.9
No 39 41.1
Total 95 100.0
Missing 7
Total 102

Table 2.1
Table 2.1 shows the happiness level of respondents with the bonus provided by the store. Among
102 respondents 7 employees didn’t get any bonus at all form the store they are working. 58.9%
responded that they were happy with the bonus provided by the store and 42.1% said that they
were not happy with the bonus provided to them. As employee motivation is directly related to
the bonuses of employees, the stores must look forward to provide adequate bonuses to their
employees. Providing bonuses gives employee a sense that the department store really wants
their service and values their work. This will help to increase motivation and so will efficiency.

4.3.3 Job Enrichment

Are you happy with the job enrichment motivational technique

provided by the store? Frequency Valid Percent
Yes 43 42.2
No 31 30.4
They don't really care 28 27.5
Total 102 100.0

Table 2.2
Table 2.2 shows the happiness level of respondents with the job enrichment motivational
technique provided by the store. Among 102 respondents 42.2% were happy with the job
enrichment motivational technique provided by the store while 30.4% were unhappy. 27.5% of
the respondents also said that the management really doesn’t care about the job enrichment of the
store. As Job Enrichment is directly related to the motivation level of employees, the stores must
look forward to take control on employee Job Enrichment to improve their efficiency.
Descriptive

4.4 Descriptive Statistics

4.4.1 Good working Environment

Std.
Mean Deviation
Good working Environment [Good
dealing with the costumers is
appreciated] 2.529 1.1833

Good working Environment

[Management care about
employees personal life] 1.941 1.1674

Good working Environment [The

management is supportive of the 2.216 1.3097
employees]

Table 3.0
Table shows, respondents had a sensibly positive observation towards "Good addressing the
customer is appreciated” because it portrays the upper mean = 2.53. That appreciation would be
a good factor which might help to motivate the the worker to induce the simplest performance.
The shop should also give priority to employees personal life because that may make them feel
that the shop value the worker rather making them want just a cloth to them. Also being
supportive of employees would be beneficial for both the staff and also the store because it
would help employee for his or her personal benefit and for store the workers would be
motivated and therefore the efficiency would improve. Also, the shop showing affection and care
to employees and their personal life and being supportive of them would be an example to any or
all those other stores.

4.4.2 Job Enrichment

 Std.
Mean Deviation
Job Enrichment (what factor affects
the management for enrichment?) 2.775 1.1681
[Consumer Relationship]
Job Enrichment (what factor affects
the management for enrichment?) 2.637 .9929
[Control over resources ]
Job Enrichment (what factor affects
the management for enrichment?) 2.676 1.3288
[Being on time is most important ]

Table 3.1
Table 3.1 shows respondents had an honest amount of positive response towards " Consumer
Relationship is a crucial factor for Job Enrichment” because it portrays the upper mean = 2.77.
Because the management shows interest towards the buyer relationship, this can motivate the
staff to take care of a healthy relationship with the patron and make consumer loyalty which is
helpful for the shop within the future. because the stat shows that Control over resources and
being in time isn't much important as Consumer Relationship, this de-motivate the workers to
use the resources responsibly so that they will use it in a very haphazard manner which is
certainly a loss for the shop so while making the work Enrichment decision the control over
resources should be also considered by the shop management. Talking about the time
management of the workers that ought to even be considered by the shop while making the duty
Enrichment decision as that may motivate the workers to be in time and have blast management
which might be beneficial for the shop as no costumer like delayed work.
4.4.3 Motivational factor

Std.
Mean Deviation
Which Factor Motivates you
1.000 1.2665
More? [Sound Salary ]
Which Factor Motivates you
1.069 1.0366
More? [Financial Incentives]

Which Factor Motivates you

More? [Good Working 1.235 1.1006
Environment]
Which Factor Motivates you
More? [Additional 1.510 1.1057
Responsibilities]
Which Factor Motivates you
1.216 1.1992
More? [Bonuses]
Which Factor Motivates you
1.127 1.0779
More? [Benefits]

Table 3.2
Table 3.2 shows respondents had what factor motivates you the most respondents surprisingly
choose Additional Responsibilities” as it portrays a little higher mean of 1.510. As the
employees are more motivated when the store gives additional responsibilities the store must
focus on that. Also when it come to employees motivation Financial factor should also be
highlighted and the store must provide adequate financial help for its employees to keep them
motivated towards the work. Providing the financial incentives also works very well when for
motivating the employees as they would do their best to get those financial incentives which is
very beneficial for the store. Providing bonuses and benefits also come in handy because the
staffs would be motivated thinking that if they perform well the store would provide them with
bonuses and benefits. This will help the store to increase the efficiency of the staffs.
Comparatively stores providing more motivating factors have employees with higher level of
motivation than that of store providing less number of incentives.
4.4.4 De-motivating Factors

Std.
Mean Deviation
What factor de-motivates you at your workplace? [Incentives
1.275 1.0639
]
What factor de-motivates you at your workplace?
1.412 1.1201
[Environment]
What factor de-motivates you at your workplace? [Facilities] 1.255 1.1577

What factor de-motivates you at your workplace? [Salary ] 1.294 1.2942

Table 3.3
The mean of de-motivating factors is higher compared to that of motivating factors, which shows
how bad the state of employee motivation is for people working in the department stores of
Kathmandu valley.
Table 3.3 shows respondents had what factor de-motivates you the foremost respondents “The
working environment” because it portrays a bit higher mean of 1.412. Because the employees are
more de-motivated with the working environment within the store, the stores should work on to
enhance the working environment within the store so their employees wouldn’t feel
de-motivated because of the working environment. Stores should expect to supply an honest
amount of incentives if they don’t want their employees to feel de-motivated thanks to the
condition of incentives provided by the stores. The facilities of the shops inside the Kathmandu
valley has also been outdated which increases the extent of de-motivation within the employees.
Therefore the shops should also focus towards upgrading and updating the facilities within the
store, this can not only help to extend the amount of motivation in employees but also to
facilitate the costumers. This can also help create customer loyalty which is helpful for the long
run. Adequate salary is often important for employee motivation.
4.5 Reliability Test
Reliability Statistics

Cronbach's
Alpha N of Items
.701 2

Table 4.1
Table 4.1 shows the reliability of the test and it is more than 0.700 so the text is reliable.

4.6 Discussion
Moreover, this research focuses on the challenges of employee motivation in the department
store of Kathmandu Valley. The employees were given a questionnaire having questions about
demographics salary satisfaction and different motivating and de-motivating factors and their
agreement (including the factors that are provided in their particular workplace). The analysis of
the respondents concludes that as most of the respondents were aged 18-25 which is a youth age.
That helps up understand that it is mostly young people working in the department stores as it
doesn’t have that stress of a high profile job so that it won’t hamper their studies and also in
search of a better job. Also, most of the respondents were from the Lalitpur area. The salary of
the majority of the respondents was in between 10,000 to 20,000 and 20,000 to 30,000, which
says that average employee earns between 10,000 to 30,000, while very less earn more than
30,000, which is very reasonable for a department store employee salary. Majority of the
respondents showed interest saying yes if the store provides more incentives they would be
motivated towards their work. Surprisingly, there were also some respondents saying that no
providing more incentives won’t increase the motivation in them as well as some were not sure.
Respondents being satisfied with the bonus provided by the store were a little bit higher than that
of not satisfied while a very small number of respondents didn’t get any bonus. Respondents
who were happy with the Job Enrichment motivational technique provided by the store were
more than respondents who weren’t happy with it. Some respondents also had to say that their
store didn’t care about Job Enrichment of the Employees. The respondents had a sensibly
positive observation towards "Good dealing with the customer is appreciated”. That appreciation
is e a great factor which helps to motivate the employee to get the best performance.
Also, the analysis shows respondents had a good amount of positive response towards
“Consumer Relationship is important to factor for Job Enrichment”. As the management shows
interest towards the Consumer relationship, this will motivate the employees to maintain a
healthy relationship with the consumer and create consumer loyalty which is beneficial for the
store in the long term. The big surprise came when respondents had a higher positive response in
“Additional Responsibilities” when asked which factor motivates you the most. The mean of de-
motivating factors is higher compared to that of motivating factors, which shows how bad the
state of employee motivation is for people working in the department stores of Kathmandu
valley. When asked the most de-motivating factor in your workplace there was a higher positive
response on “The working environment” which shows the majority of the employees are de-
motivated towards their work due to the working environment

Chapter 5: Conclusion and Recommendations

5.1 Conclusion
The result of the modern age and increasing personal competition has brought unhealthy stress in
a person life. This increases de-motivation and lack of interest in work-life, which not only have
a negative effect on an individual but also the organization he/she is working on. This results as
inefficiency in work and not optimization use of the resources available. The competition in the
business world is also increasing and the organization with unmotivated employees would have
difficulty not only for competing but even for sustaining. So motivating the employees in any
organization should be included in their top priorities. A healthy motivated employee brings
positive vibes to the workplace, use the resources in the best possible way and work with
efficiency. Motivating employees can be down in various ways, not all employees feel motivated
the same way as others. Therefore it is also important for a business/organization to have healthy
communication with their employees so that they would have an idea about the best way to
motivate the employees.

For the study, the quantitative research design was used as it is targeted towards knowing how
the employees of the department store located in Kathmandu valley think, act, work and feel
motivated or de-motivated in a specific way. As, quantitative research involves large sample
sizes, concentrating on the number of responses, as opposed to gaining the more focused or
emotional insight, was useful to analyze the computed response. The report basically explained
the emerging challenges in motivating the employees in department stores of Kathmandu valley.
Though department stores are considered only a shop in Nepal, different research has proven that
it is important for maintaining the motivation in its staff as that will contribute to the efficiency
and customer relationship. That will result in consumer loyalty which is very beneficial for the
store in the long run. This research also deals in hypothesis to identify the relationship between
the dependent and independent factor implementing to motivate the employees of the department
store in Kathmandu valley. It also analyzed that the relationship between motivating factors and
the motivation level of employees differ with each other. The internal factors such as sound
salary, Job Enrichment, working environment, Bonuses, Incentives and benefits are the most
significant factors among them. It is observed from this study that respondents have a high level
of motivation towards the motivational factors as we can know from the table and figures
illustrated above. Job enrichment, Bonuses and Sound salary are the most important factor
affecting the motivation level of employees.

5.2 Recommendations
Here is some of the recommendation for the department stores of Kathmandu valley that
would help them to tackle the emerging challenges in motivating employees:

​ As incentives have a high positive impact on the motivation of employees, the stores
must focus on giving good incentives to their employees. Providing incentives helps
employees in a different way. The store management needs to have good communication
with their employees about their preference incentives as different employees prefer a
different kind of incentives
​ As employee motivation is directly related to the bonuses of employees, the stores must
look forward to provide adequate bonuses to their employees. Providing bonuses gives
the employee a sense that the department store really wants their service and values their
work. This will help to increase motivation and so will efficiency.
​ While making the Job Enrichment decision the control over resources should be
considered by the store management. Talking about the time management of the
employees that should also be considered by the store while making the Job Enrichment
 decision as that would motivate the employees to be in time and have good time
management which would be beneficial for the store as no costumer like delayed work.
​ Sound salary and financial help will always motivate the employees, so the store must
provide adequate financial help for its employees to keep them motivated towards the
work. As employee wants money and financial help, providing the financial incentives,
bonuses and benefits will defiantly motivate them. Also works very well when for
motivating the employees as they would do their best to get those financial incentives
which are very beneficial for the store.
​ As Job Enrichment have high impact on the motivation of employees, the stores must
look forward to take control on employee Job Enrichment to improve their efficiency. •
The store should also give priority to employees personal life because that would make
them feel that the store value the employee. Also being supportive of employees would
be beneficial for both the employees and the store.
​ The employees are more de-motivated due to the working environment in the store; the
stores should work on to improve the working environment. The stores should look
forward to provide a good amount of incentives and upgrading the working environment
there to make sure all the employees are motivated and the store can get benefit due to
their efficiency.

5.3 Areas for further research

This research analyzes 5 major factors which is or can be used to tackle the emerging challenges
in employee motivation in the department stores of Kathmandu valley. However, future research
can be done on how to create a better environment to facilitate employees. Also another
research can be done on employee satisfaction on the department stores of Kathmandu valley.
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APPENDIX
Fig 1.1 Conceptual framework
Sex

Cumulative
Frequency Percent Valid Percent Percent
Valid Male 60 58.8 58.8 58.8
Female 42 41.2 41.2 100.0
Total 102 100.0 100.0

Age
Cumulative
Frequency Percent Valid Percent Percent
Valid 18-25 50 49.0 49.0 49.0
25-30 28 27.5 27.5 76.5
30-35 17 16.7 16.7 93.1
35 Above 7 6.9 6.9 100.0
Total 102 100.0 100.0

Location of the department store you work on?

 Cumulative
Frequency Percent Valid Percent Percent
Valid Kathmandu 48 47.1 47.1 47.1
Lalitpur 28 27.5 27.5 74.5
Bhaktapur 26 25.5 25.5 100.0
Total 102 100.0 100.0

How much do you earn there in a month?

Cumulative
Frequency Percent Valid Percent Percent
Valid 0-10,000 23 22.5 22.5 22.5
10,000-20,000 38 37.3 37.3 59.8
20,000-30,000 30 29.4 29.4 89.2
30,000 above 11 10.8 10.8 100.0
Total 102 100.0 100.0

Are you happy with the job enrichment motivational technique provided by the store?
Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 43 42.2 42.2 42.2
No 31 30.4 30.4 72.5
They don't really care 28 27.5 27.5 100.0
Total 102 100.0 100.0

Are you happy with the bonus provided?

 Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 56 54.9 58.9 58.9
No 39 38.2 41.1 100.0
Total 95 93.1 100.0

Missing System 7 6.9

Total 102 100.0

Descriptive Statistics

N Mean Std. Deviation

Good working Environment
[Good dealing with the 102 2.529 1.1833
costumers is appreciated]
Good working Environment
[Management care about 102 1.941 1.1674
employees personal life]
Good working Environment
[The management is
102 2.216 1.3097
supportive of the
employees]
Valid N (listwise) 102

Descriptive Statistics

N Mean Std. Deviation

Job Enrichment (what
factor affects the
management for 102 2.775 1.1681
enrichment?) [Consumer
Relationship]
Job Enrichment (what
factor affects the
management for 102 2.637 .9929
enrichment?) [Control over
resources ]
Job Enrichment (what
factor affects the
management for 102 2.676 1.3288
enrichment?) [Being on
time is most important ]
Valid N (listwise) 102

Descriptive Statistics

N Mean Std. Deviation

Which Factor Motivates
102 1.000 1.2665
you More? [Sound Salary ]
Which Factor Motivates
you More? [Financial
102 1.069 1.0366
Incentives]

Which Factor Motivates

you More? [Good Working 102 1.235 1.1006
Environment]
Which Factor Motivates
you More? [Additional 102 1.510 1.1057
Responsibilities]
Which Factor Motivates
102 1.216 1.1992
you More? [Bonuses]
Which Factor Motivates
102 1.127 1.0779
you More? [Benefits]
Valid N (listwise) 102

Descriptive Statistics

N Mean Std. Deviation

What factor demotivates
you at your workplace? 102 1.275 1.0639
[Incentives ]
What factor demotivates
you at your workplace?
102 1.412 1.1201
[Environment]

What factor demotivates

you at your workplace? 102 1.255 1.1577
[Facilities]
What factor demotivates
you at your workplace? 102 1.294 1.2942
[Salary ]
Valid N (listwise) 102

Reliability Statistics
Cronbach's
Alpha N of Items
.701 2