Turnover issue at roots international school High Turnover among teachers due to salary, culture of school and job nature. objective: To investigates the reasons for high teacher turnover at roots international. To explain how salary, school culture, and nature of the job are linked with the turnover intention of teachers.

2. SamiUllah
Nazir
Amna Noor
Neha Fatima
GROUP
MEMBERS

3. INTRODU
CTION
AND
BACKGR
OUND
 A Pakistani chain of private school.
 Established in April 1988 at 74 Harley
street Rawalpindi by Mrs. Riffat
Mushtaq.
 More than 60 campuses nationwide.
 Over 15,000 students.
 Offers wide range of academics,
including Montessori, primary, lower
secondary, high school, matric, GCE O-
level, IGCSE, and GCE A-level.

4. INTRODU
CTION
AND
BACKGR
OUND
The schools are divided into four
groups:
 Roots Millennium Schools led by
Faisal Mushtaq
 Roots Ivy International Schools led
by Khadija Mushtaq
 Roots International Schools led by
Waleed Mushtaq and Riffiat Mushtaq.

5. High Turnover
among
teachers due to
salary, culture
of school and
job nature.
PROBLEM
IDENTIFIC
ATION

6. OBJEC
TIVES
To investigates the reasons for
high teacher turnover at roots
international.
To explain how salary, school
culture, and nature of the job are
linked with the turnover intention
of teachers.

7. Tayyaba Kiran (Branch Coordinator)
Aisha Bashir (Senior Teacher)

8. For first objective the questions
are designed to find out either the
teachers intend to leave the
school or not. The question aims
to identify whether there is a
turnover issue or not and also
what the cause has enhanced the
turnover of teachers in school.
The second objective of the study
was to find out salary, school
culture and nature of the job are
responsible for teacher turnover
or not. Each question was asked
from 7 different respondents and
their responses are reported
accordingly.

9. RESEARCH
QUESTION
FOR
OBJECTIVE
1
Q#1 Are you thinking about
quitting or switching jobs?
Q#2 Is this job satisfying your
personal and professional life
expectations?
Q#3 Will you leave the job if you
find another opportunity?
Q#4 Will you leave the job in the
next coming months or so?

10. RESEARCH
QUESTION
FOR
OBJECTIVE
1
Q#1 Do you think you are well paid?
Q#2 How would you define communication
among colleagues and principals?
Q#3 Do you enjoy preparing lectures and
delivering it?
Q#4 Do you think there is a fair system in a
school in terms of salary and workload?
Q#5 Will, you leave your job because of salary
issues or workload or poor relationships with
colleagues?

11.  For the first objective majority of the answers were
in favor implying were that the teachers would
leave the job as soon as they find a better
opportunity or find work with a higher salary and
lower workload. Similarly, the second objective also
results similar. Out of 7 respondents, 4 of them
answered that goes positive with our objective.
Most of the respondents explained that their
salary is low in comparison with other teachers in
the school. They have higher workload and
communication among colleagues is also weak. The
school system is also not fair in terms of allocation
of workload and communication.

12. Management should change several policies towards
recruitment, selection, induction, training, job
design and wage payment.
Enhances work engagement
Work force optimization: providing good working
conditions, establishing accountability and making
good hiring choices would retain employees in their
organization.
Hire the smartest people you can find to reduce
employee turnover.

13. Strategies to manage turnover
Theme Frequency
Improve recruitment and
training policies 7
Workplace optimization 5
Salary with bonuses 7
Work load reduction 7
Higher Engagement 5
Smart hiring for higher
retention 3

15. Improve
recruitment and
training policies
Workplace
optimization
Salary with
bonuses
Work load
reduction
Higher
Engagement
Smart hiring for
higher retention

16. 0 1 2 3 4 5 6 7 8
IMPROVE RECRUITMENT AND
TRAINING POLICIES
WORKPLACE OPTIMIZATION
SALARY WITH BONUSES
WORK LOAD REDUCTION
HIGHER ENGAGEMENT
SMART HIRING FOR HIGHER
RETENTION
FREQUENCY

17. CONCLUSI
ON
 This project has highlighted some of the factors
which may be the possible reasons for an employee
to leave Roots International School.
 Branch heads and HR managers should examine
the sources of employee turnover and recommend
the best approach to fill the gap of the source, so
that they can be in a position to retain employees
in their organization to enhance their
competitiveness in the this world of globalization.
 Turnover can be reduced by many factors like
better recruitment effort, selecting right man for
the right job, continuous review of job
specifications and job descriptions, compensation
practices, flexible working hours, and
appreciations.
 The teacher asset needs to be monitored with due
care, otherwise their organizations would cease to
exist.