CHAPTER FOUR: DATA ANALYSIS, FINDINGS, AND INTERPRETATION

4.1 Introduction

This chapter presents the analysis of data collected from the questionnaires. The primary
objective is to analyze the effect of employee relation strategies on employee job satisfaction at
NACADA. The analysis is based on a sample size of 30 respondents.

4.2 Response Rate

The study targeted a sample size of 30 employees from various departments within NACADA. All
30 questionnaires were properly filled out and returned. This represents a 100% response rate.

4.3 Demographic Information

The background information of the 30 respondents is presented below.

4.3.1 Gender of Respondents

Table 4.1: Gender Distribution

Gender Frequency Percentage

Male 12 40.0%

Female 18 60.0%

Total 30 100.0%

As shown in Table 4.1, 18 respondents (60.0%) were female, while 12 (40.0%) were male.

4.3.2 Age Bracket of Respondents

Age Bracket (Years) Frequency Percentage

20–25 5 16.7%

26–30 10 33.3%

31–35 8 26.7%

36–40 4 13.3%

41 and Above 3 10.0%

Total 30 100.0%

Table 4.2 indicates that the largest group of respondents (10, or 33.3%) was in the 26-30 age
bracket.

4.3.3 Department of Respondents

Table 4.3: Department Distribution

Department Frequency Percentage

HR 5 16.7%

Finance 6 20.0%

Supply Chain 7 23.3%

ICT 8 26.7%

Corporate Planning 4 13.3%

Total 30 100.0%

The largest group of respondents came from the ICT department (8 respondents, or 26.7%).

4.3.4 Time Worked at NACADA

Table 4.4: Distribution by Years of Service

0–1 5 16.7%

1–2 10 33.3%

2–3 8 26.7%

3–4 4 13.3%

4 and Above 3 10.0%

Total 30 100.0%

Table 4.4 shows that the majority of the employees (10, or 33.3%) have worked at NACADA for
1-2 years.

4.4 Descriptive Statistics for Study Variables

Descriptive statistics (mean and standard deviation) were calculated for the study variables
based on the 30 responses.

Table 4.5: Summary of Descriptive Statistics

Variable N Mean Std. Deviation

Employee Communication 30 4.00 0.828

Employee Involvement 30 3.94 0.877

Collective Bargaining 30 3.98 0.867

Employee Job Satisfaction 30 3.98 0.867

The analysis in Table 4.5 shows high mean values (all near 4.0, "Agree"). This indicates that, on
average, the 30 respondents agree that the employee relation strategies are effective and are
satisfied with their jobs.
4.5 Inferential Statistics

Inferential statistics were used to test the relationships between the variables.

4.5.1 Correlation Analysis

Table 4.6: Correlation Matrix

Employee Job Employee Employee Collective

Employee Job
1.000
Satisfaction

Sig. (p-value) –

Employee
0.782 1.000
Communication

Sig. (p-value) 0.000 –

Employee
0.815 0.712 1.000
Involvement

Sig. (p-value) 0.000 0.000 –

Collective
0.763 0.695 0.724 1.000
Bargaining

Sig. (p-value) 0.000 0.000 0.000 –

Table 4.6 shows strong, positive, and statistically significant relationships (p = 0.000) between all
study variables. The strongest relationship is between Employee Involvement and Job
Satisfaction (r = 0.815).

4.5.2 Regression Analysis

Table 4.7: Model Summary

Model R R Square Adjusted R Square

1 0.842 0.709 0.675

Table 4.7 shows the R Square value is 0.709. This means that 70.9% of the variation in
Employee Job Satisfaction can be explained by the combined effect of the three employee
relation strategies.

Table 4.8: ANOVA (Analysis of Variance)

Model Sum of Squares df Mean Square F Sig.

Regression 15.680 3 5.227 21.018 0.000

Residual 6.467 26 0.249

Total 22.147 29

The ANOVA table (Table 4.8) shows a significance value of 0.000, which confirms the overall
regression model is statistically significant.
Table 4.9: Regression Coefficients

Model Unstandardized Coefficients (B) t Sig. (p-value)

(Constant) 1.250 3.669 0.001

Employee Communication 0.285 3.220 0.003

Employee Involvement 0.312 3.753 0.001

Collective Bargaining 0.264 3.111 0.004

Table 4.9 shows that all three strategies are significant predictors. Employee Involvement (B =
0.312) is the strongest individual predictor of job satisfaction.

4.6 Discussion of Findings

The analysis of the data from the 30 employees shows that all three employee relation
strategies are positively and significantly related to employee job satisfaction. The regression
model was very strong, explaining 70.9% (R-Square = 0.709) of the variance in job satisfaction.
The most important strategy, based on the data, is Employee Involvement.

4.7 Chapter Summary

This chapter presented the analysis of data from 30 respondents. Inferential analysis confirmed
that employee communication, employee involvement, and collective bargaining are all strong,
positive, and statistically significant predictors of employee job satisfaction.