Causes effects and measures on employee turnover in awcc june 09, 2018

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CAUSES, EFFECTS AND MEASURES
ON EMPLOYEE TURNOVER IN
AFGHAN WIRELESS
COMMUNICATION COMPANY
BY
MOHAMMAD TAMIM TOTAKHAIL
MOHAMMAD NASSER GAWHARI
HAFIZULLAH RASOOLI
MOHAMMAD IQBAL BAKHT
MOHAMMAD ZUBAIR ACHAKZAI
APRIL, 2018
Research project submitted in partial fulfillment of the requirement for the degree of
BBA at Kardan University, Kabul, Afghanistan

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Declaration of Authorship
I hereby certify that the work embodied in this thesis project is the result of original research
and has not been submitted for a higher degree to any other university or institution.
Name: Mohammad Tamim Totakhail
Name: Mohammad Nasser Gawhari
Name: Hafizullah Rasooli
Name: Mohammad Iqbal Bakht
Name: Mohammad Zubair Achakzai
Kardan University
Name of supervisor: Aimal Mirza

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DEDICATION
We would like to dedicate this project to our team members and best friends, who have
always been great source of support and encouragement during the challenges of our
bachelor’s life and appreciate their time for being available as we felt their need, also to our
family elders whom we are truly grateful for having them in our life for their unconditional
love and care, who tried their best to support us morally and financially while having less
income, and inspired us for such achievement of four years.
Personally I would like to dedicate this project to one of my teachers during my academic
life by the name of Obaidullah Niazi, someone who taught me to be the best version of me
and always be eager to learn and explore more of life, who encouraged me to always read
books and be enlightened by the wisdom of knowledge.
We are grateful of many personalities whom did share their memories and experiences,
especially Mr. Ahmad Shah Khaliqi who was working as Human Resource specialist at
Afghan Wireless Communication Company during our project, whom generously shared his
ideas and insights that supported and expanded our own work and knowledge in telecom
industry.
Last but not least, we would like to express our humble gratitude to our lectures and the top
management of our beloved university (Kardan University) which always tried to seek
innovative ways to bring quality in our education and leading the education industry by
example and thanks to Mr. Abdul Qadeer Sahil and Mr. Hamyoon Amanzai my Office
Managers for their all kind efforts on grammar check and rewording of our project document
in a professional manner.

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ACKNOWLEDGMENT
We are pleased to express our gratitude to our faculty respected supervisor Professor Aimal
Mirza (Head of Thesis and Final Project Report Affairs Department of Kardan University),
for his kind supports, patience, encouragement and guidance throughout the project. We
found him such a helpful consultant/advisor he always makes time for guidance/listening
even to a minor project related problems. His useful guidance was important to the
completion of our project.
Finally, this is to thank Dr. Nassir UlHaq Wani the Head of Research and Development
Department of Kardan University for his technical support and holding seminar on running
SPSS software and answering our questions throughout different social mediums.
Also we would like to thank the Afghan Wireless Communication Company employees for
helping us in fill out of the Questionnaire forms and specially Mr. Ahmad Shah Khaliqi
(AWCC Human Resource Specialist) whom paved chance of interviews and provided all
necessary information to help us in preparing our project report.

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EXECUTIVE SUMMARY
In today’s business, employees are considered as first customers to most of the organizations
and it’s important for every organization to make the best of human resources that they have.
As part of technological world, the telecom companies are developing widely and they have
more of human resource, but there is a theory that the organizations having more human
resources, their employees suffer from the strict policies and misbehavior that results which
finally leads to employee turnover.
Likewise, Afghan Wireless Communication Company is one of Telecom Company in
Afghanistan, having more of human resources with higher turnover rate.
The project will carry out 5 phases as Problems identification in Afghan Wireless
Communication Company, Selecting the main problem, including a case study (Problem
relevant), Data Analysis, And conclusions.

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TABLE OF CONTENTS
Dedication................................................................................................................................................................. 3
Acknowledgment.................................................................................................................................................... 4
1.0 Introduction to AWCC Company.......................................................................................................... 8
Why AWCC Is Selected as Case Project........................................................................................................... 9
2.0 Problem Identification.............................................................................................................................. 9
2.1 Centralized Management System...................................................................................................... 9
2.2 No Brainstorming/Fostering Environment...................................................................................... 9
2.3 Relatively Lower Wage/Salary Scale for Employees.................................................................10
2.4 No Career Development Trainings Abroad..................................................................................10
2.5 High Employee Turnover Rate during the past years.................................................................10
2.6 Strict Security System During Employees Entrance to the Office..........................................11
2.7 Transportation Facilities Only for Females ..................................................................................11
3.0 Selecting the main problem and developing Solutions...................................................................11
4.0 Introduction to Main Problem..............................................................................................................12
5.0 Impact of Employee Turnovr on Organizational Effectiveness in Afghan Warless
Communication Company ..................................................................................................................................15
6.0 Problem Statement..................................................................................................................................16
7.0 Objectives of the study...........................................................................................................................16
8.0 Causes of employee’s Turnover...........................................................................................................17
9.0 Some of the important factors that contribute to employee turnover are:..................................17
9.1 Rude behavior......................................................................................................................................17
9.2 Work-life imbalance ..........................................................................................................................18
9.3 The job did not meet expectations..................................................................................................18
9.4 Employee misalignment....................................................................................................................18
9.5 Feeling undervalued...........................................................................................................................18
9.6 Coaching and feedback are lacking................................................................................................18
9.7 Decision-making ability is lacking.................................................................................................19
9.8 People skills are inadequate .............................................................................................................19
9.9 Organizational instability..................................................................................................................19
9.10 Raises and promotions frozen..........................................................................................................19
9.11 Faith and confidence shaken............................................................................................................20
9.12 Growth opportunities not available ................................................................................................20
10.0 Negative Effects Of employee Turnover...........................................................................................20
10.1 It is expensive......................................................................................................................................21
10.2 It results in the loss of experienced employees............................................................................21
10.3 It affects productivity.........................................................................................................................22

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10.4 It affects profit.....................................................................................................................................22
10.5 Management Frustration...................................................................................................................22
10.6 Distractions ..........................................................................................................................................23
10.7 Customer Dissatisfaction..................................................................................................................23
11.0 Methodology ............................................................................................................................................23
11.1 Research Instrument...........................................................................................................................23
11.2 QUESTIONNAIRE ON EMPLOYEE TURNOVER................................................................23
11.3 Statistical Analysis.............................................................................................................................26
11.4 Correlations..........................................................................................................................................26
TABLE interpretation..........................................................................................................................................37
12.0 Recommendation.....................................................................................................................................38
13.0 Conclusion................................................................................................................................................39
14.0 References.................................................................................................................................................40

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1.0 INTRODUCTION TO AWCC COMPANY
The Afghan Wireless Communication Company, is the first Wireless Communication
Company in country.
Afghan-American Entrepreneur Mr. Ehsanullah Bayat won the exclusive license from
Taliban government to stablish Afghan Wireless as a Joint venture with Afghanistan’s
Ministry of Communications that owns 20% of the company
In 1998 Mr. Bayat was financially supported from Stuart Bentham and Lord Michael (British
Entrepreneurs) after passage of once year the AWCC had Re-enabled country’s international
calling code also start on set up of computerized telephone communications in Kabul and
Kandahar provinces replacing the outdated manual telephone switchboards so the country’s
telecommunications had long relied up upon.
In 1999 the Taliban government granted AWCC a 15 year monopoly on mobile phone traffic
in Afghanistan. Taliban Government were overthrown from Afghanistan by an American
invasion in year 2001. AWCC was nevertheless the first communication company licensed
in order to provide GSM wireless service in country. On April 6, 2002 Afghan interim
leader Hamid Karzai publicly made the first phone call, and communicated with the Afghan
ambassador to the United Nations in New York City. After establishment of AWCC
competing communication companies such as Roshan started to appear in market.
By June 2008 AWCC succeed to have 2 million subscribers/users across all 34 provinces
of Afghanistan.
AWCC provides mobile services in country. It offers wireless solutions for users and business
enterprises, through this AWCC keeps mobile phone professionals connected to their
information, email, colleagues, Family and friends while communicating, traveling,
socializing, or away from their Office desks. The AWCC also offers prepaid and postpaid
services also roaming services. In addition, it also offers Family and friend packages to the
users within a low price.

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WHY AWCC IS SELECTED AS CASE PROJECT
Technology has become a part of our daily life and Telecom Industry has known to be
contributing more towards sustainable development of our country, Telecommunication
companies are known to have more of human resources and providing employment
opportunities than any other industries. Thus, our team has selected AWCC which is the first
telecommunication company in Afghanistan, Secondly as long as we started our research on
telecommunication turnover rate in Afghanistan companies, we found AWCC with a high
turnover rate compared to other telecommunication companies, Also one of our team
members (Mr. Hafizullah Rasuli) who has occupied customer representative position with
AWCC and questionnaire form distribution was part of our project requirement, hence
through the aforementioned personnel we were able to reach AWCC employees through
convenient way, and our team believes that our small piece of work has an effective impact
on the employees of AWCC and overall effectiveness of the company.
2.0 PROBLEM IDENTIFICATION
After multiple structured meetings with the HR Department of Afghan Wireless
Communication Company (AWCC), the following issues were noted as major concern by
the AWCC HR Department.
2.1 CENTRALIZED MANAGEMENT SYSTEM
The Afghan Wireless Communication Company utilizes a centralized management
approach where only the company’s senior management staff are given the power to take
decisions. This approach has resulted in demotivating the lower and medium tier staff
for keeping them totally isolated from the decision-making process.
2.2 NO BRAINSTORMING/FOSTERING ENVIRONMENT
The Afghan Wireless Communication Company in comparison with the country’s other
private Telecommunication organizations/companies have lesser conducive environment for
the employees to foster their knowledge and be fully utilized to the benefit of the company.
Additionally, no process and procedures are in place for brainstorming when it comes to

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problem solution. Therefore, the company seems to be left behind in seeking innovative
solutions to the intrinsic problems associated with the telecommunication companies.
2.3 RELATIVELY LOWER WAGE/SALARY SCALE FOR EMPLOYEES
The Afghan Wireless Company does not provide satisfactory compensation packages in
comparison with other telecommunication companies in Afghanistan. For example, Etisalat
communication company is providing its employees with 13 months’ salary in a year along
with one (1) month Eid Bonus whereas Afghan Wireless Company considers only 12
months’ salary in a year for their employees.
2.4 NO CAREER DEVELOPMENT TRAININGS ABROAD
Per our finding from the company’s HR department, AWCC does not plan capacity building
trainings for their staff abroad. Although, the company provides trainings to its employees
via in-house subject matter experts, the in-house trainings are not motivating thus results in
being lesser effective in the employees’ capacity development.
2.5 HIGH EMPLOYEE TURNOVER RATE DURING THE PAST YEARS
The Afghan Wireless Communication Company HR Specialist stated that; it has been
experienced that AWCC has the highest turnover rate in the past year. Employees are
leaving their jobs due to multiple reasons. Even some of the newly hired employees left
their jobs before completing their probationary period.
AWCC’s HR specialist added that as an average, nearly 300 employees of the company left
their jobs with AWCC during the year 2017. Some of the main reasons for employees
resigning from their positions were introduced as:
• Relatively incompetent wages/salaries
• Lack of training opportunities for the staff
• Lack of transportation services for the company’s male employees
• Strict and tedious security search points for employees
• Keeping lower and medium tier employees isolated from decision making
processes.
• Use of traditional approaches towards problem solution

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2.6 STRICT SECURITY SYSTEM DURING EMPLOYEES ENTRANCE TO THE
OFFICE
Afghan Wireless Communication Company has the strictest security approaches for their
staff while entering to the office compared to other telecommunication companies in
Afghanistan. The strict security measures during the employees’ entrance to the office is
perceived as company’s lack of trust on its employees. Therefore, the employees perceive as
not being trusted by the company thus they search for other opportunities. It takes the
employees half hour to get into their offices after their arrival to the office main gate.
Additionally, the employees are not allowed to carry their smart phones with them to their
offices. All these valid but tedious security measures has resulted in employees’
disappointment and frustration that leads to employees’ resignations.
2.7 TRANSPORTATION FACILITIES ONLY FOR FEMALES
Transportation which could be a great motivation factor for the employees is only provided
to the female employees at AWCC causing significant demotivation to the male employees.
Additionally, employees are not reimbursed for their transportation costs. Therefore, most
male employees cannot sustain longer with lower wages while higher transportation cost to
the office and back to home.
3.0 SELECTING THE MAIN PROBLEM AND DEVELOPING SOLUTIONS
Employee turnover is a very important factor, which can have higher negative impact on over
all organizational goals. The following project will trace the factors and reasons that effect
of employee turnover in the telecommunication sector of Afghanistan. The Sample size
chosen from the Population for this research study was the employees of Afghan Wireless
Communication Company in Afghanistan.
For this study, survey method was adopted by floating questionnaire which served as a Tool
for collecting research data.
The questionnaire was administrated by www.Scrib.com, and was distributed to the
employees of AWCC main branch and sub branches in Kabul, Afghanistan.

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The research results have revealed that employee turnover depending upon
Factors such as (Job satisfaction/dissatisfaction levels, HR policies and practices, Training
and Career development, Pay and benefits, Manager’s attitude, Job Security, Freedom of
speech, Coordination and Communication, Organizational Culture, Work and Family Life
Balance) have significant Impact on organizational effectiveness; these factors are co related,
proving a strong relationship in between.
By using Pearson Correlation analysis, our project research found that there is a significant
relationship between employee turnovers
And organizational effectiveness as well as the affecting factors. To investigate employee
turnover in detail, our project research seeks and examines the causes effects and measures
on employee turnover in AWCC and suggests some strategies on how AWCC can maintain
their employees and decrease turnover rate to a controllable rate at a significant margin.
4.0 INTRODUCTION TO MAIN PROBLEM
For all organizations, especially in telecom sector, which are supposed to have more of
human resources, intention of employees quitting and shifting to other Organization has
become one of the main challenges to deal with. To develop the understanding of this many-
sided phenomenon, our project seeks to identify different factors affecting employee turnover
at AWCC. Employee turnover is the most challenging activity of human resource of an
organization in which management is highly focused to censure. The reason for being highly
focused is because of fact that organizations make sufficient investment in their employees
in the forms of development, training, workflow, reimbursement planning, bonuses,
accommodation, and building of viewpoint to achieve objectives and goals of the
organization. (Khaliqi, 2018)
On the other hand, the increasing consequences of employee turnover can cause negative
effects on the organization’s growth, the expenditure of management as shown in most cases
are revealed on income, and finally lead to decreased in efficiency. As a result, human
resource management is mostly focused for is insuring to control turnover rate. Further from
side of management as well as academic viewpoints of employees’ turnover has received
extensive attention in organizations. Its main focus is to understand its causes as well as

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effects of turnover on organizational effectiveness of AWCC, have known to be there is a
negative relationship between employee turnover and job satisfaction.
Shortened from my past experience and studies through my academic studies and career
experiences I have mostly found that the success of an organization depends on two
dimensions, first one is social and second one is mental/physical. These factors are made on
the social circle basis, job description, development skills on the basis of personal
relationship and all situations linked with skills needed to do the job. The social factors
explain the personal relationship and employee’s social network inside and outside the
organizations. Employee socialization is the base for this factor. (Khaliqi, 2018)
One of the most preferred an Simple solution by many organizations in Afghanistan to the
employee’s job turnover occurrences that is to pay employees more benefits than the
compensation. However only money is not the solution and motive for it, unluckily
employee’s job turnover has many sole and combined reasons depending on a number of
problems associated with work and non-work related issues dealing, Employees who are
working in the organization blame work and working environment and therefore become
discouraged with their jobs, as it was part of inter task divergence Which was caused by
collective responsibilities of family, work, personal and community. (Rasuli, 2017)
The turnover rate is that at which stage or percentage an organization loses or retains their
employees. Simply stated By Sikandar Najee an HR manager of a private company that
employee’s job turnover is “how long an employee remains connected to one organization”.
On the other hand willingness of employee’s leave the job and resign the organization is
described as turnover intention. The subject behind Intentional turnover is habitually
described mostly is affiliated with many factors, mainly with a relation among employee’s
economic, social and psychological practice suggested ideas of correcting and preventing
employee’s job turnover. On the basis of our project research, we would like to give some
recommendations to conduct exit interviews forms in the institutions so the employees
quitting their job will state their exact reason leaving and quitting their job, and derive other
solutions for employees leaving the organization. Interviews and surveys are the best sources
to find people information. The effect of employee turnover results extra work load on the
remaining employees, on their work performance and an organization’s effectiveness, those
employees who are in the organization have to put extra efforts and have to work extra hours

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to balance the work of those who left the organization which is believed to be a burden on
the shoulder of the employees finally leads to increased workload of employees leads to
decrease employee morale and increases stress level, which in turn Increases employee
absenteeism and finally employees resignation from their job. (Ali, 2018)
Organizations all over the world are giving more attention and importance to this issue as
they know that high level employee’s turnover, slows down the performance of the
employee’s as well as organization efficiency and finally makes it tough to survive in the
market. On the other hand it increases the expenses related to recruitment and new employee
training in AWCC.
Employee turnover influences both organizations and their working employees,
Organizations will have to incur the expenses on recruiting and training of new employees,
meanwhile employees may have to learn specific skills relating to new jobs. Incoming
employees on the other hand may not be more highly skilled and better educated to the culture
and norms as well as job description of the organization. Therefore, employee turnover is
known to decrease organizational performance.
Employee’s turnover is mostly a common issue and still exist throughout the world in most
of the organizations in Afghanistan while the unemployment rate is high still people leave
their job they don’t like depending on their standards of satisfaction, In the most developed
business nations, the employee’s turnover rate is still very high. Furthermore, from a gender
point of view, male pay may be more than that of the female, demanding parallel
qualification, skills, training and responsibility. The ability or level of performance of tasks
accomplished by the employees will be achieved only if organization’s employees are
satisfied with the internal environment.
Organizational effectiveness is crucial for the success of any business in the economy. In
recent theories, organizational effectiveness has been recognized with high productivity or
with the maximization of the profits or with
Employee good morale and efficient service, the more employees are loyal and want to stick
to your organization, the more chances of higher productivity and positivity, Organizational
effectiveness generally referring to those
Organizations that have the potential to achieve maximum output and targeted goals,
specifically to nature of the business. For achieving sustainable and increased business

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results, an organization needs to implement good strategy and engage their employees in the
routing activities related to their job description. For creating organizational effectiveness,
the owner or managing directors of the company need to focus on engaging and aligning their
employees as well as motivating them for their achievements, the structure, people
management models and competencies to the organizational strategy. This commitment
results
In high employee retention, high financial performance and high customers’ satisfaction.
5.0 IMPACT OF EMPLOYEE TURNOVR ON ORGANIZATIONAL
EFFECTIVENESS IN AFGHAN WARLESS COMMUNICATION
COMPANY
While talking about Afghan employees, they are more sensitive and emotional about their
organizations and jobs and mangers, as most of them are not trained well enough to care and
love for their working company, which seems to alter upcoming working environment
problems.
On the other hand, they try to work hard for their respective departments, building strong and
friendly relationship between them and the organization which result in higher organizational
effectiveness and finally making the organization succeed in respected matters of the
organizations.
The telecommunication sector in Afghanistan plays a major role in the country’s economic
growth and sustainable development, which resulted in 54% of direct foreign investment in
Afghanistan (Aryobee, 2012). An organization’s success depends mainly on employee
retention, which will help the organizations reduce employee’s job turnover and increasing
organizational effectiveness (Khaliqi, 2018).The telecom sector is determined to develop
competitiveness to handle worldwide pressures and customer’s demands, hereby a flexible
working environment is highly preferred. The government of Afghanistan has brought
different structural changes for the financial area to handle and fulfill the future challenges.
The changes in the Afghanistan telecommunication sector are not only limited in the direction
of economic and social areas rather it has affected human resources different needs and wants
(Khaliqi, 2018).

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The employee turnover rate has been increased due to these changes. (Khaliqi, 2018)Quoted
that telecommunication sector of Afghanistan is facing different challenges in retaining their
employees due to privatization.
Past research studies have concluded that employee turnover has a negative impact on the
organization’s overall performance with the help of experimental and theoretical analysis. It
is due to organization’s daily routines suspension. Most of researchers, on the other side
found that organizations is benefited due to innovative thinking and fresh starters, which
increases employees ‘motivational level that carry to a new organizational job (Khaliqi,
2018).
6.0 PROBLEM STATEMENT
The Afghan Wireless Communication Company as diagnosed during our research is facing
many challenges regarding employee turnover.
Afghan Wireless Communication Company’s HR Specialist stated that; around 120
employees voluntarily leave Afghan Wireless Communication Company on yearly basis.
(Khaliqi, 2018)
Ultimately this leads to reduced employee’s performance, which ultimately impacts the
organizational effectiveness as finally can switch the company to decline state, since hiring
new employees would be costly and time consuming for the company. This assigned project
will study and identify the reasons of employee turnover rate in the Afghan Wireless
Communication Company and suggests different recommendations or strategies for
overcoming high turnover rate to enhance organizational effectiveness.
7.0 OBJECTIVES OF THE STUDY
In order to meet the aforementioned purpose, this project will address the following
objectives:
• Questionnaire forms distribution for the Kabul base employees of the Afghan
Wireless Communication Company to acquire their responses and data entry over
SPSS software.
• To investigate the correlation of variables such as; Job satisfaction/dissatisfaction
levels, HR policies and practices, Training and Career development, Pay and

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benefits, Manager’s attitude, Job Security, Freedom of speech, Coordination and
Communication, Organizational Culture, Work and Family Life Balance with the
level of job satisfaction
affecting employee turnover that can be used to lessen employee turnover in the
telecom sector.
• Providing recommendations on how to overcome employee’s turnover in Afghan
Wireless Communication Company.
8.0 CAUSES OF EMPLOYEE’S TURNOVER
Employee turnover normally occurs as a result of job dissatisfaction and unhappiness of an
employee from his/her current job working environment. Being unhappy is not only the
reason in a job, why individuals leave one job for another job. If the employees possess the
skills and qualifications that are in demand by the employer organization, they may be hired
and compensated higher pay, better facilities or career development opportunities. So it is
very important to recognize and know the difference between those employees who leave the
job because they are not satisfied with their job and those employees who leave their job for
other reasons. Obviously, it’s important for organizations to control and reduce turnover
rates. However, in order to reduce these rates, organizations must first understand the main
causes and reasons employees quit their job and leave for other positions. Good people don’t
leave good organizations—they leave poor managers! (Smith, 2009)
9.0 SOME OF THE IMPORTANT FACTORS THAT CONTRIBUTE TO
EMPLOYEE TURNOVER ARE:
9.1 RUDE BEHAVIOR
Studies have shown that everyday humiliations have an opposing effect on productivity and
result in good employees quitting. Rudeness, assigning blame, back-biting, playing favorites
and revenges are among reasons that causes employee turnover. Feeling angry and mistreated
is not acceptable in a good work environment. (Smith, 2009)

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9.2 WORK-LIFE IMBALANCE
As economically concerned, organizations seek to demand that one person do the work of
two or more people. This is especially true when an organization downsizes or restructures,
resulting in longer hours and weekend work. Employees are forced to choose between a
personal life and a work life. This does not sit well with the current, younger workforce, and
this is compounded when both spouses or significant others work. (Smith, 2009)
9.3 THE JOB DID NOT MEET EXPECTATIONS
It has been experienced that the duties and responsibilities could vary from the initial
description and what was promised during the interviewing stage. When this happens it can
lead to mistrust. The employee starts to think, “What else are they not being truthful about?”
When trust is missing, there can be no real employee ownership. (Smith, 2009)
9.4 EMPLOYEE MISALIGNMENT
Organizations should never hire employees (internal or external) unless they are qualified for
the job and in sync with the culture and goals of the organization. Managers should not try to
force a fit when there is none of the skills and capabilities required for that specific job. This
is like trying to force a size-nine foot into a size-eight shoe. Neither management nor
employee will be happy, and it usually ends up badly. (Smith, 2009)
9.5 FEELING UNDERVALUED
Everyone wants to be recognized and praised for a job well done. It’s part of human’s nature.
Recognition does not have to be monetary. The most effective recognition is sincere
appreciation. Recognizing employees is not simply a nice thing to do but an effective way to
communicate appreciation for positive effort, while also reinforcing those actions and
behaviors. (Smith, 2009)
9.6 COACHING AND FEEDBACK ARE LACKING
Effective managers know how to help employees improve their performance and consistently
give coaching and feedback to all employees. Ineffective managers put off giving feedback

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to employees even though they instinctively know that giving and getting honest feedback is
essential for growth and building successful teams and organizations. (Smith, 2009)
9.7 DECISION-MAKING ABILITY IS LACKING
Far too many managers micromanage to the level of minutia. Micromanagers appear
insecure regarding their employees’ ability to perform their jobs without the manager
directing every move. Organizations need employees to have ownership and be
empowered! Empowered employees have the freedom to make suggestions and decisions.
Today “empowerment” seems to be a catch-all term for many ideas about employee
authority and responsibility. However, as a broad definition, it means an organization gives
employees latitude to do their jobs by placing trust in them. Employees, in turn, accept that
responsibility and embrace that trust with enthusiasm and pride of ownership. (Smith,
2009)
9.8 PEOPLE SKILLS ARE INADEQUATE
Many managers were promoted because they did their jobs very well and got results.
However, that doesn’t mean they know how to lead. Leaders aren’t born—they are made.
People skills can be learned and developed, but it really helps if a manager has a natural
ability to get along with people and motivate them. Managers should lead by example, reward
by deed. (Smith, 2009)
9.9 ORGANIZATIONAL INSTABILITY
Management’s constant reorganization, changing direction and shuffling people around
disconnects employees from the organization’s purpose. Employees don’t know what’s going
on, what the priorities are or what they should be doing. This causes frustration leading to
confusion and inefficiencies. (Smith, 2009)
9.10 RAISES AND PROMOTIONS FROZEN
Over the years, studies have shown that money isn’t usually the primary reason people leave
an organization, but it does rank high when an employee can find a job earning 20 to 25
percent more elsewhere. Raises and promotions are often frozen for economic reasons but

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are slow to be resumed after the crisis has passed. Organizations may not have a goal to offer
the best compensation in their area, but if they don’t, they better pay competitive wages and
benefits while making their employees feel valued! This is a critical combination. (Smith,
2009)
9.11 FAITH AND CONFIDENCE SHAKEN
When employees are asked to do more and more, they see less evidence that they will
ultimately share in the fruits of their labor. When revenues and profits increase along with
workload, organizations should take another look at their overall compensation packages.
Employees know when a company is doing well, and they expect to be considered as critical
enablers of that success. Organizations need to stop talking about employees being their most
important asset while treating them as consumables or something less than valuable. If an
organization wants empowered employees putting out quality products at a pace that meets
customer demand, they need to demonstrate appreciation through actions. (Smith, 2009)
9.12 GROWTH OPPORTUNITIES NOT AVAILABLE
A lot of good talent can be lost if the employees feel trapped in dead-end positions. Often
talented individuals are forced to job-hop from one company to another in order to grow in
status and compensation. The most successful organizations find ways to help employees
develop new skills and responsibilities in their current positions and position them for
future advancement within the enterprise. Employees who can see a potential for growth
and comparable compensation are more inclined to stay with an organization
As managers, we can spend time arguing whether these are the most important reasons good
employees quit…or we can find ways to entice them to stay!
Jim Smith's article "12 Reasons Employees Leave Organizations
10.0 NEGATIVE EFFECTS OF EMPLOYEE TURNOVER
High employee turnover is a warning sign of low morale among an organization’s workforce,
which is one of the factors that affect the productivity of the organization (Corcoran, 2012)

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10.1 IT IS EXPENSIVE
Employee turnover can be very costly for an organization, particularly if it is a voluntary
resignation of human capital investment from the organization and the subsequent
replacement process. These replacement costs may include the search of the external labour
market for a possible substitute, selection between competing substitutes, induction, formal
and informal training of the replacement until he or she attains a reasonable level of
performance that is equivalent to that of the individual who quit. (Corcoran, 2012)
A report from research conducted by The Center for American Progress shows that for all
positions, except for executives and physician’s jobs that require very specific skills, the
typical (median) cost of turnover was 21% of an employee’s annual salary. Also, for workers
earning less than $50,000 annually—which covers three-quarters of all workers in the United
States—the studies show a typical cost of turnover of 20% of salary, the same as across
positions earning $75,000 a year or less, which includes 9 in 10 U.S. workers. (Corcoran,
2012)
10.2 IT RESULTS IN THE LOSS OF EXPERIENCED EMPLOYEES
Building a culture that encourages knowledge transfer and succession is a mission-
critical strategy for the growth and sustainability of an organization. According
to Urbancová Hana and Linhartová Lucie:
“Labor turnover results in an organization’s inability to ensure knowledge
continuity.”
From the statistics available from the US Department of Labor, Bureau of Labor
Statistics, only about 1/9 of separations are retirement related or another form of
planned separation, while 6/10 are resignations and about 3/10 are layoffs. This shows
the level of knowledge and experience loss suffered by organizations as a result of
employee turnover. (Corcoran, 2012)

22
10.3 IT AFFECTS PRODUCTIVITY
Employee productivity and general firm performance can be negatively affected when there
is high employee turnover. As I stated earlier, employee turnover leads to loss of experience
and trained staff that know the policies and goals of the organization and their individual
roles in achieving these goals.
However, a new employee may require some time to learn these roles. In a 2012 Allied
Workforce Mobility Survey, about 30% of companies said that it takes a year or longer for a
new employee to reach the full productivity level of a departing employee. Therefore, high
employee turnover means having many inexperienced employees, which will eventually lead
to lower employee productivity.
Companies with fewer employees may find it especially difficult to replace workers, as
workers may fill a variety of different specialized roles; this can create a serious problem for
small businesses, which will affect their performance and productivity. (Corcoran, 2012)
10.4 IT AFFECTS PROFIT
Aside from the cost of replacing an employee discussed earlier, other negative effects stated
here and others not discussed could combine to affect a firm’s profit. The cost settlement of
employees’ benefits (gratuity and others) and the cost of litigations, as some separations may
lead to legal disputes, all combine to affect company performance, which ultimately affects
the overall profit of the firm. (Corcoran, 2012)
10.5 MANAGEMENT FRUSTRATION
Managers quickly get frustrated with the constantly revolving door of employees. In retail,
for instance, a manager finds himself spending so much time hiring and training new
employees he can't coach and develop those who have been around. This contributes to
longer-term employees getting upset and leaving. Plus, poorly equipped and developed
employees place more burden on the manager to work hands-on in the business or store. This
takes away from his decision-making and supervisory duties. (Kokemuller)

23
10.6 DISTRACTIONS
One of the worst effects of high turnover is that it requires focus to fix. Some businesses hire
consultants to help get out of a turnover rut. As you invest time, money and resources to
correct high turnover, you take away from diversifying your business, marketing to new
customers and improving on performance. (Kokemuller)
10.7 CUSTOMER DISSATISFACTION
For service-oriented careers such as account management and customer service, high
turnover can lead to customer dissatisfaction. Newer representatives lack expertise and
knowledge, and customers have no way to build a relationship with one particular service
representative. (Moore, 2017)
11.0 METHODOLOGY
11.1 RESEARCH INSTRUMENT
Data collection for this case project research was through primary and secondary sources.
The Primary source of information was through structured questionnaires which were
distributed at Main and Sub branches of AWCC, Therefore the targeted population areas
were the employees of Afghan Wireless Communication Company, and the secondary source
of information was through the Interview, internet and articles from different magazines and
journals.
11.2 QUESTIONNAIRE ON EMPLOYEE TURNOVER
The mentioned Questionnaire has been administrated by Utsavi Bhatt, available on
www.scribd.com
1. Gender: Male Female
2. Education: Bachelor Master PH
3. Age: 18-25 26-33 34 and Above
Rate the following statements to identify employee’s opinions about organization.

24
You use rating scales as (1) strongly agree, (2) agree, (3) neither agree nor disagree, (4)
disagree, (5) strongly disagree.
Table 1
S.NO STATEMENTS 1 2 3 4 5
1 I am proud to work for our company.
2 I am satisfied with the training provided
for my current job.
3 I am satisfied with the amount of training
offered for advancement.
4 Our company is concerned with the long
term welfare of the employees.
5 I feel secure that I will be able to work for
the company as long as I do a good job.
6 I feel I can voice my opinion without fear.
7 My immediate superior is technically
competent.
8 My immediate superior is competent in
human relations.
9 Employee policies of company are
administered the same in all departments
laterally.
10 I like my job i.e. the work I do.
11 My immediate superior deals with
employees problems fairly.
12 My immediate superior deals with all
employees fairly.
13 The communication I received from
company is timely.
14 The communication I received from
company is accurate.
15 Our company maintains salary levels that
compare well to other companies in this
area.
16 Our company maintains benefits that
compare well to other companies in this
area
17 I receive co-operation from all other
departments.
18 My department is well organized for the
work it does.
19 The employees in my department work
well in a team.

25
20 Company employee policies are properly
and equally administered in my
department.
21 I feel there is adequate opportunity for me
to move to a better job within the company.
22 My superiors are concerned for providing
quality product and services.
23 The employees of other departments are
also concerned with quality product and
services.
24 I feel the top management is committed to
quality of the product and services.
25 The company recognizes the
accomplishment of employees.
26 I receive regular Job performance
feedback.
27 The company has adequate safety & health
standard.
28 My Superior recognizes my performance.
29 I have an annual set of performance
standards.
30 My superior always listen complain with
an open mind.
31 Organisation has well managed grievances
system.
32 I am able to balance your work life.
33 I feel tired or depressed because of work
34 Organization encourages the involvement
of your family members in work-
achievement reward functions.
35 My company have a separate policy for
work-life balance.
36 I feel work life balance policy in
the organization should be customized to
individual needs.
37 I think that if employees have good work-
life balance the organization will be more
effective and successful
38 I manage stress arising from my work.
39 My superior routinely gives me feedback
on my performance, whether positive or
negative.
40 My superior encourages and allows me to
work to the best of my abilities.

26
11.3 STATISTICAL ANALYSIS
 Cronbach’s Alpha Reliability Test
Table 2
Case Processing Summary
N %
Cases
Valid 118 59.0
Excludeda
82 41.0
Total 200 100.0
a. Listwise deletion based on all
variables in the procedure.
Table 3
Reliability Statistics
Cronbach's Alpha N of Items
.839 39
 PEARSON’S CORRELATION TEST
11.4 CORRELATIONS
Correlations
I am proud to
work for our
company
I am
Satisfied
with the
amount of
training
offered for
advancement
Our company
is concerned
with the long
term welfare
of the
employees
I am proud to work
for our company
Pearson
Correlation
1 .837**
.603**
Sig. (2-tailed) .000 .000
N 193 190 192
I am Satisfied with
the amount of
Pearson
Correlation
.837**
1 .645**

27
training offered for
advancement
Sig. (2-tailed) .000 .000
N 190 197 196
Our company is
concerned with the
long term welfare of
the employees
Pearson
Correlation
.603**
.645**
1
Sig. (2-tailed) .000 .000
N 192 196 199
I feel secure that I
will be able to work
for the company as
long as I do a good
job
Pearson
Correlation
.439**
.512**
.658**
Sig. (2-tailed) .000 .000 .000
N 191 194 196
I feel I can voice my
opinion without fear
Pearson
Correlation
.369**
.344**
.455**
Sig. (2-tailed) .000 .000 .000
N 193 197 199
My immediate
superior is
technically
competent
Pearson
Correlation
.244**
.374**
.424**
Sig. (2-tailed) .001 .000 .000
N 189 193 195
My immediate
superior is competent
in human relations
Pearson
Correlation
.169*
.187**
.278**
Sig. (2-tailed) .020 .010 .000
N 188 191 193
Employee policies of
company are
administrated the
same in all
departments laterally
Pearson
Correlation
-.095 -.132 -.066
Sig. (2-tailed) .194 .067 .357
N 189 193 195
I like my job i.e. the
work I do
Pearson
Correlation
-.257**
-.142*
-.136
Sig. (2-tailed) .000 .047 .056
Correlations
I feel secure
that I will be
able to work
for the
company as
long as I do a
good job
I feel I can
voice my
opinion
without fear
My immediate
superior is
technically
competent

28
I am proud to work for
our company
Pearson
Correlation
.439 .369**
.244**
Sig. (2-tailed) .000 .000 .001
N 191 193 189
I am Satisfied with the
amount of training
offered for
advancement
Pearson
Correlation
.512**
.344 .374**
Sig. (2-tailed) .000 .000 .000
N 194 197 193
Our company is
concerned with the
the employees
Pearson
Correlation
.658**
.455**
.424
Sig. (2-tailed) .000 .000 .000
N 196 199 195
I feel secure that I will
be able to work for the
company as long as I
do a good job
Pearson
Correlation
1**
.396**
.337**
Sig. (2-tailed) .000 .000
N 197 197 193
Pearson
Correlation
.396**
1**
.267**
Sig. (2-tailed) .000 .000
N 197 200 196
My immediate
superior is technically
competent
Pearson
Correlation
.337**
.267**
1**
Sig. (2-tailed) .000 .000
N 193 196 196
My immediate
in human relations
Pearson
Correlation
.327*
.205**
.282**
Sig. (2-tailed) .000 .004 .000
N 192 194 190

29
company are
administrated the
same in all
Pearson
Correlation
-.100 .105 .164
Sig. (2-tailed) .165 .142 .023
N 193 196 193
work I do
Pearson
Correlation
-.159**
.030*
.264
Sig. (2-tailed) .026 .677 .000
Correlations
My immediate
superior is
competent in
human
relations
Employee
policies of
company are
administrated
the same in
all
departments
laterally
I like my job
i.e. the work I
do
our company
Pearson
Correlation
.169 -.095**
-.257**
Sig. (2-tailed) .020 .194 .000
N 188 189 192
amount of training
offered for
advancement
Pearson
Correlation
.187**
-.132 -.142**
Sig. (2-tailed) .010 .067 .047
N 191 193 196
Our company is
concerned with the
the employees
Pearson
Correlation
.278**
-.066**
-.136
Sig. (2-tailed) .000 .357 .056
N 193 195 198
Pearson
Correlation
.327**
-.100**
-.159**
Sig. (2-tailed) .000 .165 .026

30
do a good job N 192 193 196
Pearson
Correlation
.205**
.105**
.030**
Sig. (2-tailed) .004 .142 .677
N 194 196 199
My immediate
competent
Pearson
Correlation
.282**
.164**
.264**
Sig. (2-tailed) .000 .023 .000
N 190 193 195
My immediate
in human relations
Pearson
Correlation
1*
.179**
.059**
Sig. (2-tailed) .013 .416
N 194 190 193
company are
administrated the
same in all
Pearson
Correlation
.179 1 .339
Sig. (2-tailed) .013 .000
N 190 196 195
work I do
Pearson
Correlation
.059**
.339*
1
Sig. (2-tailed) .416 .000
Correlations
My immediate
superior deals
with
employees
problems fairly
My
immediate
superior
deals with all
employees
fairly
The
communication
I received from
company is
timely
our company
Pearson
Correlation
.082 -.065**
-.175**
Sig. (2-tailed) .263 .371 .015

31
N 189 193 192
amount of training
offered for
advancement
Pearson
Correlation
.075**
.002 -.172**
Sig. (2-tailed) .302 .978 .016
N 192 197 196
Our company is
concerned with the
the employees
Pearson
Correlation
-.082**
-.012**
-.214
Sig. (2-tailed) .254 .867 .002
N 194 199 198
do a good job
Pearson
Correlation
-.015**
-.033**
-.250**
Sig. (2-tailed) .836 .646 .000
N 193 197 196
Pearson
Correlation
.062**
.075**
-.010**
Sig. (2-tailed) .392 .294 .887
N 195 200 199
My immediate
competent
Pearson
Correlation
.189**
.180**
.201**
Sig. (2-tailed) .009 .011 .005
N 192 196 195
My immediate
in human relations
Pearson
Correlation
.112*
.243**
.044**
Sig. (2-tailed) .123 .001 .543
N 191 194 193
company are
administrated the
same in all
Pearson
Correlation
.254 .294 .312
Sig. (2-tailed) .000 .000 .000
N 192 196 195

32
work I do
Pearson
Correlation
.358**
.336*
.360
Sig. (2-tailed) .000 .000 .000
Correlations
The
communication
I received from
company is
accurate
Our
company
maintains
salary levels
that compare
well to other
companies in
this area
Our company
maintains
benefits that
compare well
to other
companies in
this area
our company
Pearson
Correlation
-.048 -.115**
-.203**
Sig. (2-tailed) .512 .115 .005
N 190 188 190
amount of training
offered for
advancement
Pearson
Correlation
-.100**
-.127 -.112**
Sig. (2-tailed) .166 .079 .120
N 195 191 194
Our company is
concerned with the
the employees
Pearson
Correlation
-.172**
-.253**
-.105
Sig. (2-tailed) .016 .000 .145
N 196 193 196
do a good job
Pearson
Correlation
-.200**
-.183**
-.117**
Sig. (2-tailed) .005 .011 .104
N 194 192 194
Pearson
Correlation
.138**
.036**
.029**
Sig. (2-tailed) .052 .614 .689

33
N 197 194 197
My immediate
competent
Pearson
Correlation
.067**
-.007**
.045**
Sig. (2-tailed) .353 .923 .536
N 193 190 193
My immediate
in human relations
Pearson
Correlation
-.002*
.187**
-.068**
Sig. (2-tailed) .980 .010 .346
N 191 189 192
company are
administrated the
same in all
Pearson
Correlation
.242 .400 .112
Sig. (2-tailed) .001 .000 .120
N 193 190 193
work I do
Pearson
Correlation
.375**
.411*
.464
Sig. (2-tailed) .000 .000 .000
Correlations
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).

34
Correlations
Job
Satisfaction/Dissatisfaction
Ll
Training&Career
Development
JobSecurity
FreedomOfSpeech
Manager'sAttitude
HRPolicies&Practices
Job
Satisfaction/Dissatisfaction
Manager'sAttitude
Manager'sAttitude
Communication&
Coordination
Pay&Benefits
WorkandFamilyLife
Balance
OrganizationalCulture
Job
Satisfaction
/Dissatisfac
tion Levels
Pearson
Correlat
ion
1 .837 .439 .369 .244 -.095 -
.257
.082 -.065 -
.175
-
.115
.043 -.104
Sig. (2-
tailed)
.000 .000 .000 .001 .194 .000 .263 .371 .015 .115 .563 .154
N 193 190 191 193 189 189 192 189 193 192 188 187 189
Training &
Career
Developme
nt
Pearson
Correlat
ion
.837 1 .512 .344 .374 -.132 -
.142
.075 .002 -
.172
-
.127
.108 -.126
Sig. (2-
tailed)
.000 .000 .000 .000 .067 .047 .302 .978 .016 .079 .138 .081
N 190 197 194 197 193 193 196 192 197 196 191 191 193
Job
Security
Pearson
Correlat
ion
.439 .512 1 .396 .337 -.100 -
.159
-
.015
-.033 -
.250
-
.183
.181 -.159
Sig. (2-
tailed)
.000 .000 .000 .000 .165 .026 .836 .646 .000 .011 .012 .027
N 191 194 197 197 193 193 196 193 197 196 192 191 193
Freedom Of
Speech
Pearson
Correlat
ion
.369 .344 .396 1 .267 .105 .030 .062 .075 -
.010
.036 .050 -.001
Sig. (2-
tailed)
.000 .000 .000 .000 .142 .677 .392 .294 .887 .614 .491 .987
N 193 197 197 200 196 196 199 195 200 199 194 194 196
Manager's
Attitude
Pearson
Correlat
ion
.244 .374 .337 .267 1 .164 .264 .189 .180 .201 -
.007
.232 -.026
Sig. (2-
tailed)
.001 .000 .000 .000 .023 .000 .009 .011 .005 .923 .001 .719
N 189 193 193 196 196 193 195 192 196 195 190 190 192
HR Policies
& Practices
Pearson
Correlat
ion
-.095 -
.132
-
.100
.105 .164 1 .339 .254 .294 .312 .400 .015 .123
Sig. (2-
tailed)
.194 .067 .165 .142 .023 .000 .000 .000 .000 .000 .834 .088
N 189 193 193 196 193 196 195 192 196 195 190 190 192

35
Communic
ation &
Coordinatio
n
Pearson
Correlat
ion
-.048 -
.100
-
.200
.138 .067 .242 .375 .374 .310 .359 .590 .026 .242
Sig. (2-
tailed)
.512 .166 .005 .052 .353 .001 .000 .000 .000 .000 .000 .721 .001
N 190 195 194 197 193 193 196 192 197 196 191 191 193
Pay &
Benefits
Pearson
Correlat
ion
-.203 -
.112
-
.117
.029 .045 .112 .464 .106 .242 .257 .340 .078 .052
Sig. (2-
tailed)
.005 .120 .104 .689 .536 .120 .000 .142 .001 .000 .000 .282 .471
N 190 194 194 197 193 193 196 192 197 196 191 191 194
Organizatio
nal Culture
Pearson
Correlat
ion
.011 .050 .053 .147 .214 .138 .321 .230 .096 .087 .184 .213 -.013
Sig. (2-
tailed)
.882 .492 .461 .038 .003 .055 .000 .001 .177 .223 .010 .003 .862
N 191 195 195 198 194 194 197 193 198 197 192 192 195
Organizatio
nal Culture
Pearson
Correlat
ion
.164 .247 .307 .110 .334 -.052 .097 .107 .156 -
.052
.089 .126 -.090
Sig. (2-
tailed)
.026 .001 .000 .128 .000 .480 .182 .145 .031 .470 .225 .086 .216
N 186 190 190 193 189 189 192 188 193 192 188 188 189
HR Policies
& Practices
Pearson
Correlat
ion
.255 .245 .251 .241 .144 .145 .103 .199 .190 .012 .210 .167 -.055
Sig. (2-
tailed)
.000 .001 .000 .001 .044 .043 .149 .005 .007 .868 .003 .020 .447
N 193 197 197 200 196 196 199 195 200 199 194 194 196
Organizatio
nal Culture
Pearson
Correlat
ion
-.031 -
.063
-
.078
.072 .221 .321 .402 .226 .236 .183 .333 .122 .097
Sig. (2-
tailed)
.680 .394 .290 .325 .003 .000 .000 .002 .001 .012 .000 .099 .187
N 182 186 186 189 185 185 188 185 189 188 184 184 186
Organizatio
nal Culture
Pearson
Correlat
ion
.073 .171 .082 .092 .068 .133 .227 .179 .043 .120 .157 .100 -.024
Sig. (2-
tailed)
.322 .018 .257 .203 .351 .066 .001 .014 .553 .096 .031 .168 .739
N 188 193 192 195 191 191 194 190 195 194 189 191 192
Organizatio
nal Culture
Pearson
Correlat
ion
-.078 -
.072
.002 .100 .016 .231 .213 .160 .161 .187 .242 .049 .071

36
Sig. (2-
tailed)
.287 .321 .978 .165 .827 .001 .003 .026 .024 .009 .001 .505 .328
N 189 193 193 196 192 193 195 193 196 195 190 191 194
HR Policies
& Practices
Pearson
Correlat
ion
.115 .151 .088 -
.058
.128 .142 .192 .143 .044 .042 .139 .250 .024
Sig. (2-
tailed)
.116 .037 .225 .424 .077 .051 .007 .050 .538 .557 .057 .001 .738
N 188 191 191 194 190 190 194 189 194 194 188 190 191
HR Policies
& Practices
Pearson
Correlat
ion
.051 .065 -
.036
.054 .080 .277 .243 .254 .143 .292 .340 .049 .045
Sig. (2-
tailed)
.489 .371 .626 .461 .275 .000 .001 .000 .048 .000 .000 .509 .541
N 184 189 188 191 188 188 190 189 191 190 185 186 188
Manager's
Attitude
Pearson
Correlat
ion
-.047 -
.038
-
.120
.026 .046 .134 .180 .150 .103 .131 .090 .103 -.086
Sig. (2-
tailed)
.516 .602 .095 .719 .528 .063 .011 .038 .149 .067 .213 .154 .229
N 191 195 195 198 194 194 197 193 198 197 192 193 195
HR Policies
& Practices
Pearson
Correlat
ion
.001 .013 -
.047
.101 .071 .130 .158 .149 .191 .087 .190 .244 .104
Sig. (2-
tailed)
.990 .863 .518 .158 .328 .074 .028 .040 .007 .229 .009 .001 .149
N 188 193 192 195 191 191 194 190 195 194 189 190 193
Manager's
Attitude
Pearson
Correlat
ion
-.001 -
.047
.010 .150 .064 .198 .145 .162 .249 .133 .342 .098 -.010
Sig. (2-
tailed)
.985 .523 .895 .042 .390 .007 .049 .029 .001 .073 .000 .189 .893
N 178 184 182 185 181 182 184 181 185 184 180 180 183
Organizatio
nal Culture
Pearson
Correlat
ion
.021 .021 .004 .113 .071 .192 .216 .308 .220 .164 .239 .257 .028
Sig. (2-
tailed)
.769 .772 .958 .114 .327 .008 .002 .000 .002 .022 .001 .000 .700
N 190 194 194 197 193 193 196 192 197 196 191 192 194
Work and
Family Life
Balance
Pearson
Correlat
ion
.043 .108 .181 .050 .232 .015 .059 .167 .096 .006 -
.078
1 -.050
Sig. (2-
tailed)
.563 .138 .012 .491 .001 .834 .418 .022 .184 .930 .289 .495

37
N 187 191 191 194 190 190 193 189 194 193 188 194 191
Job
Satisfaction
/Dissatisfac
tion
Pearson
Correlat
ion
-.212 -
.185
-
.234
.076 .005 .231 .300 .172 .369 .324 .305 .063 .222
Sig. (2-
tailed)
.003 .010 .001 .286 .949 .001 .000 .016 .000 .000 .000 .382 .002
N 192 196 196 199 195 195 198 194 199 198 193 194 196
Manager's
Attitude
Pearson
Correlat
ion
-.309 -
.290
-
.230
-
.148
.067 .335 .267 .165 .265 .261 .329 -
.071
.139
Sig. (2-
tailed)
.000 .000 .001 .038 .355 .000 .000 .022 .000 .000 .000 .331 .054
N 190 194 194 197 193 193 196 192 197 196 191 192 194
Manager's
Attitude
Pearson
Correlat
ion
-.143 -
.096
-
.063
-
.060
.074 .261 .313 .183 .283 .290 .378 .017 -.095
Sig. (2-
tailed)
.050 .182 .381 .406 .308 .000 .000 .011 .000 .000 .000 .818 .186
N 190 194 194 197 193 193 196 192 197 196 191 192 194
TABLE INTERPRETATION
• We are 99% confident that there is a significant correlation between Job Satisfaction
and Manager’s attitude.
• We are 99% confident that there is significant correlation between Training &
Career development and Communication & Coordination.
• We are 99% confident that there is a significant correlation between Job Security
and Pay & Benefits.
• We are confident that there is a significant correlation between Freedom of speech
and HR Policies & practices
• We are 99% sure that there is a significant correlation between Manager’s attitude
and Work & Family Life Balance
• We are confident that there is a significant correlation between HR Policies &
practices with freedom of speech
• We are 99% confident that there is a significant correlation between
Communication & coordination and HR policies & Practices.
• We are 99% confident that there is a significant correlation between Pay & benefits
and Manager’s attitude.

38
• We are 99% confident that there is a significant correlation between Organizational
culture and Manager’s attitude and Training & Career Development
• We are 99% confident that there is a significant correlation between HR Policies
and Training and Development and Freedom of Speech.
• We are 99% confident that there is a significant correlation between Organizational
Culture and Job satisfaction/Dissatisfaction Levels
• We are 99% confident that there is a significant correlation of HR Policies and
practices and work and family life balance and job satisfaction/dissatisfaction level
• We are 99% confident that there is a significant correlation between Manager’s
attitude and job satisfaction/dissatisfaction levels
• We are 99% confident that there is a significant correlation between work and
family life balance and and managers attitude
• We are 99% confident that there is a correlation between job
satisfaction/dissatisfaction levels and job security and HR Policies and practices.
12.0 RECOMMENDATION
• It is recommended for AWCC to do a competitive compensation packages survey in
telecom industry through different mediums, and finally offer the competitive
compensation packages for their employees.
• Ethical behavior should be their priority and they should work on their working
environment culture, any unethical behavior or rude behavior should be condemned.
• Brainstorming sessions should be provided for the employees, as it will help them to
grow more and this will pave as a medium of network for the employees, which will
be helpful for communication and cooperation as well as avoiding
misunderstandings in departments.
• Develop over all HR policies so that it will facilitate the employees along with a
fostering working environment
• Provide Employee counseling seminars monthly, as it would not be very common in
Afghanistan, once a month will be preferred.

39
13.0 CONCLUSION
After an extensive research study conducted results have been drawn in order to locate the
causes of employee turnover in the Afghan Wireless Communication Company. The current
research study found that there is a
Significant relationship between the employee’s turnover (Job satisfaction/dissatisfaction
levels, HR policies and practices, Training and Career development, Pay and benefits,
Manager’s attitude, Job Security, Freedom of speech, Coordination and Communication,
Organizational Culture, Work and Family Life Balance) and organizational effectiveness.
Hence, organizations need to concentrate on the employee’s needs and improve working
conditions in order to decrease high turnover rate and finally enhance organizational
effectiveness. From this study, responses gathered has proved that strong correlations
regarding employee’s job turnover (Job satisfaction/dissatisfaction levels, HR policies and
practices, Training and Career development, Pay and benefits, Manager’s attitude, Job
Security, Freedom of speech, Coordination and Communication, Organizational Culture,
Work and Family Life Balance) were true; hence these independent variables are Directly
associated to increase organizational effectiveness and control employee turnover rate. If
employees of the telecommunication sector voluntarily quits, it will be a great loss to the
organization. It is more expensive to recruit, train, and “bring up to Speed” new substitutes.
Therefore, it is important to comprehend the factors of the employee’s turnover before they
make a decision to quit the organization which can affect organizational effectiveness.

40
14.0 REFERENCES
1. (Khaliqi, 2018)
Khaliqi, A. S. (2018, 3 11). HR specailist. (M. N. Gawhare, M. T. Totakhail, H. U. Rasuli , M. I.
Bakht, & M. Z. Achakzai , Interviewers)
2. (Gul, 2014)
Gul, A. S. (2014). Former Telecomunication Minister. Kabul: Ministry of Teclecomunication.
3. (Corcoran, gethppy.com, 2012)
Corcoran, G. (2012). https://gethppy.com. Retrieved 4 13, 2018, from
https://gethppy.com/employee-turnover/numbers-fall-4-negative-effects-employee-
turnover: https://gethppy.com
4. (Kokemuller)
Kokemuller, N. (2007). http://yourbusiness.azcentral.com. Retrieved 3 15, 2018, from
https://yourbusiness.azcentral.com/effects-high-turnover-companies-2173.html:
http://yourbusiness.azcentral.com
5. (Moore, 2017)
Moore, S. (2017, 9 26). https://bizfluent.com/facts-4866742-effects-employee-turnover.html.
Retrieved 3 15, 2018, from https://bizfluent.com: https://bizfluent.com
6. (Smith J. L., 2009)
Smith, J. L. (2009). Inter business issue . Peoria Magazines, 1-2.

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