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CHAPTER 1

INTRODUCTION

1.1 Introduction

This chapter consists of seven sections which are background of study,


problem statement, research objectives, research question, scope of study,
significance of study and limitations of study. In background of study, the researcher
was revealed the general overview of the research topic by bringing up the ideas of
other researcher that relate with the research topic. Next, in problem statement the
researcher was explained about the main issue. Then, in research objectives and
research question, researcher was justified the main components that will be achieved
and illustrated in this study. In addition, the researcher was stated the importance of
this research to the parties that involved in the significance of study. After that, the
researcher was indicate the scope of study to make sure the study is specific. Lastly,
in limitation of study, researcher was described the restraint that cannot be control
throughout the completion of this research.

1.2 Background of the Study

The Millennial generation (born between 1982 and 2003) is characterized by as


being protected, by both their parents and society, and because they are driven to
improve the world around them, by their virtue (Keeling,2003). One major issue in
this new era research concerned is on how to retain the millennial generation at
workplace. This study is focusing on the manufacturing industries. Millennial
generation also known as millennial generation, digital native generation and many
more. The debate about this issues has gained fresh prominence with many arguing on
how to retain this millennial worker. There are a lot of problem in retaining this
generation.

One of the factor they have lack of motivation and support. Motivation is one of
the most important factors that affect human behavior and performance (Shen Kian &
Wan Yusoff,2012). According to Tulgan (2011), The main reason, according to our

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research, is that they can see with their own eyes the experience of their own
managers and their slightly more advanced peers as what they see is that managers,
especially new managers, are often given loads of additional responsibility with very
little additional support. Being different from previous generations, millennial
members tended to be more open about showing their difficulties and expressing their
feelings in work, instead of being silently tolerant (Zhang, Prammance, &
Chantarathong ,2013). The researcher also clarified that millennial workforce can be
motivated by themselves and other factors, but the further goals in their careers have
to be aligned with higher compensation and higher positions.

Millennial has flooded the nation’s workforce. From all aspect, these millennial
generation are smart, arrogant, willful, restless and hard to manage, because they were
bred into today’s technology. They are known as special generation. Insight into their
motivation has become a hot article. According to Rao and Niraj (2016) due to
increase in number of injuries brings more attention towards ergonomic conditions of
the humans in the work place. With their different and unique needs, millennial are
highlighting the important factor within work environments. These factors include
basic ergonomic considerations, increased work surface, technology support, power
sources, storage for work-related/personal belongings, personalization of environment,
entertaining and inspiring objects, exercise tools, etc (Steelcase, 2011). Working with
the arms abducted away from the body, overextended and shoulders hunched places
these joints at the end of their normal range of motion, requires higher muscular force
and greatly increases the risk for injury and strained sitting positions, such as tilting
sideways, twisting the vertebral column, bending forward or slumping begin in
response to compensation for specific work relationships but can become habit over
time (Rao and Niraj, 2016). ergonomic environment is essential for work
effectiveness.

In light of recent research in retaining millennial generation at workplace, it is


becoming extremely difficult to ignore the fact that social networking has give huge
impact in retaining millennial generation. They have grown up with broadband, smart
phones, laptops and social media being the norm and expect instant access to
information. millennial is the fastest growing workforce segment and its engagement
is a top priority for organizations (Naim, 2014). This research also conducted to
explore the role of social networking in retaining millennial employees and it

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highlights the growing influence of social media on this generation. According to
Marthur (2016), 75.73% of the millennial respondents who were a part of the survey
reported that they have a Facebook account. 21% of such users post daily and 25%
post thrice a week and 31% of millennial has Twitter account . The researcher also
stated that Employees will feel greater satisfaction if the organizations allow use of
social media tools and in such work settings employees will feel that they have a
voice. which is heard. They will believe that they have a say in the functioning of the
organization and will be more happier and feel more engaged. As employee are the
most important asset in an organization, hence it is crucial to retain them.

1.3 Problem Statement


As employers continue to seek out new employees to replace those who have
left the workplace, millennial is starting to enter the workforce in record numbers
(Huybers,2011).One of the greatest challenge in manufacturing industry are on how
the organization can fulfill the entire satisfaction of the employee in order for them to
stay in the organization. As this group of millennial workers enter the workforce,
bringing their unique style and new refreshing perspective, organizations are forced to
adapt or risk losing billions of dollars to unwanted turnover and lost productivity
(Huybers,2011). In order to retain the young generation workers, the organization
must understand how to interact with these youth as they are hard to manage.

The specific problem that addressed in this study was the retention problem
among millennial in manufacturing industry. Employee turnover can be extremely
costly considering the expenses involved in recruiting, interviewing, screening and
on-boarding new hires, not to mention the less tangible costs of lost employee
productivity and engagement (Petrucelli,2017). There are a lot of factors that can help
the organization in retaining the millennial generation. For example like motivation,
ergonomic environment, social networking and etc.

Steelcase Manufacturing Malaysia(SMM) is one of a biggest organization that


related to manufacturing industry whereby it produced furniture. The most important
role in the Steelcase Manufacturing Malaysia itself is the staffs that come from the
young generations. They are the one who basically make huge and significant
contributions to the organization. Hence, SMM need to ensure that the organization

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can retain talents from the millennial generation. Each organization must have their
vision, mission and even goals that need to be achieved. In order to achieve their
target, SMM must improve their approach in managing and retaining young workers.

1.4 Research Objective


The objectives in this study are specifically:
 To investigate between motivation and retaining millennial generation in
manufacturing industry.
 To identify the impact of ergonomic environment in retaining of millennial
generation in Steelcase Manufacturing Malaysia.
 To determine the social networking effect on retention among millennial staff
in Steelcase Manufacturing Malaysia.

1.5 Research Question

The research questions that can be done from the objectives are:

 What is the relationship between motivation and retaining millennial


generation workers?
 What is the relationship between ergonomic environment on retaining
millennial workforce?
 What is the relationship between social networking and the millennial
workforce retention?

1.6 Scope of the Study

This study focuses on how motivation, ergonomic environment and social


networking will effect on retaining millennial generation workers. This study involves
100 respondents who are Steelcase Manufacturing Malaysia staff from various
department. The mechanisms used to obtain data in order to complete the research are
questionnaire. The limitations that we faced during the research are time limit because
we can only meet them during lunch hour only, difficulty to find respondents as some
of the staff may be in production line, in the meeting or on leave.

1.7 Significant of the Study

The significant of this study exploration is remarkable since there are few
research concerning on retaining millennial workforce in manufacturing industry.

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This paper are focusing on generational viewpoint. It explores the alternative for an
organization to retain the millennial workforce. This data may vitalize changes in
arrangement and practice inside their working environments. Further, this
exploration study might bear some significance with those investigating on hoe to
retain millennial generation workforce in manufacturing industry.

This research act as part of suggestion and solution to manage and increase
retention among millennial at workplace, as well as a guide for management team to
address and handle situations related to millennial generation working style. Aside
from the management team in the organization, this research will most benefit Human
Resource practitioners in the organization in surveying its employees’ retention and
factor influencing it especially for the millennial-ers. By understanding the root of the
problem, ultimate ways and solution to maximize the effect towards retaining
millennial workforce to the specific organization can be done.

1.8 Definition of Terms

1.8.1 Millennial

The Millennial generation (born between 1982 and 2003) is characterized by as


being protected, by both their parents and society, and because they are driven to
improve the world around them, by their virtue (Keeling,2003). Millennial is a
dynamic workforce that holds specific expectations with regards to work factors, that
subsequently may not align with perceptions held by their managers (Meola,2016).

1.8.2 Retention

Employee retention is concerned with keeping or encouraging employees to


remain in an organization for a maximum period of time (Kossivi, Xu &
Kalgora,2016). Kossivi, Xu & Kalgora (2016) also defined employee retention as “a
technique adopted by businesses to maintain an effective workforce and at the same
time meet operational requirements”. According to Das & Baruah (2013) described it
as “a process in which the employees are encouraged to remain with the organization
for the maximum period of time or until the completion of the project”

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1.8.3 Motivation

Motivation results from the interaction of both conscious and unconscious factors
such as the intensity of desire or need, incentive or reward value of the goal, and
expectations of the individual and of his or her peers. These factors are the reasons
one has for behaving a certain way. Motivation refers to reasons that underlie
behavior that is characterized by willingness and volition (Lai,2011). Lai (2011)
broadly define motivation as “the attribute that moves us to do or not to do
something”

1.8.4 Ergonomic

Rao and Niraj (2016) said that the scope of ergonomics include physical work
load, posture at work, lifting and carrying, machine-human system interaction, but
also lighting, thermal comfort and noise. It deals with the assessment of human’s
capabilities and limitations, work and environmental stress, static and dynamic forces
on the human body structure, fatigue, etc.

1.8.5 Social Media/Networking

Naim (2014) define social media as “a group of internet based applications that
build on the ideological and technological foundations of web 2.0 and that enable the
creation and exchange of user generated content”. The researcher also said that social
media being comprised of social and media components is characterized by
contributing and sharing capabilities for user-generated content, openness of medium
accessibility, relationship building potential and flexibility to use. Within public
relations, Kent (2010) broadly defined social media as, “any interactive
communication channel that allows for two-way interaction and feedback,” further
specifying modern social media are characterized by their, “potential for real-time
interaction, reduced anonymity, a sense of propinquity, short response times, and the
ability to ‘time shift,’ or engage the social network whenever suits each particular
member” (Carr & Hayes,2015)

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1.9 Limitation of the Study

Firstly, the limitation in this study is availability of millennial. The research


involve 100 millennial respondent from different department. The limitation is to
identify the millennial in each department.

Secondly is time, the duration of research may takes a lot of time in gathering
the information and it is hard to gather the data since we can only meet during lunch
hour or tea break as the researcher cannot interrupt during production.

Lastly is relevancy, the information sometimes were not relevant and need to
be check in order to done this research properly. Furthermore, some of the respondent
was not answered the questionnaire, this was effected our finding and may lead to
undesirable conclusion.

1.10 Conclusion

The need for organizations to retain their talents is crucial for their ability to
remain in business depends on it. Even though many research highlighted the factors
that related to millennial workforce retention, this complex area of human resource
needs further investigations. Existing researches did not provide enough emphasis on
the employees in the manufacturing industry. This research is conducted in order to
investigate and to better equip organizations with knowledge necessary to improve
their retention capability for the millennial generations.

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CHAPTER 2
LITERATURE REVIEW

2.1 Introduction

This chapter consists of eight parts which are retaining millennial generation,
motivation, ergonomic environment and social networking leads to retention of
millennial workforce, research framework, research hypotheses and summary. In
motivation, the researcher explained how motivation can give impact on millennial
workforce retention. Next is ergonomic environment. The most common problems of
ergonomic environment come from the bad sitting posture, the wrong positioning of
the mouse or the keyboard on the table and the improper selection of tools and
gadgets in the direct work environment (Berenyi,Szolnoki & Banhegyesi, 2015). This
have resulted in a declining workforce among millennial in manufacturing industry.
Then, social networking. millennial is characterized by technological immersion,
developmental-orientation, recognition seeking, desire for feedback and
team-orientation, social media tools aptly fit the bill by offering an accessible, open
medium for content sharing, communication and relationship building to serve these
expectations (Naim,2014). Lastly, in research framework the researcher discuss about
the relationship between motivation and retention of millennial workers, ergonomic
environment and retention of millennial workers also relationship between social
network and retention of millennial workers. Moreover, in research hypotheses the
researcher explained more about the framework that consists of independent variable
and dependent variable.

2.2 Retention of millennial workers

Millennial workers also known as millennial or millennial worker. These


terms will be use interchangeably in this study. The Millennial generation (born
between 1982 and 2003) is characterized by as being protected, by both their parents
and society, and because they are driven to improve the world around them, by their
virtue (Keeling,2003). Retention refers to policies and practices companies use to
prevent top-performing employees from leaving their jobs (Naim,2014). Employees

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voluntarily left their jobs because of five reasons: company factors, salary and
benefits, individual emotional conditions, industry work style and responsibilities, and
work content (Simmons, 2016). Due to the Millennials’ needs being different than
previous generations, this group has been dissatisfied with their employers and
moving jobs faster than any generation before them (Meola.2016). According to
Sterling (2016), retaining the top 20 percent of Millennial workers has everything to
do with acknowledging them as individuals with their own unique perspective and
skill set, and providing them with a sense of purpose within the organization. The
researcher also stated that retaining employees are very crucial for each organization
as it can give impact on many areas such as high rates in turnover, cost- ineffective,
low productivity and many more. In Sterling (2016) research, millennial are well
known with their fresh ideas to be contribute to the organization. If the organization
cannot manage and retain this millennial workers, it will directly affect the
organization performance. This research is conducted to study on the factors that
influence the retention of the millennial workforce which focused on motivation,
ergonomic environment and social networking.

2.3 Relationship between motivation and millennial worker retention

Herzberg’s two factor theory of motivation states that there are extrinsic and
intrinsic factors that drive motivation. The intrinsic factors are psychological in nature
and result in the need to grow. The external factors are mainly societal needs and are a
primary cause of job dissatisfaction (Bush,2017). Social change implications include
organizational leaders increasing retention rates of Millennial employees by
enhancing employee motivation and improving relationships (Simmons,2016).
Motivation can come from various sources such as salary, performance incentive,
continuous feedback and rewards and recognition. Millennial generation tend to
attract with working environment that provide various motivation. According to one
research done by Simmons (2016), most respondents' opinions of the motivations of
millennial in the workplace agree that they are interested in salary. The formative
years of this generation occurred during a period of economic prosperity, hence the
value placed on salary as a possible means to maintain the lifestyle they grew up in. .
Aside from providing high compensation, the provision of opportunities for career
growth and the development of a favorable, good working environment are also

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important motivational factors for young employees (Kong, Wong & Fu, 2015).
According to Luscombe, Lewis &Biggs (2013), millennial have been referred to by
some researchers as being emotionally needy, and requiring constant feedback and
praise at work. The implementation of an employee recognition programme targeted
at younger employees should consider these points and offer opportunities to provide
regular feedback and report on any activities undertaken to help immerse them
completely (Sylvester, 2013). Furthermore, millennial are growing up with instant
technology, thus they are tend to use instant communication to giving and getting
instant feedback or in other words is to receive compliment and recognition for their
work done and although they are loyal, they are only loyal if they are treated well
especially by receiving a lot of praise and feedback (Luscombe,Lewis &Biggs, 2013).
Özçelik (2015) stated that engaged employees are highly motivated in their jobs and
emotionally attached to the organization with great enthusiasm for the success of their
employer. In simplest terms, employee engagement is a positive emotional connection
to the work they do and a "thinking connection" to the belief in the goals, purpose and
mission of that work (Naim & Lenka, 2015). They want to feel proud, enjoyment, feel
support, but more than that, they want to believe that their work matters, that they
contribute, and that it resonates their values. Hence, each organization should provide
continuous feedback to motivate and attract the millennial workers.

2.4 Relationship between ergonomic condition and millennial worker


retention

International Ergonomic Association (2017) defined ergonomics (or human


factors) as the scientific discipline concerned with the understanding of interactions
among humans and other elements of a system, and the profession that applies theory,
principles, data and methods to design in order to optimize human well-being and
overall system performance. Nowadays, most employees are more concerned on
achieving a working environment that satisfy their safety and health needs. Some
researcher are using ergonomic term to explain on the safe working environment.
Industrial Organizations today are facing multiple challenges to maintain the health
and performance of employees while attempting to integrate new technologies and
support a wide range of work styles and it is therefore needed to better understand the

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employees’ demands related to their work area and then to evaluate their work areas
and make the changes required maintaining a healthy workforce (Rao, Kampurath,
Rao & Chaitanya, 2015). Rao et al. (2015) also stated that this is further driven by the
need to prevent injuries, improve productivity, retain employees, or comply with local,
state, regulatory systems requirements. According to Mougul (2015), a research
reveals that millennial is spending about 36% of their day at work where they are
sitting for most part and nearly 45% are found complaining about back and neck pains.
The inactivity and bad posture also leads to increase in fatigue and occurrence of
obesity.

In manufacturing industry, millennial employees are more concerned on their


posture while working with the machinery as they need to stand for a long period of
time. According to Waters & Dick (2015) working in a standing posture on a regular
basis can cause sore feet, swelling of the legs, varicose veins, general muscular
fatigue, and low back pain, stiffness in the neck and shoulders, and other health
problems. Waters & and Dick (2015) research stated that, prolonged standing
effectively reduces the blood supply to the muscles resulting in the acceleration of the
onset of fatigue and causes pain in the muscles of the legs, back and neck, as well as
pooling of blood in the legs and feet which leads to varicose veins.According to
Berenyi, Szolnoki, & Banhegyesi (2015), appropriate work posture should minimize
the static load of arm and leg muscle and ensures a comfortable head retention
(including eyes and cervical vertebrae minimum load). Hence, it is very crucial to
satisfy the needs of millennial in order to retain them.

2.5 Relationship between social network and retaining millennial workforce

Being grown up in digital era with access and dependence on technologies like
social media, millennial is technologically most literate generation (Naim,2014).
Sengupta (2016) stated that the Internet makes it possible for individuals to connect,
collaborate and share knowledge, information, document, photo, video, etc.
continuously with anyone in the world. Özçelik (2015) disclose that millennial are
technology literate and are very comfortable with the internet world, as they have
grown up in an environment of technology and thus, are familiar with mobile phones,
lap-top computers, real-time media and communications. It include tools such as
Facebook, MySpace, LinkedIn and Twitter (enable users to find and link to other

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people. Hays research reveals the striking finding that millennial China
overwhelmingly consider social media an integral part of their working lives. 70 per
cent said employers should trust their employees to use personal social media
accounts at work and 79 per cent agree that social media is a helpful tool at work .
These social media tools offer an accessible, open medium for content sharing,
communication and relationship building to build the engagement between the
millennial workers and the organization. For example, according to Naim (2014),
organizations can engage with millennial on social networking sites, wishing them on
their birthday or anniversary, endorsing their skills, drafting recommendations as this
will create emotional bond with employees; they will realize company do value and
care for them and instill a sense of belonging and psychological attachment. In
addition, organizations also can use the social media by providing a platform that
makes their achievements more visible. For example, organizations can use the social
media to organize Rewards & Recognition programs through the social media where
many people can watch it and hence create a personal branding of the employees.
Naim (2014) also stated that publicly recognizing achievements of employees through
social media is powerful tool to reward them and boost their morale. Thus, it shows
that the social networking can increase the possibility to retain the millennial
workforce.

2.6 Research Framework

INDEPENDENT DEPENDENT VARIABLE


VARIABLE
MOTIVATION (Fu,2015)

RETAINING
ERGONOMIC MILLENNIAL
ENVIRONMENT WORKFORCE
(Berenyi,Szolnoki&
Banhegyesi, 2015)

SOCIAL NETWORKING
(Naim,2014
Figure 2.1: Conceptual Framework: The Relationship between motivation,
ergonomic environment, social networking and retaining millennial workforce

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According to Li Hua (2012), hypothesis is conjectural statements of the
relationship between two or more variables, which carry clear implications for testing
the stated relations. The hypothesis is logically developed relationship between two or
more variables. The study also decided whether to accept or reject the null or alternate
hypothesis. The elements of hypothesis were null hypothesis and alternate
hypothesis. The null hypothesis is expressed as no (significant) relationship between
two variables or no (significant) relationship difference between two groups. The
alternate hypothesis was a statement expressing a relationship between two variables
or indicating differences between groups. The next section had discussed more on the
research hypotheses.

2.7 Research Hypotheses

This study is based on the framework on Figure 2.0. This framework consists
of independent variable and dependent variable that explained in details. There are
three independent variable which are motivation, ergonomic environment and social
networking. The dependent was job satisfaction. This figure comes out with six
hypotheses.

H1: There is a relationship between motivation and retaining millennial workforce


H0: There is a no relationship between motivation and retaining millennial
workforce

H2: There is a relationship between ergonomic environment and retaining


millennial workforce
H0: There is a no relationship between ergonomic environment and retaining
millennial workforce

H3: There is a relationship between social networking and retaining millennial


workforce
H0: There is a no relationship between social networking and retaining millennial
workforce

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2.8 Conclusion

In conclusion, this area gives an complete examination of writing that


backings the present research with relating hypotheses and suggestions from prior
research. The relationship of motivation, ergonomic environment, social networking
and job satisfaction is examined inside and out to give a superior knowledge from past
reviews on the extend of the research area.

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CHAPTER 3
RESEARCH METHODOLOGY

This chapter consists of seven sections to be covered. They are research design,
sampling frame, population, sampling technique, sample size, unit of analysis,
instrument, and data collection procedure.

3.1 Research Design


A research design is a key plan for collecting and analyzing the information of
motivation, ergonomic environment, social networking and retaining millennial
workforce which is to specify the methods and procedures that will be use. It also
includes the purpose of study, types of investigation, extent of researcher interference,
study setting, time horizon and unit of analysis. The purpose of study between the
relationships of work-life balance towards job satisfaction is causal research.The
design for this study was a correlational study. Sekaran & Bougie (2014) stated that
correlational study is a quantitative method of research in which there are 2 or more
quantitative variables from the same group of subjects which researcher is trying to
determine if there is a relationship between the two variables.

The extent of interference by the researcher will be use by a correlation studies.


This research will collect data from the respondent through the questionnaire. This
study setting is non-contrived settings which is called field studies to establish cause
and effect relationship. Besides that, the unit of analysis of the research of relationship
of motivation, ergonomic environment, and social networking towards job satisfaction
is individual. In individual unit analysis, this study using millennial employees which
is the employees of Steelcase Manufacturing Malaysia Sdn Bhd from various
department to be my respondent to find the relationship between motivation,
ergonomic environment and social networking towards millennial workforce.

The time horizon of this research is cross-sectional. Based on Kanchanaraksa


(2008), observational study in which data are gathered just once, perhaps over a

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periods of days, week or month in order to meet a research objective. In this research,
we using single cross-sectional which is one sample of respondents are drawn from
the target population and information is obtained from the sample only once.

3.2 Population

Population refers to the entire group of people, events or things of interest that the
researcher wishes to investigate (Sekaran & bougie, 2014). The population for this
study was employees at Steelcase Manufacturing Malaysia Sdn Bhd. This
organization consist of employees and located at Puchong. Hence, the population
for this study is 372 employees.

3.3 Sampling Frame

Sampling frame refers A set of information used to identify a sample population


for statistical purposes. Researcher obtains data of employees from the Human
Resource Manager of Steelcase Manufacturing Malaysia Sdn Bhd for the sampling
frame.

3.4 Sampling technique

Convenience sampling (also known as availability sampling) is a specific type


of non-probability sampling method that relies on data collection from population
members who are conveniently available to participate in study (Sekaran & Bougie,
2014). Convenience sampling is a type of sampling where the first available primary
data source will be used for the research without additional requirements. In other
words, this sampling method involves getting participants wherever you can find them
and typically wherever is convenient. In convenience sampling no inclusion criteria
identified prior to the selection of subjects. All subjects are invited to participate. The
researcher choose convenience sampling because all this research focused on the
millennial only.

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3.5 Sample Size

Sample size is a subset of the population (Sekaran & bougie, 2014). According to the
table of sample size for a given population given created by Krejcie and Morgan
(1970), total population of 100 persons must be at least 80 respondents to ensure in
obtaining the good result for the study. The sample size for the millennial workforce
in this study is 100 persons

3.6 Unit of analysis

The researcher was using the employees in Steelcase Manufacturing Malaysia


Sdn Bhd to be our respondent to study the factors that influence job performance. The
unit of analysis of this research is individual unit. The employees are chosen from
support team and production workers.

3.7 Measurement
Likert scale is used for this study in order to get more balanced and less biased
result. It is used to identify whether the subject is agree or disagree based on the items
listed in the questionnaires.

There are four sections involved which are from section A, B, C, and D. Section
A it is based on the profile of the respondents. Section B, C and D consists of section
questionnaires which are based on the seven-point scale.

1 2 3 4 5 6 7
Almost
Never Rarely Sometimes often Very often Always
never

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3.8 Instrument

The researcher chooses the questionnaire which are suitable and related to the
independent and dependent variable which is retaining millennial workforce. The
questions from the data were adopted from journal that the researcher had gathered.
The researcher had draft the questions regarding the factors that influence retaining
millennial workforce after reviewing previous literature and survey. The questionnaire
was checked and finalized by the research advisor before the researcher gave it to the
Human Resource Manager of Steelcase Manufacturing Malaysia Sdn Bhd.

3.9 Data Collection Procedure

Upon distributing the questionnaire, the researcher informed the Human Resource
Manager of Steelcase Manufacturing Sdn Bhd, Mrs Noorafizatun so that she could
help distribute the questionnaire to her subordinates. Researcher provided the
employees of Steelcase Manufacturing Malaysia Sdn Bhd with one week time for
them to complete the questionnaire.
The questionnaire has four sections that include:
Section A : The demographics of the employee including sex, age, position,
marital status and years of service.
Section B : The work motivations among employees in the workplace. (5
points on a Likert Scale)
Section C : The ergonomic environment among employees in the workplace.
(5 points on a Likert Scale)
Section D : The social networking among employees in the workplace. (5
points on a Likert Scale)

3.10 Validity of Instrument

The validation process of the instrument was conducted to ensure that the
questionnaire measure what is supposed to be measured and relevant to the

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respondent before the researcher distributes it out for feedback. Validity of
measurement instrument is important since the absence of the quality can explain why
the researcher acts incorrectly and inappropriately in accepting or rejecting the
research hypotheses. Thus, the validity is measuring whether a research truly
measures the research objectives and research questions.

Therefore the questionnaire was tested for both content and validity by experts.
The face validity purpose is to check the errors and ambiguity. As for the content
validity, the questionnaire was given to Madam Zarina binti Abd Munir. She is one of
the senior lecturer in Faculty of Business Management. To ensure the instrument were
in line with research objective and research question, all comments and feedback are
taken as a guideline for the researcher.

As for the face validity, the questionnaire was given to Mrs Noorafizatun Bt
Mohamed, the HRBP at Steelcase Manufacturing (M) Puchong. Her comments and
feedback are helping me to ensure the questionnaire is suitable to be distribute.

3.11 Data analysis

The data collected was analyzed using descriptive statistics that include mean,
median, mode, standard deviation and percentages graph by using Statistical Packages
for the Social Sciences (SPSS) Version 21. Data was analyzed by correlation the
dimension of the relationship between motivation, ergonomic environment, social
networking and job performance, and relationship between motivation and job
performance by using Pearson Correlation. Table 3.1 illustrated the data analysis that
was used in this study.

Table 3.1 Data analysis

Research Objective Research Question Scale Statistic

To investigate on What is the Interval Pearson


how motivation can relationship of Correlation
retain millennial motivation and

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generation in retaining millennial
manufacturing generation workers?
industry.

To identify the What is the impact of Interval Pearson


impact of ergonomic ergonomic Correlation
environment in environment on
retaining of retaining millennial
millennial generation workforce?
in Steelcase
Manufacturing
Malaysia.

To determine the How social Interval Pearson


social networking networking can Correlation
effect on retention influence the
among millennial millennial workforce
staff in Steelcase retention ?
Manufacturing
Malaysia.

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CHAPTER 4
ANALYSIS AND RESULT

4.1 INTRODUCTION

Chapter four discusses the result gathered from statistical analysis conducted on
the data that has been collected. For this part of the chapter the respondents’ profiles
are presented. At the end of this chapter, the researcher focuses on the reliability
analysis, correlation analysis, regression analysis and lastly summarize of the
hypothesis is based on Pearson correlation coefficient is also presented.

4.2 Respondent Profiles

A total of 78 responses were gathered from 100 questionnaires disseminated to


millennial employees age between 18 to 35 years old at Steelcase Manufacturing
(M) Sdn Bhd. From 100 surveys disseminated, 8 were not returned and 4 were
rejected because of incomplete data. There were 78% response rate obtained. The
response rate is calculate as per below:

No. Of questionnaires collected = 78


No . of questionnaires distributed 100
= 78%

4.3 Respondent Profile

The findings were obtained from the demographic profile of respondents. It based on
department, gender, age, marital status, race, highest education level, number of
service in this organization, monthly income, religion, number of job held after
graduation and reason for changing job. Respondents’ profiles are calculated based on
frequency in order to obtain cumulative percentage by using SPSS software.

21
The chart shows department representatives of the respondents. The findings
showed that the majority of respondent’s is come from Office Department with the
frequency of 27 respondents (34.62%). Next is Mechanism Department with the
frequency 20 respondents (25.64%) followed by Seating Department which the
frequency is 13 respondents (16.67%), and Warehouse Department with frequency of
11 respondent (14.10%). Coating Department has the least frequency with 7
respondents (8.97%).

22
The chart shows the gender of the respondents. The findings showed that
majority of the respondents were male which is 52 respondents (66.67%) followed by
female which is 26 respondents (33.33%).

23
The chart shows the age of the respondents. The findings showed the most of the
respondents ages were between 21 years old - 25 years old with 32 respondents
(41.03%) followed by 26 years old - 30 years old with the frequency 28 respondents
(35.90%) and 31-35 years old with the frequency 14 respondents (17.95%) and only 4
respondents ( 5.13%) were come from 20 years old and below.

24
The chart shows the marital status of the respondents. The findings showed that
the majority of the respondents were single with the frequency of 49 of respondents
(62.82%) followed by married which is 29 respondents (37.18%).

25
The chart shows the race of the respondents. The findings showed that the
majority of the respondents race is Malay with the frequency 45 respondents (57.69%)
followed by Indian with the frequency 21 respondents (26.92%). Only 12 respondents
(15.38%) were in Chinese.

26
The chart shows the religion of the respondents. The finding showed that the
most of the respondent is Islam with the frequency 40 respondents (51.28%),
followed by Christian with 22 respondent (28.21%) and 8 respondent were
coming from Buddha and others religion with percentage of (10.26%)
respectively.

27
The chart shows the highest level education of the respondents. The findings
showed that the majority of the respondent’s is come from SPM education with
the frequency of 36 respondents (46.15%). Next is degree education with the
frequency of 21 respondents (26.92%) followed by Diploma education which is
the frequency 18 respondents (23.08%), PMR education with the frequency 2
respondents (2.56%) and only 1 of respondents (1.28%) were come from UPSR
education.

28
The chart shows the number of years service. The finding showed that the
majority of the respondents between 1-4 years was working in current organization
with the frequency 49 respondents (62.82%) followed by between 5-9 years which the
frequency is 28 respondents (35.90%), Only 1 respondents (1.28%) years working in
current organization were between 10-14 years.

29
The chart shows the monthly income of the respondents. The findings showed that
the majority of the respondents monthly gross income that between RM2,100 -
RM3,000 with the frequency 41 respondents (52.56%) followed by less than
RM2,000 with the frequency of 31 respondents (39.74%). Only 6 respondents (7.69%)
of the respondents monthly gross income were RM3,100 - RM4,000.

30
The chart shows the reason for changing job of the respondents. The findings
showed that the majority of the respondents reasons for changing job is because of
salary with frequency 69 (88.46%). the least reason for changing job of the
respondent is because of problem in previous organization with frequency of 9
(11.54%).

31
4.4 Reliability Analysis

In order to test the multi-items instrumentals, the reliability test was carried out on
the data gathered. Based on Sekaran & Bougie (2013), reliability test was used to
measure the result accurately and used as an indicator of consistency and reliability
which the instruments help to assess the concept. Reliability was used to examine
whether the surveys were reliable for the research. Cronbach alpha was used to test
whether each of the items is reliable or not. The value of Cronbach alpha range
between 0 to 1 is considered high in value and the better the measuring of the
instruments. Based on table 4.2 below shows the reliability rule as stated by Coakes
(2011).

Reliability Internal consistency

α> 0.9 Very high

0.7< α < 0.9 High

0.6 < α< 0.7 Reliable

0.5 < α< 0.6 Low

α.< 0.5 Very Low

Table 4.2 Cronbach Alpha

32
There are three independent variables for this study which are, motivation, ergonomic
environment and social networking. Retaining millennial workforce is the
dependent variable. The item shows its reliability measure coefficient.

VARIABLES CRONBACH’S NO. OF STATEMENTS


ALPHA ITEM

MOTIVATIION .759 9 High

ERGONOMIC .914 7 Very High


ENVIRONMENT

SOCIAL NETWORKING .895 6 High

RETAINING MILLENNIAL .804 10 High


WORKFORCE

Table 4.3 Cronbach Alpha Result

From the table 4.3 above, it indicates that the cronbach alpha result obtained from
the items measure of independent variable and dependent variable. The highest value
obtained from Cronbach Alpha is ergonomic environment with the value .914 and it
measures 7 items. It is consider as very high reliability. The second highest Cronbach
Alpha is obtained from social networking with the value of .895 and it measures 6
items. It is consider high in reliability. Beside that, it indicates that motivation are
also considered as high reliability with the cronbach alpha value .759. The items
measures for motivation is 9 items. Retaining millennial is the dependent variables
and its cronbach alpha value with .804 and it measures 10 items. It is considered as
high reliability.

33
4.5 Descriptive Analysis

Variables Mean Standard Deviation

Motivation 6.5321 .49487

Ergonomic Environment 5.7339 .96197

Social Networking 6.1453 .83067

Retaining millennial 5.6769 .63223

Table 4.4 Descriptive Analysis Result

4.6 Pearson Correlation Coefficient Analysis

In this part, hypotheses were developed based on the correlation analysis in order
to test the linear relationship between two variables which are independent variables
and dependent variable. It is also based on the correlation coefficient ( R). The
objective is based on the hypotheses tested, the aim is to accept on the alternative
hypothesis and reject on the null hypothesis. Whereas, the null hypothesis states that
there is no relationship exist between the two variables. Based on Sekaran (2003),
perfect negative correlation which can be presented as -1.0 (minus 1) or perfect
positive correlation which can be presented +1.0 (plus 1).

“r” value Reading

0.01 to 0.09 Almost Negligible Relationship

0.10 to 0.29 Low Correlation; Definite but Small Relationship

0.30 to 0.49 Moderate Correlation; Substantial Relationship

0.50 to 0.69 High Correlation; Marked Relationship

0.70 to 1.0 Very High Correlation; Very Dependable Relationship

Table 4.5: Interpretation for value “r” as proposed by Sekaran (2003)

34
Correlation
Standard
Retaining Ergonomic Social Mean
Deviation
millennial Motivation Environment Networking
1 Retaining millennial - 6.5321 .49487
Motivation .358** 5.7339 .96197
-
2 Sig. (2-Tailed) .001
Ergonomic Environment .428** .359** 6.1453 .83067
-
3 Sig. (2-Tailed) .000 .001
Social Networking .102 .506** .452** 5.6769 .63223
-
4 Sig. (2-Tailed) .372 .000 .000

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

For this study, Pearson correlation coefficient is used to gauge the strength of
the relationship between the independent variables and dependent variable. From the
table above, it indicates that double star has a strong correlation and produced
significant results. Based on the table above, the hypotheses can be constructed for the
correlation analysis.
From the findings obtained, it can be seen that there is positive high correlation
between social networking and motivation (r = .506 n= 78 , P<.000). The correlation
is significant at the level 0.01.
Next, it can be seen that there is positive moderate correlation between social
networking and ergonomic environment (r = .452, n= 78 , P<.000). The correlation is
significant at the level 0.01.
There is moderate relationship between ergonomic environment and retaining
millennial (r=.428, n=78, P<.000). The correlation is significant at the level of 0.01.
Next, there is moderate correlation between ergonomic environment and
motivation with value of ( r = .359 , n = 78, P<0.01 ). It is significant at the level 0.01.
Lastly is between motivation and retaining millennial generation.It can be
interpreted that there is moderate correlation between retaining millennial and
ergonomic environment at significant level of 0.01 with (r=.358,n=78,P<.001).

35
4.8 Summary of Findings
It can be concluded that, the findings are analyzed throughout this chapter. It can be
sum up that, the data obtained are sufficiently, consistent and reliable for the
researcher to complete the study. Table 4.9 below shows the hypotheses summary
based on Pearson correlation coefficient.

H1: There is a relationship between motivation and retaining millennial workforce


H0: There is a no relationship between motivation and retaining millennial
workforce

Based on the Pearson Correlation, the independent variable of motivation have


moderate relationship with retaining millennial workforce with r value .0358 and
P<.001. Hence the H1 is accepted where there is a relationship between motivation
and retaining millennial workforce and H0 is rejected.

H2: There is a relationship between ergonomic environment and retaining


millennial workforce
H0: There is a no relationship between ergonomic environment and retaining
millennial workforce

Based on the Pearson Correlation, the independent variable of ergonomic


environment have moderate relationship with retaining millennial workforce with r
value of .428 and P<.000. Hence the H1 is accepted where there is a relationship
between ergonomic environment and retaining millennial workforce and H0 is
rejected.

H3: There is a relationship between social networking and retaining millennial


workforce
H0: There is a no relationship between social networking and retaining millennial
workforce

36
Based on the regression, the variable for social networking had very low correlation
with retaining millennial workforce. The r value is .102. It is because the P-value for
social networking is 0.372 (37.2%), which is above the 5% significant level. Hence
the hypothesis null is accepted as there is no relationship between social networking
and retaining millennial workforce. As for the hypothesis one, it is rejected.

37
CHAPTER 5

DISCUSSION,MANAGERIAL
IMPLICATIONS,LIMITATIONS,RECOMMENDATIONS AND
CONCLUSION

5.1 Introduction

This chapter concludes the study and discusses the major findings, implications,
limitations and recommendations of the study. The recommendations are necessary as
it can be a yardstick for the company to manage the millennial employees who have
entered the workplace and have started to replace the previous generations.

5.2 Summary

The objectives of this study is to investigate the relationship between motivation,


ergonomic environment, social networking and retaining millennial workforce. From
the research conducted, the analysis obtained based on the information collected from
78 respondents coming from different department at Steelcase Manufacturing (M)
Sdn Bhd. In this study, the result of the analysis was obtained by using SPSS data
analysis such as Pearson correlation and multiple regressions.

Based on the findings, only motivation and ergonomic environment showed a


moderate correlation with substantial relationship with retaining millennial in
manufacturing industry as indicated by Pearson correlation.

There is a need to understand the preferences or expectations of millennial


employees as they enter into the workforce in order to retain them in the
organization. Furthermore, the findings of the study eventually have answered the
following research questions:
 What is the relationship between motivation and retaining millennial
generation workers?

38
 What is the relationship of ergonomic environment on retaining millennial
workforce?
 What is the relationship between social networking and millennial workforce
retention?

Hypothesis was developed in this study in order to test the relationship between
independent variables and dependent variable. In this study, hypothesis was
developed to determine the relationship between motivation, ergonomic environment,
social networking and retaining millennial workforce in manufacturing industry.

5.3 Discussion of Major Findings


From the findings obtained, it can be seen that ergonomic environment has the
strongest positive correlation with the value (r = .428, n= 78 , P<0.01). There is
moderate relationship between ergonomic environment and retaining millennial
workforce. It is significant at the value of 0.01.
This indicates that millennial employees in manufacturing industry
emphasized more on ergonomic environment as their indicator in order to retain them
in the organization. Based on the findings, it was found that ergonomic environment
is rated as the highest important work value to millennial employees once they enter
into the workforce. It has a significant values of (0.428), which (H2) states that there
is a relationship between ergonomic environment and retaining millennial workforce.
This is also supported by a research done by Steelcase (2011) where on many
levels, the behaviors and emerging work styles exhibited by millennial represent a
more holistic and engaging approach to work. Work should be meaningful and
rewarding in order to engage them full. Hence it is very crucial for each organization
to provide a healthy ergonomic environment in order to retain millennial workers.
From the findings obtained, it can also be seen that motivation has the
moderate correlation with the value (r = .358, n= 78 , P<0.00). There is moderate
relationship between motivation and retaining millennial workforce. It is significant at
the value of 0.01.
This showed that millennial employees in manufacturing industry also stress
on motivation as their indicator in order to retain them in the organization. It has a r

39
values of (.358), which (H2) states that there is a relationship between motivation and
retaining millennial workforce.

5.4 Managerial Implication

Retaining millennial employees are important in the workplace because it will


help in reducing turnover among these millennial. As this group of millennial workers
enter the workforce, bringing their unique style and new refreshing perspective,
organizations are forced to adapt or risk losing billions of dollars to unwanted
turnover and lost productivity (Huybers,2011). Whereas, it can also improve their
work motivation. Apart from that, this millennial employees who perform well in the
workplace can also increase the productivity of the company and also increase the
company profit. As we all know that this millennial employees are the lifeblood of an
organization.
The role of manager in an organization is needed to understand the preferences
of millennial employees at all levels. Millennial have specific traits that should be
taken into consideration by the managers. Understanding millennial employees when
they enter into workforce is the key of successful between the management and this
generation.
The findings of this study helps the manager to understand,and enable them to
manage the millennial workforce in the future. This will benefit to the managers,
millennial employees and the organization itself as the manager knows the work
attributes of millennial workforce that can help them to be loyal to the organization.

5.5 Limitations

In order to carry out this study, there are few limitations that have been
acknowledged. The respondents of this study are from millennial employees who are
born between 1980 and they are considered the current generation in the workplace.
Thus, the findings are very limited as the scope of study are from millennial
employees only. This study is only applied to the millennial employees and the result
obtained is very limited.
From this study also, the respondents were limited to the employees in Steelcase
Manufacturing (M) Sdn Bhd only. So the work attributes of millennial employees

40
might be the same with one another and the findings of the study are not varies as the
respondents come from the same organizations.
Other than that, the limitation is the number of questions are too many, for the
respondent’s to answer. In the future, the questions should be reduced to make the
respondents interested to answer the questionnaires.

5.6 Recommendations

This study was conducted among millennial workforce to determine the


relationship between motivation, ergonomic environment, social networking with
retaining millennial workforce.

Every employee has their own desire and needs in life. Henceforth, a lot of
factors may contribute to the employees’ demand to retain them in the organization..
For example,

1) Flexible working hours

Indeed, work is very demanding and employees have to sacrifice a lot


especially through their time and money. Employees are expected to show up and
fulfilling their task every single day. Perhaps, employees may not realize the sacrifice
that they made may cause bleed into their personal life through violate on their mental
and also their physical well-being. Employees may need some time out in order to rest
and refreshing their mind and body. Otherwise, they will not be able to feel happy in
doing their job.

2) Create a healthy working environment

A healthy office environment not only helps to improve worker’s attitudes,


productivity and loyalty, it can help employees make healthy decisions in their own
lives. When word spreads of your happy and healthy workforce, new employees will
be eager to come on board. And for existing employees, the happier they are in the
jobs and the more support and appreciation they receive, the less likely they are to
move on.

41
4) Increase Internal Relationship between employees
Organizations are recommended to boost employees morale and encourage
relationship between co-workers through communication. This can be achieved by
offering an occasional company outing or event. The type of event can be low-cost or
extravagant depending on the budget and culture from the company itself. Steelcase
can organize annual or semi-annual dinner to celebrate employees and promote
employees to know each other and get along. If there are restriction on budget,
employees can organize a simple gathering as the purpose is to strengthen relationship
between employees. This effort is essential to maintain work-life balance and increase
job satisfaction.

5.7 Conclusion

As a conclusion, the findings in this study may give guidelines to the


employers or managers to develop strategies on how to retain the millennial
employees in the future. By understanding the work attributes among millennial,
managers or employers can take appropriate steps in managing millennial employees
in the workplace. As millennial employees, will be the next generation that will lead
the organization, continued research needed according the suitability and current
conditions of the determinants apart from overcome the limitations of the current
study.

From the research conducted, the analysis obtained based on the information
collected from 91 respondents from Steelcase Manufacturing (M) Sdn Bhd employees.
In this study, the result of the analysis was obtained by using SPSS data analysis such
as Pearson correlation and multiple regressions. Based on the findings, ergonomic
environment showed a positive relationship with retaining millennial workforce as
indicated by Pearson correlation.

42
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45
UNIVERSITI TEKNOLOGI MARA
KAMPUS PUNCAK ALAM

Appendix A
SURVEY FORM

“A STUDY ON RETAINING MILLENNIAL WORKFORCE IN


MANUFACTURING INDUSTRY AT STEELCASE MANUFACTURING (M)
SDN BHD”

Dear respondent,

I am students from Faculty of Business and Management, Universiti Teknologi Mara (UiTM)
Puncak Alam Campus. We would like to conduct a survey on the opinion as a partial
fulfilment for subject MGT648 regarding to motivation, ergonomic factor, social
networking and retention among millennial staff in Steelcase Manufacturing (M) Sdn
Bhd. We would appreciate greatly if you could respond to the questions frankly and
honestly. Your information will be kept strictly confidential.

Thank you very much for your cooperation

Prepared by: Contact Number:


NUR SHAHIDA BINTI MOHD KAMAL 01136501073

Bachelor of Business Administration (Hons.) Human Resource Management


Faculty of Business and Management
Universiti Teknologi MARA Kampus Puncak Alam

46
PART A: DEMOGRAPHIC INFORMATION

Instructions: This part of the questionnaire is about your personal information.


For each of the following items, please tick (/) on your choice that matches your
response.

1. DEPARTMENT
Seating Mechanism
Coating Warehousing
Office

2. GENDER

Male Female

3. AGE

20 years old & below 26-30 years old

21-25 years old 31-35 years old

4. MARITAL STATUS
Single Married

Others: (PleaseSpecify)

5. RACE
Malay Indian

Chinese Others: (Please Specify)

6. RELIGION
Islam Buddha

Christian Others: (Please specify)

7. HIGHEST EDUCATION LEVEL


UPSR PMR SPM
DIPLOMA DEGREE MASTER

47
8. NO YEAR OF SERVICES IN THIS ORGANIZATION

1-4 years 10-14 years

5-9 years 15-19 years

9. MONTHLY INCOME

Less than RM2,000 RM4,100 – RM5,000

RM2,100 – RM3,000 More than RM5,100

RM3,100 – RM4,000

10. THE NUMBER OF JOBS HELD AFTER GRADUATION

1 6-10

2-5

11. IF YOU HAVE CHANGE JOB IN THE PAST, PLEASE STATE THE
REASON FOR CHANGING JOB. (TICK ALL THAT APPLIES)

Salary Follow colleagues

Poor supervision Future outlook on career

Problems in previous
Nature of job
organization

Promotion Family issues

Organizational culture Bored of previous job

If other, please specify ________________________________

48
PART B
Instruction: Read each statement carefully and indicate clearly the answer that
best describes your level of agreement.

1 2 3 4 5 6 7
Almost
Never Rarely Sometimes often Very often Always
never

PLEASE CIRCLE THE ONE NUMBER FOR EACH QUESTION

Almost Never

Sometimes
THAT COMES CLOSEST TO REFLECTING YOUR OPINION

Very Often

Always
ABOUT IT.

Rarely
Never

Often
RETAINING millennial WORKFORCE
1 I am satisfied with the communication from all leaders. 1 2 3 4 5 6 7

2 I am satisfied with the benefits provided by the company. 1 2 3 4 5 6 7

3 I am satisfied with the way the company treat employees. 1 2 3 4 5 6 7

4 I am satisfied with the way I perform my job. 1 2 3 4 5 6 7

5 I am satisfied with how well my work life and my health condition. 1 2 3 4 5 6 7

6 I am satisfied with my working environment. 1 2 3 4 5 6 7

7 I am satisfied with the flexibility provided by the company. 1 2 3 4 5 6 7

8 I would love to work here for 2-3 more years 1 2 3 4 5 6 7

9 I feel very much loyalty to this company 1 2 3 4 5 6 7

10 I am proud to be working for this company 1 2 3 4 5 6 7

MOTIVATION

11 I feel I am being paid a fair amount for the work I do. 1 2 3 4 5 6 7

12 My job is enjoyable. 1 2 3 4 5 6 7

13 I am satisfied with the benefits I receive. 1 2 3 4 5 6 7

14 When I do a good job, I receive the recognition for it that I should receive. 1 2 3 4 5 6 7

I feel appreciated by the organization when I think about what they pay
15 1 2 3 4 5 6 7
me.

16 I like the people I work with. 1 2 3 4 5 6 7

17 I sometimes feel my job is meaningful. 1 2 3 4 5 6 7

18 Communications seem good within this organization. 1 2 3 4 5 6 7

19 Raises are not too few and far between. 1 2 3 4 5 6 7

ERGONOMIC ENVIRONMENT 49

20 The working environment is safe. 1 2 3 4 5 6 7


21 I have no problems with ergonomic environment. 1 2 3 4 5 6 7

22 There are spacious personal work area. 1 2 3 4 5 6 7

23 The lighting are okay. 1 2 3 4 5 6 7

24 The chair provided are comfortable. 1 2 3 4 5 6 7

25 The company provide sufficient safety equipment. 1 2 3 4 5 6 7

26 All item in the workplace are within reach. 1 2 3 4 5 6 7

SOCIAL NETWORKING

27 I have used social media to learn how to perform better at my job. 1 2 3 4 5 6 7

Through social media, I maintain contact with other people in my


28 1 2 3 4 5 6 7
organization.

Social media help to communicate around the workplace when we can’t


29 1 2 3 4 5 6 7
find the person.

The company should allow employee to use social media during working
30 1 2 3 4 5 6 7
hours.

31 Social media helps my work become more interesting. 1 2 3 4 5 6 7

32 Social networking helps to escape from work stress 1 2 3 4 5 6 7

JOB ENGAGEMENT

33 At my work, I feel bursting with energy 1 2 3 4 5 6 7

34 I get carried away when I am working 1 2 3 4 5 6 7

35 At my job I feel strong and vigorous 1 2 3 4 5 6 7

36 When I get up in the morning, I feel like going to work 1 2 3 4 5 6 7

37 At my work I always persevere, even when things do not go well 1 2 3 4 5 6 7

38 I am immersed in my work 1 2 3 4 5 6 7

39 My job inspires me 1 2 3 4 5 6 7

40 When I am working, I forget everything else around me 1 2 3 4 5 6 7

41 I am proud of the work I do 1 2 3 4 5 6 7

42 I can continue for very long periods at a time 1 2 3 4 5 6 7

43 To me, my job is challenging 1 2 3 4 5 6 7

44 Time flies when I am working 1 2 3 4 5 6 7

45 I feel happy when I am working intensely 1 2 3 4 5 6 7

46 It is difficult to detach myself from my job 1 2 3 4 5 6 7

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47 I find the work that I do full of meaning and purpose 1 2 3 4 5 6 7

48 At my job, I am very mentally resilient 1 2 3 4 5 6 7

49 I am enthusiastic about my job 1 2 3 4 5 6 7

-Thank you-

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