CHAPTER FOUR
DATA PRESENTATION, ANALYZING AND INTERPRETATION
4.0 Introduction
4.1 Demographic characteristics
Table 4. 1 Gender of the respondents
Frequency Percent
Valid Male 164 60.5
Female 107 39.5
Total 271 100.0
Table 4.1 provides information about gender of Salam bank employees and
managers. The table shows that 164(60.5%) of them were male and 107(39.5%) of them
were female. This implies that the majority of Salam bank employees and managers were
male.
39.50%
Female
60.50%
Male
Figure 4. 1 Gender of the respondents
Table 4. 2 Educational Level of the respondents
Frequency Percent
Valid Post-graduate 49 18.1
Bachelor’ Degree 79 29.2
Diploma 42 15.5
Secondary 93 34.3
Primary 8 3.0
Total 271 100.0
Table 4.2 above illustrates information of Educational level of Salam bank
employees and managers. It presents that 49(18%) of them were post-graduates, 79(29%)
of them were Bachelors, 42(16%) of them were diploma level, 93(34%) of the employees
and managers were Secondary level and only 8(3%) of them were Primary level. This
implies that the majority of Salam bank employees and managers’ educational level was
Secondary level.
Primary 3.00%
Secondary 34.30%
Diploma 15.50%
Bachelor’ Degree 29.20%
Post-graduate 18.10%
Figure 4. 2 Educational Level of the respondents
Table 4. 3 Age of respondents
Frequency Percent
Valid 18-28 years 225 83.0
29-39 years 38 14.0
40-50 years 8 3.0
Total 271 100.0
The age distribution of Salam Bank employees and managers indicates that the
vast majority, 83%, are between 18-28 years old. Those aged 29-39 years represent 14%,
and only 3% are within the 40-50 years age bracket. The total number of individuals
surveyed is 271.
3%
14%
18-28 years
29-39 years
40-50 years
83%
Figure 4. 3 Age of respondents
Table 4. 4 work experience (in Years)
Frequency Percent
Valid No Experience 173 63.8
1 - 3 years 75 27.7
4 - 7 years 16 5.9
8 and above years 7 2.6
Total 271 100.0
The work experience of Salam Bank employees and managers shows that 63.8%
have no experience. Employees with 1-3 years of experience make up 27.7%, while those
with 4-7 years of experience constitute 5.9%. Only 2.6% have 8 or more years of
experience. This data is based on a total of 271 respondents.
70.00%
60.00%
50.00%
40.00%
63.80%
30.00%
20.00%
27.70%
10.00%
5.90% 2.60%
0.00%
No Experience 1 - 3 years 4 - 7 years 8 and above years
Figure 4. 4 work experience (in Years)
4.2 Promotion
Table 4. 5 Salam Bank promotes their employee by enhancing their rights, Salaries and status.
Frequency Percent
Valid Strongly Disagree 47 17.3
Disagree 41 15.1
Neutral 19 7.0
Agree 51 18.8
strongly Agree 113 41.7
Total 271 100.0
Regarding the promotion practices at Salam Bank, 41.7% of employees and
managers strongly agree and 18.8% agree that the bank promotes its employees by
enhancing their rights, salaries, and status. This totals 60.5% expressing agreement.
Conversely, 15.1% disagree and 17.3% strongly disagree, totaling 32.4% who are
dissatisfied. Additionally, 7.0% remain neutral. This data is based on responses from 271
individuals.
Table 4. 6 Salam Bank satisfies their employee with the practice of promotion.
Frequency Percent
Valid Strongly Disagree 44 16.2
Disagree 42 15.5
Neutral 31 11.4
Agree 54 19.9
stongly Agree 100 36.9
Total 271 100.0
The satisfaction of Salam Bank employees with the practice of promotion reveals
that 36.9% strongly agree and 19.9% agree, making a combined total of 56.8% who are
satisfied. In contrast, 15.5% disagree and 16.2% strongly disagree, totaling 31.7% who
are dissatisfied. Additionally, 11.4% remain neutral. This data is based on responses from
271 employees and managers.
Table 4. 7 Salam bank does promotion programs.
Frequency Percent
Valid Strongly Disagree 45 16.6
Disagree 45 16.6
Neutral 13 4.8
Agree 63 23.2
stongly Agree 105 38.7
Total 271 100.0
Regarding the implementation of promotion programs at Salam Bank, 38.7% of
employees and managers strongly agree and 23.2% agree, totaling 61.9% who affirm the
existence of such programs. Conversely, 16.6% strongly disagree and another 16.6%
disagree, amounting to 33.2% who do not believe in the effectiveness of these programs.
Additionally, 4.8% remain neutral. The data reflects responses from 271 individuals.
Table 4. 8 I am generally satisfied with the practice of promotion in my organization
Frequency Percent
Valid Strongly Disagree 42 15.5
Disagree 41 15.1
Neutral 31 11.4
Agree 54 19.9
stongly Agree 103 38.0
Total 271 100.0
Regarding general satisfaction with the practice of promotion at their
organization, 38.0% of Salam Bank employees and managers strongly agree and 19.9%
agree, resulting in 57.9% expressing satisfaction. On the other hand, 15.1% disagree and
15.5% strongly disagree, making up 30.6% who are dissatisfied. Additionally, 11.4% are
neutral. This data is based on responses from 271 individuals.
Table 4. 9 Promotion is one of tools that Salam Bank uses to increase the employee productivity.
Frequency Percent
Valid Strongly Disagree 44 16.2
Disagree 43 15.9
Neutral 13 4.8
Agree 64 23.6
stongly Agree 107 39.5
Total 271 100.0
Regarding the view that promotion is a tool Salam Bank uses to increase
employee productivity, 39.5% of employees and managers strongly agree and 23.6%
agree, totaling 63.1% who believe in its effectiveness. In contrast, 15.9% disagree and
16.2% strongly disagree, making up 32.1% who do not see promotion as a productivity
tool. Additionally, 4.8% are neutral. The data is based on responses from 271 individuals.
4.3 Reward
Table 4. 10 Salam Bank awards workers. To do that, their team must share their goals.
Frequency Percent
Valid Strongly Disagree 13 4.8
Disagree 30 11.1
Neutral 60 22.1
Agree 115 42.4
stongly Agree 53 19.6
Total 271 100.0
Table 4. 11 Salam Bank rewards workers.
Frequency Percent
Valid Strongly Disagree 8 3.0
Disagree 20 7.4
Neutral 55 20.3
Agree 133 49.1
stongly Agree 55 20.3
Total 271 100.0
Table 4. 12 Salam Bank's non-monetary rewards incentivize and encourage teamwork.
Frequency Percent
Valid Strongly Disagree 20 7.4
Disagree 8 3.0
Neutral 48 17.7
Agree 149 55.0
stongly Agree 46 17.0
Total 271 100.0
Table 4. 13 At Salam Bank, I feel that you are rewarded fairly for the work.
Frequency Percent
Valid Strongly Disagree 9 3.3
Disagree 22 8.1
Neutral 56 20.7
Agree 132 48.7
stongly Agree 52 19.2
Total 271 100.0
Table 4. 14 I know the benefits that the business could offer which would make working here easier or more valuable.
Frequency Percent
Valid Strongly Disagree 20 7.4
Disagree 9 3.3
Neutral 50 18.5
Agree 146 53.9
stongly Agree 46 17.0
Total 271 100.0
4.4 Training
Table 4. 15 Salam Bank develops skills and attitudes to strengthen the firm.
Frequency Percent
Valid Strongly Disagree 11 4.1
Disagree 12 4.4
Neutral 63 23.2
Agree 120 44.3
stongly Agree 65 24.0
Total 271 100.0
Table 4. 16 Salam Bank helps employees improve their jobs and prepare for new ones.
Frequency Percent
Valid Strongly Disagree 11 4.1
Disagree 21 7.7
Neutral 55 20.3
Agree 110 40.6
stongly Agree 74 27.3
Total 271 100.0
Table 4. 17 Salam Bank focuses staff training for performance and market share.
Frequency Percent
Valid Strongly Disagree 17 6.3
Disagree 15 5.5
Neutral 43 15.9
Agree 115 42.4
stongly Agree 81 29.9
Total 271 100.0
Table 4. 18 At Salam Bank, I get opportunities to develop new skills.
Frequency Percent
Valid Strongly Disagree 11 4.1
Disagree 21 7.7
Neutral 55 20.3
Agree 110 40.6
stongly Agree 74 27.3
Total 271 100.0
Table 4. 19 They provided us enough time to fit the training into our schedule.
Frequency Percent
Valid Strongly Disagree 17 6.3
Disagree 15 5.5
Neutral 43 15.9
Agree 115 42.4
strongly Agree 81 29.9
Total 271 100.0
4.5 Regression analysis