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0 INTRODUCTION Employees perceptions of fairness in organizational settings, also known as organisational justice, influence their attitudes and behaviour and consequently their performance and the organisations success. The degree of fair treatment compared to others received by employees has been proposed to influence their performance which may include their intention to stay or leave the organization. Although companies spend millions of dollars each year in their attempts to comply with fair employment laws, many firms continue to have problems with employees who perceive unfair treatment in employment practices (Lemons & Jones, 2001). Previous research shows the importance of different dimensions of organizational justice and its relationship with pay satisfaction, job satisfaction, commitment and turnover intention. The present study is focused on perception of organizational justice in terms of its three main part; distributive justice, procedural justice and interactional justice and its impact on organizational commitment. There are three types of organisational justice which have different impact. The first type is distributive justice which refers to the perceived fairness of the outcomes employees receive. Second type of organisational justice is procedural justice. It describes the perceived fairness of the means used to determine those outcomes. Meanwhile the third type of organisational justice which is interactional justice will perceive fairness of the process that leads to outcomes. All three types of justice may give different impact on employees commitment. Therefore, this study is conducted to determine the relationship between employees perceptions on organisational justice and employees commitment, the type of organisational justice that give the biggest impact on employees commitment, and how do employees attempt to create fair policies or procedure in workplace.

2.0 RESEARCH OBJECTIVES The research project is conduct to explore and investigate the following: i. ii. iii. Degree of employees perception on organizational justice Level of employees commitment towards the organization Relationship between organizational justice and organizational commitment

3.0 RESEARCH QUESTIONS This study address three research questions which as follows: i. ii. iii. What is the degree of employees perception on organizational justice? What is the level of employees commitment towards the organization? What is the relationship between organizational justice and organizational commitment?

4.0 SCOPE OF STUDY Generally there are many factors that influence employees commitment towards the organization, it includes compensation, environment, emotional intelligence (EI), organizational justice and others. Amongst all of the factors, one of them is organizational justice. Organisational justice concerned with peoples fairness perceptions in their employment relationship. These perceptions will directly influence their commitment in that particular organization. Therefore, this research study will focus on organizational justice as in the employees fairness perceptions and its impact on organizational commitment.

5.0 RATIONALE OF STUDY From researchers observation, workers in Pertubuhan Peladang Negeri Perak always have talked regarding organizational justice and the way they perceived organizational justice is different from one another. Their different perception will directly influence their commitment in the organization. Therefore, this research study is conducted to determine the relationship between the perceived organizational justice and organizational commitment.

6.0 SIGNIFICANT OF STUDY As the research study focused on the relationship between organizational justice and organizational commitment, thus this study tries to encourage workers to be more committed towards their job. It is because the top management may use this research to determine how workers perceived organizational justice in Pertubuhan Peladang Negeri Perak and how it will influence organizational commitment. Organizational justice is clearly related to organizational commitment, therefore the top management may plan the strategy which will lead to justice. Other than that, this study will add to the existing literature regarding organizational justice and organizational commitment. It can be used as the secondary resources for the future research.

7.0 DEFINITION OF TERMS From the previous studies, many researchers had different perception in defining organizational justice. According to Byrne and Cropanzano (2001), organizational justice is an area of psychological inquiry that focuses on perceptions of fairness in the workplace. It is the psychology of justice applied to organizational settings.

Meanwhile, Greenberg (1990) defined organizational justice as the examination of fairness within organizational parameters and emerges through work in social psychology focused at insight at fairness aspects in social interactions. In addition, James (1993) defined organizational justice as staff perceptions of fairness of treatment received from an organization and their behavioral reaction to such perceptions. Organizational justice was divided into three categories: distributive justice, procedural justice and interactional justice. Distributive justice refers to the perceived fairness of the outcomes employees receive (Lam, Schaubroeck, & Aryee, 2002). Alexander and Ruderman, (1987) defined distributive justice as the perceived fairness of the allocation of resources by the organization, meanwhile Klendauer and Deller (2009) defined distributive justice as the perception of outcomes that are consistent with implicit norms for allocation. The second category of organizational justice is procedural justice. Different from distributive justice, procedural justice focus on the fairness of the process that leads to the outcome. According to Alexander and Ruderman (1987), procedural justice refers to the perceived fairness of the process used to make allocation decisions. Meanwhile Lam, Schaubroeck and Aryee (2002) defined procedural justice as the perceived fairness of the means used to determine those outcomes. Another definition of procedural justice by Folger and Cropanzano (1998) defined it as the perceptions of fairness regarding the methods, mechanisms, and processes used to determine these outcomes. The third category of organizational justice is interactional justice. Bies and Moag (1986) said, people also judge the fairness of the interpersonal treatment they receive as organisational procedures are enacted. In other words, interactional justice can be defined as the nature of the relationship between the employee and his/her supervisor (Mohyeldin & Suliman, 2007). Other than that, interactional justice justifies how the information was communicated and whether the 4

individuals affected by a decision were treated in a courteous and civil manner (Bies and Moag, 1986). The other side of this research study is organizational commitment. According to Allen and Meyer (1990), it is a psychological state that binds the individual to the organization. Scholl (1981) defined organizational commitment as a stabilizing force that acts to maintain behavioural direction when expectancy/equity conditions are not met and do not function. It is supported by Brickman (1987) which defined organizational commitment as a force that stabilizes individual behaviour under circumstances where the individual would otherwise be tempted to change that behaviour. Another definition by OReilly and Chatman (1986) said that organizational commitment as the psychological attachment felt by the person for the organization; it will reflect the degree to which the individual internalizes or adopts characteristics or perspectives of the organization. Organizational commitment also divided into three categories: affective commitment, continuance commitment and normative commitment. According to Allen and Meyer (1990), affective commitment is an affective or emotional attachment to the organization such that the strongly committed individual identifies with, is involved in, and enjoys membership in, the organization. Meanwhile, continuance commitment reflects pressures on an employee to remain with an organization resulting from organizational obligations. On top of that, normative commitment refers commitment associated with the costs that employees perceive are related to leaving the organization (Allen & Meyer, 1990).

8.0 LITERATURE REVIEW Organisational justice is concerned with peoples fairness perceptions in their employment relationship. Organizational justice indicates the examination of fairness within organizational parameters and emerges through work in social psychology focused at insight at fairness aspects in social interactions (Greenberg, 1990). The concept of organisational justice has been used to define the role of the organisational justice in workplace. According to the definition of akmak; organizational justice is the social norms and rules that determinate of the distribution decision procedures of organizational source (prize and punishments) and the relationships between employees within implementation of those procedures. The concept of organisational justice extends traditional models of work behaviour that tend to conceptualise job demands, job control and social support as the main factors determining individual well-being and productivity (Baldwin, 2006). Fairness is a largely subjective construct, which captures more basic elements of the social structure in which these other characteristics operate (Baldwin, 2006). According to Baldwin (2006), examples of perceived injustices within an organisation might include unequal pay for men and women doing same job; performance reviews being conducted by someone with whom the employee has had little previous contact; the use of personality inventories to select new staff; and arbitrary dismissals. In general, organisational justice can be categorize into three types which are distributive justice; procedural justice; and interactional justice. All three types of justice differ from each other and may have different impact on employees commitment. The other side of this research study is employees commitment. The commitment was defined by Harold Guetzkov (1955) as a behavior that makes people ready against to a group, people and idea. The commitment entails employees' belief in and acceptance of organizational goals and values, their willingness to work towards accomplishing the organization's goals, and 6

their strong desire to continue as an organizational member (Porter, Steers, Mowday and Boulian, 1974). Commitment also reflects in the form of employees' intention to stay or leave the organization, though it may be moderated with factors like opportunities available outside and normative pressure to stay on the job (Hassan, 2002). The determination of the effects of the organizational justice perception of employees on their organizational commitment is so important for organizations. Because it is impossible for employees to feel committed or adopt them to an organization that is perceived as unfair. The low commitment refers to employee who can leave organization in every time. This situation causes increasing employee turnover and low performance. The high employee turnover cause low customer satisfaction and negatively effects customers perception of enterprises. A research conducted by Irfan Yazicioglu and Isil Gokce Topaloglu (2009) focused on determining the relationship between organizational justice and commitment. The research was designed in accommodation establishments in Mugla and employees who work in accommodation operations in Mugla province was the total population of the study. It was showed that there was a significant relationship between organizational justice and organizational commitment. When the relationship analyzed in term of the dimensions of organizational justice, the highest relation was found between interactional justice and organizational commitment. The dimensions of organizational justice and organizational commitment also been analyzed in term of gender, education and working years. The means of distributive justice, procedural justice, interactional justice and organizational commitment are not significantly differ in term of gender. Meanwhile, the means of procedural justice, interactional justice and organizational commitment are significantly differ in term of education but not differ significantly in the mean of distributive justice. It showed that education have effect over the procedural justice, interactional justice and organizational commitment, but doesnt have effect over distributive justice. In term of working years, the means of distributive justice, 7

procedural justice, interactional justice and organizational commitment are significantly differ and showed that working years have effect over the organizational justice and organizational commitment. Therefore, it was concluded that the perceptions of organizational justice and its dimensions by employees are not differ in term of gender. The highest organizational justice and organizational commitment are seen at elementary education level and lowest level is seen at college education level. In term of working years, the highest organizational justice and organizational commitment level are seen at 6-10 working years and lowest level is seen at 1115 working years. Meanwhile, a research conducted by Faisal Karim and Omar Rehman from Faculty of Administrative Science, Air University of Pakistan on 2012, focused on analyzing the impact of organizational justice, employees job satisfaction and employee empowerment on

organizational commitment of semi government organizations employee. The respondents who involve employees of Civil Aviation Authority of Pakistan were selected. Authority of Pakistan is chosen as sample organization mainly because of its relatively large and diverse manpower. Karim and Rehman used organizational justice, job satisfaction, and employees empowerment as the independent variables. For this study, researcher only focused on one of the independent variable which is organizational justice. Based on the research conducted, it showed that perceived organizational justice was strongly correlated with organizational commitment and therefore strong correlation was observed between organizational commitment and perceived organizational justice. According to Karim and Rehman (2012), subject to the fair treatment from organization, employees tend to be more devoted. The policies, procedures and implementation should be just and unbiased. In addition, employees should be briefed regularly regarding the existing procedures and their implementation techniques (Karim & Rehman, 2012). The employees having confidence in the fairness of organizational policies, its implementation procedures would result in greater organizational commitment. 8

In spite of the importance of officers perception of organizational justice and its influence on organizational commitment, the policing literature lacks information about the relationship between the factors. A study by Crow, Lee and Joo (2012) aimed to examine an indirect influence of organizational justice on police officers commitment to their organization. The study involved police officers employed by the Korean National Police Agency (KNPA), a centralized police organization. The result showed that officers perception of organizational justice was positively related with their level of organizational commitment. In addition, perception of procedural and interactional justice had an indirect impact on the officers organizational commitment through distributive justice. Lastly, perception of organizational justice showed an indirect influence on organizational commitment through job satisfaction.

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Distributive Justice As the abovementioned, there are three types of organizational justice and the first type of

organisational justice is distributive justice. Early studies on organisational justice were more focused on distributive justice. Distributive justice is actually grounded in Adams (1965) equity theory. According to equity theory, a person look at others in a social setting, calculates his /her perceived input outcome ratio and then compares this ratio with that of others. Equity exists if the individual perceives that his/her ratio of inputs to outcomes received is similar to that of the referent. On the other hand, inequity is presence when there is an unequal input-outcome ratio between the individual and the referent other. This will lead to a feeling of unfairness experienced by both parties and an attempt to resolve this discrepancy is made. Both parties would rectify the unjust situation by either reacting psychologically or behaviorally. He/she may make behavioral changes that increase or decrease his/her input or cause a change in received outcomes. Besides, he/she may also react psychologically to change the perceived input/output 9

ratio of self and/or referent (e.g altering perception of outcomes) (Greenberg, 1990). Distributive justice was found to be related to such work outcomes as pay satisfaction, job satisfaction, organizational commitment and trust in organizational (Cohen-Charash and Spector, 2001). Distributive justice focuses on the fairness of outcomes of the manner in which the reward allocation is taken into consideration (Muzumdar). In this research the distributive justice deals with fairness in outcome irrespective of the procedure followed to achieve it. Distributive justice plays an important role in individual employee performance where his performance is compared with the performance of other employees. The biggest example of distributive justice is distribution of sales commission as per the number of sales. Employees thinking of distributive justice are largely based on their comparisons with other employees in the organization. As it can be difficult to determine what constitutes an appropriate level of reward for a particular degree of input, people tend to make this judgement in relative terms, looking for a contributionoutcome ratio that is similar to that of their peers (Baldwin, 2006). On the other hand, McFarlin and Sweeney (1992) considered pay rules, distributing tasks and pay levels as forms of distributive justice in which the perceived fairness of the outcomes received are judged. Pay administration, rule administration, work pace and latitude can be considered as forms of procedural justice in which the perceived fairness of the methods used to determine outcomes are judged (Ponnu & Chuah, 2010).

8.2 Procedural Justice The second type of organizational justice which is procedural justice focuses on the fairness of the manner in which the decision-making process is conducted (Folger & Konovsky, 1989). There occurs a shift in perception of an individual from what was decided to how the decision was made (Cropanzano & Folger, 1991). In this research study, procedural justice 10

deals with the fairness in the procedure of a decision taken irrespective of the fairness in the outcome. Employees perceptions on procedural justice are likely to be enhanced if they are given the chance to convey information and voice out their concerns before decisions are taken. This can apply as much to general day-to-day working life and management practice as to formal, one-off procedures such as disciplinary hearings (Baldwin, 2006). Psychologists have argued that having a voice helps to fulfill particular needs such as the chance to be heard and influence other people, as well as the confirmation of being valued as a participative group member (Storey, 2000). Both distributive and procedural justice are consistently found to be related to employee work-related attitudes and behaviors (Greenberg, 1990). For example, Folger and Konovsky (1989) reported distributive justice to be more strongly related to pay satisfaction than procedural justice, whereas procedural justice was more strongly related to organizational commitment and trust in supervisor than distributive justice. Research conducted by Ponnu and Chuah (2010), said that both procedural and distributive justice perceptions were significant contributors in explaining organizational commitment. The reseach was conducted to investigate the relationship among organizational justice, organizational commitment and turnover intention of Malaysian employees. The study managed to obtain 200 respondents from various industrial backgrounds across organizations in the country and it provides a high response rate of 86%. The research showed a highly significant correlation between procedural justice and organizational commitment which determined that employees who have high perception of procedural justice towards their organization tend to have high organizational commitment and verse versa. The correlation between distributive justice and organizational commitment was also highly significant and it indicate that employees who have high perception of distributive justice towards their organization tend to have high organizational commitment or verse versa. Since the perceptions 11

of procedural and distributive justice were high, their organizational commitment was also high and therefore employees will be more committed to their present employer if they perceived higher fairness in the organization. The result of the research conducted by Ponnu and Chuah also showed that procedural justice plays a more important role that distributive justice in influencing employees organizational commitment. Therefore it is suggested that employees commitment with an organization could be significantly increased by enhancing organizational fairness, particularly procedural justice. Managers should be aware that the fairness of procedures used in allocating rewards and the voice afforded employees in the allcoation process are more important than the fairness of the allocation of rewards in improving level of employees commitment in the organization (Ponnu & Chuah, 2010). In addition, to increase employees orgaizational commitment, managers should first improve the procedural justice and hence increase overall levels of perceived justice by involving employees in the procedures for making decisions and allocating rewards. Another research by Nazim and Shahid also indicated the same result which both distributive justice and procedural justice showed a significant positive relationship with organizational commitment. The research conducted involved Medical Representatives of Pharmaceuticals Companies operating in Pakistan and it aimed to investigate the relationship between organizational justice, organizational commitment and turnover intention. The correlation between distributive justice, procedural justice and organizational commitment was found highly significant and therefore employees commitment to their organization increases with increased perception of distributive and procedural justice. The management of Pharmaceuticals companies is enjoined to pay special attention towards doing distributive justice and procedural justice to medical representatives in order to increase the employees commitment to the organization because the results of the study indicated a significant positive relationship between organizational justice and employees commitment. 12

8.3 Interactional Justice Interactional Justice is defined by sociologist John R. Schermerhorn as the degree to which the people affected by decision are treated by dignity and respect. In some respects, interactional justice falls under the umbrella term of procedural justice, but is significant enough to be considered in its own right; it refers to the quality of the interpersonal treatment received by those working in an organisation, particularly as part of formal decision making procedures (Baldwin, 2006). Interactional justice is divided into two parts; the first part is called as interpersonal justice and the second part is informational justice (Muzumdar). Interpersonal justice is defined as the way in which a person is treated by his supervisors, subordinates etc. Greenberg proposed to split interactional justice into two main elements: the quality of treatment (respect and sensitivity), and explanations and information regarding decision making (Greenberg 1993). These two elements were consequently treated as separate dimensions of justice by some authors (Colquitt, 2001) and were named informational justice and interpersonal justice. Interpersonal justice regards the quality of personal treatment, respect and sensitivity (Greenberg, 1990). Honesty, respect and politeness generally increase interpersonal justice perceptions (Colquitt, 2001). Informational justice focuses on the amount and quality of information provided concerning procedures and outcomes (Colquitt 2001; Greenberg 1990). Clarity, adequacy and sincerity of communications regarding a decision are important antecedents of informational justice. Despite of research conducted which focused on subordinates, there was also previous research which studied on organizational commitment of managers in corporate mergers. It involved managers on middle and senior level companies in Germany which varied in the application of fairness rules. The study conducted by Klendauer and Deller (2009) aimed to investigate whether perceptions of distributive, procedural and interactional juctice can explain 13

the frequently reported low organizational commitment of managers in corporate mergers. The results of the multiple regression analysis indicated that only the interactional justice coefficient is significant, meanwhile distributive and procedural justice coefficients are not significant. Klendauer and Deller concluded that interactional justice makes a unique contribution to estimating affective commitment, but the three fairness dimensions do not have independent effects when considered simultaneously. It was also recommended that top managers topay extra attention to timely, candid and specific internal communication with thorough and reasonable explanation of decisions, as well as the respectful treatment of managers. Moreover, the results indicate that managers reacted positively to fairness because it conveys positive relational signals, and because one can gain personal advantages through fair outcomes and processes. Well-designed systems that promote distributive, procedural and interactional justice profit both individual, who will be satisfied that they have been fairly treated, and the organization, which will maintain control over potential challenges and threats from its staff while reaping the benefits of being an employer of choice (Baldwin, 2006). For example, Sheppard (1992) state that equitable pay improves individual performance, equal treatment raises group spirit, voice creates commitment to a decision, and access creates a loyal ally. On the other hand, employee may respond in a number of different ways to a perceived injustice, with varying degrees of impact on the organization. There is often a desire to name and/or blame the person, procedure or system considered to be at fault (Sheppard, 1992). It is commonly a person or group of people that comes under attack, as employees may not feel inclined or qualified to question underlying organisational systems (Baldwin, 2006). Turnley and Feldman (1999) summarise four possible responses to dissatisfaction that might apply to employees who feel they have been unjustly treated; exit behaviour (negative/active) e.g leave the organisation; withdrawal behaviours (negative/passive) e.g reduce ones efforts; voice 14

behaviours (positive/active) e.g file a grievance; and loyalty behaviours (positive/passive) e.g ignore or try to rationalise the injustice.

9.0 RESEARCH FRAMEWORK The research framework shows the connection of the three facets of independent variables with the dependent variable of employees commitment.

Independent Variables (IV) Distributive justice

Dependent Variable (DV)

Organizational Procedural justice Commitment

Interactional justice

Figure 1.0 : Research Framework

10.0 RESEARCH HYPOTHESES Based on the model above, following hypotheses being developed: H1: There is significant relationship between organizational justice and organizational commitment. H2: There is significant different in the level of employees commitment based on demographic factors (i.e. age, gender, length of service) and organizational commitment. 15

H3:

There is significant relationship between distributive justice and organizational commitment.

H4:

There is significant relationship between procedural justice and organizational commitment.

H5:

There is significant relationship between interactional justice and organizational commitment.

11.0 RESEARCH METHODOLOGY 11.1 Research Design Research design is a plan outlining how the information is to be gathered for an assessment or evaluation that includes identifying the data gathering methods, the instruments to be used, how the instrument will be administered and how the information will be organized and analysed (Mondofacto, 2009). In this research study, researcher will use exploratory research design. In order to collect primary data, questionnaire technique will be used and data will be collected for an evaluation. According Sekaran (2002) an exploratory study is undertaken when not much is known about the situation at hand, or when no information is available on how similar problems or research issues have been solved in the past. The aim will be to gain familiarity with the issues, and to gain a deeper understanding about the topic.

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11.2 Place The place which this research study will be done is Pertubuhan Peladang Negeri Perak (PPN Perak) which located at Jalan Raja Dr. Nazrin Shah, Medan Gopeng, Perak. Pertubuhan Peladang Negeri Perak was registered on 15th October 1984. Among activities implement by PPN Perak are organizing the oil palm mini estate project which give the biggest contribution to PPN Perak. PPN Perak also acts as a management agent of mini estate owned by members. It is to help the members to manage their field economically. Besides that, PPN Perak also gives the machinery service to farmers. In order to increase the food production activity, PPN Perak also implement livestock integration project and operate a petrol station which is Esso Peladang which located in Kuala Kangsar, Perak, to complete the services toward farmers. There are a total of 300 workers been employed by PPN Perak which consists of permanent and contract workers. The workers been placed in main office at Medan Gopeng and another 30 branches around Perak.

11.3 Respondent The population of this study consists of 300 workers of Pertubuhan Peladang Negeri Perak, but the researcher will pick only 50% from the overall population which amounted to 150 workers as the sample for this research. It is because researcher is using exploratory research design, therefore 150 samples are appropriate. Researcher will use probability sampling method which is random sampling to complete this research. Random sampling is the most widely-used probability sampling method, probably because it is easy to implement and easy to analyse. By using random sampling method, all 150 samples have an equal chance of being selected from the entire

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population. From the total population of 300 workers, the researcher will pick randomly 150 samples from the list name of the workers.

11.4 Instrument The questionnaire consists of three sections; section A provides questions regarding demographic factors. In this section, nominal scale will be used to measure the demographic factors which are gender, age, and length of service. Nominal scale is appropriate in measuring demographic factors and also mutually exclusive. Moreover, it is one of the scales that allow the researcher to assign subjects to certain categories or groups (Sekaran and Bougie, 2010). Section B will measure the organizational justice meanwhile section C will measure the organizational commitment. Scale used in both Section B and C is ordinal scale. An ordinal scale allows the researchers to perform certain arithmetical operations on the data collected from the respondents (Sekaran and Bougie, 2010). Measurement of organizational justice and organizational commitment will be based on Likert scale. The Likert scales will rank from 1 to 5 (1= Strongly Disagree, 2= Disagree, 3= Neither agree Nor Disagree, 4= Agree and 5= Strongly Agree).

11.5 Data Collection Data collection method is the technique in which data and information will compile and gathered through observation, questionnaires and others (Sekaran, 2006). In this study, researcher used two main sources of data which are primary and secondary data. According to the Sekaran and Bougie (2010), primary data refer to information obtain firsthand by the researcher on the variables of interest for the specific purpose of the study. 18

For primary data, researcher will use questionnaire and distribute it to all respondents. Questionnaires will be distributed to respondents by hand at the main office and through mail for employees placed at branches and they will be given a week time to complete the questionnaires. The advantage of primary data is that the researcher will present the original and unbiased data. Moreover, primary data also give the amount of control to the researcher which it allowed them to determine the type of method will be used in collecting the data and the period take to get those data (Sekaran and Bougie, 2010). Meanwhile for secondary data, researcher is using journals / literature review from previous researchers which related to the research study. Relationship between dependents in all studies was focused and demographic factors also being identified.

11.6 Data Analysis Data analysis is very important and must be accurate in the research. Data are pieces of information that represent the qualitative attributes of a variable or set of variables. Furthermore, data analysis is process of interpreting data with the goal of highlighting useful information, answering the research question, suggesting conclusion, and supporting decision making. In order to analyze the data, researcher used Pearson correlation analysis to determine the relationship between dependents. It is link to the first, third, fourth and fifth hypotheses developed which is there is a significant relationship between organizational justice, distributive justice, procedural justice, interactional justice and organizational commitment. Correlation analysis will show whether there is a significant relationship between those dependents. In addition, t-test and chi-square test will be used to determine the different in demographic factors. 19

The data or responses collected were transferred to the computer for analysis after appropriate coding process. Statistical Package to Social Science (SPSS) software was used to conduct the statistical applications for this study.

12.0 LIMITATIONS OF STUDY 12.1 Time constraint The researcher has only five month to conduct and complete this research. The main constraint is that, the researcher does not have sufficient time to cope with this research on the whole area of Pertubuhan Peladang Negeri Perak. It is because, other than conducting this research, the researcher is also required to do the task and duty as a trainee of the organization. A good time management is needed to cope with this problem. Therefore researcher had prepared a schedule to organize and allocate the time more effectively, so that there will be no time clashed between research activity and duty as trainee.

12.2 Lack of experience The researcher has limited skills and experience since it is the first time the researcher has to conduct a research. To cope with this problem, the researcher met her advisors twice a month to seek for guidance and advices in order to produce a good report and also refer to seniors for any tips regarding research study. Other than that, researcher also refers to internet to seek for more tips and search for literature review of previous researchers that related to current study in order to gain more information and knowledge related to current study. 20

12.3 Cooperation from respondents Since researcher is a new comer in the organization, its hard to get the cooperation from the respondents. The respondents were curious if their particulars and answers in the questionnaires be exposed to the top management. Therefore, in order to get the cooperation from respondents to answer the questionnaire given, researcher needs to convince the respondents that the questionnaire is used as data for research and the data will be kept as private and confidential.

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