Anisha MBS dissertation as per 2019 Bikash Shrestha

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Anisha MBS dissertation
This format has incorporated 98% of the Learn the APA 7th edition citation and references,
instructions as per the 2019 MBS writing literature review of the journal article and
dissertation guidelines and has practice data entry of the questionnaire used in
amended 2 % as per our requirements. this study in the supplementary pages of this
proposal.
MBS dissertation should be written in FIVE CHAPTERS and also include preliminary pages and
supplementary pages.

CHAPTER I INTRODUCTION and its headings 1.1, 1.2, 1.3, 1.4, 1.5, 1.6 and 1.7 should be
same and its contents should be as per your requirements.

CHAPTER II LITERATURE REVIEW and its headings 2.1, 2.2 and 2.3 should be same and
sub headings 2.1.1 and/or 2.1.2 and/or 2.1.3 will be different for every body as per your
study area.

CHAPTER III RESEARCH METHODOLOGY and its headings 3.1, 3.2, 3.3 3.4 and 3.5 should be
same and sub headings 3.1.1 and/or 3.1.2 and/or 3.1.3 and/or 3.1.4 will be different for every
body. Similarly, sub headings from 3.5.1 to 3.5.12 will be also as per your requirements
and can add some more
statistical tools required for your Bikash
study.

CHAPTER IV RESULTS AND DISCUSSION and its headings 4.1 and 4.2 should be same.

CHAPTER V SUMMARY AND CONCLUSISON and headings 5.1, 5.2 and 5.3 should be

same. We do not encourage you to add other than these headings and sub headings

in your dissertation.

For other instructions, please go through the TU guidelines and two proposal formats I'v

shared with you. In fact, CHAPTER I, II and III of the dissertation is the extension form of

proposal.
The MBS dissertation should be written with left margin of 1.5 inch and right, top, and
bottom margin of 1 inch.
Review Articles Page 1
 Font Times New Roman, Font size of 14 in UPPER CASE and
Bold, and line spacing of 1.5

LEADERSHIP STYLES AND EMPLOYEE ENGAGEMENT: A

STUDY IN CONSTRUCTION COMPANIES WITHIN
BHAKTAPUR DISTRICT

Font size of 12 with line spacing of 1.5

and use same styles

A Dissertation submitted to the Office of the Dean, Faculty of

Management, in partial fulfilment of the requirements for the Degree
of Masters of Business Studies

by
Bikash

Font size of 14 with line

spacing of
1.5 and Bold, and use same
Anishastyles
Lamsal
Symbol No. 25581/19
T.U. Reg No. 7-2-547-33-2019
Public Youth Campus

Kathmandu
April, 2024

Bikash
Shrestha
 ii

Font size 14, bold

and Title Case Make sure your
dissertation title
Certification of Authorship stated here, matches
with the cover page,
your name is correct
and accurate
I hereby corroborate that I have researched and submitted the final draft of
dissertation entitled leadership styles and employee engagement: A study in
construction companies within Bhaktapur district. The work of this dissertation has
not been submitted previously for the purpose of conferral of any degrees nor it has
been proposed and presented as part of requirements for any other academic purposes.

The assistance and cooperation that I have received during this research work has
been acknowledged. In addition, I declare that all information sources and literature
used are cited in the reference section of the dissertation.
The gap between your
name and paragraph
should not be more than
3 Enter or more than this
gap-------------------
Bikash
Anisha
Lamsal 18-04-
2024

Bikash
Shrestha
 iii
iii

Date of viva voce date of the

dissertation in DD-MM-YY
format
12-05-2024
Font size 14, bold
and Title Case

Report of Research Committee

Make sure your dissertation title stated here, matches with the cover page, your
supervisor's name is correct and accurate

Ms. Anisha Lamsal has defended the dissertation entitled leadership styles and
employee engagement: A study in construction companies within Bhaktapur district
successfully. The research committee has registered the dissertation for further
progress. It is recommended to carry out the work as per suggestions and guidance of
supervisor and submit the dissertation for evaluation and viva voce examination.

Bikash Shrestha
Dissertation Proposal Defended Date: 01-1-2024
Supervisor
Bikash

Write your supervisor's

name (Same name in
both place). Do not write
Bikash Shrestha Dr., Mr. etc
Dissertation Submitted Date: 18-04-2024
Supervisor

Write the name of the Head of the

Research Committee. Do not write Dr.,
Mr. etc
Shankar Kumar Shrestha,
Dissertation Viva Voce Date: 12-05-2024
PhD Head of Research
Committee

Bikash
Shrestha
 iv
iii

Date of viva voce date of the

dissertation in DD-MM-YY
format
12-05-2024

Font size 14, bold

and Title Case

Approval Sheet

We have examined the dissertation entitled leadership styles and employee

engagement: A study in construction companies within Bhaktapur district presented
by Ms. Anisha Lamsal for the degree of Masters of Business Studies. We hereby
certify that the dissertation is acceptable for the award of degree.
Make sure your dissertation title stated here, matches with the
cover page

Dissertation Supervisor Bikash

Internal Examiner

External Examiner

Chairperson Research Committee

Bikash
Shrestha
 v

Make sure your dissertation title stated here, matches with the cover page, your
supervisor's name is correct and accurate and others that you acknowledge are also
accurate. It should not be of more than 3 paragraphs in one page.
Font size 14, bold
and Title Case

Acknowledgements

This dissertation entitled leadership styles and employee engagement: A study in

construction companies within Bhaktapur district was undertaken to fulfill the
requirements for my Masters of Business Studies degree. Its purpose is to assess the
impact of transformational, transactional, and laissez-faire leadership on employee
engagement among construction companies within Bhaktapur district. I am sincerely
grateful to all those who contributed to shaping these ideas.

I extend special thanks to Bikash Shrestha for providing me with the opportunity to
work on this project. His guidance and the research involved opened my eyes to
various new insights. I express sincere thanks to all the respondents who participated
in filling out the questionnaires and providing essential information for this study. My
gratitude extends to all well-wishers for their valuable comments,
understanding, and
encouragement when needed. I am deeply thankful to my parents and friends for their
Bikash
endless love, which has been instrumental in completing this work. I take full
responsibility for any possible mistakes in the report. I welcome readers' suggestions
and recommendations to enhance the report.

Anisha Lamsal
18-04-2024

Bikash
Shrestha
 vi

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and Title Case

Table of Contents

Title Page.........................................................................................................................i
Certification of Authorship............................................................................................ii
Report of Research Committee.....................................................................................iii
Approval Sheet..............................................................................................................iv
Acknowledgements.........................................................................................................v
Table of Contents..........................................................................................................vi
List of Tables...............................................................................................................viii
List of Figures................................................................................................................x
Abbreviations.................................................................................................................xi
Abstract........................................................................................................................xii
Chapter I Introduction.................................................................................................1-6
1.1 Background of the study.........................................................................................1
1.2 Problem statement..................................................................................................3
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1.3 Objectives of the study...........................................................................................3
1.4 Hypotheses of the study..........................................................................................4
1.5 Rationale of the study.............................................................................................5
1.6 Limitations of the study..........................................................................................5
1.7 Chapter plan...........................................................................................................6
Chapter II Literature review......................................................................................7-18
2.1 Theoretical review..................................................................................................7
2.1.1 Self-determination theory (SDT)......................................................................7
2.1.2 Job characteristics theory (JCT).......................................................................8
2.2 Empirical review....................................................................................................9
2.3 Research gap.........................................................................................................18
Chapter III Research methodology..........................................................................19-29
3.1. Research framework and definition of the variables............................................19
3.1.1 Transformational leadership style..................................................................21
3.1.2 Transactional leadership style........................................................................21
3.1.3 Laisse-faire leadership style...........................................................................22

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Shrestha
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i

3.1.4 Employee engagement....................................................................................22

3.2 Research design....................................................................................................22
3.3 Population and sample, and sampling design.......................................................23
3.4 Nature and sources of data, and the instrument of data collection.......................24
3.5 Methods of analysis..............................................................................................24
3.5.1 Frequency.......................................................................................................25
3.5.2 Percentage.......................................................................................................25
3.5.3 Bar diagram....................................................................................................25
3.5.4 Cross tabulation..............................................................................................25
3.5.5 Mean...............................................................................................................26
3.5.6 Median............................................................................................................26
3.5.7 Mode...............................................................................................................26
3.5.8 Standard deviation..........................................................................................27
3.5.9 Variance..........................................................................................................27
3.5.10 Independent sample t test.............................................................................27
3.5.11 Correlation....................................................................................................28
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3.5.12 Regression....................................................................................................28
Chapter IV Results and discussion..........................................................................30-50
4.1 Analysis of data....................................................................................................50
4.2. Discussion............................................................................................................49
Chapter V Summary and conclusion.......................................................................51-53
5.1 Summary...............................................................................................................51
5.2 Conclusion............................................................................................................52
5.3 Implication............................................................................................................53
References.....................................................................................................................54
Appendices...................................................................................................................57

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Shrestha
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i

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and Title Case

List of Tables

Table 1 Review of empirical studies............................................................................16

Table 2 Sources of variables.........................................................................................20

Table 3 Gender of the respondents...............................................................................31

Table 4 Age group of the respondents..........................................................................31

Table 5 Academic qualification of the respondents.....................................................32

Table 6 Monthly income level of the respondents.......................................................32

Table 7 Opinion on supervisor’s appreciation and attentiveness to concerns among

respondents...................................................................................................................33

Table 8 Opinion on clear expectations and goals provided in company among

respondents...................................................................................................................33

Table 9 Opinion on sufficiency of safety and training and equipment to perform job
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among the respondents.................................................................................................34

Table 10 Encouragement to share idea and suggestions for work processes...............34

Table 11 Opinion on incentives provided by the supervisor among the respondents .35

Table 12 Influencing factors of employee engagement among respondents................35

Table 13 Prioritizing key features of the employee engagement among the

respondents...................................................................................................................36

Table 14 Survey on transformational leadership..........................................................37

Table 15 Survey on transactional leadership among the respondents..........................38

Table 16 Survey on laissez-faire leadership style among the respondents...................38

Table 17 Survey on employee engagement among the respondents............................39

Table 18 Descriptive statistics for all samples.............................................................40

Table 19 Mean difference on the perception of the variables across age group…......41

Table 20 Independent sample t test for the equality of means across age group.........42

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Shrestha
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Table 21 Relationship between transformational leadership and employee engagement

......................................................................................................................................42

Table 22 Correlation between transactional leadership and employee engagement....43

Table 23 Relationship between transactional leadership and employee engagement .43

Table 24 Impact of transformational leadership on employee engagement.................44

Table 25 ANOVA table for transformational leadership.............................................44

Table 26 Model summary table for transformational leadership.................................44

Table 27 Impact of transactional leadership on employee engagement.......................45

Table 28 ANOVA table for transactional leadership...................................................45

Table 29 Model summary table for transactional leadership.......................................46

Table 30 Impact of laissez-faire leadership on the employee engagement..................46

Table 31 ANOVA table for laissez-faire leadership....................................................47

Table 32 Model summary table for transformational leadership.................................47

Table 33 Cross tabulation between g Be ni kdaes rh a n d encouragement to share ideas

and suggestions for improving work processes............................................................48

Table 34 Cross tabulation between age group and feelings about supervisor's
recognition....................................................................................................................48

Bikash
Shrestha
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and Title Case

List of Figures

Figure 1 Research framework of the studty................................................................19

Bikash

Bikash
Shrestha
 xi

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and Title Case

Abbreviations
List all the short terms used in the entire dissertation in alphabetical
order
A : Agree

DA : Dis-agree

DOI : Diffusion of Innovation

EE : Employee Engagement

IBM : International Business

Machines JCT : Job Characteristics

Theory

LFL : Laissez faire Leadership

N : Neutral

SA : Strongly Agree

SDA : Strongly Dis-agree Bikash

SDT : Self Determination Theory

SPSS : Statistical Package for the Social

Science TSL : Transactional Leadership
TFL : Transformational Leadership

Bikash
Shrestha
 xii

Abstract

The effect of leadership styles on employee engagement is widely recognized as an

indispensable factor in organizational success. While previous studies have explored
the relationships between leadership styles and employee engagement in different
contexts, no research has yet scrutinized how leadership styles influence employee
engagement specifically in construction companies within Bhaktapur. Thus, this study
investigates the influences of various dimensions of leadership styles, such as
transformational, transactional and laissez-faire leadership styles, on employee
engagement in construction companies. This study utilized a quantitative research
approach to analyse the effect of leadership styles on employee engagement. A
combination of research designs, including descriptive, relational and causal research
designs, was employed in the study. Relevant information was collected through a
questionnaire from 137 samples, and the sampling method used in this study was
convenient. The study indicates that an employee’s level of engagement with work is
strongly influenced by leadership style. The results of the analysis show that
transformational and transactional leadership styles have a positive but insignificant
effect on employee engagement. Similarly, the laissez-faire leadership style positively
and significantly affects employee engagement.
Keywords in italic Bikash
and 1 tab away Keywords: Leadership styles, transformational, transactional, laissez-faire,
employee engagement

Write Abstract only after completing the dissertation in maximum 250 words in one
paragraph with line spacing of 1. Do not include citations in abstract and State
maximum 5 keywords

Bikash
Shrestha
 This is heading level 1, Font
size should be of 14 IN
CHAPTER I should be written in at least 8 pages, UPPER CASE, Bold, Line 1
CHAPTER II in at least 25 pages and CHAPTER spacing of 1.5, Before
III in at least 8 pages CHAPTER IV in at least 15 paragraph spacing of zero and
pages and CHAPTER V in at least 3 pages. All CHAPTER I After paragraph spacing of 6
together CHAPTER I, II, III, IV & V must be of at
least 50-60 pages excluding preliminary pages, INTRODUCTION
References and Appendices.
This is heading level 2, font size of 12 in sentence case,
Sentence case 1.1 Background of the study bold, Before paragraph pacing of zero and After
means first letter of paragraph spacing of 6
first word capital
and all other in Interest in employee engagement has grown rapidly with the knowledge that a high
small letter
employee engagement level is crucial for attracting and retaining skilled employees in
In paragraph,
use line
a competitive business environment (Kompaso & Sridevi, 2010). The drive for
spacing of 1.5. business success and increasing awareness that employees are the greatest assets in
Do not use
bold letters or any organization has led to various leadership styles, fostering teamwork, staff
words.
recognition, personal development, and performance (Wellins et al., 2005). Engaged
employees also tend to provide better customer services, leading to increase customer
satisfaction has become a key business that can intensify innovation, productivity, and
bottom-line performance while minimizing lost related to recruitment and retention in
a highly competitive talent market (Sibanda, 2014). It is found to be greater in double-
In rest of the
part of the digit growth companies. The researcher also indicates that customer satisfaction is
thesis, use
Font Times Start new paragraph, after keeping paragraph
also related to employee engagement.
New Roman spacing of 6 points
with Font size Leadership provides a strong senseBiokfasshtability of employment for the workers or
12 except
inside the employees. When employees come to know that they are led by a well-experienced
table.
supervisor or leader to boost performance and ability to do tasks and feel the position
Inside the
table use font is secure and stable, employees work hard to get more recognition and respect and
size of 10 or
less and use increase the productivity of an organization. Employee engagement is the degree of
APA format
involvement of employees in their job (Ferrer, 2005). Workers or employees feel
empathy, devotion, dedication to work, positive energy to work, and emotionally and
mentally active to perform any kind of task if the leader co-operates with the
performance because workers always want to know whom the work has been done
for, what attracts workers (Panahbehagh & Hosseini, 2018).

Employee engagement level and performance is the key to organizational success.

Various factors play an important role to motivate employees. Employee performance
and engagement level play an important role in increasing long-term organizational
growth and sustainability and employee engagement is increased when employees are
satisfied with what are getting in return for the contribution to the organization (Kazi
et al., 2019). The harnessing of organization members selves to their job position. It
means the level of employee engagement is affected by various internal conditions of
In background of the study, you must have at least 15 citations in two pages. Make
sure you have at least 2-3 citations in a paragraph.
However, you can not write background of the study before completing Chapter II
literature review i.e.,theoretical review and and empirical review and formulation of Bikash Shrestha
research framework of the study
 2

employees including optimistic, affective psychological state of mind at work,

thinking, feeling, and thought process, which encourages the employees to
consciously engage themselves mentally, cognitively, and physically in there
(Schaufeli et al., 2002). Therefore, intrinsic and extrinsic rewards, favorable working
conditions, and working environment may be the important factor to increase their
mental stability and work efficiency.

Scanning through the history of past researchers, a combination of descriptive and

explanatory research seems to have been adopted in most cases (Trussa et al., 2013).
Employee involvement is related to workers’ psychological and physical participation
in companies when conducting or performing various tasks. Employee engagement
can also be described as employees’ emotional and intellectual contribution to the
company as well as workers level of discretionary commitment at work (Frank et al.,
20024). Engagement is the state or condition at which employees become emotionally
and psychologically attached to with work and workplace (Gallup, 2021).

Regularly measuring employee engagement levels through surveys or another

feedback mechanism can help organizations to identify areas for improvement and
take actions to increase employee engagement. EBfifkeacsthive leaders who can provide
clear direction, support, and recognition and foster a passive work environment
encourage the productivity of the company by doing the job effectively and efficiently
(Gallup, 2021). Employee engagement had gained prominence in action research
resulting in positive associations with a variety of benefits. However, this is still a
relatively new concept in academic organizational behavior (Karatepe & Demir,
2014).

In Nepalese organizations, employee engagement has become an increasingly

important and considerable topic due to its potential benefits for organizational
performance that leads to increased productivity. It helps organizations to know how
employee courage to work hard and what factors should be considered to motivate
employees toward their job One factor that has been found to influence employee
engagement in Nepalese organizations is leadership. Transformational leadership
which emphasizes inspiring and motivating employees was positively related to it in
various Nepalese firms (Shrestha & Adhikari , 2017). Similarly, supportive leadership
involves providing an employee with emotional support and resources related to it in
service firms in Nepal (Bhandari & Joshi, 2019).

Bikash Shrestha
 Start writing problem statement only after completing literature review
including theoretical review and Empirical review, and then after formulating 3
research framework of the theses. Otherwise, you wont be able to write it.
In this section, write why was it necessary to carry out your
1.2 Problem statement dissertation or why you as a researcher were interested to
This is heading level 2 answer the research questions that you have formulated at the
Ismail et al. (2021) end of problem
observed statement.
positive relationship between transformational
leadership, and employee engagement at Malaysian Civil Defence Force (MCDF). In
support of this, Thanh and Quang (2022) observed positive relationship between
transformational leadership, transactional leadership and employee engagement at
Vietnam Public Sector. Likewise, Krishnaveni and Karpagaavalli (2021) concluded
positive relationship between laissez-faire leadership and employee engagement at IT
Industry Southern India. In contradiction to this, Ismail et al. (2021) observed
negative relationship between transactional leadership, laissez-faire leadership and
employee engagement at Malaysian Civil Defence Force. Thus, this study attempts to
answer the following questions in Nepalese Construction Company within Bhaktapur
Never use
bullets or a, b, district.
c or i, ii, iii etc. This student has developed 5 research questions based on framework and
rather use
1. Are employees encouraged to share ideas and suggestions for improving work
questionnaire used to collect [Link] can have 2 or 3 or 4 research questions
numbers and processes?
do not indent
the numbers or 2. Is there any significant difference in the perception of transformational leadership,
use Tab
transactional leadership, laissez-faire leadership, and employee engagement across
age groups?
3. What is the relationship betwBeikeansh transformational leadership,
transactional leadership, laissez-faire leadership, and employee engagement?
4. What is the impact of transformational leadership, transactional leadership, and
laissez-faire leadership on employee engagement?
5. Which dimension plays an important role to enhance employee engagement?

This is heading level 2

1.3 Objectives of the study

For any study, there have to be some objectives that highlight the purpose of doing
literature work. The goal of a study might be to identify or describe a concept or to
explain or predict a situation or solution to identify a research gap. On the other hand,
the main objective of the study is to examine the factors or the determinants affecting
employee engagement in construction companies within Bhaktapur district. The main
purpose of the study is to determine the impact on independent variables on
dependent variables of the study. So, the specific purposes of the study are:
1. To determine if employees are encouraged to share ideas and suggestions for
improving work processes. This student has used 5 objectives of the study based
on framework and/or research questions used in the
statement of the problem. Objectives of the study
should start with To and action verbs such as analyze,
examine, explore etc. but never use action verbs such
as know, find, understand etc
Bikash Shrestha
 4

2. To analyse the difference in the perception of transformational leadership,

transactional leadership, laissez-faire leadership, and employee engagement across
age groups.
3. To examine the relationship between transformational leadership, transactional
leadership, laissez-faire leadership, and employee engagement.
4. To identify the effect of transformational leadership, transactional leadership, and
laissez-faire leadership on employee engagement.
5. To explore the most influential dimension for enhancing employee engagement.

1.4 Hypotheses of the study

The research was carried out based on certain hypotheses. The hypothesis helps to
analyze the level of employee engagement in an organization at specific level. The
hypotheses for the study have been formulated after rigorous literature survey. The
following are the null hypotheses developed in order to investigate employee
engagement and to study various determining factors based on the research questions
and objectives of the study:
H01: There is no significant difference in perception of transformational leadership
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styles across below 30 and above 30.

H02: There is no significant difference in the perception of transactional leadership styles

across below 30 and above 30.

H03: There is no significant difference in the perception of laissez-faire leadership styles

across below 30 and above 30.

H04: There is no significant difference in the perception of employee engagement

across below 30 and above 30.

H05: There is no significant relationship between transformational leadership styles and

employee engagement.

H06: There is no significant relationship between transactional leadership styles and

employee engagement.

H07: There is no significant relationship between laissez-faire leadership styles and

employee engagement.

Bikash Shrestha
 5

H08: There is no significant effect of transformational leadership styles on employee

engagement.

H09: There is no significant effect of transactional leadership styles on employee

engagement.

H10: There is no significant effect of laissez-faire leadership styles on employee

engagement.
In this part, write the significance and importance of
conducting this research i.e., Who will get benefit from
1.5 Rationale of the study this research and what type of benefit will such
stakeholders get etc.
The study attempted to examine the impact of different factors or independent
variables on employee engagement. The findings of this study may be useful to
increase the level of commitment and enthusiasm of an employee working at
construction companies. This will enable an organization to understand employee
behavior and to formulate different motivational techniques like effective leadership,
coordination with employees, providing financial and non-financial rewards, etc. that
will help to increase employee engagement toward their job. The outcomes of the
study will be helpful information for every construction company as well as other
organizations where employees are not engaged and c o Bmi kma si tht e d toward their
job because it provides a summary of the variables and examines the relationship
between those factors with employee engagement. The major significances of the
study are:

1. This study will serve as a framework for managers of construction companies to

better understand employee behaviour, handle employees and increase their level
of commitment and engagement toward their job.
2. The findings of the study will be beneficial to the manager of construction
companies to see the effect of different factors on employee engagement.
3. The findings of the study will assist construction companies in developing
practices that will enhance employee engagement at work.
4. The outcomes of the study may be useful for other similar work in the future.

1.6 Limitations of the study

All studies have certain limitations. The limitations of the study are those
characteristics of design or methodology that affected or influenced the interpretation
of the findings from your research. They are the constraints on generalizability,
applications to practice, and/or utility of findings. Following are the limitations of the

Bikash Shrestha
 6
study:

Bikash Shrestha
 7

1. Due to the limited number of participants in this study, the results might not be
applicable to the broader student population.

2. The entire study focuses only on three dimensions of leadership styles-

transformational leadership style, transactional leadership style and laissez fair
leadership style and does not consider other dimensions.

3. Due to instrumentation limitation, study could not collect detail information

related to the engagement.

4. The study’s validity relies on the precision of information furnished by the

respondents participating in the research.

1.7 Chapter plan In this part, write in how many chapters did you write
the thesis. Write in paragraph. Study the TU guidelines
if confused.
The introduction, literature review, research methods, analysis and discussion, and
summary and conclusion are the five chapters that will make up this study. The
study's introduction will be covered in the first chapter. It will include an overview of
the study, goals for the study, hypotheses for the investigation, justification for the
study, study limits, and a chapter plan for the study. A theoretical and empirical
review will be
presented in the second chapter. ThBeiktahsihrd chapter will cover the study framework,
definitions of the variables, research design, sample design, nature and sources of
data, data collection instrument, and techniques of analysis. The data analysis and
discussion will be presented in the fourth chapter as a variety of tables and figures,
and the summary and conclusion are covered in the fifth chapter. At the conclusion of
the study, numerous references and appendices will also be attached.
CHAPTER I ends here

Start to write CHAPTER II in new page

Even though, this CHAPTER I in this format is of 6 pages

only, your report must have it of at least 8 pages. In fact,
this is the report prepared by BBA student, which I
converted into MBS dissertation format.

Bikash Shrestha
 8

CHAPTER II

LITERATURE REVIEW

A literature review provides guidelines to understand the research problem better and
know the methodology that is to be used and tries to find out the knowledge gap, past
debate on the topic, problems of the past, and current status of the research on the
particular phenomenon. It helps to convey what ideas, knowledge, and point of view
have been established on a particular topic in the past and to identify the strength and
weaknesses. It consists of a review of the empirical literature and related theories of
the research. It is the guideline to determine different factors or variables under study
and enables a researcher to find out the existing bodies of knowledge on the topic of
interest. It is a secondary source and does not report new or original experimental
work. It allows one to remain up to date on matters related to research issues and
familiarizes the researcher with any contrasting perspective on the topic. A
literature survey is the backbone of any research because research will not be
feasible without literature survey. It states the findings from previous research
hence enabling a researcher to
Start
create a hypothesis for the writing theoretical review only after completing empirical review. Review at
study.
least 1 theory related to your study area of dependent variable in 200-250 words.
Bikash
Write in paragraph, do not write in bullets. This student has reviewed two
2.1 Theoretical review theories.

Before beginning any research, it is essential to show and comprehend associated

theories which give the theoretical foundation for the study. Theories are used to help
design research questions, guide the selection of relevant data, interpretation of data,
and purposely explanation of the underlying causes or effects of observed phenomena.
Therefore, the theories that are reviewed in the study are: Self Determination Theory
(SDT) and Job Characteristics Theory (JCT).

2.1.1 Self-determination theory (SDT)

The Self-determination theory of employee engagement and motivation was

developed by Deci and Ryan (1985). This theory focuses on behavior and internal and
external forces that affect employee motivation and engagement toward their job.
Self- determination posits that human beings have three basic needs which are related
to autonomy, competence, and relatedness and to increase the level of employee
engagement first of all these three needs to be satisfied therefore, employees feel
motivated and improve their performance and effort to do the job. It states that, when

Bikash Shrestha
 9

these needs of individuals are satisfied, individuals are more likely to engage in a job
and do the work effectively and efficiently with high effort.

Employees tend to withdraw their own identity, active participation, and generation of
new ideas and feelings which indicates their slow and steady progression toward
disengagement. SDT is concerned with how employees’ behavior can improve to use
their maximum effort in the production process and what factors should be considered
to increase employee engagement levels. Leaders urge the active adoption of Self–
Determination Theory to include a positive and growth-oriented attitude toward the
organization (Mowbray et al., 2014). This theory suggests fostering an environment
that supports fulfilling basic psychological needs that can lead to higher levels of
employee engagement and well-being.

Self -Determination Theory has broad implications for organizations and workplaces.
Gagne (2005) took the concept of Self Determination Theory by showing its core
elements of it as applied to the work domain, depicting the SDT model of motivation.
This theory used the concept to investigate the link between competence, relatedness,
autonomy, and employee engagement. In research, these three factors are viewed as
being strongly influenced by manageBrii ak lass htyle and their effect on employee
engagement level. The researcher concluded that employee engagement level will be
high when there is organizational and managerial support for autonomy, and support
to satisfy three basic needs of an employee.

2.1.2 Job characteristics theory (JCT)

Job characteristics theory was developed by Hackman and Old (1976). This model
conceptualizes the important workplace characteristics that enable employees to be
engaged in their job. JCT focuses on features and characteristics of jobs provided to
the employees and is concerned with what related factor may affect their engagement
level in an organization. This theory includes varieties of skills, task significance, task
identity, autonomy, and feedback. This theory emphasized the associated factors
linked with job characteristics that may impact on employee engagement. It gives
more and more significance to job redesign leading to the modified workplace which
further impacts employee engagement.

Job Characteristics Theory has been used in many different occupations. Brannon et
al. (1988) took the concept of job characteristics to investigate the relationship
between

Bikash Shrestha
 10

various dimensions of job characteristics and employee engagement. This theory

helped researchers with infeasibility studies for redesigning nursing home jobs. In
their research, they concluded that unfavorable job characteristics and perceived task
decreases work engagement. This theory helps the researcher to find out how job
characteristics like task identity are linked with response levels of the engagement.
In MBS thesis, in this part, write the review of at least 20-25
journal articles. All articles must have same dependent variable/s
2.2 Empirical review and write review in
200-250 words for each article in two paragraphs. This student
The study is carried outhas reviewed
to explore the12 articles
factors thatasaffect
this is report ofengagement
employee BBA students
at the
organizational level. This study aims to determine various factors influencing
employee engagement and to identify the linkage between them. Most of the previous
studies supported that the level of commitment and enthusiasm of employees toward
their job depends on numerous factors such as leadership styles, work environment,
recognition, communication pattern, financial and non-financial reward, training and
development, job design, mutual understanding and other variables and the effect of
these variables can be seen on employee engagement. The study has reviewed some
of the articles related to the subject matter, the summary of the major articles on this
While writing empirical review use Narrative citation followed with
subject matter is past tense action verb for each article and write in about 200-250
presented in Table 1. words in two paragraphs.
Bikash
Khan and Altaf (2015) investigated the impact of decision-making, training and
development, employee involvement, employee motivation, reward system, employee
satisfaction, customer orientation, and leadership on employee engagement. Study
was based on quantitative approach and designed in the form of five points Likert
scale having a closed-ended structured questionnaire for the proposed study, where
totally 36 questions were included. The primary data was gathered by distributing
self- administered questionnaire. In the research study, total 125 employees were
taken as a sample using convenience sampling method and the structured
questionnaires were distributed the sample but only 86 responses were collected.
Collected data was analyzed via regression analysis using SPSS software and
ANOVA that allowed to examine the relationships between the variables.

Research was carried out with the objectives of determining the relationships between
the variables. So, the result showed that, there was a positive relationship between
employee motivation, reward system, employee satisfaction, customer orientation,
leadership, and employee engagement. Major eight hypotheses had been developed
for research and in connection with the objectives findings of the study revealed
that, all
Bikash Shrestha
 11

the variables had significant impact on dependent variable. The research study
explored the findings that were observed in a broad range but for more generalized
result, it is advisable to increase the sample of the study and need to be expanded at
broader dimension and other numerous factors should be observed which directly and
indirectly may influence the employee engagement.

Mansoor and Hassan (2016) explored various factors influencing employee

engagement such as communication, teamwork and collaboration, job role, company
management, learning, and development. The study adopted a combination of
exploratory and descriptive research design considering the benefits of both designs.
The research employed a quantitative method for data collection, considering that
quantitative research method aims to enhance objectivity, reliability, and primary
focus on predictive analysis. Also, a cross-sectional survey method had been applied
for the study using an online survey questionnaire consisting of 30 items Likert scale.
For the research study, sample was determined using simple random sampling method
and a structured questionnaire was distributed on 201 full-time employees and the
data was collected. The collected data was analyzed with the help of descriptive
means and
regression via SPSS version 20. Bikash

Descriptive statistics helped to provide simple summary about the selected samples
while correlation test validated the presence of relationships and link between the
independent and dependent variables. Study examined that there was a positive and
significant relationship between teamwork collaboration, employee motivation, and
employee engagement but communication had no significant impact on employee
engagement. The mean statistics for all variables ranged between 3.51 to 3.58
indicating all variables were almost equally practiced to enhance employee
engagement. The research study also used the skewness and kurtosis value for the
data set within the defined range. The value indicated that teamwork and
collaboration were positively correlated with employee engagement. Likewise, other
variables also positively correlated with the dependent variable according to the value
indicated.

Nagesh et al. (2019) explored the impact of different variables such as work
environment, the image of the company, incentive and pay, supervisor and coworker
relationship, decision-making policies and procedures on employee engagement by
considering age, gender, education level, year of experience, etc. Data were collected

Bikash Shrestha
 12
through a survey having 36 questions covering all of the factors related to the

Bikash Shrestha
 13

demographics. Middle-level management employees of the HDFC bank were taken as

population and for their representation 82 employees were considered as a sample to
collect relevant information. To evaluate the collected data, different statistical tool
such as correlation, regression was used and SPSS software was used to evaluate
questionnaire. Z- test, confidence interval, and other various methods were used to
analyze and interpret the data, and different ranging was set from 0.70 to 0.79 to
measure adequacy. Different 17 items of 5 variables were taken into factor analysis
using a screen plot.

The research study examined positive and negative relationships between independent
and dependent variables. The study examined that work environment, the image of the
organization, incentives and pay, supervisor and co-worker relationship, training and
development had positive relationships with employee engagement likewise there was
no significant effect of decision-making on employee engagement. The research study
used those variables that helped with Z-calculation and a confidence interval was used
to figure out whether the result was appropriate or not. If the variable had a positive
value, then it was considered that the variable had significant impact on the dependent
variable and vice versa. Bikash

Babu et al. (2020) identified the impact of work culture on employee engagement in a
service organization. In the research study structured cross-sectional descriptive
method was carried out with employees in the service sector especially in retail,
health, bank, etc. Sampling was done based on convenience to cover all employees of
different ages, gender, and education level. A total of 336 employees from various
services sectors were taken as a sample and a research questionnaire was distributed.
The collected information from those respondents was analyzed for data consistency
and reliability which included checking the collected data formally so as to take up a
parametric test.

The research was conducted to examine the relationships between the variables and to
examine the impact of work culture on employee engagement, to develop the
hypothesis, to test the hypothesis, and to analyze the data and interpret the results.
Data were analyzed using different statistical tools. The researcher interpreted that the
relationship between work culture and employee engagement was positive and there
was a significant positive impact of work culture on employee engagement. The
information and data were evaluated using correlation analysis and regression
analysis.

Bikash Shrestha
 14

Research showed that work culture was positively correlated with employee
engagement. The key findings were based on the ANOVA test. The findings of the
study ensured that work culture had a greater influence on service sectors such as
retail, health, banks, and insurance.

Niraula (2020) investigated the impact of performance appraisal and recognition,

participatory culture, working facilities, communication, and job resources on
employee engagement. The impact of those independent variables on employee
engagement was examined using various tools and techniques. The qualitative and
quantitative research approach was used to collect data and information. The research
questionnaires were set in Likert scale form to measure employee engagement level
and classified them into either category, engaged, not engaged, or actively
disengaged. The research study followed a two-step sampling method. Both purposive
and sampling methods were used in the research. Employees working in different 57
organizations were taken as a population and a total of 326 employees were taken as a
sample to represent the whole population. Among 326 questionnaires distributed only
262 were returned and 18 responses were found to be incomplete as well as multiple
responses.
survey questionnaire contained 30 s t Ba ti ke ams eh n t s with a 4 Likert scale ranging
from 1 to 4 from strongly disagree to strongly agree. For the analysis and
evaluation of data,
research study used SPSS 18 version.

The research study was conducted to answer the research question about factors
affecting employee engagement and to interpret the result. The research was done
with the objective to examine and to determine Various factors that may or may not
affect employee engagement. The research examined a significant relationship
between independent and dependent variables. The data were analyzed using different
statistical tools like correlation, and regression analysis so the value of correlation
interprets the highest correlation between performance appraisal, recognition, and
employee engagement. Likewise interpreted the lowest correlation between working
facilities, job resources, and employee engagement.

Ibrahim et al. investigated the factors affecting employee engagement such as

transformational leadership and employee voice. The purpose of the study was to
determine the effect of those independent variables on the dependent variable. The
quantitative research approach and descriptive research design was used to collect
information. Total 300 samples had been taken based on convenience sampling
Bikash Shrestha
 15
method.

Bikash Shrestha
 16

Totally 300 questionnaires were distributed and the response rate was 86 percent
because the remaining 14 percent responses were unreturned. The respondents of the
study included executive and non-executive employees in a financial institution in
Kala Lumpur Malaysia. Employee engagement was measured by 17 items scale from
Salanova, Roma and Bakker that consist of vigor 6 items, dedication 5 items, and
absorption 6 items.

The research study examined a significant relationship between transformational

leadership, employee voice, and employee engagement. Based on multiple linear
regression analysis studies found that transformational leadership was positively
related with employee engagement however employee voice had no significant impact
on employee engagement. The Pearson correlation analysis was employed to examine
the relationship between the independent and dependent variable. The correlation
analysis showed that transformational leadership positively correlated with employee
engagement. But employee voice wasn’t correlated so the interpretation of the study
was that transformational leadership had high influence rather than employee voice.

Silva and Iddogoda (2021) investigated the impact of high-performance work

practices, non–financial rewards, trust, and f Bi ni kaanschi a l reward on employee
engagement. The researchers used quantitative and qualitative study approach to
collect relevant information. The information or data was collected through a self-
directed questionnaire. There were two model questions one model focused on
collecting data regarding the demographics and another model focused on collecting
data pertaining to the independent and dependent variables of the study. A 5- point
Likert scale was used in the research study. The population of the study was
managerial-level employees of ABC Bank PLC in Sri–Lanka. Totally 100 samples
were taken using non-probability convenience sampling method to represent the
whole population.

In research study Cronbach’s alpha value was used to test the reliability and depicted
how well the measurement items of the particular variable were positively related to
each other. Basically, 5 hypotheses were developed and tested accordingly. Through
the study, it was interpreted that high-performance work practices, and financial
rewards, had a significant impact on employee engagement but trust and non-financial
rewards had fewer contributions for employee engagement. All the data were
analyzed using different statistical tools such as correlation, regression, and mean so
the findings of the study were relevant. The research examined a significant

Bikash Shrestha
 17
relationship between

Bikash Shrestha
 18

independent and dependent variables. The research study examined that there was a
positive relationship between independent variable they are high-performance work
practices, leadership, financial reward, and dependent variable of the study which is
employee engagement.

Vijayalakshmi et al. (2021) aimed to determine various factors affecting employee

engagement such as vigor, absorption, dedication, work motivation, job satisfaction,
group effectiveness, supervisory practices, etc. For the collection of data, a standard
set of questionnaires developed by the researcher was used. The qualitative research
approach was used to collect theoretical information and the quantitative research
approach was used to collect empirical information. A total of 412 employees work in
the banking sector at Chhattisgarh were taken as a sample to represent the whole
population as much as possible. Out of 412 respondents, 173 respondents were junior-
level employees, 145 were middle-level employees and the remaining 94 were senior-
level employees. Questionnaire was analyzed using SPSS software and data were
evaluated using correlation, regression etc.

The research study was conducted to examine the relationship between independent
and dependent variables, to e x a m iBn iek a tshhe impact of those variables on
employee engagement, and to develop the hypothesis and test the hypothesis. The
study examined influence of vigor, absorption, dedication, job satisfaction,
supervisory practices, and employee engagement and also determined that those
factors influenced employee engagement too. Collected data were evaluated and
analyzed using mean, standard deviation, and correlation regression, and results were
interpreted. The findings of the study were based on the hypothesis that ensures all
factors had a positive significant relationship with employee engagement.

Ibrahim et al. (2021) conducted a research study at the Malaysian civil defense force
to determine the impact of various leadership styles on Employee engagement. In the
study transformational leadership, transactional leadership, and laissez-faire
leadership were taken to examine the impact on employee engagement. Staff of the
Malaysian Civil Defence Force (MCDF). Johor was the targeted population and the
total sample of the study was 102 which was selected using cluster random sampling
method with the purpose of covering all kinds of staff for the representation of the
whole population. In research qualitative research approach was used to collect
empirical Information and qualitative was used to collect theoretical information.
Both open-ended and closed-

Bikash Shrestha
 19

ended structured questions were used to collect more and information and the
multiple- choice question was used. At last, those collected data from the sample were
analyzed using SPSS software.

The research was conducted to measure the level of employee engagement at MCDF.
Study had objective to examine the relationship between independent and dependent
variables and to examine the impact of different leadership styles on employee
engagement. Researchers interpreted that there was a positive relationship between
transformational leadership, transactional leadership, laissez-faire, and employee
engagement. The correlation analysis concluded that three leadership styles were
positively correlated with employee engagement. In the study, three hypotheses were
developed and it was tested that transformational and transactional leadership had a
significant impact on employee engagement but laissez-faire leadership had no
significant impact on employee engagement.

Krishnaveni and Karpagaavalli (2021) conducted research to analyze the impact of

transformational leadership and transactional leadership style on employee
engagement during COVID-19 and pre-COVID in the IT industry in Southern India.
A set of questionnaires was sent to the emploBy iekeasshworking in the IT industry in
Southern India. The sample of the study was 120 and it was selected through the
convenience sampling method with the purpose of covering the population but out of
them only 102 responses were found to be completed and had given usable responses.
In the research study, the paired sample was tested to find the changes if any before
and during the COVID-19 pandemic situation. Frequency analysis was conducted to
determine the demographic issues and it was analyzed using standard deviation,
standard error mean, etc.

The research study concluded that there was a positive relationship between
transformational, transactional leadership and employee engagement. And found that
there were no significant differences in employee engagement levels before COVID
and during COVID. To understand the relationship between those variables’
correlation analysis was performed so according to the correlation value it was
interpreted that transformational leadership was positively correlated with employee
engagement and the hypothesis interpret that transactional leadership had no
significant impact on employee engagement. According to the research, it was
concluded that the employees working in the IT industry in Southern India were
equally engaged and involved in jobs before and during COVID-19.

Bikash Shrestha
 Heading Table 1 is kept left aligned and not italic, Do not write
Table 1.1, 20
1.2 etc next table number will be Table 2,
Table 3 etc Title of the table should be italic in
Table 1 Use the font size of 10 or less inside table,with the line spacing
of 1. You can develop this table only after completing review of
Review of empirical studies empirical literature. Do not use bold the text and do not use all
side border in table. This is the major findings of 12 reviewed
Study articles in empirical review
Major findings
Identified a significant positive relationship between reward system, employee
Khan and Altaf motivation, and employee engagement.
(2015) Showed no significant relationship between leadership, employee involvement,
The citations
used in table customer orientation, and employee engagement.
is in narrative Showed communication had no significant influence on employee engagement.
style Identified company management and leadership as key influences on employee
Mansoor and
Hassan (2016) engagement.
Found job role and learning and development had positive and significant effects
on employee engagement.
Explored the significant positive relationship between work environment, the
image of an organization, supervisor, and co-worker relation training and
Nagesh et al. (2019) development and employee engagement.
Observed decision-making had no significant influence on employee engagement.

Babu et al. Examined the effect of type of organizational culture on the measure of employee
(2020) engagement namely motivation and pride, dedication and positivity trust and
integrity, performance and commitment were significant.
Found that performance appraisal and recognition, working facility, and
Niraula (2020) communication were positively correlated with employee engagement.
Found transformational leadership positively correlated with employee
engagement.
Ibrahim et al. (2021) Observed employee engagement significantly differs in terms of age group.
Bikash
Identified training and development have a high relationship with employee
engagement.
Found significant positive impact of high-performance work practices, financial
Silva and reward, and leadership on employee engagement.
Iddogado (2021) Discovered no significant influence of non-financial reward on employee
engagement.
Found a significantly positive relationship between absorption, dedication, work
Vijaylakshmi et al. motivation, group effectiveness, and employee engagement.
(2021) Discovered that Job satisfaction had a significant indication of employee
engagement.
Indicated that transformational leadership positively influences employee
engagement.
Ismail et al. (2021)
Found a negative significant impact of laissez-faire leadership and transactional
leadership on employee engagement.
Found that transformational leadership had a positive influence on employee
engagement
Krishnaveni and
Observed that transactional leadership had a positive significant relationship with
Karpagaavalli
employee engagement.
(2021)
Found a significant positive relationship between laissez-faire leadership and
employee engagement.
Found that transformational, transactional leadership was positively correlated
Thanh and Quang with employee engagement
(2022) Observed that laissez-faire leadership was positively correlated with employee
engagement.
Indicated that workplace condition positively influences employee engagement.
Alnuaimi (2022) Found impact of workplace experience is negative and unsupported.

Bikash Shrestha
 21

Thanh and Quang (2022) aimed to analyze the impact of transformational,

transactional, and laissez-faire leadership on employee engagement. To access and
collect relevant information a set of questionnaires developed by Buss and Avolio was
used. The data and information were collected using a mixed research approach that
was both qualitative and quantitative approach. The population of the study was the
civil servants working at Ho Chi Minh National Academy of Politics Vietnam. The
total sample of the study was 325 civil servants and it was selected using a convenient
sampling method with the purpose of covering all the population. Study used cross–
sectional survey design to collect data. The response was evaluated using a Likert
scale from 0 to 4 points. The first part of the question focused to answer questions
about demographic issues, the second part of the question focused to answer questions
about the impact of different leadership styles on employee engagement, and the third
part of the question aimed to evaluate and analyze work engagement in public sector
agencies of Vietnam. SPSS software version 26.0 was used to process the data
obtained by surveying the opinion of respondents.

The objectives of study were to examine the relationships between dependent and
independent variables. In the study,Biiktaswhas concluded that the relationship
between transformational leadership and employee engagement was positive.
Likewise, it was
concluded that the relationship between transactional leadership was not positive but
it had a low significant impact on employee engagement. Data were evaluated using
various statistical tools such as correlation and regression so according to the
correlation value it was interpreted that transformational leadership was positively
correlated with employee engagement whereas laissez-faire leadership had the
opposite effect on employee engagement with increased intention to leave the job
rather than engagement on it. A research hypothesis was developed based on the
independent and dependent variables and it was tested to examine the impact of
leadership style on employee engagement.

Alnuaimi (2022) identified different factors affecting employee engagement such as

work experience, workplace conditions, etc. The research was conducted in UAE but
due to COVID-19 restrictions, data were collected via online platforms. The data
relating to workplace factors was gathered over a period of 10 weeks. All the data
were collected using random sampling method. A validated questionnaire was
developed and used for the primary data collection. Containing three main sections
with closed-ended
Bikash Shrestha
 22

questions measured on a five-point Likert scale. The question in the 1st section
focused on collecting demographic data of the respondents and the 2nd section
question focused on measuring workplace factors and employee engagement levels in
a public organization in UAE. A preliminary data analysis was conducted to
determine the outlets, normality, reliability, etc. To analyze and interpret the data
various statistical tools such as correlation, regression was used.

The research study was conducted to examine the significant relationship between
independent and dependent variables, to analyze the impact, to develop the
hypothesis, and to test the hypothesis. Researchers interpreted that there was a
significant positive relationship between workplace experience, workplace conditions,
and employee engagement. It means it was concluded that those two factors had an
impact on employee engagement. On the other hand, the data were analyzed using
correlation and regression analysis, and the value of correlation interpreted that
workplace experience was positively correlated with employee engagement. The
SPSS software used to estimate the standard error and significant value should be
considered.
In this section, write why was it necessary to carry out your research or
2.3 Research gap why you as a researcher were interested to answer the research
questions that you have formulated in problem statement. This can be
Bikash
written only after completing review.
Employee engagement is a critical determinant of organizational success, influencing
productivity, job satisfaction, and retention rates. Despite extensive research on
various leadership styles, the specific impacts of transformational, transactional, and
laissez- faire leadership on employee engagement remain insufficiently explored,
particularly within diverse organizational contexts (Ismail et al. 2021, and Ibrahim et
al 2021). Transformational leadership, characterized by inspiring and motivating
employees toward innovation and change, is often linked to high engagement.
Conversely, transactional leadership, which focuses on reward-based performance and
compliance, may foster a different level of engagement through structure and clear
expectations. Laissez-faire leadership, marked by a hands-off approach, can lead to
varied outcomes in employee engagement, ranging from empowerment to neglect.
This study aims to fill the gap by systematically examining how these three distinct
leadership styles affect employee engagement and seeks to provide actionable insights
for leaders and HR professionals to adopt the most effective leadership practices.
CHAPTER II ends here

Start to write CHAPTER III in new page

Even though, this CHAPTER II in this format is of 14 pages

only, your report must have it of at least 25 pages. In
fact, this is the report prepared by BBA student, which I
converted into MBS dissertation format.
Bikash Shrestha
 23

CHAPTER III

RESEARCH METHODOLOGY

The research methodology section describes actions to be taken to investigate a

research problem and the rationale for the application of specific procedures or
techniques used in understanding the problem. This section of a research paper
answers how was the data collected or generated and how was it analyzed. It may
include publication research, interviews, surveys and other research techniques, and
could include both present and historical information. It consists of five different
sections. First section includes research framework and definition of the variables
used in the framework, second section describes the research design employed for
answering the research questions. Third section is about the population and sample,
and sampling design employed in the research. Likewise, fourth section illustrates the
nature and sources of the data and the entire process of questionnaire construction.
The fifth section describe the methods of analysis i.e., use of various statistical tools
for answering the research questions and/or fulfilling the objectives and/or testing
the hypotheses as per the
questions in questionnaire.
Bikash
This is the research framework of the dissertation. This can be
3.1 Research framework and definition
developed of the
only variables
after completing empirical review and theoretical
review.
This is the most important element of the dissertation.
Leadership styles Here, Employee engagement is dependent variable (Y) and 3
dimensions of leadership style transformational, transactional
and Laissez-faire leadership style are independent variables
(X1,X2 and X3), Age group is the moderating variable with two
levels above 30 and below 30.
On the basis of this framework only, students
Transformational can write statement of the problem followed by
leadership style research questions, objectives of the study and
hypotheses of the study.

Transactional
Employee engagement
leadership style

Laissez-faire
Age group (Above 30
leadership style
& below 30)

Figure 1. Research framework of the study

Bikash Shrestha
 24

A research framework presents the relationship between independent and dependent

variables that helps to develop a hypothesis. It manages the variables in a logical way
that helps to test the problem or theories. This conceptual framework describes the
impact of leadership styles on employee engagement. In this study, employee
engagement is taken as a dependent variable whereas different leadership styles such
as transformational, transactional, and laissez-faire leadership as independent
variables. The moderating variable of the study is the age group either below 30 and
above 30. Here transformational leadership is a leadership style that focuses on
inspiring and motivating employees to achieve their potential and exceed their own
expectations and it has basic three components such as idealized influence,
inspirational motivation, and intellectual stimulation. But in this regard, transactional
leadership is different that focuses on managing and controlling subordinates through
reinforcement and punishment. Similarly, laisses-faire leadership is characterized by a
hands-off approach in which the leader provides minimal direction or guidelines to
teams and it is concerned with “let do” or “let it be”. And finally, employee
engagement is the level of commitment, dedication, idealized influence, inspirational
motivation, and intellectual
stimulation enthusiasm of employees toward their job. Sources of variables are
Bikash
presented in Table 2.

Table 2 This table has been developed to display the sources

of variables used in the research framework. The
sources should come from only the articles reviewed
Sources of variables in the empirical review section or Table 1 in the
citation form.
Variables Sources
Ismail et al. (2021), Krishnaveni and karpagaavalli (2021), Thanh
Transformational leadership and Quang (2022)
Ismail et al. (2021), Krishnaveni and karpagaavalli (2021), Thanh
Transactional leadership
and Quang (2022)
Laissez-faire leadership Ismail et al. (2021), Thanh and Quang (2022)
Khan and Altaf (2015), Mansoor and Hassan (2016), Nagesh et al.
Employee engagement (2019), Babu, et al. (2020), Silva and Iddogado (2021), Ibrahim,
et al. (2021), Vijaylakshmi et al. (2021), Ismail et al. (2021),
Krishnaveni and Karpagaavalli (2021)

This study used employee engagement as dependent variable and different dimensions
of the leadership style are used in the form and independent variable. Leadership style
encompasses the manner and approach a leader adopts to guide and influence
individuals or a group toward achieving common goals. It reflects a leader's consistent
pattern of behavior, decision-making, and interaction with team members. But in this
study, Nanjundeswaraswamy and Swamy (2020) defined leadership styles as

Bikash Shrestha
 25
attributes

Bikash Shrestha
 26

that represent a persistent pattern of attitudes describing a leader. Leadership styles

may be different because it is based on the characteristics and position that a leader
hold. Various leadership styles exist, each with distinct characteristics and
implications for organizational dynamics. So, the definition of each variable that is
used in the study is given below:

3.1.1 Transformational leadership style 1st independent variable used in framework

(X1). Define in 2 or 3 sentences

Transformational leadership is a leadership style that focuses on inspiring and

motivating followers to achieve follower’s full potential and surpass expectations.
Leaders utilizing this style typically craft a vision for the future, nurture a sense of
purpose and promote innovation and creativity within the team. But in this study,
(Wang & Hu, 2017) explained transformational leadership is one of leadership style
which triggers employees towards high level needs explained in Maslow’s hierarchy
of needs by making workers conscious of the importance of undertaking company
responsibility. Likewise, employees also show improvement in work performance
which is influenced by personality and abilities of leaders (Hampson & Jowett, 2012).
Transformational leadership is also described as a leadership approach that can inspire
Bikash
ulture,cstructure, and strategy.
positive changes in organization’s

3.1.2 Transactional leadership style 2nd independent variable used in the

framework (X2). Define in 2 or 3 sentences
Transactional leadership revolves around the interaction between leaders and
followers. Leaders using this approach emphasize clear structures, role, and task,
setting expectations and providing rewards or consequences based on performance.
But in this study, leadership under transactional style aims on controlling and
engaging members and to satisfy their needs and demands (Kark et al., 2018). It
brings out motivation by avoiding punishments or to prevent corrective actions.
Transactional leadership focuses on results, conforms to the existing structure of an
organisation and measures success according to that organization’s system of rewards
and penalties. This shows that transactional leadership style is related on expectation
that employees are driven by the effective system of reward and punishments.
Likewise, Wang and Hu (2017 ) defined this type of leadership based on transaction
and series of implicit contracts, where the leaders make immediate action to facilitate
employee engagement on important matters. This is because leaders have the
authority power and scope of responsibility in

Bikash Shrestha
 27

organisation leaders are responsible for maintaining the routine by managing and
facilitating employee’s performance.

3.1.3 Laissez-faire leadership style 3rd independent variable used in the framework
(X3). Define in 2 or 3 sentences
This leadership style emphasizes trust in the abilities of individuals and minimal
interference from the leader. This type of leadership brings new work environment
culture where the organisation provides opportunities to the subordinates to
participate in decision making. In this study, Bass and Riggio (2006) described the
laissez-faire leadership style is grounded in the belief that individuals thrive when
granted independence and the freedom to express their creativity and problem-
solving abilities and aligns with the idea that excessive interference from leaders can
stifle innovation and hinder the development of individual capabilities within a team.
Likewise, Northouse (2018) interpreted the term laissez-faire leadership is often used
interchangeably with “hands-off leadership” in the literature, emphasizing the leader’s
inclination to let the team operate with minimal interference. This situation often leads
to failure and it effects the organization performance.

3.1.4 Employee engagement Dependent

Bikash
variable used in the framework (Y). Define in
2 or 3 sentences

Employee’s engagement is an eagerness and enthusiasm of employees in helping the

company achieve their success. It is an enormous task given to every organization.
The organization must work to develop the culture of engagement which requires
two-way relationship between employee and employer. In this study, Ahmad, Abbas,
Latif and Rasheed (2014) clarified that employee engagement is all about the
emotional affinity or rapport with a company and the reaction they take to commit the
organization’s achievement, imply passion, and outcomes. When the workers are
engaged, are emotionally connected to others and cognitively towards the directions
of the team (Harter et al., 2002).

3.2 Research design In this part of the dissertation, state which research design have
you used to answer research question and/or objectives and/or
hypotheses
The study has used quantitative research design to investigate the effect of leadership
styles such as transformational leadership style, transactional leadership style and
laissez fair leadership style on employee engagement. To address the various issues
raised in this study, a combination of research design including descriptive, relational
and causal research design were employed. Descriptive research design was used

Bikash Shrestha
 28

primarily to provide an understanding about the variables being studied descriptive

research design has been applied to describe the sample characteristics and to explain
the status of transformational, transactional and laissez fair leadership under study.
This research design aimed to describe, explain and validates findings by profiling the
respondents and presenting quantitative data to the different leadership styles and
employee engagement.

In order to analyse the relationships between the transformational leadership,

transactional leadership, laissez fair leadership and employee engagement under
study, the study has used relational research design with correlation as the analytical
tool. Relational research design focused on measuring and evaluating the association
between the variables. To determine the extent and nature of cause-and-effect
relationship between the leadership styles and employee engagement, the study has
employed causal research design with regression as analytical tool. It aimed to access
how change in leadership styles impact employee engagement, ultimately seeking to
In this part of the dissertation, state who
explain the pattern of relationships observed. were population of your study, what was
sample size and which technique of
3.3 Population and sample, and sampling design sampling did you you use. If required
display the list of Population and sample
Bikash
as in Appendix 1 and 2
There are total twenty construction companies within Bhaktapur district. The
population construction companies is exhibited in Appendix 1 and six sample
companies is presented in Appendix 2. The six sampled construction companies listed
in Appendix 2 were selected using convenience sampling method. Sampling method
was convenient because employees from construction companies within a specific
district were chosen. In this study, participants were selected based on accessibility
and availability, rather than a random sampling. Employees from those organization
were easy to reach and quick to gather data. The respondents in this study comprise
working level employees from selected companies. Employing the convenience
sampling method, the study has determined sample size of 137 from 3600 employees,
adhering to a 95% confidence level with a + 10 % margin error (Deniel, 1999). The
questionnaire was distributed to total 145 employees but among them only 137
questionnaire was complete therefore the final sample size of the study was 137
employees.

Prior to visiting the companies, the manager of each company was duly informed and
requested to grant permission for the collection of data from employees working in
those companies. The data collection process commenced with visits to Chakreshwori

Bikash Shrestha
In nature and sources of data section of dissertation, state either you have used primary or
secondary sources of data. In this dissertation, this student has stated, she used primary data
and cited how she has developed the questionnaire (focus more on this part) and attached the
questionnaire in Appendix 3. If you are using secondary data, then write accordingly or follow 29
the instruction as in Samjhana's proposal.`
Nirman Sewa Pvt. Ltd., and Dhukuchhu Construction Pvt. Ldt. on December 13,
2023, yielding 27 and 20 responses respectively. Following this, visits to Civil
Engineering and Construction Pvt. Ltd., and Sapneshwor Construction Pvt. Ltd.
occurred on December 14, 2023, collecting 30 and 19 responses respectively. Finally,
on December 15, 2023, visited were made on the remaining two companies, namely
Sher Construction Pvt. Ltd., and Riconirman Sewa Pvt. Ltd., gathering 24 and 25
responses respectively.

3.4 Nature and sources of data, and the instrument of data collection

The survey questionnaire has been designed to generate the primary data. A self-
administered structured questionnaire, which incorporated a five- point Likert scale
(ranging from “strongly disagree” to “strongly agree”) was designed and distributed
to employee physically. The Likert scale items were obtained from earlier studies
with slight language modification. To access transformational leadership, three items
were drawn by Bass and Riggio (2006); Arero and Yusuf (2023). Three items used to
measure transactional leadership were extracted from scale developed by Arero and
Yusuf (2023). Likewise, laissez fair leadership was measured using the items developed
Bikash
items
by Avolio and Bass (2004). All the use d to measure employee engagement was
extracted from Likert scale items developed by Niraula (2020).

The questionnaire commences by providing a concise overview of the study’s

objectives and assurance of confidentiality. In the preliminary section or background
part, respondents were queried about the age, gender, monthly salary, and education
status or level of the respondents. Likewise, the basic and variables related
information encompassed a range of questions types including yes/no questions,
multiple choice questions, order and Likert scale. These were employed to evaluate
employee’s perception regarding influence of leadership styles and employee
engagement.

3.5 Methods of data analysis

Initially, the survey data underwent entry into MS Excel, followed by assessment
using diverse statistical techniques. To facilitate coding, recording, and data
processing, JAMOVI software was employed. The data presentation and analysis
involved a variety of descriptive and inferential statistical tools including mean,
median, mode, standard deviation, independent sample t-test, correlation, multiple
regression analysis. Additionally, frequency, tables, figures, bar diagrams, and other
In this part of the thesis, mention the statistical tools that you have
used in CHAPATER IV to answer the research questions and/or to Bikash Shrestha
fulfill the purpose of the study and/or to test the hypotheses
 30
tools were utilized to

Bikash Shrestha
 31

convey and analyze the data findings. The statistical tools used in this study to analyse
the data findings are mentioned in the following sub section:
This is 1st statistical tool used in this this thesis. State for
3.5.1 Frequency which question in questionnaire is frequency calculated in
chapter IV of the thesis
Frequency refers to how often a specific data value appears. Frequency distribution
stands out as the predominant approach for analyzing, interpreting, and summarizing
of data in every study or research report. In this study, frequency has been employed
to tally diverse demographic statuses of the respondents, encompassing aspects like
gender, age, and the number of responses to multiple-choice questions, ranking
questions, and Likert scale inquiries.
This is 2nd statistical tool used in this this thesis. State for
3.5.2 Percentage which question in questionnaire is frequency calculated in
chapter IV of the thesis
A percentage represents one-hundredth of a quantity and stands as a numerical
indicator widely employed in data presentation. In this study, percentages, combined
with frequencies, serve to depict personal information variables, responses to
multiple- choice questions, as well as cross-tabulated data and rank order question.
This is 3rd statistical tool used in this this thesis. State for which
3.5.3 Bar diagram question is questionnaire is bar diagram displayed in chapter IV of the
Bikash
thesis. In this project, she has displayed bar diagram in Appendices.

A bar diagram is a visual representation of data, typically organized into vertical or

horizontal rectangular bars, with their lengths proportionate to the measured data.
This method is commonly applied to nominal or ordinal variables. The graphical
representation takes the form of a bar diagram based on the data’s nature. In the
present study, the graphical presentation adopts the bar diagram format to illustrate
the frequency and percentage of demographic statuses across different sections.
Cross tabulation is table between two variables from which we can calculate
frequency and percentage. Cross tabulation can developed from question no
3.5.4 Cross tabulation 1 and question no 2, 1 and 3, 1 and 6, 1 and 5, 1 and 6, 2 and 3, 3 and 4 etc
in the questionnaire of this thesis or as per the requirements or your
interest. E.g., Table 33-34
Cross tabulation serves as a quantitative method for analysing the relationship
between multiple variables. This analysis is useful because the information is divided
into categories or subgroups, specifically by age group. Typically applied to
categorical data, in current investigation, cross tabulation is employed to compare the
results of one or more variables with the results of another variable.

Bikash Shrestha
 32
Mean is generally calculated from Likert scale items of the
3.5.5 Mean variables used in the framework, E.g., Table 18. However, from
these items, you can also display frequency like in Table 14-17.
The mean, derived by dividing the sum of all values in a distribution by the number of
values, serves as the measure of central tendency providing an overall perspective on
data by calculating the average of the data series. It is a tool used to succinctly
summarize and compare data. Within this investigation, the mean is computed to
determine the average of respondents’ responses across various variables in Likert
scale questions. Given age group acts as a moderating variable in this study so the
mean of responses from employee having age group (above 30 and below 30) in
Likert scale questions are calculated separately. The formula to calculate the mean is
as follow:
∑𝑓𝑥
𝑁
Mean =

Where, X = Value of responses of each independent and dependent variable

N = Number of statements
Median is generally displayed for ranking type questions (Q No. 11)
3.5.6 Median in this questionnaire and variables used in framework and
measured in Likert scale. E.g., Table 18. However, from Q no. 11,
The median you can
stands alsocentral
as the display like Table
value 13
in an ordered set of numbers, acting as the
divider between the upper and lowBeikrashhalves of a data sample or distribution. To
ascertain the median in a series of numbers, organize them in ascending order. Within
this research, the median is applied to pinpoint the midpoint of respondents’ responses
in a Likert scale question. This calculation is conducted for the entire sample and
separately for different age group participants. The formula for determining the
median is as follow:
𝑁+1 𝑡ℎ
( ) 𝑖𝑡𝑒𝑚
Median =
2

Where, N = Number of responses

Mode is generally displayed for the variables used in

3.5.7 Mode framework and measured in Likert scale E.g. Table 18

The mode represents the most frequently occurring value in a distribution, signifying
the commonality within the set of observations. While not a consistently reliable
estimator, the mode serves as a quick reference for estimating central tendency.
Within this research, mode calculation is employed to identify the most frequently
repeated responses in a Likert scale question. This calculation is performed for the
entire sample, as well as separately for different age group employee's responses.

Bikash Shrestha
 33
Standard deviation is generally displayed for the variables
3.5.8 Standard deviation used in the framework or other variables whose we can
calculate mean.
E.g. Table 18
Standard deviation, derived as the square root of the variance, assesses the dispersion
of a dataset concerning its mean. It reflects how scores are distributed around the
mean or average. A higher standard deviation indicates greater dispersion of data
points from the mean, suggesting more variability in the dataset. Conversely, a
smaller standard deviation suggests greater agreement among observers. In this study,
standard deviation is computed for respondents’ responses to various variables in
Likert scale questions.

𝜎 (𝑥 − 𝑥̅)2
= √ 𝑁

Where, 𝜎 = Standard deviation

x = Value of responses of each dependent or independent variable

𝑥̅ = Mean value of responses of each dependent variable

N = Number of responses
Variance is generally displayed for the Besides these, you can also use
3.5.9 Variance variables used in the framework or other other descriptive statistics
variables whose we Bikash
can calculate mean. which are appropriate for your
E.g. Table 18 study
Variance the gauge of data set dispersion, is calculated as the mean of squared
deviations from the average. Despite its technical definition, it primarily offers a
general sense of data spread. Statistical variance assesses the extent to which data
diverges from the mean or anticipated value. In contrast to range, which solely
accounts for extremes, variance considers all data points in assessing their
distribution. The variance in this study is computed by dividing the sum of the
This in
test
squared differences between each value thehas been
Likert applied
scale to answer
responses research
and the mean by
question 2, objective of the study no 2 and
the total number of values. hypotheses H01-H04. Check Table 19 and 20 in
CHAPTER IV of this thesis
3.5.10 Independent sample t test

The t-test evaluates whether the means of two groups exhibit statistically significant
differences. This analysis is suitable for comparing means in various scenarios. To
examine potential variations in the moderating variable i.e., age group in the study, an
independent sample t-test was employed. This test facilitated the investigation of
whether there are distinctions in the impact of different leadership styles on employee
engagement either across age group or with an equal effect on employee having age
group (above 30 and below 30). Given that the independent sample t-test is a

Bikash Shrestha
 34
parametric

Bikash Shrestha
 35

test, this study assumes that the sample was drawn from a population with a normal
distribution.
This test has been applied to answer research question
no 3, purpose of the study no 3, hypotheses H05-H07.
3.5.11 Correlation Check Table 21, 23 and 23 in CHAPTER IV of this thesis

Correlation serves as a statistical tool to gauge the intensity of a connection between

two variables. The nature and strength of relationships among variables can vary over
time. Correlation values span from 1 to +1, where proximity to +1 signifies a robust
positive correlation, and values nearing -1 indicate a substantial negative correlation.
In this investigation, correlation is carried out for Likert scale responses to assess the
direction, strength, and significance of relationships between the independent and
dependent variables across the entire sample. The formula for correlation is provided
below: Instead of three different simple correlation tables,
Table 21, 22 and 23, you can also develop one multiple
𝑛∑𝑥𝑦−∑𝑥∑𝑦
correlation table as displayed in supplementary page
r = √𝑛∑𝑥−(∑𝑥)2√𝑛𝛴𝑦−(∑𝑦)and
2 page no [Link] is of your choice and then interpret
accordingly.

where, n = Number of responses

x = Value of independent variable

y = Value of dependent

variaBbilkeash
This test has been applied to answer research question
3.5.12 Regression no 4 & 5, purpose of the study no 4 & 5 and Hypotheses
H08-H010. Check Table 24-32 in CHAPTER IV of this
Regression analysis, a report
statistical method, delves into the extent of association between
a dependent and independent variable. While correlation analysis merely indicates the
presence of a strong relationship between variables, it doesn’t unveil the specific
nature of that relationship. Hence, regression analysis is employed to provide more
nuanced insights into the degree of association. This analytical approach investigates
the statistical relationship between two or more variables. Simple regression comes
into play when there’s only one independent or predictor variable, whereas multiple
regression is utilized when two or more predictor variables are involved. In this
research, regression is computed for Likert scale responses to gauge the impact of
changes in independent variables on the dependent variable that is employee
engagement. The theoretical model expressing this relationship is formulated by three
simple regression models as given:

Y = a+b1x1+e This student has used three simple regression models

Y = a+b2x2+e
Bikash Shrestha
 36
Instead of these three models, you can also use one
multiple regression model
Y = a+b3x3+e
Y=a+b1x1+b2x2+b3x3+e
Where, Y= Employee engagement
That is your choice, which one to use and then you need
a= Intercept to interpret accordingly. However, at MBS level we
suggest you to use multiple regression analysis
x1 = Transformational leadership style
x2 = Transactional leadership style
x3 = Laissez-faire leadership style
b1 = coefficient of transformational leadership style
b2 = coefficient of transactional leadership style
b3 = coefficient of laissez-faire leadership style
e = error term
This is the end of CHAPTER III. Start CHAPTER IV from New
page.

Bikash

Bikash Shrestha
 37

CHAPTER IV

RESULTS AND DISCUSSION

The study endeavors to elucidate the determinants influencing employee engagement.

This chapter systematically presents and analyzes the primary data collected through
the questionnaire, employing various statistical tools and regression models outlined
in the preceding chapter. The first section carefully addresses the presentation and
analysis of the primary data, encompassing results from the questionnaire survey and
an in-depth exploration of the regression model, incorporating correlation analysis
with a keen eye on employee engagement. The subsequent section delves into a
comprehensive discussion, drawing concluding remarks derived from the findings of
This is heading level 2
the data analysis.

4.1 Analysis of data

The study conducted a comprehensive analysis of primary data, gathered through a

physical distribution among employees of construction companies between December
13-15. This segment encompasses an empirical investigation employing a field survey
using a structured questionnaire distributed to selected sample of employees. The
questionnaire aimed to gauge the d e t eBri mk aisnha n t s of employee engagement in a
workplace setting. Specifically, 145 questionnaires were constructed and distributed,
yielding 137 valid responses i.e. 94.48 percent and 8 invalid responses i.e. 5.52
percent.

Within the survey questionnaire, respondents were prompted to express views through
various responses formats, including Yes or No options, multiple choice selections,
ranking preferences, and a 5-point Likert scale. The Likert scale ranged from five,
indicating strongly agree to one signifying strongly disagree with the provided
statements regarding employee engagement. Responses were meticulously arranged
in arranged, tabulated and analyzed to facilitate a descriptive examination of the
study. Employees profiles were extracted based on gender, academic qualification,
age group and income level, providing insights into the workforce’s diverse
perspectives. The questionnaire, tailored to gather information on employee
engagement, underwent analysis utilizing cross tabulation, t-test, correlation analysis,
regression analysis, etc. through SPSS version 20. The sample of questionnaire
schedule is available in the in the Appendix 3.

Bikash Shrestha
 This heading is used just for analysing data. Do not state
numbers like 4.1.1, 4.1.2 etc and use font size of 12 in 38
sentence case and bold
Gender of the respondents

The table provides a comprehensive overview of the respondents' profiles, categorized

based on gender strata. Table 3 illustrates an unequal distribution of participants in
terms of gender. The study involved a total of 137 respondents, with 105 being male
and the remaining 32 being female. These findings highlight a disparity, revealing a
higher representation of males compared to females in the sample. Specifically, 76.6
percent of the respondents were male, indicating a clear majority, while the remaining
23.4 percent were female.

Table 3 This table is developed from the question no 1 of the

questionnaire. Instead of this table you can also display
Gender of the respondents bar diagram or pie chart as shown in Appendix 4. But do not
display both in this chapter.
Gender Frequency Percent Cumulative %
Male 105 76.6 76.6
Female 32 23.4 100
Total 137 100

Age group of the respondents

Bikash
The breakdown of respondents' age groups is presented in the table, categorizing into
distinct strata. Among the total respondents, 44 individuals are 30 years old and below
and 93 respondents are 30 years old and above. In accordance with Table 4, it's
evident that 32.1 percent of the respondents are 30 years and below and 67.6 percent
of respondents are 30 years and above. This data sheds light on the distribution of
respondents across different age brackets in the study.

Table 4
This table is developed from the question no 2 of the
Age group of the respondents questionnaire. Instead of this table you can also display
bar diagram or pie chart as shown in Appendix 5. But do not
display both in this chapter.
Age group Frequency Percent Cumulative %
Below 30 44 32.1 32.1
Above 30 93 67.9 100
Total 137 100

Academic qualification of the respondents

Examining the respondents' profiles based on education levels, the table illustrates
distinct strata. Out of the total 137 participants, 30 were classified as illiterate, 100
held

Bikash Shrestha
 39

an intermediate-level education, and 7 were at the bachelor's level. Table 5 highlights

the predominant educational category was the intermediate level constituting the 73
percent of total participants. Likewise, 21.9 percent respondents were illiterate and
remaining 5.1 percent respondents were from the bachelor level showcasing the
lowest representation than other levels.
This table is developed from the question no 3 of the
Table 5 questionnaire. Instead of this table you can also display
bar diagram or pie chart as shown in Appendix 6. But do not
Academic qualification of display both in this chapter.
the respondents

Academic qualification Frequency Percent Cumulative %

Illiterate 30 21.9 21.9
Intermediate 100 73.0 94.9
Bachelor 7 5.1 100
Total 137 100

Monthly income level of the respondents

The Table 6 outlines the monthly income distribution of the 137 respondents. The
data reveals that 43 participants earn below Rs. 20000 per month, while the
majority,
comprising 92 respondents, fall within the income range of Rs. 20000 to Rs. 30000.
Bikash
Only 2 respondents report a monthly income exceeding Rs. 30000. Analyzing the
percentages, 31.4 percent of respondents have incomes below Rs. 20000, 67.2 percent
fall within the Rs. 20000 to Rs. 30000 brackets, and a smaller percentage, 1.5 percent,
report incomes above Rs. 30000.
This table is developed from the question no 4 of the
Table 6 questionnaire. Instead of this table you can also display
bar diagram or pie chart as shown in Appendix 7. But do not
Monthly income level of display both in this chapter.
the respondents

Monthly income level (Rs. in "000") Frequency Percent Cumulative %

Below 20 43 31.4 31.4
20-30 92 67.2 98.5
Above 30 2 1.5 100
Total 137 100

Opinion on supervisor’s appreciation and attentiveness to concerns

In Table 7, it’s evident that among the 137 respondents from construction companies,
appreciation and attentiveness from supervisors are reported by only 81 employees. In
contrast, 57 employees express a lack of recognition for contributions and attention to

Bikash Shrestha
 40

concerns. The majority, comprising 59.1 percent of the workforce, falls into the
category that feels appreciated, while 40.9 percent express dissatisfaction with the
supervisors' level of acknowledgment and attentiveness. This breakdown provides
insights into the diverse perceptions of supervisor behavior within the sampled
workforce.
Table 7, 8, 9, 10 and 11 are developed from question no 5, 6, 7, 8
Table 7 and 9 of the questionnaire. Instead of these tables you can also
display bar diagram or pie chart as per your plan . But do not display
both supervisor’s
in this chapter.
appreciation and attentiveness to concerns
Opinion on
among
respondents

Responses Frequency Percent Cumulative %

Yes 81 59.1 59.1
No 56 40.9 100
Total 137 100

Clear expectations and goals provided in the company

Within Table 8, the data explain that among the 137 respondents employed in
construction companies, 100 individuals affirm receiving clear expectations and goals
from the company. In contrast, 37 eBmi k ap sl oh y e e s express a lack of such
guidance. The prevailing sentiment, shared by the majority at 73 percent, indicates
agreement with the
company's provision of clear expectations and goals. Conversely, 27 percent of
employees do not concur with this perception, highlighting a notable divergence in
viewpoints regarding the clarity of expectations and goals within the company.

Table 8

Opinion on clear expectations and goals provided in company among respondents

Responses Frequency Percent Cumulative %

Yes 100 73.0 73.0
No 37 27.0 100.0
Total 137 100

Sufficiency of safety and training and equipment to perform job

Table 9 outlines the sufficiency of safety, training, and equipment for job performance
among the 137 respondents. It indicates that 110 respondents, constituting 80.3
percent of the total, receive adequate safety measures, training, and equipment for
their job. Conversely, the remaining 27 respondents, accounting for 19.7 percent,
report a lack of

Bikash Shrestha
 41

sufficient support in terms of safety measures, training, and equipment from the
company for their job roles.

Table 9

Opinion on sufficiency of safety and training and equipment to perform job among
the respondents

Responses Frequency Percent Cumulative %

Yes 110 80.3 80.3
No 27 19.7 100
Total 137 100

Encouragement to share idea and suggestions for work processes

Table 10 displays the outcomes of responses regarding the encouragement of sharing
ideas and suggestions to enhance work processes. Among the 137 total respondents,
only 46 actively participate, while the remaining 91 do not feel encouraged to
contribute their ideas. A significant majority, comprising 66.4% of the respondents,
do not feel motivated to share their opinions, whereas a minority of 33.6% are
inclined to do so.

Table 10
Bikash

Encouragement to share idea and suggestions for work processes

Responses Frequency Percent Cumulative %

Yes 46 33.6 33.6
No 91 66.4 100
Total 137 100

Opinion on incentives provided by the supervisor

Regarding the incentives provided by supervisors, it is observed that incentives play a

crucial role in motivating employees for improved job performance. In Table 11, it is
evident that out of the total sample size of 137 employees, only 92 receive incentives
from their employer, while the remaining 45 do not receive any incentives. The
majority of employees, accounting for 67.2%, feel recognized and rewarded by the
company, while 32.8% of employees do not receive such acknowledgment. It means
that the majority of the people were satisfied on the incentives that were provided by
the supervisor or manager.

Bikash Shrestha
 42

Table 11

Opinion on incentives provided by the supervisor among the respondents

Responses Frequency Percent Cumulative %

Yes 92 67.2 67.2
No 45 32.8 100
Total 137 100

Influencing factors of employee engagement

Employees find motivation through diverse factors in the workplace. Strong

leadership can inspire some, while others are driven by intrinsic and extrinsic rewards.
Additionally, a safe and healthy work environment is perceived to enhance
dedication. Similarly, a robust sense of teamwork and cooperation among colleagues
significantly influences certain employees.

Table 12 This table is developed from question no. 10 of the

questionnaire
Influencing factors of employee engagement among respondents

Statements Responses Percent of

Bikash No % Cases

Strong leadership influences the most. 51 19.90% 37.80%

Intrinsic and extrinsic rewards 84 32.80% 62.20%
Ensuring a safety and healthy work environment fosters dedication 47 18.40% 34.80%
Strong sense of teamwork and cooperation among colleagues. 74 28.90% 54.80%
Total 256 100.00% 189.60%
a Dichotomy group tabulated at value 1.

As per Table 12, the highest influence, reported by 32.80 percent of respondents and
supported by 84 responses, is attributed to intrinsic and extrinsic rewards. Similarly,
28.90 percent of participants acknowledge the significant impact of a strong sense of
teamwork and cooperation among colleagues on engagement, with 74 responses
supporting this perspective. Furthermore, 19.90 percent, equivalent to 51 employees,
consider strong leadership as a crucial factor in employee engagement. Finally, 18.40
percent, indicated by 47 respondents, believe that a safe and healthy work
environment enhances dedication. In overall, the fourth statement, strong sense of
teamwork and cooperation among colleagues got a high response and the third
statement named ensuring an employee safety, security and healthy work environment
fosters the dedication got low response.

Bikash Shrestha
 43

Prioritizing key features of employee engagement.

Various factors significantly influence employee engagement, such as effective

leadership, recognition and appreciation, well-being support and training and
development. To analyze and rank these features, weights were assigned based on the
number of alternatives. With four options, the first-preferred choice received one
point, while the least-preferred received four points. The feature with the lowest mean
score is considered the most crucial, while the one with the highest mean score is
deemed less important. Table 13 illustrates respondents' opinions on the features
influencing employee engagement.

Table 13 This table is developed from question no. 11 of the

questionnaire
Prioritizing key features of employee engagement among the respondents

Rank 1 Rank 2 Rank 3 Rank 4

Statements Total Weighted Weighted
mean Rank
responses value
N % N % N % N %

Recognition and appreciation 54 39.40% 31 22.60% 37 27.00% 15 11.00% 137 287 2.09 1

Training and development 40 29.20% 39 28.50% 24 17.50% 34 24.80% 137 326 2.38 2

Effective leaderships 33 24.10% 39 28.50% 34 24.80% 31 22.60% 137 337 2.46 3

Well-being support 10 7.30% 28 20.40% 42 30.70% 57 41.60% 137 420 3.07 4

100% Bika1s37
Total 137 100% 137
h 100% 137 100% 1370

Table 13 reveals that a significant majority of respondents, comprising 39.40 percent,

designated recognition and appreciation as the top choice, assigning it a mean weight
value of 2.09. Following closely, training and development secured the second
position, garnering a mean weight value of 2.38 and the preference of 28.50 percent
of participants. Likewise, the third most influential factor, according to respondents,
was effective leadership, reflected in a mean weighted value of 2.46. Notably, well-
being support emerged as the least prioritized factor, securing the fourth rank among
the alternatives, with a mean weight of 3.07 in influencing employee engagement.

Survey on transformational leadership

A survey on transformational leadership collected insights from employees about

views on transformational leadership and its impact on employee engagement.
Respondents shared opinions on given statements related to transformational
leadership, utilizing a 5-point Likert scale for data collection. Table 14 reveals a
prevailing consensus among participants, as evidenced by a weighted mean score of
3.27.

Bikash Shrestha
 This table is developed 44
from question no. 12 of
the questionnaire
Table 14

Survey on transformational leadership

Statements Ratings Total Weighted Weighted

SDA DA N A SA responses value mean

I feel inspired by my
9 12 75 31 10 137 432 3.15
supervisor.

My leader shows confidence

11 11 53 53 9 137 449 3.27
and power.

I am satisfied with quality

communication from my 8 16 69 36 8 137 431 3.14
supervisor.
Grand weighted mean 3.19

Moreover, respondents expressed acknowledgment of feeling inspired by superior,

reflected in a weighted mean value of 3.15. Similarly, employees conveyed
satisfaction with the quality of communication from their supervisor, with an agreed-
upon weighted mean value of 3.14. The collective weighted mean for statements
pertaining to employee engagement stands at 3.19.
Bikash
Survey on transactional leadership

Examining the influence of transactional leadership on employee engagement entailed

seeking perspectives from employees on predefined statements. Employing a 5- point
Likert scale for data collection, where 5 signifies the highest significance (strongly
agree), 4 denotes importance (agree), 3 reflects satisfaction (neutral), 2 represents
lesser importance (disagree), and 1 indicates the lowest importance (strongly
disagree), participants assessed the statements based on perceptions and judgments. In
Table 15, the compiled responses unveil that a majority of participants concurred with
the notion that leaders focus on addressing failures to meet standards, as indicated by
a weighted mean value of 3.26. Similarly, a majority expressed agreement with the
statement that the leader provides support in exchange for employee’s efforts,
yielding a weighted mean value of 3.20. With a weighted mean value of 3.15 a
smaller number of respondents agreed with the employer recognizes employee’s
performance. The overall weighted mean for the independent variable of transactional
leadership stands out at 3.32, surpassing other independent variables.

Bikash Shrestha
 This table is 45
developed from
Table 15 the question no.
13 of the
questionnaire
Survey on transactional leadership among the respondents

Statements Ratings Total Weighted Weighted

SDA DA N A SA responses value mean

My leader provides support in

5 10 82 33 7 137 438 3.20
exchange of my effort.

My leader directs my attention

towards failures to meet 7 13 59 54 4 137 446 3.26
standards.
I feel motivated to perform
well when my employer 10 14 67 37 9 137 432 3.15
recognizes my achievements.
Grand weighted mean 3.20

Survey on laissez-faire leadership style

The investigation into the influence of laissez-faire leadership on employee

engagement involved collecting perspectives from employees. Participants were asked
to articulate their views on specified statements related to laissez-faire leadership. The
study utilized
a 5-point Likert scale where 5 signifies the highest significance (strongly agree), 4
Bikash
denotes importance (agree), 3 reflects satisfaction (neutral), 2 represents lesser
importance (disagree), and 1 indicates the lowest importance (strongly disagree),
participants assessed the statements based on perceptions and judgments.

Table 16

Survey on laissez-faire leadership style among the respondents

Ratings Total
Statements Weighted Weighted
SDA DA N A SA responses value mean

I often have to figure things out on

my own because my supervisor is 16 41 68 9 3 137 353 2.58
hands-off.

My supervisor rarely provides

10 52 61 9 5 137 358 2.61
guidance or direction to me.

I often make decisions without

13 68 47 6 3 137 329 2.40
much input or direction.

Grand weighted mean 2.53

Analyzing the tabulated responses in Table 16, it becomes apparent that respondents
supported statements indicating their supervisor rarely provides guidance or direction
This table is developed
from question no 14. of
the questionnaire Bikash Shrestha
 46

in work processes, reflected in a weighted mean value of 2.61. Similarly, many

respondents agreed that solutions are often independently figured out due to the
hands- off nature of superior, with a weighted mean value of 2.58 and a substantial
majority, of respondents concurred that decisions are frequently made without much
input or direction, resulting in a weighted mean value of 2.4. The comprehensive
weighted mean value for the independent variable, laissez-faire leadership stands at
3.83.

Survey on employee engagement

The study utilized a 5-point Likert scale where 5 signifies the highest significance
(strongly agree), 4 denotes importance (agree), 3 reflects satisfaction (neutral), 2
represents lesser importance (disagree), and 1 indicates the lowest importance
(strongly disagree) to measure employee engagement. Table 17 indicates a consensus
among respondents, as the majority expressed agreement with the statement of feeling
motivated to go to work upon waking up in the morning, yielding a weighted mean
value of 2.65.
This table is
Table 17 developed from
question no. 15 of
the questionnaire
Survey on employee engagement amoBni kga st hh e respondents

Statements Ratings Total Weighted Weighted

SDA DA N A SA responses value mean

When I get up in the

morning, I feel like going to 8 48 70 6 5 137 363 2.65
work.
I can continue working for
9 55 59 10 4 137 356 2.60
very long periods at a time.

At my job, I feel strong and

8 9 70 37 13 137 449 3.28
vigorous.

Grand weighted mean 2.84

Table 17 indicates a consensus among respondents, as the majority expressed

agreement with the statement of feeling motivated to go to work upon waking up in
the morning, yielding a weighted mean value of 2.65. Similarly, sustained
engagement in work for extended periods found support from respondents, as
reflected in a weighted mean value of 2.60. The statement concerning feeling strong
and vigorous at work received agreement from respondents, though with a higher
weighted mean value of

Bikash Shrestha
 47

3.28. In above table the overall weighted mean value for the dependent variable
employee engagement is 2.84.

Descriptive statistics for all samples

Table 18 provides an overview of the descriptive statistics for the entire sample.
Notably, the mean value for the independent variable, transactional leadership,
emerges as the highest among all variables at 3.20, followed by transformational
leadership with a mean value of 3.18, dependent variable employee engagement with
mean value 2.84, and laissez-faire leadership with value 2.53. Additionally, the
median value for transformational leadership and transactional leadership is equal and
highest among the variables, registering at 3.33, followed by employee engagement
and laissez-faire leadership with a median value of 2.84 and 2.53 respectively. In
terms of variability, transformational leadership stands out with the highest standard
deviation (0.652) and variance (0.425).
This table is developed from question no. 12, 13, 14 and
Table 18 15 of the questionnaire. If you wish you can also display
skewness, Kurtosis
Descriptive statistics for all samples

Variables / Statistics BikMaesahn Median Std. Deviation Variance

Transformational leadership 3.18 3.33 0.652 0.425
Transactional leadership 3.20 3.33 0.574 0.329
Laissez-faire leadership 2.53 2.33 0.577 0.332
Employee engagement 2.84 2.67 0.554 0.307

Independent sample t-test based on age group

In Table 19, the mean values for respondents are presented based on age groups. Out
of the three independent variables i.e. transformational leadership, transactional
leadership, laissez-faire leadership, transformational leadership exhibits a mean value
of 3.33 for individuals below 30 years and 3.11 for those above 30 years. Similarly,
transactional leadership indicates mean values of 3.24 and 3.18 for respondents below
30 and above 30 years, respectively. Contrastingly, laissez-faire leadership reveals a
higher mean value among respondents above 30 years (2.57) compared to those below
30 years (2.45). Lastly, in terms of dependent variable that is employee engagement,
the mean value is 2.73 for respondents below 30 years and 2.89 for those aged above
30 years. In overall this table shows the independent sample t test based on the age
group that is first below thirty and second above thirty. It is based on the three

Bikash Shrestha
This table is developed to compare mean of the variable X1, X2, X3 and Y across
moderating variable Age group. Table 18 was descriptive statistics for all 137 samples and
this table is mean for 44 samples from Below 30 age group and mean for 93 samples from 48
Above 30 age group. Both table 19 and 20 are developed for answering research question
no 2, objectives of the study 2 and hypotheses H01-H04.
independent variables they are transformational leadership, transactional leadership,
laissez-faire leadership and dependent variable that is employee engagement.

Table 19

Mean difference on the perception of the variables across age group

Variables Age Std.
N Mean Std. Error
group Deviation Mean

Below 30 44 3.33 0.595 0.090

Transformational leadership
Above 30 93 3.11 0.669 0.069
Below 30 44 3.24 0.506 0.072
Transactional leadership
Above 30 93 3.18 0.605 0.055
Below 30 44 2.45 0.643 0.097
Laissez-faire leadership
Above 30 93 2.57 0.542 0.056
Below 30 44 2.73 0.555 0.084
Employee engagement
Above 30 93 2.89 0.550 0.057

Independent sample t test

Table 20 presents the results assuminBgi k aesqhual variance for transformational

leadership, transactional leadership, laissez-faire leadership and employee
engagement. For
transformational leadership, with a P-value of 0.349, the mean difference between age
group below 30 and above 30 is 0.211, and the P-value (0.077) is greater than 0.05,
leading to the acceptance of the null hypothesis, indicating an insignificant mean
difference.

In the case of transactional leadership assuming equal variance with a P-value of

1.007, the mean difference is -0.602, and the P-value (0.568) is greater than 0.05,
resulting in the acceptance of the null hypothesis, suggesting an insignificant mean
difference. Similarly, for laissez-faire leadership assuming equal variance with a P-
value of 0.291, the mean difference is -0.122, and the P-value (0.248) is greater than
0.05, leading to the acceptance of the null hypothesis, indicating an insignificant mean
difference. An at last, assuming equal variance with P-value 0.887, the mean
difference is -0.158, and the P-value (0.120) is greater than 0.05, leading to the
acceptance of the null hypothesis, indicating an insignificant mean difference. In
overall, both dependent variable and three independent variables null hypothesis were
accepted.

Bikash Shrestha
This table is developed for hypotheses
testing to check if the mean difference for
X1, X2, X3 and Y variables calculated in 49
Table 19 is significant or not.
Table 20

Independent sample t test for the equality of means across age group

Levene's Test
for Equality t-test for Equality of Means
of Variances Hypotheses
Variables Equal variance
result
Sig. (2- Mean
F Sig. T df
tailed) Difference

Equal variances
1.784 135.000 0.077 0.211 Null
assumed
Transformational leadership 0.88 0.349 hypotheses
Equal variances not accepted
1.861 94.147 0.066 0.211
assumed
Equal variances
assumed .573 135.000 0.568 -0.602 Null
Transactional leadership 1.007 0.317 hypotheses
Equal variances not accepted
.611 99.59 0.543 -0.602
assumed
Equal variances
assumed -1.161 135.000 0.248 -0.122 Null
Laissez-faire leadership 1.12 0.291 hypotheses
Equal variances not accepted
-1.092 72.963 0.278 -0.122
assumed

Equal variances
-1.567 135.000 0.120 -0.158 Null
assumed
Employee engagement 0.02 0.887 hypotheses
Equal variances not accepted
-1.561 83.750 0.122 -0.158
assumed

Correlation analysis between transformational leadership and employee

engagement
Bikash
The data in Table 21 reveals a positive and statistically significant correlation at 0.05
level or at 95 percent confidence level between employee engagement and
transformational leadership, with a correlation coefficient of 0.029.
Table 21, 22 and 23 are developed to answer research question no 3, objectives of
Table 21 the study no 3 and hypotheses H05-H07. These 3 are simple correlation analysis.
Instead of 3 simple correlation analysis, you can also display one multiple
correlation
Relationship betweenanalysis table. Seeleadership
transformational page 43 and employee engagement

Variables TFL EE
TFL Pearson Correlation
1
Sig. (2-tailed)
EE Pearson Correlation .187*
1
Sig. (2-tailed) 0.029
Hypotheses result: Null hypotheses rejected and significant at 0.05 level
* Correlation is significant at the 0.05 level (2-tailed).

Correlation between transactional leadership and employee engagement

Correlation analysis can reveal the strength and direction of the relationship between
transactional leadership and employee engagement. In Table 22, there is a positive
and statistically significant correlation at 0.05 level or at 95 percent confidence
level

Bikash Shrestha
 50

between employee engagement and transformational leadership, with a correlation

coefficient of 0.018 which indicates that when transactional leadership increases,
employee engagement also tend to increase as well and vice versa.

Table 22

Relationship between transactional leadership and employee engagement

Variables TSL EE
TSL Pearson Correlation
1
Sig. (2-tailed)
EE Pearson Correlation .202*
1
Sig. (2-tailed) 0.018
Hypotheses result: Null hypotheses rejected and significant at 0.05 level
*Correlation is significant at the 0.05 level (2-tailed).

Correlation between laissez-faire leadership and employee engagement

Examining the correlation between laissez-faire leadership and employee engagement

can provide insights into the relationship. In Table 23, the correlation analysis
indicates a positive and significant correlation between laissez-faire leadership and
employee engagement at the 0.01 level or atB i9k9a s ph ercent confidence level with
a correlation coefficient of 0.004 an it manifests that increase or decrease in laissez-
faire leadership similarly influences the outcomes of employee engagement.

Table 23

Relationship between Laissez-faire leadership and employee engaement

Variables LFL EE
LFL Pearson Correlation
1
Sig. (2-tailed)
EE Pearson Correlation .242**
1
Sig. (2-tailed) 0.004
Hypotheses result: Null hypotheses rejected and significant at 0.01 level
** Correlation is significant at the 0.01 level (2-tailed).

Impact of transformational leadership on employee engagement

Regression analysis is utilized to assess the impact of transformational leadership on

employee engagement. In Table 24, the analysis elucidates a positive impact of
transformational leadership on employee engagement supported by a significant
Instead of Table 21, 22 and 23,
one Multiple correlation
analysis table like this can also
be developed.
Check supplementary page
section for detail analysis Bikash Shrestha
Table 24, 25 and 26 are developed for analyzing the effect of
transformational leadership style on employee engagement i.e.,
determining the coefficient of b1 in the regression model Y=a+b1x1+e 51
developed in 3.5.12 and to answer research question 4 and 5, objective
of the study 4 and 5, hypotheses H08-H010
regression coefficient of 0.029, and result indicates that hypotheses is rejected at 0.05
level, as evidenced by the P-value lies between 0.01 and 0.05.

Table 24

Impact of transformational leadership on employee engagement

Unstandardized
Coefficients a Coefficients t Sig. Hypotheses result

B Std. Error
(Constant) 2.335 0.234 10.000 0.001
Null hypotheses rejected at 0.05
TFL 0.159 0.072 2.214 0.029
a Dependent Variable: Employee engagement

ANOVA table of regression analysis

Table 25, serves as an indicator of the model result to the data. Here, the conclusion
drawn is that the model is fit, as the null hypothesis (model is not fit) is rejected at
0.05 level or at 95 percent confidence level supported by P value between 0.01 and
0.05. In this table the dependent variable is employee engagement and the
predictors or
independent variable is transformational leadership, which shows that the model is fit.
Bikash
Instead of three different tables Table 24, 25
Table 25 and 26, you can also develop one single table
integrating these 3 tables . Check
supplementary page
ANOVA table for transformational leadership

Sum of Mean
Model df F Sig. Model result
Squares Square

Regression 1.463 1 1.463

4.9 .029b Model is fit
Residual 40.315 135 0.299
Total 41.778 136

a Dependent Variable: Employee engagement

b Predictors: (Constant), Transformational leadership

Model summary table

Table 26
Model summary table for transformational leadership
R R Square Adjusted R Square Std. Error of the Estimate
.187a 0.035 0.028 0.54647
a Predictors: (Constant), Transformational leadership

Bikash Shrestha
 52

Model summary table indicates the proportion of the employee’s engagement

variation explained by the transformational leadership. Table 26 reveals that 28
percent of the variation in employee engagement is attributed by transformational
leadership.

Impact of transactional leadership on employee engagement

In Table 27, the analysis indicates a positive impact of transactional leadership on

employee engagement supported by a significant regression coefficient of 0.018, and
result indicates that hypotheses is rejected at 0.05 level or 95 percent confidence level,
as evidenced by the P-value lies between 0.01 and 0.05.
Table 27, 28 and 29 are developed for analyzing the effect of
Table 27 transactional leadership style on employee engagement i.e.,
determining the coefficient of b2 in the regression model Y=a+b2x2+e
Impact of developed inleadership
transactional [Link] on employee engagement

Coefficients Unstandardized
a Coefficients T Sig. Hypotheses result
B Std. Error
(Constant) 2.217 0.265 8.37 0.001
Null hypotheses rejected at 0.05
TSL 0.195 0.081 2.395 0.018
a Dependent Variable: Employee engagement
Bikash
ANOVA table of regression analysis

Table 28, serves as an indicator of the model result to the data. Here, the conclusion
drawn is that the model is fit, as the null hypothesis (model is not fit) is rejected at
0.05 level or at 95 percent confidence level supported by P value between 0.01 and
0.05. This affirms the accuracy of the predictions outlined in the coefficient table.
Instead of three different tables Table 27, 28 and
Table 28 29, you can also develop one single table
integrating these 3 tables. Check supplementary
page
ANOVA table for transactional leadership

Sum of Mean
Model df F Sig. Model result
Squares Square

Regression 1.70 1 1.70

5.734 .018b Model is fit
Residual 40.08 135 0.30
Total 41.78 136
a Dependent Variable: Employee engagement

b Predictors: (Constant), Transactional leadership

Bikash Shrestha
 53

Model summary table

Model summary table indicates the proportion of the employee’s engagement

variation explained by the transactional leadership. Table 29 reveals that 3.4 percent
of the variation in dependent and independent variable i.e. employee engagement is
attributed by transactional leadership.

Table 29

Model summary table for transactional leadership

R R Square Adjusted R Square Std. Error of the Estimate

.202a 0.041 0.034 0.54485
a Predictors: (Constant), Transactional leadership

Impact of laissez-faire leadership on employee engagement

Regression analysis is utilized to assess the impact of independent variable of the

study that is laissez-faire leadership on the dependent variable of the study that is
employee engagement. In Table 30, the analysis elucidates a positive impact of
independent variable i.e. laissez-faire leadership on dependent variable i.e. employee
engagement supported by a significant regressioBnikacsohefficient of 0.004, and
result indicates that hypotheses is rejected at 0.01 level or 99 percent confidence level,
as evidenced by the P-value less than 0.01. it shows the impact of independent
variable of the study that is laissez-faire leadership on the dependent variable
Table 30, 31and 32 are developed for analyzing the effect of laissez-
Table 30 faire leadership style on employee engagement i.e., determining the
coefficient of b23in the regression model Y=a+b3x3+e developed in
[Link]
Impact of laissez-faire leadership on employee engagement

Unstandardized
Coefficients a Coefficients T Sig. Hypotheses result
B Std. Error
(Constant) 2.254 0.208 10.822 0.001
Null hypotheses is rejected at 0.01
LFL 0.232 0.08 2.895 0.004
a Dependent Variable: Employee engagement

ANOVA table of regression analysis

Table 31, serves as an indicator of the model result to the data. Here, the conclusion
drawn is that the model is fit, as the null hypothesis (model is not fit) is rejected at
0.01 level or at 99 percent confidence level supported by P value less than 0.01. This
affirms

Bikash Shrestha
 54

the accuracy of the predictions outlined in the coefficient table. the null hypothesis
(model is not fit) is rejected at 0.01 level or at 99 percent confidence level supported
by P value less than 0.01. This affirms the accuracy of the predictions outlined in the
coefficient table.
Instead of three different tables Table 30, 31
and 32, you can also develop one single table
Table 31 integrating these 3 tables. Check
supplementary page
ANOVA table for laissez-faire leadership

Sum of Mean
Model Df F Sig. Model result
Squares Square

Regression 2.442 1 2.442

8.382 .004b Model is fit
Residual 39.335 135 0.291
Total 41.778 136
a Dependent Variable: Employee engagement
b Predictors: (Constant), Laissez-faire leadership

Model summary table

Model summary table indicates the proportion of the employee’s engagement variation
explained by the transformational leadership. Table 32 reveals that 51 percent of the
Bikash
variation in employee engagement is attributed by transformational leadership. Here
R value is 0.242, R square is 0.058. Similarly, adjusted R value is 0.051 and standard
error of the estimate is 0.54.

Table 32

Model summary table for laissez-faire leadership

R R Square Adjusted R Square Std. Error of the Estimate

.242a 0.058 0.051 0.53979
a Predictors: (Constant), Laissez-faire leadership

Gender and encouragement to share ideas and suggestions

In Table 33, the correlation between gender and the inclination to share ideas and
suggestions for enhancing work processes is highlighted. Generally, this table shows
the relationship between gender of respondents and sharing ideas and suggestions for
the improvement of the work process. The data reveals that out of the respondents, 37
males, constituting 35.20%, and 9 females, accounting for 28.10%, are motivated to
contribute ideas related to work processes. Interestingly, a notable proportion of both

Bikash Shrestha
 This Table 33 is additional table to make you learn develop cross
tabulation table between two variables from which we can calculate
frequency and percentage. This cross tabulation was developed from 55
question no 1 and question no 8 of the questionnaire
males and females express a lack of encouragement or motivation to engage in such
activities. The majority in both gender groups seems to perceive a lower inclination
toward actively participating in sharing ideas and suggestions for the improvement of
work processes. At last table shows that the number of males is more encouraged to
share ideas and suggestions for improving work processes than the female.

Table 33

Cross tabulation between gender and encouragement to share ideas and suggestions
for improving work processes

Encouraged to share ideas and suggestions for

Gender improving work processes Total

Yes No
Male Count 37 68 105
% within Gender 35.20% 64.80% 100.00%
Female Count 9 23 32
% within Gender 28.10% 71.90% 100.00%
Total Count 46 91 137
% within Gender 33.60% 66.40% 100.00%
Bikash

Age group and supervisor's recognition

Within Table 34, the association between age groups and sentiments regarding
supervisor recognition is elucidated. The data showcases that a significant portion of
respondents, specifically 77.30% of employees below the age of 30 and 49.50% of
those aged 30 and above, feel that their values and contributions receive due
recognition from their This
employers.
Table 34 is also additional table to make you learn develop
cross tabulation table between two variables from which we can
Table 34 calculate frequency and percentage. This cross tabulation was
developed from question no 2 and question no 5 of the
questionnaire
Cross tabulation between age group and supervisor's recognition

Supervisor's recognition
Age group Total
Yes No
Below Count
30 34 10 44
% within Age group 77.30% 22.70% 100.00%
Above Count
30 46 47 93
% within Age group 49.50% 50.50% 100.00%
Count 80 57 137
Total
% within Age group 58.40% 41.60% 100.00%

You can develop some more cross tabulation tables if it worths to develop. Also
remember you can do Chi-square test to test the association between two
variables from which you have developed cross tabulation tables.

Bikash Shrestha
 56

However, it is noteworthy that a substantial proportion in both age groups expresses a

sentiment of not being adequately acknowledged for their efforts. This indicates a
prevalent sentiment among employees, irrespective of age, suggesting that a notable
number feel their contributions are not fully recognized by their supervisors.
In discussion, you can compare your findings especially positive and negative
4.2 Discussion relationship and positive and negative effect of IV on DV and others as well
with the articles that you have reviewed. Write in at least 2 pages for all the
variables that you have used in the framework
Aligned with the study's objectives, the research diligently pursued the identification
of factors influencing employee engagement. Specifically, leadership styles and its
dimensions, including transformational leadership, transactional leadership, and
laissez-fair leadership, emerged as pivotal elements exerting a profound impact on
employee engagement. The study, furthermore, substantiated the moderating
influence of age, evident in the intricate relationships between various dimensions of
leadership style and the level of employee engagement.

Result obtained from data analysis discerned that transformational leadership

demonstrated a positive and statistically significant correlation with employee
engagement. This positive association signifies that increase in transactional
leadership
tends to increase the employee engagement in the context of construction companies
Bikash
hen Wempl oyees perceive leaders as supportive,
operating within Bhaktapur.
confident, and inspirational, employees likely to be motivated to engage in an
organization. This finding aligns harmoniously with earlier research where Ismail et
al. (2021) concluded that employees concur that transformational leaders cultivate a
positive atmosphere emphasizing the transformative leaders' aspiration to inspire
subordinates and exemplify a role model, recognizing diverse individual
requirements, needs, abilities, and desires that leads to increase performance of the
employees in an organization. This result also aligns with Thanh and Quang (2022)
which observed positive and significant relationship between transformational
leadership an employee engagement. Likewise, the result identified that there is
positive relationship between transactional leadership and employee engagement
because in this study leader prioritized individual interest and extrinsic motivation
means as means to obtain desire outcomes. This finding is also confirming the finding
of previous research where Thanh and Quang (2022) observed positive and significant
relation between transactional leadership and employee engagement. But finding of
this study regarding transactional leadership is contradicted with another previous
research. Where Ismail et al. (2021) observed negative relationship explaining that

Bikash Shrestha
 57
transactional leadership styles followed

Bikash Shrestha
 58

by leaders who concentrate and give full consideration on facing with accusation,
problems, and fault and the leaders complacent when others reach minimum
requirement. Similarly in this study, the laissez-fair leadership has a positive and
significant influence on employee engagement because employees are allowed to
make own decision manage work which motivates employees to be actively engage in
an organization. This result matched with the result of previous research where
Krishnaveni and Karpagaavalli (2021) observed that having a delegative leadership
encourage employees to be engage actively in work setting. But the finding of this
study regarding laissez-faire leadership also contradicted with the finding of Ismail et
al. (2021). Where researchers observed that there are some leaders who do not expect
more than what is important and should be given which leads to employee turnover
and retention rather than active engagement.
CHAPTER IV ends here and start CHAPTER V in new
page.

Bikash

Bikash Shrestha
 59
Heading level 1
CHAPTER V

SUMMARY AND CONCLUSION

This is heading level 2 and include major
5.1 Summary findings of your thesis at the end of this topic
in bullet
This study aims to provide a comprehensive understanding of the factors influencing
employee engagement by exploring the relationships and impacts of three distinct
leadership styles: transformational, transactional, and laissez-faire leadership. The
research specifically focuses on employees within construction companies situated in
the Bhaktapur district. The investigation also endeavors to assess potential variations
in these leadership variables across different age groups among the targeted
employees. Employing a quantitative research approach, the study utilizes various
tools such as descriptive, correlational, and causal research designs. Primary data was
collected through structured questionnaires, and subsequent analysis involved
statistical measures like mean, median, mode, standard deviation, variance,
independent sample t-test, correlation, and regression. The summarized findings
presented below reveal significant insights derived from the systematic data
analysis, contributing valuable
knowledge to the understanding o f e m p l o y e e engagement in the specified
B ik as h
context. Some other findings of the study are:

1. There is no significant difference in the perception of transformational leadership

across the age group below 30 years and above 30 years among employees
working in construction companies within Bhaktapur district, as p-value is 0.077
and 0.066 respectively, which is greater than 0.05.

2. There is no significant difference in the perception of transactional leadership

across the age group below 30 years and above 30 years among employees
working in construction companies within Bhaktapur district, as p-value is 0.452
and 0.435 respectively, which is greater than 0.05.
3. There is no significant difference in the perception of laissez-faire leadership
across the age group below 30 years and above 30 years among employees
working in construction companies within Bhaktapur district, as p-value is 0.246
and 276 respectively, which is greater than 0.05.
4. There is no significant difference in the perception of employee engagement
across the age group below 30 years and above 30 years among employees
working in

Bikash Shrestha
 60

construction companies within Bhaktapur district, as p-value is 0.121 and 0.123,

which is greater than 0.05.
5. The relationship of transformational leadership, transactional leadership and
employee engagement is analyzed as positive and significant at 0.05 level or at 95
percent confidence level. Likewise, the relationships between laissez-faire
leadership and employee engagement are observed a positive and significant at
0.01 level or at 99 percent confidence level.
6. The impact of transformational leadership and transactional leadership on
employee engagement is observed positive and significant at 0.05 level or at 95
percent confidence level, it means increase in both leadership styles tend to
increase the employee engagement. Similarly, the impact of laissez-faire
leadership is observed as positive and significant at 0.01 level or at 99 percent
confidence level which implies that increase in laissez-faire leadership tends to
increase the employee engagement.
This is heading level 2. Write the meanings
5.2 Conclusion of the findings that you have written in
Summary.
This research study aims to scrutinizes the factors affecting employee engagement
Bikash
within construction companies inhaktapur
B district. It concentrates on three
dimension of leadership styles: transformational, transactional and laissez-faire
leadership styles, aiming to understand the impact of those on employe engagement.
Furthermore, the study intends to analyze how these leadership styles differ across
different age groups among the employees. In this regard, in concludes that both age
group has similar perception regarding the employee engagement, commitment,
dedication and enthusiasm considering transformational, transactional and laissez-
faire leadership style as key determinants. Data collection involved the structured
questionnaires, and analysis involved statistical measures such as frequency, mean,
standard deviation, correlation, and regression analysis.

The analysis leads to the conclusion that, transformational leadership style fosters a
supportive work environment where employees feel inspired, valued, energized,
empowered, and dedicated to contribute higher effort toward achieving the common
goals within construction companies in Bhaktapur district. This suggests that
implementation of transformational leadership style increases the employee
engagement in a given context. Similarly, if the leader is directive who provides clear

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guidelines and direct employees attention towards failure to meet standards and
furnishes the support in exchange of employee efforts, tends to motivate employee to
perform job effectively and efficiently to meet the target of objectives. It implies that,
application of transactional leadership shows a tendency to rise employee engagement
in construction companies. Furthermore, result of analysis concludes that, adopting
laissez-faire leadership style in construction companies leads to increase employee
commitment and engagement because hands-off nature of the leaders allows
employees to figure thing out on employees own and making decision without
direction of the leaders improve innovation and creativity of the employees and
motivates to do with motivation and enthusiasm. In summary, this study demonstrates
the essential role that leadership plays in modeling organizational culture and
effectiveness, promoting the adoption of such innovative and supportive leadership
strategies to cultivate a vibrant, committed and engaged workforce within the
This
construction sectors on is heading level 2 and elaborate the things
Bhaktapur.
written in Rationale of the study in 1.5 of the
CHAPTER I i.e how can stakeholders benefit from
5.3 Implications this research

The result of this research study has significant implications for the business
organization pursuing to aiming to improve engagement. By acknowledging the
robust connection between the employee enBgiakgaesmh ent and dimensions of
leadership style such as transformational, transactional and laissez-faire leadership
style, organizations can strategically use this approach to increase employee’s
commitment, devotion, creativity, dedication and effort toward the job. The findings
and conclusion drawn from this study helps to cultivate more engaged workforce not
only within the construction sectors but also in other sectors like manufacturing,
services and project management as well. Findings of the study guides managers a
way to inspire, motivate, empower, energize and stimulate employees within the
workplace. This study finds out laissez-faire leadership style is one of the key
determinants that leads to increase employee engagement even it has considered as
de-motivating factors by some other previous researchers, so the manager can use this
approach in such environment where employees does not require more guidance and
direction which enhance employee’s creativity, novelty, innovation as well as
organizational
This is the end productivity.
of CHAPTER V of MBS thesis project. After this, include References
for all the citations used in the thesis and then include Appendices (If any) along
with questionnaire (for students using primary data) and data entry of the
variables of all the companies for the study period (for students using secondary
data as in Samjhana's proposal that is provided to you ). And then start to include
the preliminary pages and then write Abstract.

Bikash Shrestha
 62

You should use APA 7th edition style of citation and

References referencing for MBS thesis as per the guidelines by Faculty
of Management, TU.
Ahmad, F., Abbas, T., Latif , S., & Rasheed, A. (2014). Impact of transformational
leadership on employee engagement in telecomunication sectors. Journal
of Management Policy and Practices, 2(4), 11-25.
Alnuaimi, Y. (2022). Impacts of workplace factors on employee engagement in
the public sector. Journal of Organizational Behavior, 8(1), 59-73.
Arero, S. R., & Yusuf, H. S. (2023). Transformational leadership styles and job
satisfaction at higher education institution in Malaysia. Journal of Basic and
Applied Scientific Research, 6(5), 10-23.
Avolio, B., & Bass, B. (2004). Transformational leadership and organizational
culture. The International Journal of Public Administration, 17(3), 541-554.
Babu , I. L., Mohan , A. C., & Manivannan, S. M. (2020). Impact of work culture on
employee engagement. Test Engineering and Management, 83(3), 58-64.
Bass, B. M., & Riggo, S. (2006). From transactional to transformational leadership.
Learning to Share Vision, 7(7), 1-22.
Bhandari , A., & Joshi, C. (2019). Employee engagement: A review of current
literature. Journal of Management, 6(1), 31-44.
Brannon, D., Symer , M. A., Cohn, M., Borchardt, L., Landry, J. A., Jay, G. M., . . .
Walls, C. (1998). A job diagnostic survey of nursing home caregivers:
Implications for job redesign. Gerontologist, 28(2), 246-252.
Deci , E. L., & Ryan, R. M. (1985). IBnitkraisnhsic motivation and self-determination in
human behaviour. Journal of Human Resources, 13(4), 34-56.
Ferrer, J. (2005). Employee engagement : Is it organizatinal commitment renamed?
Victoria university of technology .
Frank , F. D., Finnegan, R. P., & Taylor, C. R. (20024). The race of talent: Retaining
and engaging workers in the 21st century. Human Resources Planning, 27(3),
12-25.
Gagne , M., & Deci, E. L. (2005). Selt-determination theory and work motivation.
Organizational Behavior, 26(4), 331-362.
Gallup, G. (2021). Employee loyalty and engagement in UAE public sector.
Employee Relations and Journal, 35(5), 562-582.
[Link]
Hackman, J. R., & Oldman, G. R. (1976). Motivation through the design of work:
Test of a theory. Organizational Behaviour and Human Performance, 16(6),
250-279.
Hampson, R., & Jowett, S. (2012). Effects of coach leadership and coach-athlete
relationship on collective efficacy. Scandinavian Journal of a Medicine and
Science in Sport, 24(2), 454-460.
Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship
between employee satisfaction, employee engagement, and business
outcomes: A meta analysis. Journal of Applied Psychology, 87(2), 268-279.

Bikash Shrestha
 63

Ibrahim, H., Rodzi, M., & Zin, M. M. (2021). Factors influencing employee
engagement in a financial institution. Annals of Contemporary Development
and HR, 3(1), 33-42.
Ismail, F., Arumugan, A., Kadir, P., & Alhosani, A. H. (2021). Impact of leadership
styles towards employee engagement among Malaysian civil defence force.
International Journal of Business and Society, 22(3), 1188-1210.
[Link]
Karatepe, O. M., & Demir, E. (2014). The effects of job related factors on employee
engagement: The case of frontline employees in hotel industry. International
Journal of Hospitality Management, 37(3), 11-20.
[Link]
Kark, R., Dijk, D., & Vashdi, D. R. (2018). Motivated or demotivated to be creative:
The role of self-regulatory focus in transformatinal and transactionalleadership
processes. Applied Psychology, 67(1), 186-224.
Kazi, A., Baloach, R. A., Khan, N. A., & Mehwish, N. (2019). Employee engagement
and job satisfaction: Evidence from the banking sectors of Pakistan. Pakistan
Journal of Commerce and Social Sciences, 13(1), 1-15.
Khan, M. W., & Altaf, M. (2015). Important dimensions influencing employee
engagement in organizations of Pakistan. Journal of Business Management
Research, 9(10), 270-275.
Kompaso, S., & Sridevi, M. S. (2010). Employee engagement: The key to improving
performance. International Journal of Business and Management, 9(7), 270-
275. Bikash
Krishnavni, V. D., & Karpagaavalli, V. D. (2021). Impact of ledership styles on
employee engagement pre and during Covid-19 in the IT industry: An
exploratory study. International Journal of Management and Social Science,
4(7), 106-115.
Mansoor, F., & Hassan, Z. (2016). Factors influencing employee enganement: A
study on a telecommunication network provider in Maldives. International
Journal pf Accounting and Business Management, 4(1), 50-63.
Mohamed , A. A., Dahie, A. M., & Warsame, A. A. (2018). Factors affecting student
academic performance: Case study from university of Somalia in Mogadishu-
Somalia. Journal of Humanities and Social Science, 23(3), 73-80.
Mowbray , M., Wilkinson, A., & Tse, H. M. (2014). Employee engagement: The
key to improving performance. Journal of Workplace Behaviour Health,
29(4), 279-293. [Link]
Nagesh, P., Kulenur, S., & Shetty, P. (2019). The study on factors affecting employee
engagement. International Journal of Engineering and Technology, 8(6), 426-
430.
Nanjundeswaraswamy, T. S., & Swamy, D. R. (2020). Leadership styles. Journal
of Advances in Management, 7(2), 57-62.
Nguyen , L. T., & Pham, H. T. (2020). Fctors affecting employee engagement at not-
for-profit orgsnizations: A case in Vietnam. Journal of Asian Finance

Bikash Shrestha
 64

Economics and Business, 7(8), 495-507.

[Link]
Niraula, D. (2020). Employee engagement level and its key determinants: A peer
reviewed. Journal of Interdisciplinary Studies, 6(1), 1-16.
Panahbehagh, M., & Hosseini, S. M. (2018). The effect of transactional leadership on
employees attitude by considering the mediating role of psychological
empowerment: Case study Municipality of Karajregion 1. Emerging Science
Journal, 4(1), 208-215.
Schaufeli, W., Salanova, M., Gonzalez, R. V., & Bakker, A. (2002). The
measurement of engagement and burnout: Two sample confirmatory factor
annalytic approach. Journal of Happiness Studies, 3(3), 71-92.
Shrestha, R., & Adhikari , D. (2017). Factors affecting employee engagement: Astudy
on Nepalese banking sectors. Journal of Management and Development
Studies, 1(1), 47-59.
Sibanda, P. (2014). Employee engagement and organizational performance and
invididual. International Journal of Asian Science, 7(1), 88-99.
Silva, M. D., & Iggoda, A. (2021). Factors affecting employee engagement : A study
of abc bank PlC. International Journal of Research Symposiumon HRM, 7(4),
225-231.
Thanh, N. T., & Quang, N. V. (2022). Transformational, transactional, laissez-faire
leadership styles and employee engagement: Evidence from Vietnam's public
sector. SAGE Journals, 3(1), 1-18.
[Link]
Trussa, C., Shantzb, A., & Delbridge, R. (2013). Employee engagement,
organizational performance and individual. The International Journal of
Human Resource Management, 3(9), 1104-1134.
Vijayalakshmi, R., Chandra, D. K., & Soma, P. (2021). Factors influencing employee
engagement in piublic and private sector banks in Chhattisgarh. Jouranal of
Contemporary Issues in Business Government, 27(3), 172-179.
[Link]
Wang, A., & Hu. (2017). Psychological conditions of personal engagement and
disengagement at work. Academy of Management Journal, 33(4), 692-724.
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realizing competitive advantage. Development Dimensions International, 5(3),
1-31.

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 65
If you have organizations also as the population, then it is
Appendices compulsory to display this table either as table or appendix (that
is your choice). It's detail has been written in population and
sample, and sampling design part of research methodology.
Appendix 1
List of construction companies in Bhaktapur (Population of the study)
S.N Name of the construction companies Address
1 Balkot nirman sewa Bhaktapur
2 Bastakoti Construction Bhaktapur
3 Binayak Construction Bhaktapur
4 Chakreshwori nirman sewa pvt. Ltd. Bhaktapur
5 Civil engeneering and construction pvt. Ltd Bhaktapur
6 Dattatraya Construction Co. pvt. Ltd. Bhaktapur
7 Dhruba Nirman Sewa Bhaktapur
8 Dhukuchhu construction pvt. Ltd. Bhaktapur
9 Easy Construction Bhaktapur
10 Gauri Gaun Sallaghari Nirman Sewa Bhaktapur
11 Laghu Kalika Construction pvt. Ltd. Bhaktapur
12 Mahakali Construction Bhaktapur
13 Om Nirman Sewa Bhaktapur
14 Pratiksha & Prativa Nirman Sewa Bhaktapur
15 R. Komal Construction Bhaktapur
16 Ram nirman company pvt. Ltd. Bhaktapur
17 Rico nirman sewa pvt. Ltd Bhaktapur
Bikash
18 Sapneswor construction pvt. Ltd Bhaktapur
19 Sher construction pvt. Ltd Bhaktapur
20 Suwal Nirman Sewa Bhaktapur

Appendices are extra tables and/or figures and

questionnaire which are not suitable to be kept in the main
body of the dissertation.

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 66
If organization is also the sample, then it is compulsory to
display this as either table or appendix (that is your choice).
Appendix 2 It's detail has been stated in population and sample, and
sampling design part in detail
List of sample companies
S.N Name of the construction companies Address
1 Chakreshwori nirman sewa pvt. Ltd. Bhaktapur
2 Civil engeneering and construction pvt. Ltd Bhaktapur
3 Dhukuchhu construction pvt. Ltd. Bhaktapur
4 Rico nirman sewa pvt. Ltd Bhaktapur
5 Sapneswor construction pvt. Ltd Bhaktapur
6 Sher construction pvt. Ltd Bhaktapur

Bikash

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Appendix 3
Questionnaire of the
study Dear Sir/Madam,
I am a student of BBA at Public Youth Campus and undertaking a research work on
the title of “Leadership Styles and Employee Engagement: A Study in Construction
Companies within Bhaktapur District”. You are kindly requested to fill up the
following questionnaire according to what takes place in your work environment.
Your honest opinion is extremely valuable for completing this research. All answer to
questions will be treated confidentially.
Regards,
Anisha
Lamsal

General background

1. Gender: a. Male b. Female

2. Age group: a. Below 30 b. Above 30
3. Academic qualification: a. Illiterate b. Intermediate
c. Bachelor d. Master degree
4. Monthly income level ([Link] 000) B: [Link] he l o w 20 b. 20-30
b. Above 30

Basic and variables related information

Responses
S. No. Questions
yes No
Do you feel that your supervisor values your contributions and
5
listens to your concern?
Are you provided with clear expectations and goals in a
6
company?
Have you received adequate safety and training and equipment
7
to perform your job safely?
Are you encouraged to share ideas and suggestions for
8
improving work processes?
9 Does your supervisor provide incentives to you?

10. Which of the following factors promotes you to be engaged in a company?

(Multiple answers accepted)
 Strong leadership influences the most.
 Intrinsic and extrinsic rewards
 Ensuring a safety and healthy work environment fosters dedication.
 Strong sense of teamwork and cooperation among colleagues.

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 68

11. which of the features influences your engagement in a company? Please rank
them in order of importance where 1 is important and 4 is less important.
Effective leaderships Recognition
and appreciation Well-being
support
Training and development

This questionnaire is used to describe the employee engagement. As you read through the
questions, please tick the one that reflects you. Use the following rating scales.
The 5-point measurement scale with explanation is below:
1 2 3 4 5

Strongly disagree Disagree Neutral Agree Strongly Agree

S. No Items 1 2 3 4 5
12 Transformational Leadership
12.1 feel inspired by my supervisor.
12.2My leader shows confidence and power.
am satisfied with quality communication from my
12.3
supervisor. Bikash
13 Transactional Leadership 1 2 3 4 5
13.1My leader provides support in exchange of my effort.
My leader directs my attention towards failures to meet
13.2
standards.
feel motivated to perform well when my employer
13.3
recognizes my achievements.
14 Laissez-Faire Leadership 1 2 3 4 5
often have to figure things out on my own because my
14.1
supervisor is hands-off.
My supervisor rarely provides guidance or direction to
14.2
me.
14.3 often make decisions without much input or direction.
15 Employee engagement 1 2 3 4 5
15.1When I get up in the morning, I feel like going to work.
15.2 can continue working for very long periods at a time.
15.3At my job, I feel strong and vigorous.

You need to cite the Likert scale items for the variables depicted in framework in nature and sources
of data section, if questionnaire method is used and each variable must have at least 3 items.

This is how
you need to
cite in nature
and sources
of variable
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Appendix 4

Gender of the respondents in frequency

This figure is developed from the Table 3. This is not

compulsory, but you will understand what are included in
Appendix. Either, you display this figure in Chapter III and
its Table in Appendix, this is your choice. But, do not
display both the table and figure of same information in
Chapter III. Bikash

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Appendix 5

Age group of the respondents in frequency

Bikash

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Appendix 6

Academic qualification of the respondents in frequency

Bikash

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Appendix 7

Monthly income of the respondents

Bikash

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 Additional 73
materials
Learning APA 7th edition citation for books and journal articles

Bikas
h

Parenthetic citation means citing at the end of the sentence and Narrative

citation means citing at the beginning of the sentence.

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Learning referencing books and journal articles

Bikas
h

Bikash Shrestha
 75

Bikash

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Reviewing Journal Articles

Write review of each article in at least 200-250 words in two paragraphs with narrative
citation at the beginning of the sentence as in the formats followed by past tense verbs
such as investigated, analyzed, exhibited, elaborated etc. You must review at least 25
journal articles for the MBS theses with the same dependent variables in all the
articles. In this format, this student has reviewed only 12 articles.

Do not include other citations inside the paragraph of the review of the article.

Bikas
h

While writing the review of theory, also start with narrative citation,

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Practice data entry of questionnaire and Coding

CN GEN AG AQ MIL Q5 Q6 Q7 Q8 Q9 10.1 10.2 10.3 10.4 11.1 11.2 11.3 11.4 TFL1 TFL2 TFL3 TSL1 TSL2 TSL3 LFL1 LFL2 LFL3 EE1 EE2 EE3 TFL TSL LFL EE

1 1 2 1 2 1 1 1 2 1 1 0 1 0 2 4 3 1 4 3 3 3 4 3 3 2 2 3 3 3 3.33 3.33 2.33 3.00

2 1 2 2 3 1 1 2 2 1 0 1 0 1 2 3 1 4 3 3 1 4 3 3 2 3 2 3 3 3 2.33 3.33 2.33 3.00
3 2 2 3 1 2 1 1 2 1 0 1 0 1 2 1 3 4 4 5 3 4 4 4 1 3 2 3 2 5 4.00 4.00 2.00 3.33
4 1 1 1 2 2 2 1 2 1 0 1 0 0 2 1 4 3 4 3 3 4 3 4 3 3 1 2 2 3 3.33 3.67 2.33 2.33

1. CN-Code No of the respondents. Since there are 137 sample in this study it starts from 1 to 137. This has shown data entry of 4
respondents only. Do the data entry of all the respondents in similar way.
2. GEN- Gender, 1 means male and 2 means female
3. AG-Age group, 1 means Below 30, 2 means Above 30
4. AQ-Academic qualification, 0 means illiterate, 1 means intermediate, 2 means Bachelors and 3 means Masters
5. MIL-Monthly income level, 1 means Below 20K, 2 means 20-30K and 3 means Above 30K
Bikash
6. Q5-Q9-1 means Yes and 2 means No
7. Q10.1-Q10.4-1 means ticked and 0 means not ticked
8. Q11.1-Q11.4-1 means rank 1, 2 means rank 2, 3 means rank 3 and 4 means rank 4
9. TFL1, TFL2, TFL3, TSL1, TSL2, TSL3, LFL1, LFL2, LFL3, EE1, EE2, EE3-1 means Strongly Disagree, 2 means Disagree, 3 means
Neither agree nor disagree, 4 means Agree, and 5 means Strongly Agree
10. TFL-Average of TFL1, TFL2 and TFL 3 for each respondent. This is X1
11. TSL-Average of TSL1, TSL2 and TSL3 for each respondent. This is X2
12. LFL-Average of LFL1, LFL2 and LFL3 for each respondent. This is X3
13. EE-Average of EE1, EE2 and EE3 for each respondent. This is Y
14. These X1, X2, X3 and Y are the major variables and perform correlation and regression analysis from these variables.

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Correlation analysis output

Instead of three correlation analysis tables, Table 21, 22 and 23 i..e., relationship of X1 and
Y, X2 and Y, and X3 and Y, we can also display one integrated correlation analysis table
as given between X1, X2, X3 and Y.

Bikas
h

Integrated correlation table

Variables TFL TSL LFL EE

Pearson
Correlati
on
TFL Sig. (2-tailed) 1
Pearson .778
Correlati *
on *
TSL Sig. (2-tailed) 0.00 1
1
Pearson 0.13 0
Correlati 4
on
LFL Sig. (2-tailed) 0.11 0 1
9
Pearson .187 . .
Correlati *
on
EE Sig. (2-tailed) 0.02 0 0 1
9
 Rejected at Rejected at Rejected at
Hypotheses result 0.05 level 0.05 level 0.01 level

** Correlation is significant at the 0.01 level (2-tailed). * Correlation is significant at the 0.05 level (2-tailed).
 71

Regression analysis output

Instead of displaying three different tables, Table 27, 28 and 29 for analyzing the effect of
X2 on Y, we can also display one integrated table of regression analysis.

Bikas
h

Integrated regression result

Unstandardized
Coefficients a Coefficients T Sig. F Sig. Model Adj. R
result Square
B Std. Error
(Constant) 2.217 0.265 8.37 0.001 Model is
TSL 0.195 0.081 2.395 0.018 5.734 0.018 fit 0.034
Hypotheses result: Null hypotheses rejected at 0.05 level
a Dependent Variable: Employee engagement

You can also develop similar integrated table for Table 24, 25 and 26 and Table 30, 31,
32 to analyze the effect of X1 on Y and X3 on Y. Alternatively, you can also develop
Multiple regression analysis table instead of three integrated tables for
Y=a+b1x1+b2x2+b3x3+e
Bikash Shrestha