The Effect of Salary, Internal Communication, Motivation and

Working Hours on Job Satisfaction among Childcare Employees in

Kedah

YATY SULAIMAN1, NUR ZALIKHA 'AKALILI' MUHAMAD KASHFI1,

MOHD YUSRI SHAHRIL ISMAIL2, ARIANA ARIF3

1School of Business Management, College of Business, Universiti Utara Malaysia, Kedah,

MALAYSIA

2Southern Pipe Industry (Malaysia) Sdn Bhd,

4577, Mk. 15, Off Jalan Chain Ferry, 12100 Butterworth, Pulau Pinang

MALAYSIA

3Faculty of Social Sciences, University of Malaysia Sarawak,

94300 Kuching, Sarawak,

MALAYSIA

Abstract: - In this study, childcare employees of Kedah State are evaluated for their job satisfaction. Study

research on the connectivity between pay, internal communication, motivations, working hour, and job

satisfaction by using quantitative methods through questionnaires. 234 respondents are identified are the

sample of this study who are the employees the childcare center. The study discovered that internal

communication, motivations, and job satisfaction are correlated. However, pay and working hours are not

correlated. Satisfied employees found to work in the organizations. Research found a better knowledge of

factors influencing job satisfaction in childcare centers. The findings provide a better understanding to the

center, importantly to the management, in measuring their employees job satisfaction.

Key-words: Job satisfaction, salary, internal communication, motivation, working hour, childcare center.

Received: March 4, 2022. Revised: September 25, 2022. Accepted: October 26, 2022. Published: November 15, 2022.

1 Introduction

Job satisfaction is an accomplishment at work

which is connected to productivity and personal

affluence. Job satisfaction also proposes power and

satisfaction of a person’s job. It triggers

affirmation, salary, progression and achieving

various targets for accomplishment [1]. Job

satisfaction is a sentiments and feelings of a person

regarding their present job. A person’s level of job

satisfaction and employment fulfillment could vary

from extreme satisfaction to extreme

dissatisfaction. Every individual has a different

perception regarding employment in terms of their

work, colleagues, supervisor, subordinates, and

compensation [2].

Although job satisfaction is related to motivation,

this relationship is still unclear. Fulfilment is not

like encouragement. Job satisfaction is a whole

behaviour. For example, it can be related to

individual achievement, either quantitative or

subjective [3]. Job satisfaction is the inclination of

judgment that the activity provides for material and

mental needs [4]. Job satisfaction with a persistent

attitude needs constant management [5] [45] [46].

We often overcome news of employee

dissatisfaction at the workplace in electronic media.

There are issues on insufficient salary, work

overload, internal communication between

employees (e.g., unreasonable colleagues),

employers who lead without motivation, and poor

working conditions are among the most reported. In

addition, employees’ dissatisfaction also often

revolved around poor salaries by employers. These

factors led to unmotivated workers in the

workplace.

This type of employees is found to stay away from

job responsibilities, missing while working, surfing

the internet, chatting with others, or playing truant

by calling in sick. These are signs of decreased

productivity levels of workers because they are

unsatisfied with their job. A person’s behavior is

reflected in the action, attitude, or manner they are

engaged [6]. This will negatively affect their career

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and organization growth. This scenario indirectly

affects Malaysia as being one of the growing

ASEAN countries.

2 Literature Review

2.1 Definition of Job Satisfaction

Job satisfaction is significant to measure an

organization success and employee’s satisfaction.

This will indirectly improve the organization’s

image and productivity and positively motivate the

employees. An organization with a lower job

satisfaction will not achieve its goal where it has

lower production, and demotivated workers to

improve their quality of work. A satisfied employee

person will bring changes because of joy of

working [7]. Job satisfaction is an effective tool to

some personal careers, as defined by [8], i.e., job

satisfaction is how an individual’s approach to their

job as well. Researchers use several terms to

describe job satisfaction. As mentioned by [9], job

satisfaction is how a person’s felt all about their

duties. Meanwhile, [10] quoted that satisfaction

will hold well only when a person has a positive

expectation.

Job satisfaction is associated with a helpful

workplace. Many organizations focus on achieving

a higher level of satisfaction as it is a crucial factor

[11]. A job has it types of methodologies in terms

of singular angle contrasts, needs, or similar

estimations of how it is done [12]. Job satisfaction

can be related to how a person feels about the work

as per their desire [13]. An employee may have a

few parts of obligations, e.g., salary rates,

inspiration, supervision, and partners, which could

affect workers’ perception on their work [14].

Supervisory supervision methods, collaboration

with partners, and extra advantages are types of

condition of a working environment.

Job satisfaction is a behaviour and internal state

[3], while [15] defined job satisfaction as

employees loving their work. It also related with a

person’s behaviour towards their work and at

where they are performing that given work.

Generally, job satisfaction is intrinsic and extrinsic

of feeling exhibited by workers [16].

2.2 Theory and Principles of Job

Satisfaction

2.2.1 Maslow’s Hierarchy of Needs Theory

Theory was introduced by [17], involving five

hierarchies of human behavior, i.e., natural human

necessity. Requirement ordering is according to a

hierarchy in which the least order is physiological

requirements, followed by security requirements

and social needs. While the need for appreciation is

in the fourth position, and the need for self-

perfection is at the top hierarchy. The theory states

that the lowest human needs, i.e., physiological

needs, must be first fulfilled before commencing to

the higher-level needs.

The theory positions the individual as integral,

related to personality and behavior, and emphasizes

motivation. An individual will continue to be

motivated to achieve a goal perceived as a

requirement that must be met regardless of

environment, generation, and cultural differences

[17]. Individual needs are also discussed, where it

emphasizes personalities associated with

personality development with motivation [17].

Motivation is driven by internal needs, which can

affect an individual’s behavior. An individual

should first think of reaching the second stage

before the first stage of physiological needs is met

[17]. In other words, if the first requirement does

not reach perfection, the second requirement will

not exist. The theory also states the difference

between the needs at the bottom level with high-

level needs.

2.2.2 Herzberg's Theory (Herzberg's Motivator-

Hygiene Theory)

Federick Herzberg presented this theory in 1957.

Motivation and environmental needs (hygiene)

influence an employee’s motivation [18]. Other

factors are achievement, responsibility, recognition,

positive feeling of work, respect, and self-growth.

Mentioned by [18], that a job with all of this factor

will give a satisfaction to that employee.

The second factor affecting job satisfaction is the

workplace environment. Absenteeism also causes

job dissatisfaction. Environmental is important for

job satisfaction, e.g., relationships with colleagues,

salaries, job security, corporate policies and

administration, work facilities, and also the

workplace environment. Job satisfaction is related

with workplace conditions which provides facilities

to employees [18].

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2.3 Demographic Factors on Job

Satisfaction

Demographic factors significantly influence a

person’s attitudes and behaviors [19]. Researchers

reported the connection among demographic

factors such as age, gender, religion, ethnicity,

marital status, and education with and job

satisfaction. Other studies findings mentioned that

gender affects commitment to the organization.

Other factors that are related are salary, promotion,

incidental advantages, leadership, work

undertakings, and socializing [20].

2.3.1 Age

Generally, work satisfaction is associated with

employees’ age. Longer serving employees found

to have extra added satisfaction and happier

compared to younger employees. Elderly

employees with a realistic experience have more

satisfaction compared younger counterparts. Young

workers have less experience than older workers

[21]. Studies showed that job satisfaction increased

around the age of 40 but declined in middle-aged

workers at least until 60. Employees are much

satisfied when they achieve their retirement age

with seniority and experience. They are also

intrinsic, autonomic, and skill factors besides

extrinsic factors such as salary.

2.3.2 Gender

Gender differences also found to determine job

satisfaction [22]. As an example, women focus on

social factors, while men are more focused on

salary, progress development and extrinsic aspect.

Major differences between men and women also

affect job satisfaction [22]. Men are more satisfied

working with their colleagues than women. A study

among bank managers in Nigeria examined gender

difference in salary and advancement and how this

distinction affects job satisfaction of both genders

[23]. The study revealed that satisfaction among

male managers higher than women managers on

promotion policies.

2.3.3 Marital Status

An employee’s satisfaction level is also affected by

marital status. Married workers are having higher

level of job satisfaction than unmarried workers.

[24], mentioned that married workers are having a

better and have a higher commitment than

unmarried employees. In conclusion this happens

because the commitment is also high.

2.4 Factors Affecting Job Satisfaction

2.4.1 Salary

Salary is a compensation workers received and

expressed in monetary paid by the employer for

working agreement service that have been or to be

done. This factor is also related to an employee’s

satisfaction, no matter it is subordinate or superior.

Wage also determines employee's job satisfaction

and often cause work dissatisfaction among

employee [18]. Salary is essential to them to satisfy

their economic needs [25]. Research that was done

among done among lecturers found that those

lecturers receiving higher income are having higher

satisfaction levels [26]. It is one of the excessive

forces for employees. Rewards in terms of money

and recognition are highly significant with highly

knowledgeable employees. Employee retention

occurs when there’s minimal recognition and

without salary paid. Salary and employee’s

performance motivates them to be more productive

and progress in work. Organization which has

concerns and leadership with them performs well

[27].

2.4.2 Internal Communication

A good inter communication highly expands

monetary outcomes with management solidness

[28]. Research was also done to find the connection

of correspondence adequacy, hierarchical turnover,

and financial performance [29]. Different work

level might have different satisfaction [30]. Internal

market orientation will have knowledge internally

to meet the requirement of employees [31].

Study by [32] found that the primary

communication procedure inspected by [33] is

honesty and openness of communication happened

in between boss and subordinate. A two-way

communication is related with predominant

subordinate job relationship.

2.4.3 Motivation

Expanding motivation, engagement, and

commitment levels are key organizational

viewpoints. Rewards and motivating forces would

help to achieve an objective. There are two types of

motivation, which are intrinsic and extrinsic. A

self-generated motivation that satisfies the

employees’ requirements is intrinsic motivation.

The amount of exertion an individual provides to

another to propel them is called as extrinsic

motivation. Reward basically motivates, attract,

and hold the workforce. Organization should have a

strategy to reimburse their employees and maintain

them encouraged [34].

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Motivating expert workforces is like motivating

volunteers [35]. In 2004, a study revealed that

employees highly educated are less satisfied, and

education level does not affect intrinsic work

motivation [36]. Skilled employees were more

motivated. However, fewer satisfied with lower

educational level had no effect. This could be

presumed that experienced educated employees are

expanded with challenging tasks.

2.4.4 Working Hour

Working time satisfaction are imperative by self-

decided working hours. Individuals with

independence time of working able to take control

of their work arrangement. Meanwhile, those with

lesser self-sufficiency has lower level of

satisfaction.

Working time satisfaction are influenced by weekly

hours reduction which gives a positive effect. This

involved male and females also who work part-

time are enjoying and fulfilling their work [37].

There were no communication influences found for

gender. Over-work time and underemployment

impacts similarly among ladies. A man who is not

employed has higher satisfaction levels, but

however the impact is not measured critically. Job

satisfaction is emphatically influence by working

time also in extended working hours. Long work

hours will lead to lower profitability with lower

working environment ability [38].

3 Research Methodology

3.1 Research Framework

Study aimed to identify factors influencing job

satisfaction among childcare center employees.

Below framework used for this study was adapted

from [23]. Four categories are being studied

affecting job satisfaction: salary, working hours,

motivation, and internal communication, as shown

in Fig. 1.

Fig. 1: Research Framework

3.2 Hypothesis

H1: Salary is significant with job satisfaction.

H2: Internal communication is significant with job

satisfaction.

H3: Motivation is significant with job satisfaction.

H4: Working hour is significant with job

satisfaction.

3.3 Research Design

Research has used quantitative research design with

statistical data as the research medium. The

relationships between the variables were done

through quantitative date collection to describe

more on the investigation. Respondents from the

childcare centre are randomly selected. The

primary date of this study was collected through

questionnaires. According to [39], with this

method, respondents will be able to answer the

items provided. Biasness issue will be reduced as

the researcher does not influence the respondents

unless they are from the same location. He added

that researchers will have plenty of space to ask

questions compared to an interview, which will

instigate biasness besides time limitation.

3.4 Research Methods

Social Science (SPSS) software was conducted to

analyse the data obtained at the childcare centres in

Kedah. The conclusion of this research will depend

from the final findings of this research statistical

also from previous studies added as additional

inputs.

3.5 Analysis Units

The unit of analysis of this study are those

employees working in registered and licensed

childcare centres in Kedah, Malaysia. Those

employees that were chosen are the front-line

(teachers or better known as nannies in the

Malaysian context) who has the major role in

caring for and guiding the children. They are also

identified as the contact persons in between the

supervisors or managers, or owners of the childcare

centres and the parents of the children.

3.6 Sampling Design

The upcoming paragraphs will discuss on the

sampling design which is about the population,

sampling frame, sampling technique, and sample

size.

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3.6.1 Population and Sampling Methods

The population of this study is 209 childcare centre

workers registered under Jabatan Kebajikan

Masyarakat in the State of Kedah. The specific

population for the study should contain the number

of all employees of registered and licensed

childcare centres operating in Kedah.

3.6.2 Sample Size

According to [40], the sample size for the

population of 209 should be approximately 3 times

more for a childcare center; hence, 3 employees 

209 yielded the population of 627. The population

was determined as the employees of childcare

centers around Kedah, with a sample size of 234

respondents, who were randomly selected to

answer the questionnaire.

3.7 Target Population

State of Kedah was chosen as the focus of the study

because the researcher’s hometown is in the state.

3.8 Questionnaire Design

Questionnaire is an efficient data collection tool

used in descriptive studies [41]. It has able to save

time and costs and collect larger amount of

quantitative data. Questionnaire of this study was

designed to investigate the factors that influence

job satisfaction in childcare centres among

employees. Respondents were asked to rate their

levels of agreement on the five-point Likert scale.

Likert scale represented by:

1- Strongly Disagree

2- Disagree

3- Agree nor Disagree

4- Agree

5- Strongly Agree

3.9 Data Analysis

3.9.1 Primary Data

Primary data are information attained from the

respondents. The questionnaire is bilingual, i.e.,

Bahasa Malaysia and English. It allows easy

understanding of the respondents.

3.9.2 Secondary Data

This study also uses secondary data to obtain more

in-depth information through journals, academic

reports, books, articles, and statistical data.

3.10 Research Instruments

Studies questionnaires has 33 items directed

bilingually. There are three sections that include

questions related to job satisfaction among

employees, i.e., parts A, B, and C. Part A contains

questions related to the respondents’ demographics,

part B contains questions related to job satisfaction,

and part C contains questions related to factors that

influence job satisfaction. Bahasa Malaysia is used

in this questionnaire is to ease respondents to

understand the questions and answers.

3.10.1 Part A: Demographic Measurement

Variables

Part of this study is about respondents’

demographic information such as gender, age,

marital status, ethnic group, religion, working year

experience, and higher education level of the

employees. This variable is measured through

nominal scales.

4 Findings

Figure 4.1 shows the respondents’ responses. The

questionnaire was distributed to 238 (S = 238)

employees in childcare centers in Kedah Darul

Aman. It was distributed from April 23 to March

15 by the researcher herself. 234 of questionnaires

were recovered, and 4 of them were not returned to

the researcher. All questionnaires were returned in

good condition.

4.1 Descriptive Analysis of Research

Variables

Descriptive statistical analysis was used to

measures the frequency mean score of research

main variables on factors that influence job

satisfaction. Mean score value of 3.00 and above

predicts that variables are at a reasonable level to

fair. Apart from that, mean value of below 3.00

indicates low forecast perception.

Table 1. Descriptive Analysis

Likert scale is used to measure the variable. In

Table 1, the mean value of dependent variables,

i.e., job satisfaction and independent variables

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moderately influence work satisfaction. The mean

value for the dependent variable, M = 3.9826,

independent variables are salary (M = 2.6265),

internal communication (M = 4.2037), motivation

(M = 4.0553) and working hour (M = 2.2692).

With this, job satisfaction score is at a moderate

level and employees of childcare centers in Kedah

are moderately satisfied and both positively and

negatively as the mean value for salary factor and

working hour factor is in low forecast perception,

i.e., below 3.00. Standard deviation for job

satisfaction is 0.54758, and salary (0.35033),

internal communication (0.51636), motivation

(0.53334), and working hours (0.33714).

4.2 Pearson Correlation Analysis

Correlation indicates the connection between two

variables in one direction. In this analysis a

significant confidence level should be in between

0.01 to 0.05 (Reeves, 1992).

Table 2. Pearson Correlation Finding

** The correlation is significant at the 0.01 stage

(2-tailed)

From Table 2, salary, internal communication,

motivation, and working hour, are correlated with

job satisfaction, at 0.081, 0.636, 0.566, and 0.074.

The correlation between internal communication

and motivation, are associated with a moderately

strong coefficient. Meanwhile, the salary and

working hours exhibit low correlation coefficients.

Only internal communication and motivation are

significantly and positively correlated to job

satisfaction. The other variables, salary and

working hours, are insignificant and negatively

correlated to job satisfaction.

4.5.1.1 Hypotheses Development

Four hypotheses have been outlined to be tested.

Pearson correlation test has been used to test those

hypotheses.

i. Hypothesis 1

Table 3. Relationship between Salary Factor and

Job Satisfaction.

H1: There is no significant relationship between

salary and job satisfaction.

Table 3 shows salary is significant, p = 0.346 and P

> 0.01. Relationship between job satisfaction and

salary factor is very weak (r = 0.046). Once job

satisfaction increases, salary factor will also

increase, and vice versa. Therefore, H1 were

rejected. Findings shows salary factor alone is not

significantly affecting the job satisfaction.

ii. Hypothesis 2

Table 4. Relationship between Internal

Communication Factor and Job Satisfaction.

H2: There is no significant relationship between

internal communication and job

satisfaction.

Table 4 represent the internal communication factor

value, p = 0.000, P < 0.01 which shows a

significant relationship among internal

communication and job satisfaction. Internal

communication and job satisfaction are significant

(r = 0.571) simultaneously shows positive

correlations and interconnection with each other.

Researchers accepted H2. Results indicate that

internal communication factor has a moderate

relationship with job satisfaction.

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iii. Hypothesis 3

Table 5. Relationship between Motivation Factor

and Job Satisfaction

H3: There is no significant relationship between

motivation and job satisfaction.

Table 5 shows motivation factor and job

satisfaction are at a moderate correlation (r =

0.320), with the significant value motivation factor

of p = 0.000, P < 0.01. When job satisfaction score

increases, motivation also increases, and if the

work satisfaction score decreases, vice versa.

Therefore, H3 is accepted.

iv. Hypothesis 4

Table 6. Relationship between Working Hour

Factor and Job Satisfaction.

H4: Working hour is not significantly related with

job satisfaction.

Table 6 shows working hours and job satisfaction

are at a very weak correlation coefficient

satisfaction (r = 0.005), with a significant value for

the work factor of p = 0.260, p > 0.01.

4.5.2 Multiple Regression Analysis

According to correlation analysis only two

variables are significantly and positively correlated.

Another two variables are not significant with a

negative correlation. Regression analysis technique

is a best predictor of dependent variables from

independent variables (Rizaimy et al., 2012). Thus,

study was continued with this analysis.

Table 7. Summary of Multiple Regression

Table 7 shows the relationship between

independent variables, i.e., factors affecting job

satisfaction and job satisfaction as a dependent

variable (R = 0.669) or 66.9%. Meanwhile, the R2

value is 0.447 or 44.7%, indicating that only 44.7%

of changes in dependent variables (job satisfaction)

are due to the variation of independent variables

(factors that influence job satisfaction), while

55.30% are influenced by other factors apart of this

study.

Table 8. ANOVA Multiple Regression

Table 8 describes the results of ANOVA multiple

regression. The data display shows the extent to

which the model used by researchers in conducting

this investigation is significant or vice versa.

Referring to the ANOVA table, the value of F =

46.276 is significant at P = 0.000, P < 0.05. This

shows a correlation between the independent and

dependent variables at the significant level of p <

0.05. The results of this forecast indicate that

44.7% of the variance (R2) in job satisfaction is

significantly reflected by independent variables

(factors that influence job satisfaction). The

coefficient table above is the overall conclusion

beta value and significance of every independent

variable in this research. This table helps to explain

independent variables in explaining variance in job

satisfaction.

Table 9. Multiple Regression Analysis

Table 9 represent Beta and T values for dimensions

of factors affecting job satisfaction. The value for

salary is 0.046 and 1.744, while significant values

are 0.01 (p = 0.01, p < 0.05). Beta and T values of

internal communication are 0.461 and 7.082, with

significant values 0.000 (p = 0.000, p < 0.05). The

Beta and T values for motivation are 0.261 and

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4.022, with significant value of 0.000 (p = 0.000, p

< 0.05). The Beta value for working hour is 0.027

and 0.554 for T values, with an equal significant

value for both variables with 0.580 (p = 0.580, p >

0.05).

Identified that independent variables are related to

internal communication (p = 0.00), motivation (p =

0.00) significant with the p value where the p value

is smaller than 0.05 (p < 0.05) to job satisfaction.

H2 and H3 are accepted:

H2: There is a positive and significant relationship

between internal communication and job

satisfaction.

H3: There is a positive and significant relationship

between motivation and job satisfaction.

The salary (p = 0.346) and the working hour factors

(p = 0.580) show insignificant values, where the

value of P is greater than the value of 0.05 (P >

0.05). H1 and H3 are rejected:

H1: There is no significant relationship between

salary and job satisfaction.

H4: There is no significant relationship between

working hour and job satisfaction.

5 Discussion of Findings

Research firstly found salary and job satisfaction

are not significant. Only salary able to enhance job

satisfaction and reduce dissatisfaction [22]. Higher

salary increases employee’s productivity.

Satisfactory salary improves work quality and

encourage employees to perform better.

Internal communication positively affects

employee job satisfaction for this study.

Supervisors also tries to satisfy their subordinates’

needs and ensure the employees will fulfil and

remain at the workplace even though they are more

inclined to business, current work economic

situations or even competition inside childcare

industries. As mentioned by [42], childcare

employees are having job satisfaction with a good

supervisor focusing on essential angles identified

according to their needs.

Thirdly, motivators or satisfiers contributes to

dissatisfaction at work. Individual were challenged

to perform well to show their potential. There are

different range of angles in work motivation.

Intrinsic motivations are gotten from work.

Employee’s fundamental needs supposed to be

satisfied by work. Employees always wanted to be

appreciated. Gratefulness also contributes to job

satisfaction.

This study shows no association of working hours

with employee job satisfaction. Employees are

unsatisfied with long working hours at the centres,

although they enjoy the working environment.

Lesser working hours per week increases work

time satisfaction. These findings are in line with

[43], where women and men who worked part-time

are more satisfied compared to full time workers.

As mentioned by [44], working time satisfaction

tends to bring down with shift plans working time.

Upsetting jobs depicted by frequently skipped

breaks and unpaid extra time.

6 Conclusion

Study aims to find relationship of job satisfaction

between pay, internal communication, motivation,

working hours, and job satisfaction. should

completely focus on job satisfaction elements to

improve childcare employee’s quality work.

Inefficient management with poor planning,

organizations are likely to lose their employees.

Findings show that favorable working conditions

and good communication increase employee

loyalty.

In addition, an organization must also need attend

to take care the concerns of their employee’s

concerns, work assigned with proper understanding

of the job description, re-creating work schedules

in a better structure.

After all, job satisfaction is crucial to any business.

In this way, job satisfaction should come first to

encourage employees to continue to serve in the

organization. There are various reasons why

employees become disillusioned with their jobs

such as lack of recognition or limited opportunities,

long working hours, heavy workload, less pay, and

other reasons that pushed employees to leave the

company.

7 Recommendation for Future

Research

Future studies should look at the effects of longer

working hours or shifts on job satisfaction. For

example, childcare educators may have offered

with the best pay for fewer working hours with

morning and evening shifts, that give them work

satisfaction.

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Acknowledgment:

*Study is supported by the Ministry of Higher

Education (MoHE) of Malaysia through the

Fundamental Research Grant Scheme

(FRGS/1/2017/SS03/UUM/02/14).

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WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2022.19.166

Yaty Sulaiman, Nur Zalikha 'Akalili' Muhamad Kashfi,

Mohd Yusri Shahril Ismail, Ariana Arif

E-ISSN: 2224-2899

1858

Volume 19, 2022

Contribution of Individual Authors to the

Creation of a Sci0entific Article (Ghostwriting

Policy)

-Yaty Sulaiman was responsible for

conceptualization, funding acquisition, project

administration, resources, and supervision.

-Nur Zalikha ‘Akalili” Muhamad Kashfi was

responsible for data curation, formal analysis,

methodology, validation, and writing the original

draft.

Mohd Yusri Shahril Ismail was responsible for

review of the article.

-Ariana Arif was responsible for editing of article.

Sources of Funding for Research Presented in a

Scientific Article or Scientific Article Itself

*This research was supported by Ministry of

Higher Education (MoHE) of Malaysia through

Fundamental Research Grant Scheme

(FRGS/1/2017/SS03/UUM/02/14).

Creative Commons Attribution License 4.0

(Attribution 4.0 International, CC BY 4.0)

This article is published under the terms of the

Creative Commons Attribution License 4.0

https://creativecommons.org/licenses/by/4.0/deed.e

n_US

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2022.19.166

Yaty Sulaiman, Nur Zalikha 'Akalili' Muhamad Kashfi,

Mohd Yusri Shahril Ismail, Ariana Arif

E-ISSN: 2224-2899

1859

Volume 19, 2022