Abstract

The purpose of the study is to investigate the effects of working hours on motivation
and productivity in Malaysia. The working hours mentioned here is in the various
sectors and industries in Malaysia, the research will be carried out in various
companies in Malaysia. Although it will not cover the entire companies in Malaysia,
but a reasonable amount of companies will be covered. The independent variable is
working hours while the dependent variable are; motivation, productivity and
employee performance. The researcher used various form of data analysis in this
research, such as; Normality test, reliability test, descriptive statistics and Pearson
correlation coefficient. The result ascertained depicts that employee performance is
significantly correlated to working hours, motivation and productivity slightly did
not correlate with working hours but if both variables are worked upon in future
research, both variables may be correlated with working hours. More companies
should be covered, population and sampling should also be expanded in other to
ascertain a more vivid result. This research stands to be beneficiary to employers and
employees in Malaysia, for an effective working hours to be achieved, employers
must take hid of motivation and employee performance as this enhances productivity.
This research will also be of a great help to the research community as it shed more
light in the new angle in terms of working hours. Although the need for other factors
to be included is very imperative, as it will help to understand and get a more
accurate data analysis regarding working hours in Malaysia.
Keywords: working hours, motivation, productivity, employee performance.

Table of Content
Page
Declaration of Originality and Word Count

ii

Acknowledgement

iii

Abstract

iv

Table of Contents

List of Figure

vii

CHAPTER 1: INTRODUCTION

1.1 Research Background

1.2 Problem Statement

1.3 Significance of Research

1.4 Research Aim

1.5 Research Objective

1.6 Research Question

1.7 Thesis Structure

CHAPTER 2: LITERATURE REVIEW

2.1 Literature Review

2.2 Theoretical Framework

12

2.3 Factors Affecting Employee Working Hours in Malaysia

13

2.3.1 Motivation

13

2.3.2 Productivity

14

2.3.3 Working Hours

14

2.3.4 Employee Performance

16

2.4 Hypothesis Development

15

CHAPTER 3: RESEARCH METHODOLOGY

16

3.1 Research Design

17

3.2 Research Methodology

18

3.3 Data Collection

18

3.4 Data Collecting Tool

18
ii

3.5 Questionnaire

19

3.6 Population and Sampling Size

19

3.7 Data Analysis

20

3.7.1 Normality Test

15

3.7.2 Reliability Test

19

3.7.3 Descriptive Statistics

20

3.7.4 Correlation Analysis

21

CHAPTER 4: DATA ANALYSIS AND FINDINGS

27

4.0 Introduction

28

4.1 Normality Test

28

4.2 Reliability Test

32

4.3 Descriptive Statistics

33

4.4 Correlation Analysis

33

4.5 Findings

38

4.5.1 Motivation

41

4.5.2 Productivity

44

4.5.3 Employee Performance

47

4.5.4 Working Hours

48

4.6 Summary Result of Hypothesis

48

CHAPTER 5: CONCLUSION AND RECOMMENDATIONS

51

5.1 Conclusion

52

5.2 Recommendation

53

5.3 Limitation

54

5.4 Future Research

55

REFFERENCES

56

APPENDIX A: QUESTIONNAIRE

61

LIST OF FIGURE
iii

Figure 2.1

20

Figure 4.2

24

Figure 4.3

29

Figure 4.4

31

iv

CHAPTER 1: INTRODUCTION
1.1 Research Background

1.2 Problem Statement

1.3 Significance of Research

1.4 Research Aim

1.5 Research Objective

1.6 Research Question

1.7 Thesis Structure

1.1 Research Background

1

According to a study carried out in the city of Kuala Lumpur, Malaysia. The working
hours in Malaysia as stated in her employment act 2012 depicts that eight hours per
day, forty-eight hours per week and six working days per week. However, the normal
working hours in Malaysia starts from 9 a.m. to 5 p.m. through Monday to Friday
(LawsofMalaysia, 2012). Although many other businesses and most government
agencies are open for a few hours and closes by noon time on Saturdays. These
working hours by both the corporate and every other forms of business in Malaysia,
as contributed to the economic growth and the countrys gross domestic product
(GDP).

Malaysia is one country in Asia that do allow its young people between the age of
fourteen to sixteen years old to work, but not a physical work as it has been ascribed
in her employment act 1955. The most cited variables in the above mentioned study
are, motivation, productivity and working hours. Motivation in the working
environment is an imperative tool or a perquisite to a high level of productivity,
while productivity is the state of being able to create or generate.

Where workers are not motivated adequately then productivity cannot be enhanced,
the Malaysian government motivates its younger people to work as to increase
productivity and reduce poverty (Fynes & Storrie, 1998). In general motivation in
other hand inspires the workers and when these workers are very well inspired it
result in a high level form of productivity.

However, since the implementation of the various forms of motivation by the

Malaysian government and its companies, productivity as increased drastically over
the years as well as her gross domestic product (GDP). Other study used in this
research was being carried out in some Middle East countries and Malaysia.
2

Although the recent world crisis and low price of crude oil is in one way or the other
affecting the economy of Malaysia. The effect of working hours as regarding
motivation and productivity has been immense, the different forms of motivation
whether high or less can actually cause an individual to work or do what the
individual is able to do (Barbra, 2011).

According to (Barbra, 2011) all forms of motivation being high or less can inspire an
individual or worker, but motivation in that sense do not mean achievements only in
the actuality. Motivation also depends on productivity, the researcher also went
further to state that productivity can also be accredited with the fact that, motivation
has been the pivotal part in certifying that there is an improvement in performance.
Although motivation can be said to be solemnly an internal or external influences
according to (Barbra, 2011) but the researcher further stated that whatsoever the
basis of motivation is, it cannot be as imperative as that of performance or
productivity.

Furthermore, every business and corporate organizations in Malaysia applauds and

expects, a motivation that will result in increased productivity and higher
performance of workers. (Barbra, 2011) describes the effects of working hours either
being long or short as a result of motivation, whether being high or less. Whenever
workers or individuals desires to work more on daily basis, and the workers are
happy and satisfied with the incentives given at the end as wages or salaries, it
depicts the effectiveness of motivation and improved performance or productivity.

The Malaysian working laws have been designed to suit its citizens, provision have
been made in the law for young adolescences who are ready to work due to poverty
or lack of basic education. Most of the organizations do hire people or individuals on
3

hourly basis, and certain jobs have been enshrined in the Malaysian law or
employment act as quarterly based job. By this quarterly rotation, people who are
unable to get job will definitely seek the opportunity to get a job within the year on
quarterly basis. The government also stream line the numbers of breaks and duration
its citizens gets from any employer, provision is also made for women that caters
completely, for all the women needs (LawofMalaysia, 2012).

The researcher (Barbra, 2011) concluded that motivation is obviously an innate

nature of any individual or workers, the researcher also further stated that for any
worker or individual to understand and be able to utilize this innate potentials. The
workers or individuals needs to be inspired one way or the other, which can
essentially motivate the workers or individuals. Motivation have been proven to have
an immense amount of influence on performance or productivity of any company,
consequently this should be taking into consideration with utmost care or concern.

The methodology used in other study was qualitative and quantitative, although
secondary and primary sources was also used in collecting data, some author used
both sources while some used either secondary or primary source alone. In this
research the researcher will be using a qualitative method and a variety of primary
source of data collecting. Primary source of data collecting will be used as
questionnaire is the main source of collecting data in this research. This method will
also be exploratory in nature as it will concentrate on improving a tentative research
rather than depicting a generalized assumption. This then makes this research a
qualitative research.

1.2 Problem Statement

Motivation in terms of working in Malaysia is a driving force to an effective
productivity. An immense level of motivation and productivity as regarding to
4

working hours in Malaysia cannot be achieved without the employees backing and
involvement. This could be based on the grounds that the human resources generally
in charge of the accomplishment of a company's objectives, mission and vision.
Therefore choosing the accurate applicants and to viable create these applicants will
result in a tremendous outcome for the company (Fynes & Storrie, 1998).

The effect of working hours on motivation and productivity in Malaysia should be a

major concern to any companys management for effectiveness amongst employee,
because motivation is a great driving force that enhances good productivity. Good
working hours as helped most companies tremendously, it has resulted in a huge
level of productivity and performance in the companies. This research will be
beneficiary to both employees and employers in Malaysia, the researcher will also
benefit immensely if the research is been implemented. Some of the benefits are;
good working hours, rewards, high level of job satisfaction, huge level of
productivity and a great deal of motivation (Cook, 1992).

Nevertheless, any achievement of every association or company is upheld by

worker's employment fulfilment towards the company. In the event that a company
can satisfy workers fulfilment on employment, consequently productivity will
definitely intensify. To guarantee that representatives or employees are contented
with the occupation, there should be roused and repay with prizes that are highly
esteemed by the workers (Khalizani et. al., 2012). Worker's inspiration levels are
impacted by both elusive and unique prizes. In the event that the compensation
offered are not esteemed by the workers, it will influence the inspiration of the
employee. Then to again the level of worker's inspiration will required to rise, if the
prizes are esteemed by the representatives to repay the employment execution.

1.3 Significance of Research

The significance of this research is to ascertain the effects of working hours on both
motivation and improve performance. The research will also depict if motivation
actually enhances productivity, whether if individuals are also motivated by external
factors or it is an innate factor. What are the various forms of motivation that actually
improves productivity, see the positive effects working hours as on motivation and
productivity in Malaysia. These effects can immensely enhance performance or
productivity if all it entails for the right motivation is been put in place, workers or
individuals tend to be more committed to an organization schedule or routine if there
is an external achievements or motivators (Bell, David, et. al, 2011).

Furthermore, the organization individuals are not only motivated externally but
internally as well. As these individuals ensures productivity is highly increased and
the daily routine is met on daily basis as it then comes as an internal motivator for
maintaining increased performance. These research will also highlight the effects of
work hours constraints, causes of work hours constraints, motivation constraints,
motivation strategies and theories, productivity and efficiency and how motivation
increase productivity (Barbra, 2011) can. This research will significantly depict all
these in the preceding pages and chapters.

1.4 Research Aim

The main objective of the proposed research is to further understand the effect of
working hours on motivation and productivity in Malaysia, the aim is not only to
evaluate the effect of working hours on motivation and productivity in Malaysia, but
to analyse the various forms Malaysian companys needs to adapt in other for a
positive effect of working hours as regarding motivation and productivity.
6

1.5 The Objectives for this Research

i.

Understand how working hours motivates Malaysian companys employees.

ii.

Understand how working hours enhances productivity in Malaysia.

iii.

Understand how working hours influences employees in Malaysia.

1.6 The Research Question

i.

Does working hours affects motivation?

ii.

Does working hours affects productivity?

iii.

Does working hours affect performance?

1.7 Thesis Structure

Chapter one consist of the introduction and overview of the study, this chapter
introduces the study and formulates the research problems, questions, objectives and
significant. It also explain the scope of the research and outline the design as well. It
further gives a background knowledge on the effects of working hours on motivation
and productivity in Malaysia.
Chapter two comprises of the all the literatures that has been reviewed for the
proposed research, it also entail the reviews of literatures specifically on the effects
of working hours on motivation and productivity in Malaysia. It identifies the
imperative variables that affects employees working hours in Malaysia, lastly this
chapter encompasses the proposed model that has been derived from the literature
review and presents the hypothesis.
Chapter three consist of the research methodology, the various methods at which the
researcher will use in ascertaining data and analysing this data as well will be stated
in this chapter. Starting with the design of the research, the particular type of research
methodology that will be used in this research, data collection and how this data will
be collected, data collecting tool, type of questionnaire that will be used in the
7

research, population and sample size of the entire research, data analysis which are
normality test, reliability test, descriptive statistics, correlation analysis.
Chapter four comprises of data analysis and findings, in this chapter the researcher
will explain in-depth each of the various data analysis that is been done which are;
normality test, reliability test, descriptive statistics and correlation analysis. Findings
of each of the variables working hours, motivation, productivity and employee
performance, summary result of hypothesis,

Chapter five consist of conclusion and recommendation, conclusion is being stated,

followed by recommendation, limitation and future research. In each of this sub
headings, the researcher will explain in-depth on each of the subject mentioned in
this chapter. Although this seems to be shortest chapter amongst all the chapters in
this study.

CHAPTER 2: LITERATURE REVIEW

2.1 Literature Review

2.2 Theoretical Framework

2.3 Factors Affecting Employee Working Hours in Malaysia

8

2.3.1 Motivation
2.3.2 Productivity
2.3.3 Working Hours
2.3.4 Employee Performance

2.4 Hypothesis Development

2.1 Literature Review

The outcome from the changes in innovation, social, economy and way of life
nowadays have supported the familiarity with adaptable working courses of action in
a company. Insight gotten from other study indicates that a competitive working
surroundings and amassed workload can lead to neglect of personal or family
relationship (Abd., Mohammad and Mohd., 2013). Working hours plays a major role
in terms of employee motivation and productivity also with the firms performance
as well.

If the employee is highly motivated there is every tendency that the level of quality
productivity will increase immensely (Mary and Chris, 1998). Data gathered from
previous research indicates that, one of the effect of working hours on motivation and
productivity is flexible working hours is being implemented by a company (Cook,
1992). When an employee is working with flexible working schedule hours in Kuala
Lumpur or Malaysia at large, it will help to balance the employees personal life,
family and educational relationship will be more secured.

However, according to (Smith, 1993) who clearly stated that, for a vivid and clear
equilibrium to be established between an employee and the employees personal life,
family, educational and health relationship of the employee. Flexible working hours
in Malaysia will result in a positive effect in the life of an employee.

In the year 1998, 1st of May the Malaysian government as a result of constant
improvement creativity to elevate the service conveyance system of the general
community. Implemented flexible working schedule which is also known as
staggered working hours (SWH) throughout the entire nation of Malaysia. The main
objective of these Malaysian government policy, is to enhance motivation and
productivity amongst employees, with a specific goal to establish the effectiveness of
employees welfare, satisfaction and comfortability (Emmott & Hutchinson, 1998).

Furthermore, seven studies will be reviewed in this section of this research,

the studies that will be reviewed are related to this study as well. The first
study that will be reviewed in this research is the The effects of working
time on productivity and firm performance: a research synthesis paper by
Lonnie Golden, 2011. In this study, the researcher endeavours to abridge the
10

numerous effects of working time in various aspect. One of the aspect was the
strategy of flexible forms of working time and hours of work, the researcher
also describe distinctly the effect of long working hours and flexibility in
terms of work schedule with the impact on workers productivity and the
organisations performance.

However the researcher did deliberated on the various attributes of working

hours, which are; divergence from preference, duration, variability and
flexibility. Which are all the essential components of working hours (Lonnie,
2011). The study further states that an individual or workers performance
couple with cost that is attached to a long or flexible working hour could
constantly influence an organizations achievements. The normal working
hours stated in this research is short working hours as less than 35 hours per
week, while long working hours is stipulated to be 48 hours above per week.

The framework used in this study are;

i.

The effects on flexible work options on workers productivity, and the

methodology used is the multiple dimensions of both working time
and performance outcomes. This is where business result might take
various type of pointers, for example; efficiency measures and fiscal
execution, like rate of profitability of a given adaptability alternative
or a corporation stock market recital. The second methodology used
is the extent of working time flexibility and potential effects on
productivity and cost.

ii.

Direct effects of the duration of working hours on productivity and

firm performance, the methodology used here is reduction in hours
and worker productivity evidence. Longer hour and productivity.

11

iii.

Indirect effects of working time on productivity and firm

performance via overwork, at a point when longer working hours
adverse effect labourer wellbeing, inferable from exhaustion and
work stress, the worker tend to keep work efficiency underneath the
workers potential. Workaholic behaviour can allude to the expanding
hazard, that a specialist will encounter side effects of weariness and
work stress, which would undermine either the transient or long haul
efficiency rate of labourers or firms.

iv.

Mismatches with worker hour preferences and labour productivity,

Hours confounds can occur whenever a worker require longer (or
shorter) hours than employees might incline toward. In one US
review, more than half of all employee showed an inclination to work
less hours, down to 35 hours for every week from the normal of 43
hours and the extent dropped significantly.

v.

vi.

Direct and indirect effects of flexible scheduling on labour

productivity and the methodology used here are; Interactions between
durations and employee centred flexibility of work schedule.
Flexitime and company costs. Compressed workweek: similar effect.
Effects on retention, turnover intention: Indirect effects on
performance. Effects of flexible work schedules on absences, sick
leave and tardiness.

Policies

implementations

and

recommendations,

and

the

methodology used here is this study has abridged and endeavoured to

incorporate the abundance of discoveries in partitioned surveys with
respect to different adaptable working time choices or rehearses and
results of enthusiasm to businesses. Little has been said in regards to
the significance of government strategies and the legal and social
reference system.
12

 The second study is a study of flexible working hours and motivation, 2013.
By Abd. Rahman Ahmad, Mohammad Talha Mohamed Idris and Mohd Hilmi
Hashim. This study depicts that the adjustable plan of a good working hour
can be at equilibrium with any firms obligation, thus the safety of children at
home can be guaranteed amongst working mothers. Flexible working hours
also results in work fulfilment in any organisation, it creates motivation and
serious commitment of the company toward the workers and productivity
(Abd, Mohammad and Mohd, 2013). The study further states that one of the
way to improve productivity and performance of any organisation is
motivation, and to proliferate these motivation amongst the workers to be in
line with the employers vision and mission, the welfare of the workers must
be accentuated on.

Howbeit, the study further mention the various forms of flexible working hour such
as; flexitime and shift work, job sharing, part time, long time, long time leaves and
over time. All these various forms flexible working hours enhances a huge level of
motivation and productivity that leads to employers good performance, the study also
shows another factors that do contributes to a good employers performance and
motivation with a huge level of productivity are; gender equity, diversity of working
time and negotiating structure that enables employee to be motivated and be more
committed to the employees obligation to the organisation (Jones and Jones, 2011).

The framework used in this study are;

i.

Trend in flexible working hour.

ii.

Elements of motivation.

The methodology used in this study is questionnaire which was distributed amongst a
contact list created by the researcher and the respondents where been guided by a
research guide to enable the respondents to complete the survey that was handed to
them. The items that was used in this survey was established on Likert scale and all
13

the questions that was contained where in line with this study objectives. Another
method that was used in this study analysis was descriptive and inferential statistics,
all in all quantitative and qualitative method was used.

The third study is Job Stress and employees productivity: Case of Azad
Kashmir Public health Sector, 2013. In this study, the researcher clearly
explain how job stress negatively fights the progress of employees
productivity if it is not properly handled. The researcher also narrowed it
down to finding the cause and effect of job stress in the public health industry
in Malaysia (Azad, et. al, 2013). The study shows that job stress is one factor
that affects employees productivity immensely, and from the data gathered
and analysed, it shows that bureaucratic management system, low control
over the working environment, lack of financial rewards and inflexibility in
working hours factors affects employees productivity or performance
imperatively.

Howbeit, the researcher stated that lack of financial rewards is the major factor that
causes job stress in the public health industry. According to (Azad, et. al, 2013) stress
can be called anxiety and it is a state of physical and mental issue which happens in a
circumstance of burden, when assets cannot satisfy the interest of an employee
during the vast majority of time that is being spent at work, then work anxiety is
generally experienced and unescapable, that it is prone to impact individuals or
employees in each areas.

The study also depicts that most employees in the public health sector do spend most
of time at work, giving that flexible working hours is missing in the public health
sector. The constant conventional working hours constitutes overload of work which
in turn result to job stress. Whenever an employee is stressed this will definitely
decrease the employee productivity, more especially when it is related to family,
personal and other key aspect of the employees life.
14

The framework used in this study are;

i.

Job stress, causes of job stress.

ii.

Productivity, effects of job stress on employee productivity.

The methodology used in this study is both qualitative and quantitative method, both
where used in the analysis to be able to ascertain between job stress and employees
productivity. The survey was used to collect primary data while inferential statistics
was used to analyse the data gather.

The forth study is Factors Affecting Labour Productivity in Malaysia: An

Overview, 2014 by Razak Mohamad Idham Md, Osman Idris, Yusuf Mohd
Azmil Mohd, Naseri Roszi Naszariah Nasni and Ali Mohammad Nazri. This
study is about the determination of the factor that is affect labour productivity
in Malaysia, four factors where identified to be affecting the labour
productivity in Malaysia which are; technology, motivation, supervision and
management support. The researchers stated that labour is tied to
productivity, as both work hand in hand whatever that affects labour could as
well affect productivity. One factor stated in this study that do affect
productivity is salary or wages, when the employee do not get full payment
for the entire working hours, delay in wages, slashing of employee worked
hours etc all this can result in low performance or employee productivity
(Razak, et. al, 2014).

Furthermore, other factors do affect productivity, where employee comes late to

work and works less hours and the employee goes back early enough, this also
affects productivity. The employer management team needs to improve on that if
productivity must increase in that organization. According to (Razak, et. al, 2014) the
nature of competitiveness of any organization is generally related to the
organizations productivity.
15

Globalization is very critical for an organization to be able to have more prominent

coordination, between economies through exchange and venture which will convey
chances to outsource generation into worldwide scale. For any organization to remain
competitive then productivity is very imperative, other factors mentioned in this
study that affects productivity are; organization factor and improper training,
working time factor, shortages of labour, lack of skill, poor instructions, supervision
delay and poor quality of labour.

The framework used in this study is;

i.

Labour and productivity

ii.

Motivation

iii.

Technology

The methodology used in this study is qualitative, survey was generated and issued
out to group of people. The data gathered was then analysed, all descriptive data
were also analysed via the software spss to ascertain the result collected from the
respondents.

The fifth study is the effects of working hours on workers work-life

integration in Malaysia, 2014 by Dzurizah Ibrahim PhD. This study is
solemnly about workers, work life and the effects, the researcher described
long working hours as one of the factors that really affects productivity. When
a worker is not as productive as the long hours the worker puts in, then it is
then affect the worker and the employers performance. The researcher went
further to state the areas the worker will be unproductive like parents and
citizen, social form of productivity, leisure and marriage (Dzurizah, 2014).

The researcher further stated that any unwanted long working hours such as
weekends and unnecessary over time working hours is also contributing to less
productivity and working life conflict. The study was also designed to examine how
16

much working hours in Malaysia has affected the workers work-life in the public
segment. Although from the data gathered, it depicts that some kind jobs entails
workers to work longer hours, and the different jobs do have different work time as
well. The study further itinerates that if the management of an organisation do not
properly regulate the working hours and create work-life provision that is in line with
the workers motivation, then there will be work struggle (Dzurizah, 2014).

The framework used in this study is;

i.

The interaction between work-life with the integration and working

hours, the methodology used in this study was qualitative, a
comprehensive interview was conducted amongst the respondents to
collect a vivid first hand data from the respondents and analysis was
made based on the data gathered.

The sixth study is Measuring Job Satisfaction: The Case of Malaysian

Workers, 2012 by Khalizani Khalid, Siew-Phaik Loke, Othman Mohd Yunus
and Khalisanni Khalid. This study is solemnly about quantifying the effect of
job satisfaction, rewards and motivation amongst workers and the workers
working hours both in private and public industries in Malaysia. Although
categorized reversion was used in ascertaining the above mentioned impacts
if all items were correlated. The researchers also used gap analysis to define
the imperative variances amongst the workers job satisfaction, rewards and
motivation in both public and private industries in Malaysia (Khalizani, et. al,
2012).
Furthermore, the result that was ascertained were gathered that workers reward is
linked to the workers motivation that is been provided by the workers employer. So
both the workers rewards and motivation is apparently determines the workers job
satisfaction, all these three items mentioned are inter woven with each other for the
employers good performance or productivity. The researchers described it as an
essential norm the employer must put in place to maintain the organisation
17

competitiveness (Khalizani, et. al, 2012). This tends to be more effective amongst the
workers in the public segment rather the private sector.

The framework used in this study is;

i. Employees rewards, motivation and job satisfaction and the
methodology used to gather data was quantitative, surveys were
issued to various workers both in the public and private sector. The
data was analysed and the result was ascertained, in conclusion the
researchers agreed based on the result derived was, most workers are
passably motivated, rewarded and are satisfy with the job. And that
there are substantial variances between workers in the public segment
and workers in the private sector in terms of the three items
mentioned above which are reward, motivation and job satisfaction.

The last study is the Effectiveness of Intrinsic and Extrinsic Motivations: A

Study of Malaysian Amway Companys Direct Sales Forces, 2013. By
Bahrulmazi Bin Edrak, Benjamine Chan Yin-Fah, Behrooz Gharleghi and
Thiam Kah Seng. This study shows the analysis derived from the intrinsic
and extrinsic motivations that leads to job satisfaction. The researchers
obtained that the item intrinsic motivation do leads more to job satisfaction
than extrinsic motivations. And that there is an optimistic connection amongst
intrinsic, extrinsic and job satisfaction in an organisation, all three items
mentioned above are correlated to each other. Gender is in no way affecting
extrinsic or intrinsic motivation as any gender can work with both items, but
age does. In the case of age, as it immensely effects both items to a great level
(Bahrulmazi, 2013).

Although the extrinsic motivation cannot be ruled out completely, as it is also a

driving force that enhances job satisfaction. Other factors that also enhance job
satisfaction in Malaysia as stipulated in this study are, job flexibility, intrinsic and
extrinsic motivation and job satisfaction itself. All this put together greatly influences
18

an organisations performance or level of productivity (Bahrulmazi, 2013). The

researchers went further to state that when employers carefully manages and control
the employees working hours couple with the stimuli package designed for the
employee, it will result in job satisfaction. Job flexibility is another item the
researchers itinerates on that completes job satisfaction when been added to the
stimuli package of the organisation.

The framework used in this study is;

i.

The job satisfaction influenced by Herzbergs motivation and hygiene

factor theory and the methodology used was quantitative, surveys
were distributed to workers and data were gathered and analysed. The
researchers gathered from the data analysed that intrinsic motivations
do influence job satisfaction greatly more than extrinsic motivation,
but both items are still needed and it is strongly correlated.

2.2 Theoretical Framework

Numerous study literatures have clearly itinerated on how working hours can
enhance an organisation performance or productivity. Although some researchers do
state that, there will be no good employer performance or productivity if the
employees psychological wellbeing is not taking into vivid consideration and
motivated (Lonnie, 2011).

The hierarchical intellectual exploration method mutually with the human reserve
attitude, within the business case line of exploration. The modern work relations text
outlines the institutional and work environment basic powers that offer ascent to
either participation or struggle in the determination of working hours and adaptability
practises (Razak, et. al, 2014).
The fundamental equitable of this research is to study the effects of working hours on
motivation and productivity in Malaysia. The theoretical framework of the two
factors stated below that is affecting employees working hours in Malaysia is shown
in figure 2.1
19

Motivation

Productivity

Working Hours

Employee
Performance

Figure 2.1 Factors affecting employees working hours in Malaysia

2.3 Factors that Affects Employees Working Hours in Malaysia

The main reason that affects employees working hours in Malaysia or that makes
employees to be hesitant regarding the employees working hours are such as; low
morale, poor salary, unsafe working environment, lengthy working hours and bad
working tools or equipment. Employers need to be aware of the above mentioned
20

factors, as it can affect employees working hours (Abd, Mohammad and Mohd,
2013). These above mentioned reasons can be attributed to the factors that affects
employees working hours in Malaysia, which can be further described as motivation,
productivity, employee performance, working hours and flexitime.

2.3.1 Motivation
According to (Abd, Mohammad and Mohd, 2013) motivation is said to be a mental
practise that constantly increases enthusiasm, course and intentions to accomplish an
organisation goal. Workers motivation can be internally or externally inspired, and
when workers motivation is been activated by the employer then it will result in the
employers good productivity. Organisation management need to put in consideration
the aspect of motivating the employee in other to achieve the organisation objectives.
There are some elements of motivation which are; Love, Affirmation and Sense of
belonging, Personal objective, Working hours and Rewards (Lonnie, 2011).

2.3.2 Productivity
A great level of productivity is the performance or an organisation in a particular
industry (Bahrulmazi, 2013). Various elements are involve for an organisation to be
highly productive, some of the elements involve are; flexible working hours,
motivation, reward and job satisfaction just to mention a few in this study. Flexible
working hours to most employee is a wage premium thing, which in other hand it is
being seen as motivation. Hence this type of motivation leads to a good productivity,
increase in wages is also seen as another good motivation tool. Reward is also a
driver of good productivity, job satisfaction is the premium height of a great
productivity of any organisation (Khalizani, et. al, 2012).

2.3.3 Working hours

According to (Lonnie, 2011) if any workers working hours is not productive to the
worker in terms of wages, happiness and psychologically, the worker tends to
develop job stress which will in turn affect the productivity of the organisation. Job21

satisfaction plays a pivotal role in the lives of the employee and organisation, any
organisation that job-satisfaction is missing, the employee and employer are always
not in good terms, this in turn affects productivity as well as creating more job stress
to the employees. If an organisation must maintain a good level of productivity, jobsatisfaction must be eminent, and when this is stable, both the employee and
employer will be happy.
2.3.4 Employee Performance
Recompensing employee is one great tool that drives optimum performance,
whenever an employee is been rewarded, it encourages the employee. Performance is
one pivotal tool that depicts an employees committed to an organisation, according
to (Bahrulmazi, 2013) the efficiency of wages theories which upholds the concept
that rewarding employee with a good salary will result in a better or higher
performance of that organisation. The reward to maintain fairness amongst employee
is generally based on the job description and specification of the employer.
Performance can also been seen in various forms as it also goes with recognition and
reward.

2.3.5 Flexitime
Flexible working hours is an imperative tool to enhance an organisation performance,
where flexitime is missing in an organisation there will be negative effects, some
causes of negative effects of working hours are; long working hours without the right
incentives, lack of flexible working hours, lack of rewards, job dissatisfaction and
lack of motivation (Khalizani, et. al, 2012). Working hours can be effective and
efficient if the employer or the organisation management take into consideration the
workers working hours and give the workers a flexible working hour and the right
motivation, this will increase productivity and also cause the organisation to maintain
its competitiveness.

2.4 Hypothesis Development

22

Hypothesis of this research will be done based on the factors affecting employees
working hours in Malaysia. This includes motivation, productivity and working
hours as shown below:
H1: There is a significant relationship between motivation and workers working
hours.
H2: There is a significant relationship between productivity and workers working
hours.
H3: There is a significant relationship between working hours and workers working
hours.
H4: There is a significant relationship between performance and workers working
hours.

23

CHAPTER 3: RESEARCH METHODOLOGY

3.1 Research Design

3.2 Research Methodology

3.3 Data Collection

3.4 Data Collecting Tool

3.5 Questionnaire

3.6 Population and Sampling Size

3.7 Data Analysis

3.7.1 Normality Test
3.7.2 Reliability Test
3.7.3 Descriptive Statistics
3.7.4 Correlation Analysis
24

3.1 Research Design

This research is exploratory in nature, because it is show casing a new angle of this
topic. The new angle it brings, helps to further understand the research or topic in
depth. Although there are various benefits to it, such as; Understanding how working
hours motivates Malaysian companys employees, understanding how working hours
enhances productivity in Malaysia, and understanding how working hours influences
employees in Malaysia.

This research is not an explanatory or descriptive research because, the new angle
which the research was been studied from cannot be explained or described until it is
been explored. However not knowing; if working hours actually motivates
employees, if working hours also enhances productivity and if working hours
influences employees, will then become difficult for the researcher to explain or
describe.

However, exploratory research is about finding out new things, ideas and solutions,
even with an old topic a new dimension or angle can still be explored. This type of
research helps to conclude a pre-eminent research design, data collection methods
and selection of focus. This type of research can also help the researcher to
accomplish a particular problem in the study of research.

3.2 Research Methodology

In this research, primary data sources was used. Which entails a questionnaire
survey. These source will ensure a vivid and reliable research was been carried out
(Yin, 1989). This research is also in line with a qualitative method, as it will
essentially analyse moderately qualitative data that is established on comparisons
25

between cases and also provides a clear understanding that will foster hypothesis for
a possible quantitative research (Child and Yan, 2003).
This method is also exploratory and it is focused at improving a tentative research,
rather than depicting a generalized assumption. A qualitative method and
questionnaire was used in this research because it is a mixed method design (John, et.
al., 2011). This method helps the researcher to be able to ascertain the collect data
and do proper analysis.

A vivid and considerable methods or ways will be used to accomplish this research,
the concepts and theories the researcher will be applying to achieve this study are
previously discussed in the previous chapter. Apparently the researcher intends to
collect the data from respondents via questionnaire survey but in electronic form
known as google doc. The questionnaire will consist of closed end questions, see
questionnaire section.

3.3 Data Collection

Primary and secondary data collection are the two major methods of collection. A
first hand data will be needed for the purpose of this research which is primary data
(Driscoll, 2011), while any data which has been already collected can be described as
secondary data (Boslaugh, 2011). Although primary data collection was used in this
study, primary data collecting was chosen by the researcher due to it is an
exploratory research. The new angle which the researcher is studying requires a firsthand information directly from the respondents.

A secondary data collection will not be useful in this research because the research is
not yet an explanatory or descriptive. Primary data collection remains the best option
26

for the purpose of this research. This is also in line with a qualitative method. The
researcher also used quantitative data survey methods such as; questionnaire survey
and electronic to collect data from respondents. In secondary data the researcher
collects the material from various books, journals, articles, websites and other
published material that can be beneficial for this research. Hence this method can be
described as mixed method research (Steve, 2012).

According to (Steve, 2012) mix method research is a method by which primary and
secondary data methods are used to collect data, as to enable the researcher to use a
more specific qualitative and quantitative data. Although this method is not
commonly used, but it is been used in special cases or prototypes, in this research it
is slightly been applied to enable the researcher to ascertain a vivid and perfect data
collection and result or analysis.

3.4 Data Collecting Tool

The data collecting tool is actually the medium by which the researcher used in
collecting the data in terms of survey questionnaire. Apparently in this research, the
researcher used a non-probability sampling method in collecting data, although there
are various types of non-probability sampling method.

The researcher chose convenience sampling as this research is an exploratory

research, probability sampling was not chosen by the research because the
opportunity of selection are not specified and are unknown. Since the method is
subjective and the inferences is analytical, coupled with hypothesis been generated,
convenience sampling under non probability sampling method is the best method for
this research.
27

Although there are different forms or ways to collect data, in quantitative data
gathering, data can be gathered in various ways such as; tracer study, administrative
data, sample survey and census. While in qualitative data collection, data can be
collected in numerous forms which are; case study, observation, focus group and
questionnaires. For the purpose of this study a qualitative form of data collection will
be used by the researcher.

3.5 Questionnaire
There are various types of questionnaire, with the two most commonly used types of
question which are; open end and closed end question, in this research. The
researcher used a closed end type of question in the survey questionnaire that was
distributed. This type of survey questionnaire and closed end type of questions was
also approved by the researcher because the researcher will only be able to analyze
and ascertain a vivid result with only this type of survey questionnaire and closed
end questions.

Apparently open ended questions is not approved by the researcher and it will not be
suitable for this study, and for an exploratory research open format questions are not
advisable to be used. Multiple choice answer is best for an exploratory study such as
this, it will enable the respondents to choose one or more answers from the given
answers provided, and it is also easy to implement an initial analysis.

28

3.6 Population and Sampling Size:

Population can be described as the total number of respondents whom will be of
precise importance to this study (Fridah, 2002). The population for this research is
150 respondents in Malaysia. The sample size for this study are few companies in
Malaysia. The sample frame under this research will be male and female from the
age range under 20 - 50. Moreover the survey questionnaires for this research was
given out between the targeted respondents from 7th of March to 31th of March 2016.
The sample technique that will be used is convenient sampling.

Although the companies are not listed here, but it cut a crosses various sectors and
industries in Malaysia. The sectors ranges from factory production workers,
cooperate sector like banking, insurance, education, health care and groceries stores.
Every worker in different segment is widely considered in this research. All this
sectors and industries where put into consideration by the researcher to be able to
ascertain a comprehensive and vivid result with this large population and sample
size.

3.7 Data Analysis

The result analysis was ascertained based on the three factors that affects working
hours in Malaysia. The factors which are; Motivation, productivity and employee
performance. These factor mentioned vividly shows the relationship with employees
working hours in Malaysia. A total number of 150 survey questionnaire was
distributed amongst the staffs working in the above mentioned companies in
Malaysia, and this survey questionnaire was been distributed online electronically,
and the data that was collected and analyzed from the survey questionnaire was from
both the demographic section and section B. Likert scale was used in ascertaining the
response from the respondent in the section B of the survey questionnaire, the two
data analysis method used in this study are Correlation and descriptive statistics.
29

3.7.1 Normality Test

This is a type of analysis that is been done to check if a data or any group of data
matches and it is being distributed normally. In this study, the data collected fits and
was approximately normally distributed, see the normality test section in chapter four
and it is vividly explained in-depth, although it can only be accomplished
mathematically or graphically.

3.7.2 Reliability Test

Reliability test is a kind of test that is being carried out by researchers to prove if a
study or test is dependable or not, this helps the researcher to ascertain a discrete
knowledge on the reliability of the study and the continuity of the same study as
well.

3.7.1 Descriptive Statistics:

Descriptive statistics can be described as a particular type of analysis that clearly
depicts, reviews and defines data in the correct manner, it can also be used to define
the simple structures of the data in a study, which provides summarizes about the
measures and the sample (Jaggi, 2012). Although numerous studies in the past
depicts that, most researchers desires to use the mean value as it is a critical indicator
rather than using the median value (Doane and Seward, 2011). Enhance descriptive
statistics is suitable for the study.
3.7.2 Correlation Analysis

30

This is type of analysis is always used in evaluating the connection between more
than one variable, this relationship can only be ascertain via correlation analysis
(Cakir, Binder and Wirth, 2014). Pearson correlation helps to unfold the diverse
status of the two variables, enhance the value that determines the correlation analysis
ranges from -1 to +1. As these correlated coefficient indicates relationship between
variables, and this values depicts the strength of the relationship (Imna and Hassan,
2015).

CHAPTER 4: DATA ANALYSIS AND FINDINGS

31

4.0 Introduction

4.1 Normality Test

4.2 Reliability Test

4.3 Descriptive Statistics

4.4 Correlation Analysis

4.5 Findings
4.5.1 Motivation
4.5.2 Productivity
4.5.3 Employee Performance
4.5.4 Working Hours

4.6 Summary Result of Hypothesis

4.0 Introduction
A total number of one hundred and fifty respondents from various industries and
sectors in Malaysia are the target population of this study. These companys workers
32

are being selected randomly as the workers are unknown. From this research period
that began in 2015 through 2016, convenience sampling was used to achieve the
sample.

The researcher used IBM SPSS Statistic software to run the data gathered via survey
questionnaire, the analysis that was carried out by the researcher were; Normality
test, Reliability test, Descriptive statistics and correlation analysis. This forms of
analysis were used by the researcher in order to verify the significant relationship
between the hypotheses.

4.1 Normality Test:

Any statistical method that is been used to define a sample, or group of data that fits
a standard normal distribution is a normality test. According to (Newell and
Hancock, 1989) Skewness and Kurtosis is used to affirm the normality of a collected
data. The values of skewness for working hours is -1.545 (SE= 0.198), and the value
of kurtosis is 2.202 (SE= 0.394) which depicts that the data was not approximately
normally distributed for skewness and the same goes for kurtosis. A negative value
of -0.498 (SE= 0.198) was derived as the skewness, while a positive value of 0.927
(SE= 0.394) for kurtosis, this can be said to be approximately normally distributed.

Although a negative value of -0.104 (SE= 0.198) was derived as the skweness and
the result depicts that is was approximately normally distributed, while a positive
value of 0.696 (SE= 0.394) was also derived as the kurtosis which was also
approximately normally distributed. The final normality test result depicts a negative
value of 0.9131 (SE= -1.042) skewness and a negative value of -0.241 (SE= 0.394)
33

was derived as the kurtosis, both result depicts that the data was approximately
normally distributed, see figure 4.3 below.

4.2 Reliability Test:

Reliability test is used to ascertain the stability of a study and the overall
performance as well, if the study can be relied on or not (Joseph and Rosemary,
2003). The reliability test result derived from this study is stated as follows; the
frequency occurrence of the gender was male 84 with a percentage of 56% while
female was 66 with a percentage of 44%. The age group with the highest frequency
was 31 40 with a frequency of 54 and 36% of the total number of respondents, next
is the age group of 20 30 with a frequency of 51 and a percentage of 34%.

The third group was 41 50 with a frequency of 28 and a percentage of 18.7%, while
the last group was 51 and above with the frequency of 17 and a percentage of 11.3%
of the total number of respondents. The next category is the educational level,
respondents with diploma has the highest number of frequency of 69 with a
percentage of 46%. Next is the respondents with bachelor degree with a frequency of
40 and a percentage of 26.7%, the masters group of respondents is the third with a
frequency of 33 and a percentage of 22% and the last group is the PhD with a
frequency of 8 and a percentage of 5.3%.

Furthermore, the next category is the Race with the Chinese being the highest race
with a frequency of 56 and 37.3%, followed by the Malayu race of 55 and 36.7%, the
Indian race has a frequency of 36 with a percentage of 24%. The last group is the
others which as a frequency of 3 and percentage of 2% of the total number of
respondents. This category depicts how many hours the respondent works per day,
respondents working eight hours has the highest number of frequency of 62 with a
34

percentage of 41.3%, seconded by respondents working six hours with a frequency

of 35 and a percentage of 23.3%.

The third group of respondents works for ten hours with a frequency of 27 and a
percentage of 18%, while the last group of respondents is the twelve hours with a
frequency of 26 and a percentage of 17.3%. The overall reliability test result for each
of the variables has a Cronbachs Alpha of the following; working hours 0.794 which
is > 0.05, motivation 0.728 which is > 0.05, productivity 0.706 which is > 0.05.

Employee performance 0.959 which is > 0.05, this results goes further to prove that
this study is good and reliable, three of the variables amongst four all have a
Cronbachs Alpha of 0.7, but the Cronbach Alpha of the fourth variable which is
employee performance has a very high Cronbachs Alpha of 0.959 which is very
close to 1. This also goes a long way to prove this variable being reliable, see figure
4.2 below;

Reliability Statistics
Variables

Cronbach's

N of Items

Alpha Based on
Standardized
Items
Working Hours

0.794

Motivation

0.728

Productivity

0.706

35

Employee

0.959

Performance

Figure 4.2 Reliability Statistic.

4.3 Descriptive Statistic:

Based on figure 4.3, the four key factors that affects working hours in Malaysia
experienced an average of Rs. 4.204 and a standard deviation of 0.8197, this then
depicts that the mean value reflects the overall industry as the standard deviation is
not higher than 100%. The motivational factor is not relatively high with a mean
value of 2.988 and a standard deviation of 0.8445. The productivity factor mean
value was 3.165 with a standard deviation of 0.7632 this shows that this factor is also
influencing working hours in Malaysia as the standard deviation value is not above
100%. Furthermore, the employee performance factor mean value derived was 3.583
with a standard deviation value of 0.9131 also shows that the employee performance
factor can also influence the working hours in Malaysia, see figure 4.3 below;

Descriptive Statistics
N

Minimum Maximum

Mean

Std.

Skewness

Kurtosis

Deviation
Statistic

Statistic

Statistic

Statistic

Statistic

Statistic

Std.

Statistic

Error
working

Std.
Error

150

1.0

5.0

4.204

.8197

-1.545

.198

2.202

.394

motivation

150

1.0

5.0

2.988

.8445

-.498

.198

.927

.394

productivity

150

1.0

5.0

3.165

.7632

-.104

.198

.696

.394

hours

36

empl

150

1.0

5.0

3.583

.9131

-1.042

.198

-.241

.394

perform
Valid N

150

(listwise)

Figure 4.3 Descriptive Statistic.

4.4 Correlation Analysis:

The interpretation from figure 4.4 that is shown below states that, the working hours
variable is positively correlated with motivation factor, the relationship strength
between these two variables is 0.019 with a significant probability of 0.817 which is
> P value of 0.05. Hence the researcher this factor is insignificant with working hours
in Malaysia, The next factor is the productivity factor which has a negative
relationship strength of -0.78 and a significant probability of 0.341 which is also > P
value of 0.05, hence this factor is insignificant with working hours in Malaysia.

The last factor being the employee performance has a relationship strength of 0.253 **
with a significant probability of 0.02 that is < P value of 0.05, hence there is a
significant relationship between these two variables working hours and employee
performance. However, the employee performance factor goes a long to greatly
influence working hours in Malaysia as there is a significant relationship at 0.01
level amongst the two variables, see figure 4.4 below;

Correlations

Pearson Correlation
working hours

productivity

motivation

Productivity

empl perform

.019

-.078

.253**

.817

.341

.002

150

150

150

Sig. (2-tailed)
N

motivation

working hours

150

Pearson Correlation

.019

Sig. (2-tailed)

.817

150

.376

150
**

Pearson Correlation

-.078

.376

Sig. (2-tailed)

.341

.000

150

150

37

**

.690**

.000

.000

150

150

.431**
.000

150

150

empl perform

Pearson Correlation

.253**

.690**

.431**

Sig. (2-tailed)

.002

.000

.000

150

150

150

150

**. Correlation is significant at the 0.01 level (2-tailed).

Figure 4.4 Correlation Analysis.

4.5 Findings
The findings is based on the result derived from the various form of analysis that is
been carried out by the researcher. The findings is also based on the factors that
affects working hours in Malaysia which are; motivation, productivity and employee
performance, in subsequent sub headings the various factors will be explained by the
researcher. The findings also include the data analysis result and other insight gotten
from other study.

4.5.1 Motivation:
Motivation has been described by (Abd, Mohammad and Mohd, 2013) as a mental
practise that constantly increases enthusiasm, course and intentions to accomplish an
organisation goal. Workers motivation can be internally or externally inspired, and
when workers motivation is been activated by the employer, then it will result in the
employers good productivity. One major factor all employers desire is the
maximum level of productivity by the organizations workers, employers tend to
motivate the workers in various ways in other to achieve a maximum level of
productivity. Motivation then seems to be a pivotal tool that employers uses to
influence working hours.

4.5.2 Productivity:
38

Productivity is a great level of performance of an organisation in a particular

industry (Bahrulmazi, 2013). Various elements are involve for an organisation to be
highly productive, some of the elements involve are; flexible working hours,
motivation, reward and job satisfaction just to mention a few in this study.
Productivity is the major priority of any organization, employers expects more from
any of the organization workers in terms of productivity. Employers also sees job
satisfaction from the workers as maximising a high level of productivity, these
employers takes advantage of the rewards and motivation that enables the
organization to achieve a high level of performance.

4.5.3 Employee Performance

Recompensing employee is one great tool that drives optimum performance,
whenever an employee is been rewarded, it encourages the employee. Performance
is one pivotal tool that depicts an employees committed to an organisation,
according to (Bahrulmazi, 2013) the efficiency of wages theories which upholds the
concept that rewarding employee with a good salary will result in a better or higher
performance of that organisation. Employers nowadays takes full advantage of this
opportunity to maximize employee performance, and from the data analysis
ascertained by the researcher, employee performance as a strong significant
relationship with working hours.

4.5.4 Working Hours:

According to (Lonnie, 2011) if any workers working hours is not productive to the
worker in terms of wages, happiness and psychologically, the worker tends to
develop job stress which will in turn affect the productivity of the organisation. Jobsatisfaction plays a pivotal role in the lives of the employee and organisation, any
organisation that job-satisfaction is missing, the employee and employer are always
39

not in good terms, this in turn affects productivity as well as creating more job stress
to the employees. The imperativeness of working hours is very essential and
sensitive to any organization in Malaysia. As it is the independent variable used in
this research to verify all other factors that affects working hours in Malaysia.

Furthermore, working hours can be greatly influenced when flexible working hours
is introduced, it is also an imperative tool to enhance an organisation performance,
where flexitime is missing in an organisation there will be negative effects, and such
negative effects can the employee working hours, some causes of negative effects of
working hours are; long working hours without the right incentives, lack of flexible
working hours, lack of rewards, job dissatisfaction and lack of motivation (Khalizani,
et. al, 2012).

Working hours can be effective and efficient if the employer or the organisation
management take into consideration the workers working hours and give the workers
a flexible working hour and the right motivation, this will increase productivity and
also cause the organisation to maintain its competitiveness. However flexible
working hours can lead to employee performance in a positive way, as the employee
will be able to balance between life, family and work.

4.6 Summary Result of Hypothesis:

H1: There is a significant relationship between motivation and workers working
hours, from the result derived from the correlation analysis, it clearly shows that H1 is
rejected as the significant level is 0.817 which is > P value of 0.05, working hours is
not significant with motivation.

40

H2: There is a significant relationship between productivity and workers working

hours, from the result derived from the correlation analysis, it clearly shows that H2
was also rejected as the significant level is 0.341 which is > P value of 0.05,
therefore working hours is not significant with productivity.

H3: There is a significant relationship between working hours and workers working
hours, from the result derived from correlation analysis, it clearly shows that H3 was
accepted as any variable that is correlated with the same variable will equal to one
(1).

H4: There is a significant relationship between employee performance and workers

working hours, from the result that is been ascertained by the researcher via
correlation analysis, it was clearly shown that H4 is accepted as the significant level
was 0.02 which was < P value 0.05, although this factor do have a strong positive
relationship strength that is above zero, hence this employee performance factor
positive influences the working hours in Malaysia.

41

CHAPTER 5: CONCLUSION AND RECOMMENDATIONS

5.1 Conclusion

5.2 Recommendation

5.3 Limitation

5.4 Future Research

42

5.1 Conclusion:
This research was conducted to investigate the effects of working hours on
motivation and productivity in Malaysia, the research is been done on few companies
in Malaysia. The use of descriptive statistics and correlation analysis coupled with
normality and reliability test was used to verify the significance of the factors that
affects working hours in Malaysia. The independent variable is working hours while
the dependent variable is; motivation, productivity and employee performance.

This research was also carried out to analyse the factors that affects working hours in
Malaysia. Three factors was selected and observed which are; Motivation,
Productivity and Employee Performance, conferring to the data analysis result that
was ascertained, which clearly shows if the independent variable is correlated with
the dependent variable. Two factors were rejected by the researcher and one was
accepted.
43

Howbeit, all three factors mentioned above where verified and two was rejected, one
was accepted to have a significant relationship with working hours. Therefore the
researcher concluded that the effects of working hours on motivation and
productivity in Malaysia depends on employee performance. Hence conferring on the
findings ascertained from the data analysis result by the researcher, as stipulated in
the previous chapter above, the four hypothesis are as follows;

H1: There is a significant relationship between motivation and workers working

hours, this hypothesis was rejected due to the high P value that was derived.
Although motivation remains an imperative element or factors that affects working
hours in Malaysia. The result ascertained via data analysis is all that counts at the end
of the study.

H2: There is a significant relationship between productivity and workers working

hours, this hypothesis was also rejected as the P value that was derived was above
0.05. This hypothesis has a negative Pearson correlation value which was also
derived, this hypothesis has to be worked on in other for it to be accepted.

H3: There is a significant relationship between working hours and workers working
hours, this hypothesis was accepted as the variable was used to verify the correlation
analysis against the same variable.

44

H4: There is a significant relationship between employee performance and workers

working hours, this hypothesis was accepted and this is due to the P value that is
lesser than 0.05. The hypothesis also has a double asterisk with a significant level at
0.01 level, this hypothesis goes a long to show the positive relationship between
working hours and employee performance.

5.2 Recommendation:
The recommendation for future researchers is to investigate other variables that are
not being used in this study, the other variables could be; job satisfaction, rewards,
flexible working hours. The hypothesis that was rejected and found insignificant can
also be looked into again such as; motivation, productivity. The future researcher
should also increase the sample size of the research, fewer companies was used in
this research. More companies should be included and number of respondents should
also be increased, the total number of respondents should be more and should be
above 200 in Malaysia. The entire sample size should cut across the various
companies in Malaysia.

5.3 Limitation:
There are various form of limitation to this research as it seems to only address few
companies in Malaysia. For this research to be able to represent an entire economy or
developed economies, the research as to cover or cut across various companies and
the entire country Malaysia. The non-availability of finances hindered the researcher
to be able to go round the entire companies in Malaysia, other forms of limitation to
this research is race and religion.

5.4 Future Research

Future researchers are hereby advised to conduct the research with a broader scope
that will cover various companies in Malaysia. Comparison should be made amongst
45

the companies that have been studied and the newly added companies, this
comparison should be to verify the deviation and behaviour of workers and working
hours in Malaysia.

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Questionnaire
Dear Madam / Sir,
My name is Tanyaradzwa K. Hatendi. I'm currently in my final year at FTMS Global
College Cyber Jaya Campus, and my area of discipline is in Business Marketing. I
am conducting a research on The Effect of Working Hours on Motivation and
Productivity in Malaysia. Please kindly note that this study is for academic purpose
and all information provided will be kept confidential. Thank you so much for your
cooperation.

Section A
Please choose the answer that best describes you from the list of options provided
below;
1. Gender
i.
Male
ii.
Female
2. Age
i.
20 30
ii.
31 40
iii.
41 50
iv.
50 and above
3. Race
i.
Malay
ii.
Chinese
iii.
Indian
iv.
Others
4. Educational Level
i.
Diploma
ii.
Bachelor
iii.
Masters
iv.
PhD

49

Section B
Please choose the option that best describes you from the following questions;
5. How many hours do you work per day?
i.
Six hours
ii.
Eight hours
iii.
Ten hours
iv.
Twelve hours

For the following questions, please kindly circle or tick your response according to
the scale below;
1=Strongly Disagree 2= Disagree 3= Neutral 4= Agree 5=Strongly Agree

Working Hours
Strongly

S/N Items

Disagree

Neutral

Agree

Disagree

1
6

I prefer flexible working hours.

I prefer to complete my daily task

within my working hours given.

I prefer shorter working hours only.

Long working hours without break is

10

not good for an employee.

I do work much outside normal

working hours.
Motivation
11

In my organization working hours

does not motivate me?

12

Long working hours helps me to

balance work, life and family.

50

Strongly
Agree

13

The overall work timing motivates me

to work.

14

Shift and flexible working hours

motivates me.

15

I am motivated with my current

working hours.

Productivity
16

Working hours per week undermines

my job performance and productivity.

17

Longer working hours enhances my

18

level of productivity.
My departmental inputs increases my
organisation productivity.

19

I multitask during working hours and

this enhances productivity.

20

I prefer focusing on my working

hours to ensure productivity.

Employee Performance
21

Due to my overall workplace

environment, i can complete my daily

22

task easily.
I am committed to continuous quality

23

improvement at work.
Performance evaluation process helps

24

me to improve my job performance.

My supervisor provides useful

25

performance feedback.
As an employee I am committed to
continuous quality improvements.
Thanks for your participation.

51

52