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Impact of extrinsic rewards on job satisfaction of banking sector employees
(Faculty of Management, 2026-02) Shrestha, Pradip; Sita Dhital
This paper explores the effect of extrinsic rewards on job satisfaction upon employees of the banking industry in Kathmandu Valley. This is because the objectives of the study are to identify intrinsic rewards, assessing the correlation between extrinsic rewards and job satisfaction, and examining the effect of extrinsic rewards that include salary pay, bonuses, fringe benefits, and promotion. A descriptive and analytic research design was embraced with the use of primary data of 390 respondents who were purposely sampled using a structured Likert-scale questionnaire. The correlation and regression were used in the analysis. Results showed that there were high levels of satisfaction on salary, bonuses, fringe benefits, and promotion, and the grand means were more than 4.30 with low standard deviations implying that there was consistency in the responses. Nevertheless, correlation analysis showed that fringe benefits only showed statistically significant yet weak negative correlation with job satisfaction. This result was confirmed by regression analysis, which indicated a borderline significant and weak negative significant effect of fringe benefits, and no significant effect of salary, bonus, and promotion. These findings indicate that extrinsic rewards cannot be an important determinant of job satisfaction.
Leadership style and employee turnoverIntention in star hotels in Kathmandu valley
(Faculty of Management, 2026-01) Lamsal, Parmila; Dhurba Subedi
This study examines the relationship between leadership styles and employee turnover intention in star hotels of Kathmandu Valley. It looks at four influential leadership styles-transformational, transactional, democratic, and servant leadership-and the impact of these various styles on employees' intentions to leave their organizations. The results indicate that employees perceive transformational leadership as the most dominant style, followed closely by servant, transactional, and democratic leadership reflecting the current status of leadership practices in the selected hotels. Employee turnover intention was at a moderate level, showing that while employees consider leaving, and a considerable proportion remains committed to their organizations. The correlation analysis revealed that all four styles of leadership are significantly related to employee turnover intention, demonstrating that the leadership behaviors greatly influence employees' decisions about either continuing or quitting. Among the leadership styles identified, transformational and servant leadership displayed the greatest significance for the intention to leave, thus playing a pivotal role in determining the attitude of employees towards the hotel industry. On the other hand, the leadership styles of transactional and democratic leadership played a role in determining the intention to leave, though they played less significant roles compared to the others. The result confirmed that the leadership styles identified have a highly significant joint effect on employee intention to leave the job. The above findings highlight the significance of understanding the impact of varying leadership styles on employee retention for star hotels. By shifting the focus on leadership practices, the management of hotels can deal with the issue of employee turnover, which is crucial for the stabilization of the organization and employee commitment. This particular study clearly establishes the significance of leadership styles as a crucial factor that determines employee turnover intentions.
Impact of human resource management practices on employee turnover and performance
(Faculty of Management, 2026-02) Bhattarai, Pramod; Dinesh Basnet
In modern cutthroat environment, corporate civic conduct regarding the company has grown to be a valuable asset. This research concentrates on staff actions regarding the achievement of their company and methods for human resources development in the education industry. The investigation's primary goal was to examine how staff efficiency and disengagement are affected by HRD methods. The study's aim is both causally comparison and illustrative. Answer’s was gathered using a closed-ended, standardized interview. A portion of the surveys was provided through Google Docs, while the other portion was delivered in person to the intended recipients. For this research, 400 answers overall were gathered. The gathered data was analyzed using models of structural equations and statistical methods. This information was analyzed using the statistical program SPSS v.23. Encouragement, educational opportunities, pay and perks, and opinions about the management were included in the investigation as distinct factors that represented HRM methods. The investigation's conclusions demonstrate that HRM methods have a favorable and noteworthy effect on the elements under question. According to the investigation, merely employing workers with strong academic credentials is insufficient for the company; they must additionally to be developed in accordance with its specifications. When workers feel that the company is supporting them, their mental wellness improves, volatility is reduced, and their output improves as a result. Numerous employee-related problems in a company may be resolved by having a positive connection between employers and employees. Employees feel more accountable to the company when they believe their work is valued and acknowledged, which eventually helps the company.