CHAPTER FOUR

DATA PRESENTATION, ANALYSIS, AND INTERPRETATION

4.0 INTRODUCTION
This chapter represents demographic variables of respondents using tables and charts for further
classifications of data collection. Then data presentation and analysis under this heading was presented using
the complete research data found from the target population, major findings will be presented in terms of
statement of narration and tabular and conclude discussions by interpreting findings.

4.1 DEMOGRAPHIC CHARACTERISTICS OF THE RESPONDENTS

This section of the study presents the background information of the research respondents those who
participated in the study. The shape of the demographic characteristics is comprised to the gender, age,
marital status, education and occupations.

General information of the respondents

Table 4.1.1: Shows Classification of Respondents by the Gender of the respondents
Gender of the respondents
Frequency Percent Valid Cumulative
Percent Percent
Male 46 65.7 65.7 65.7
Valid Female 24 34.3 34.3 100.0
Total 70 100.0 100.0
Source: primary data

Table 4.1.1 Table above shows that 65.7% of the respondents were Male while 34.3% were female. This
obviously shows that the most participants of the research were male.

Figure of 4.1.1 gender of the respondents

Table 4.1.2: Shows Classification of Respondents by the Age of the respondents

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 Age of the respondents
Frequency Percent Valid Cumulative
Percent Percent
20-30 22 31.4 31.4 31.4
31-40 30 42.9 42.9 74.3
Valid 41-50 14 20.0 20.0 94.3
above 50 4 5.7 5.7 100.0
Total 70 100.0 100.0
Source: primary data
Table 4.1.2: Table above shows that respondents were asked about their age and respondents revealed
31.9% of total respondents aged between 20-30 years, while 42.9% of the respondents aged between 31-40
years and 20% of the respondents aged between 41-50 years, while 5.7% aged above 50 years.

This obviously shows that the most participants of the research were 31-40.

Figure of 4.1.2 age of the respondents.

Table 4.1.3: Shows Classification of Respondents by the marital status of the respondents
Marital status of the respondents
Frequency Percent Valid Cumulative
Percent Percent
Valid single 23 32.9 32.9 32.9

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 married 30 42.9 42.9 75.7
divorced 14 20.0 20.0 95.7
widowed 3 4.3 4.3 100.0
Total 70 100.0 100.0
Source: primary data
Table 4.1.3 Table above shows that 32.9% of the respondents were single, 42.9% married, 20% were
divorced, while 4.3% were widowed. This table shows that the most participants of the research were
married.

Figure of 4.1.3 marital status of the respondents.

Table 4.1.4: Shows Classification of Respondents by educational level of the respondents

Educational level of the respondents
Frequency Percent Valid Cumulative
Percent Percent

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 secondary
8 11.4 11.4 11.4
level
bachelor level 38 54.3 54.3 65.7
Valid master level 17 24.3 24.3 90.0
PHD level 1 1.4 1.4 91.4
other level 6 8.6 8.6 100.0
Total 70 100.0 100.0
Source: primary data
Table 4.1.4 Table above shows that respondents were asked about their educational level and respondents
revealed that 11.4% of total respondents were secondary level, while 54.3% of the respondents were
bachelor level and 24.3% of the respondents were master degree level, 1.4% of the respondents were PHD,
and 8.6% of the respondents were selected other levels. This shows that the most participants of the research
were Bachelor.

Figure of 4.1.4 educational level of the respondent

Table 4.1.5: Shows Classification of Respondents by the occupation of the respondents.

Occupation of the respondents
Frequency Percent Valid Cumulative
Percent Percent
employee 57 81.4 81.4 81.4
Valid manager 13 18.6 18.6 100.0
Total 70 100.0 100.0
Source: primary data

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Table 4.1.5 Table above shows that respondents were asked about their Occupation and respondents
revealed that 81.4% of total respondents were employee, while 18.6% of the respondents were Managers.
This table shows that the most participants of the research were employees.

Figure of 4.1.5 occupation of the respondents.

4.2 The impact of salary and employee job satisfaction

Table 4.2.1: Below shows the answers of respondents asked questions about the impact of
salary and employee job satisfaction
Question1
Frequency Percent Valid Cumulative
Percent Percent
Valid strongly agree 22 31.4 31.4 31.4
Agree 36 51.4 51.4 82.9
Neutral 2 2.9 2.9 85.7
Disagree 7 10.0 10.0 95.7

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 strongly
3 4.3 4.3 100.0
disagree
Total 70 100.0 100.0
Source: primary data
Table 4.2.1 Table Above Shows that respondents were asked that Salary improves Job satisfaction
effectiveness and efficiency in the work 31.4% that they strongly agreed, 51.4% Agreed, 2.9% were
Neutral, 10% Disagree while 4.3% Strongly Disagreed.
This table obviously shows that the most participants of that research were selected agree.

Figure of 4.2.1

Table 4.2.2: Below shows the answers of respondents asked questions about the impact of
salary and employee job satisfaction
Question2
Frequency Percent Valid Cumulative
Percent Percent
strongly agree 31 44.3 44.3 44.3
Agree 23 32.9 32.9 77.1
Neutral 4 5.7 5.7 82.9
Valid Disagree 7 10.0 10.0 92.9
strongly
5 7.1 7.1 100.0
disagree
Total 70 100.0 100.0
Source: primary data
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Table 4.2.2 Table Above Shows that respondents were asked that Salary promotes Job satisfaction public
confidence and trust which increases community satisfaction 44.3% that they strongly agreed, 32.9%
Agreed, 5.7% were Neutral, 10% Disagree while 7.1% Strongly Disagreed.
This table obviously shows that the most participants of that research were selected strongly agree.

Figure of 4.2.2

Table 4.2.3: Below shows the answers of respondents asked questions about the impact of
salary and employee job satisfaction
Question3
Frequency Percent Valid Cumulative
Percent Percent
strongly agree 25 35.7 35.7 35.7
Agree 33 47.1 47.1 82.9
Neutral 1 1.4 1.4 84.3
Valid Disagree 7 10.0 10.0 94.3
strongly
4 5.7 5.7 100.0
disagree
Total 70 100.0 100.0
Source: primary data

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Table 4.2.3 Table Above Shows that respondents were asked that Salary prevents misuse of authority and
encourages job satisfaction 35.7% that they strongly agreed, 47.1% Agreed, 1.4% were Neutral, 10%
Disagree while 5.7% Strongly Disagreed.
This table obviously shows that the most participants of that research were selected agree.

Figure of 4.2.3

Table 4.2.4: Below shows the answers of respondents asked questions about the impact of
salary and employee job satisfaction
Question4
Frequency Percent Valid Cumulative
Percent Percent
strongly agree 28 40.0 40.0 40.0
Agree 16 22.9 22.9 62.9
Neutral 5 7.1 7.1 70.0
Valid Disagree 20 28.6 28.6 98.6
strongly
1 1.4 1.4 100.0
disagree
Total 70 100.0 100.0
Source: primary data
Table 4.2.4 Table Above Shows that respondents were asked that Salary contributes job satisfaction and
strengthening of work 40% that they strongly agreed, 22.9% Agreed, 7.1% were Neutral, 28.6% Disagree
while 1.4% Strongly Disagreed.

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This table obviously shows that the most participants of that research were selected strongly agree.

Figure of 4.2.4

Table 4.2.5: Below shows the answers of respondents asked questions about the impact of
salary and employee job satisfaction
Question5
Frequency Percent Valid Cumulative
Percent Percent
strongly agree 20 28.6 28.6 28.6
Agree 32 45.7 45.7 74.3
Neutral 3 4.3 4.3 78.6
Valid Disagree 13 18.6 18.6 97.1
strongly
2 2.9 2.9 100.0
disagree
Total 70 100.0 100.0
Source: primary data
Table 4.2.5 Table Above Shows that respondents were asked that Salary promotes job satisfaction, check
and balance within public and private institutions 28.6% that they strongly agreed, 45.7% Agreed, 4.3%
were Neutral, 18.6% Disagree while 2.9% Strongly Disagreed.
This table obviously shows that the most participants of that research were selected agree.

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 Figure of 4.2.5

4.3 The impact of salary and

employee training
Table 4.3.1: Below shows the
answers of respondents asked
questions about the impact of
salary and employee training
Question
Frequency Pe

strongly agree 18
Agree 36
Neutral 6
Valid Disagree 7
strongly
3
disagree
Total 70
Source: primary data
Table 4.3.1 Table above Shows that respondents were asked that 25.7% that they strongly agreed, 51.4%
Agreed, 8.6% were Neutral, 10% Disagree and while 3.3% strongly Disagreed.
This table obviously shows that the most participants of that research were selected agree.

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Figure of 4.3.1

Table 4.3.2: Below shows the answers of respondents asked questions about the impact of
salary and employee training
Questtion7
Frequency Percent Valid Cumulative
Percent Percent
strongly agree 23 32.9 32.9 32.9
Agree 30 42.9 42.9 75.7
Neutral 7 10.0 10.0 85.7
Valid Disagree 7 10.0 10.0 95.7
strongly
3 4.3 4.3 100.0
disagree
Total 70 100.0 100.0
Source: primary data
Table 4.3.2 Table above Shows that respondents were asked that Salary creates transparency on employee
training in work place 32.9% that they strongly agreed, 42.9% Agreed, 10% were Neutral, 4.3% Disagree
and while 3.3% strongly Disagreed.
This table obviously shows that the most participants of that research were selected agree.

Figure of 4.3.2

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Table 4.3.3: Below shows the answers of respondents asked questions about the impact of
salary and employee training
Question8
Frequency Percent Valid Cumulative
Percent Percent
strongly agree 37 52.9 52.9 52.9
Agree 22 31.4 31.4 84.3
Neutral 1 1.4 1.4 85.7
Valid Disagree 8 11.4 11.4 97.1
strongly
2 2.9 2.9 100.0
disagree
Total 70 100.0 100.0
Source: primary data
Table 4.3.3 Table above Shows that respondents were asked that Salary contributes minimizing corruption
within the work place by using employee training 52.9% that they strongly agreed, 31.4% Agreed, 1.4%
were Neutral, 11.4% Disagree and while 2.9% strongly Disagreed.
This table obviously shows that the most participants of that research were selected strongly agree.

Figure of 4.3.3

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Table 4.3.4: Below shows the answers of respondents asked questions about the impact of
salary and employee training
Question9
Frequency Percent Valid Cumulative
Percent Percent
strongly agree 39 55.7 55.7 55.7
Agree 11 15.7 15.7 71.4
Neutral 9 12.9 12.9 84.3
Valid Disagree 7 10.0 10.0 94.3
strongly
4 5.7 5.7 100.0
disagree
Total 70 100.0 100.0
Source: primary data
Table 4.3.4 Table above Shows that respondents were asked that Salary gives power on employee training
to develop vision of that institution 55.7% that they strongly agreed, 15.7% Agreed, 12.9% were Neutral,
10% Disagree and while 5.7% strongly Disagreed.
This table obviously shows that the most participants of that research were selected strongly agree.

Figure of 4.3.4

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Table 4.3.5: Below shows the answers of respondents asked questions about the impact of
salary and employee training
Question10
Frequency Percent Valid Cumulative
Percent Percent
strongly agree 16 22.9 22.9 22.9
Agree 32 45.7 45.7 68.6
Neutral 2 2.9 2.9 71.4
Valid Disagree 13 18.6 18.6 90.0
strongly
7 10.0 10.0 100.0
disagree
Total 70 100.0 100.0
Source: primary data
Table 4.3.5 Table above Shows that respondents were asked that Salary creates favourable climate for
providing employee training and stable of work 22.9% that they strongly agreed, 45.7% Agreed, 2.9%
were Neutral, 18.6% Disagree and while 10% strongly Disagreed.
This table obviously shows that the most participants of that research were selected agree.

Figure of 4.3.5

Table 4.4.1: Below shows the answers of respondents asked questions about the impact of
salary and employee working environment and condition
Question11
14
 Frequency Percent Valid Cumulative
Percent Percent
strongly agree 11 15.7 15.7 15.7
Agree 35 50.0 50.0 65.7
Neutral 1 1.4 1.4 67.1
Valid Disagree 18 25.7 25.7 92.9
strongly
5 7.1 7.1 100.0
disagree
Total 70 100.0 100.0
Source: primary data
Table 4.4.1 Table above Shows that respondents were asked that Salary can promote employee working
environment and employee’s health 15.7% that they strongly agreed, 50% Agreed, 1.4% were Neutral,
25.7% Disagree and while 7.1% strongly Disagreed.
This table obviously shows that the most participants of that research were selected agree.

Figure of 4.4.1

Table 4.4.2: Below shows the answers of respondents asked questions about the impact of
salary and employee working environment and condition
Question12
Frequency Percent Valid Cumulative
Percent Percent

15
 strongly agree 10 14.3 14.3 14.3
Agree 40 57.1 57.1 71.4
Neutral 5 7.1 7.1 78.6
Valid Disagree 14 20.0 20.0 98.6
strongly
1 1.4 1.4 100.0
disagree
Total 70 100.0 100.0
Source: primary data
Table 4.4.2 Table above Shows that respondents were asked that Salary may contribute existence of
institutions and employee working environment 14.3% that they strongly agreed, 57.1% Agreed, 7.1%
were Neutral, 20% Disagree and while 1.4% strongly disagreed.
This table obviously shows that the most participants of that research were selected agree.

Figure of 4.4.2

Table 4.4.3: Below shows the answers of respondents asked questions about the impact of
salary and employee working environment and condition
Question13
Frequency Percent Valid Cumulative
Percent Percent
Valid strongly agree 17 24.3 24.3 24.3
Agree 26 37.1 37.1 61.4
Neutral 5 7.1 7.1 68.6
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 Disagree 16 22.9 22.9 91.4
strongly
6 8.6 8.6 100.0
disagree
Total 70 100.0 100.0
Source: primary data

Table 4.4.3 Table above Shows that respondents were asked that Salary may lead to have employee
working environment and condition 24.3% that they strongly agreed, 37.1% Agreed, 7.1% were Neutral,
22.9% Disagree and while 8.6% strongly disagreed.
This table obviously shows that the most participants of that research were selected agree.

Figure of 4.4.3

Table 4.4.4: Below shows the answers of respondents asked questions about the impact of
salary and employee working environment and condition
Question14
Frequency Percent Valid Cumulative
Percent Percent
Valid strongly agree 32 45.7 45.7 45.7
Agree 14 20.0 20.0 65.7
Neutral 1 1.4 1.4 67.1
Disagree 14 20.0 20.0 87.1
strongly 9 12.9 12.9 100.0
disagree

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 Total 70 100.0 100.0
Source: primary data

Table 4.4.4 Table above Shows that respondents were asked that Salary can bargain with each other by
considering employee working environment and condition 45.7% that they strongly agreed, 20% Agreed,
1.4% were Neutral, 20% Disagree and while 12.9% strongly disagreed.
This table obviously shows that the most participants of that research were selected strongly agree.

Figure of 4.4.4

Table 4.4.5: Below shows the answers of respondents asked questions about the impact of
salary and employee working environment and condition
Question15
Frequency Percent Valid Cumulative
Percent Percent
strongly agree 11 15.7 15.7 15.7
Agree 38 54.3 54.3 70.0
Neutral 2 2.9 2.9 72.9
Valid Disagree 13 18.6 18.6 91.4
strongly
6 8.6 8.6 100.0
disagree
Total 70 100.0 100.0
Source: primary data

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Table 4.4.5 Table above Shows that respondents were asked that Salary can bargain with each other by
considering employee working environment and condition 15.7% that they strongly agreed, 54.3%
Agreed, 2.9% were Neutral, 18.6% Disagree and while 8.6% strongly disagreed.
This table obviously shows that the most participants of that research were selected agree.

Figure of 4.4.5

CHAPTER FIVE
DISCUSSION OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
5.0 INTRODUCTION
This chapter contains four sections: First section; the main results of the study, the second section;
conclusion, and the third section; recommendations based on objectives and fourth section recommendations
the for future researchers.

5.1 DISCUSSION OF THE FINDINGS

This chapter summarizes the results of the study and methods followed to achieve it.

This chapter discusses the results of analysis of the questionnaire. It highlights objectives of the study and
the finding of each objective from the respondents and interpreting it to the researcher’s view and to the
context of previous researches (literature).

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5.1.1 To find out the role of foreign support on providing technical and capacity building
assistance for institutions in Mogadishu-Somalia
The first objective of this research was to find out the impact of salary on employee job satisfaction in
Mogadishu-Somalia. Data analysis and interpretation relating to this objective revealed that the most
respondents in the study agreed.

Table 4.2.1 Table Above Shows that respondents were asked that Salary improves Job satisfaction
effectiveness and efficiency in the work 31.4% that they agreed, 51.4% strongly Agreed, 2.9% were
Neutral, 10% Disagree while 4.3% Strongly Disagreed.
This table obviously shows that the most participants of that research were selected agree.
Job Satisfaction: Job satisfaction is the favourableness or un-favourableness with which employees view
their work. As with motivation, it is affected by the environment. Job satisfaction is impacted by job design.
Jobs that are rich in positive behavioural elements- such as autonomy, task identity, task significance and
feedback contribute to employee’s satisfaction. Fallowing these points come under this category Job design,
Task identity, Recognition, Responsibility, Empowerment, Quantity of task, difficult level of task [ CITATION
Ala121 \l 2057 ].

5.1.2 to exam the impact of salary on employee training in Mogadishu-Somalia

The second objective of the study was to exam the impact of salary on employee training in Mogadishu-
Somalia. Data collection and interpretation relating to this objective revealed that the common of the
respondents agreed.

Table 4.3.1 Table above Shows that respondents were asked that 25.7% that they strongly agreed, 51.4%
Agreed, 8.6% were Neutral, 10% Disagree and while 3.3% strongly disagreed.
This table obviously shows that the most participants of that research were selected agree.
Effective training has the potential to provide a range of benefit for a business: Higher quality Better
productivity Improved motivation through greater empowerment more flexibility through better skills less
supervision required (cost saving in supervision) Better recruitment and employee retention Easier to
implement change in the business. Identify the skills and abilities needed by employees. Training your
employees is an inevitable task in your organization. You have to keep up with industry standards, on board
new hires, demonstrate how to use the coffee machine the list goes on.[ CITATION Noo19 \l 2057 ].

5.1.3 To investigate the impact of salary on employee working environment and condition in
Mogadishu-Somalia
The third objective of the study was to investigate the impact of salary on employee working environment and
condition in Mogadishu-Somalia. Data analysis and results relating to this objective revealed the following
findings. It exposed that the greater part of the respondents agreed.

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Table 4.4.2 Table above Shows that respondents were asked that Salary may contribute existence of
institutions and employee working environment 14.3% that they strongly agreed, 57.1% Agreed, 7.1%
were Neutral, 20% Disagree and while 1.4% strongly disagreed.
This table obviously shows that the most participants of that research were selected agree.
Working Environment & Condition Employees are highly motivated with good working conditions as they
provide a feeling of safety, comfort and motivation. On contrary, poor working condition brings out a fear of
bad health in employees. The more comfortable the working environment is more productive will be the
employees. Fallowing these points come under this category: Feeling safe and comfort in working
environment. Tools and equipment. Working methods Security guards and parking facility. Well ventilated
with good light fans and air- conditioning. Neat and clean office place, rest area and washrooms [ CITATION
Ala122 \l 2057 ].

5.2 CONCLUSION
Every institutions, be it public or private, must established to achieve certain define objectives. Thus, the
success or otherwise of an institutions to an extent is usually determine by the effective salary in the
employee performance. Communication breakdown, differences in knowledge, heterogeneity of the
workforce, competition for position, etc. which can affect salary. Employee performance in this guise forms
an integral part of any government that wants to succeed because if not well taking care of, institutions may
be heading towards doom in terms of its performance. For performance to be managed effectively in
government, an appropriate performance style has to be adopted in order to curb the menace.

The study used survey design in collecting primary data by the researcher using questionnaires as research
instrument.

The study targeted a population of 85 respondents; the sample consists of 70 respondents from the ministry
of youth and sports of Somalia: All 70 respondents completely answered. Data gathered was analysed with
descriptive statistics using SPSS software.

5.3 RECOMMENDATIONS
1. The political parts and universities are recommended to regularly improve the skills of the
students by providing them regular training about employee performance.
2. The government must set a policy that can contribute to educate everyone.
3. The government must encourage export companies to carry out more employee.
4. The government must create industry that may lead to get everyone a job.
5. The government must ensure their expenditure about employee.
6. Public and private companies must encourage their employee by rewarding and promotion

Finally, the researcher recommends further research on this topic because it has a substantial effect in overall
life of the society and this study focuses on some area which is very limited.

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