International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Effect of employee turn over on national economyMoharam Pua
Working paper discussing the employee turnover problem in Egypt. This paper was presented at the second international conference of business development, innovation & challenges.
Research paper on Employee turnover in organizationsSummaya Sharif
Abstract
The research paper is intended to answer some of the most FAQs of the organizations about employee turnover and help them in lessening this threat which results in losing the loyal and hardworking workforce.
The FAQs include;
-What is employee turnover?
-What are the factors causing employee turnover?
-How to identify/elucidate these factors?
-How is employee turnover a function of these factors?
-What is the relationship between employee turnover and each of selected factors?
-To what extent each of these factors is related to employee turnover?
Which of these factors is the main cause of employee turnover?
In order to get the pragmatic answers to the questions above, and prove the inferences/Hypothesis on the relationship of these factors with employee turnover; the research has been carried to a pragmatic and scientific level. The results of the research carried out will help the organizations to answer the questions above with relevance, reliability, authenticity, relationship metrics, all checked. The scientific study carried out is elucidated below;
Purpose: This research article investigates the factors that influence the employee turnover in order to elucidate the role that they play to influence employee turnover and ergo, their relationship with employee turnover. Hence the purpose is both causal as well as descriptive.
Problem Statement: The research has been conducted to help organizations lessen employee turnover. The basic problem statement is to study the effect of chosen factors (Age, wage rate, unskilled labor, and work-life balance) on employee turnover and hence their relationship with it.
Ergo the basic Research Questions include:
-To what extent unskilled labor leads to employee turnover?
-Does work-life balance affect the employee turnover?
-What contributions wage rate has towards employee turnover?
How much influence age has on employee turnover?
Research method: Considering the Krejice and Morgan’s (1970) table to ensure a good decision, a sample of 100 employees, regardless of gender, area, and status, is taken so that the studied sample size is representative of the population. With groups as my unit of analysis mono-method and deductive approach is used in this research and the data collection technique is disproportionate stratified random sampling.
Findings: The findings apparently showed that the main factor that is influencing employee turnover is “job that hurdles the fulfillment of fulfillment of family duties; with a coefficient of 0.800.”Ergo if this factor is kept under control then a significant change can be seen in employee turnover.
Recommendations are also elucidated in the paper.
Causes of Turnover and Employee Satisfaction_ A Case Study of Otterbein Unive...Brandy L. Stiverson
This document summarizes a honors thesis paper about causes of turnover and employee satisfaction at Otterbein University's TeleFUND call center. The paper begins with a literature review that discusses theories of motivation (Maslow's hierarchy of needs, McClelland's need theory, Porter and Lawler's extension, Herzberg's motivator-hygiene theory) and factors influencing employee satisfaction and turnover. It then describes the stressful nature of call center work and how role stress can impact satisfaction. The paper argues that managers should use human resource management practices focused on involvement rather than control to improve satisfaction and reduce turnover.
Employee turnover and retention in banks was studied. Turnover refers to employees leaving and being replaced, while retention aims to keep valuable employees. High turnover can hurt productivity and profitability. Reasons for turnover include low pay, lack of career growth, and poor work environment or management. Banks can reduce turnover by offering competitive pay and benefits, training and development opportunities, and an engaging workplace culture with supportive supervision. The cost of employee turnover is high, so retention is important for banks to maintain a stable, skilled workforce.
This document provides an overview of labour turnover, including definitions, causes, measurement, and costs. It discusses labour turnover as the movement of workers into and out of jobs over a period of time. Higher turnover can indicate issues like low job satisfaction or poor management. Measuring and understanding the reasons for turnover is important for organizations to address weaknesses and retain productive employees. The document also provides industry-specific context, discussing labour turnover within the automobile manufacturing sector in India and at Lucas TVS in particular.
This document provides an overview of employee turnover including different types, causes, calculation methods, and measures to reduce it. It also examines employee turnover at two Indian IT companies, Wipro and Infosys. Some key points include:
- Employee turnover occurs when employees voluntarily leave their jobs and must be replaced. It is usually expressed as an annual percentage.
- Causes of high and low turnover vary by industry and economic conditions. Innovative companies often see lower rates while fast food sees higher, up to 50-75%.
- Common types of turnover include voluntary, involuntary, functional, dysfunctional, avoidable, and unavoidable.
- Calculation of turnover rate involves comparing number of replacements to
This document summarizes a marketing management project submitted by 5 students to their project advisor Aziza Munir. The project focuses on employee turnover at Dancom Communication and how it affects organizational effectiveness. It includes an acknowledgement, dedication, executive summary that outlines the problem of absenteeism and turnover and examines causes and costs. It also provides an introduction to Dancom Communication, its services, objectives, and growth. The research process is then outlined which discusses problem statement, preliminary data collection through interviews and literature review, theoretical framework, hypothesis generation, and research design.
Report on attrition rates of bpo and itesProjects Kart
The document discusses employee attrition and turnover. It defines attrition and attrition rate and discusses how attrition is affecting organizations in offshore countries like India. High attrition rates of 25-60% are costly for companies that must continually hire and train new employees. The document then examines various reasons for employee attrition, such as organizational matters, poor working environment, job pressures, better pay elsewhere, personal reasons, poaching, and problems with managers. It discusses strategies companies are using to reduce attrition, like better benefits, rewards, work-life balance, learning opportunities, and understanding individual employee needs. The document emphasizes that retaining valuable employees is more cost-effective than replacing them.
Effect of employee turn over on national economyMoharam Pua
Working paper discussing the employee turnover problem in Egypt. This paper was presented at the second international conference of business development, innovation & challenges.
Research paper on Employee turnover in organizationsSummaya Sharif
Abstract
The research paper is intended to answer some of the most FAQs of the organizations about employee turnover and help them in lessening this threat which results in losing the loyal and hardworking workforce.
The FAQs include;
-What is employee turnover?
-What are the factors causing employee turnover?
-How to identify/elucidate these factors?
-How is employee turnover a function of these factors?
-What is the relationship between employee turnover and each of selected factors?
-To what extent each of these factors is related to employee turnover?
Which of these factors is the main cause of employee turnover?
In order to get the pragmatic answers to the questions above, and prove the inferences/Hypothesis on the relationship of these factors with employee turnover; the research has been carried to a pragmatic and scientific level. The results of the research carried out will help the organizations to answer the questions above with relevance, reliability, authenticity, relationship metrics, all checked. The scientific study carried out is elucidated below;
Purpose: This research article investigates the factors that influence the employee turnover in order to elucidate the role that they play to influence employee turnover and ergo, their relationship with employee turnover. Hence the purpose is both causal as well as descriptive.
Problem Statement: The research has been conducted to help organizations lessen employee turnover. The basic problem statement is to study the effect of chosen factors (Age, wage rate, unskilled labor, and work-life balance) on employee turnover and hence their relationship with it.
Ergo the basic Research Questions include:
-To what extent unskilled labor leads to employee turnover?
-Does work-life balance affect the employee turnover?
-What contributions wage rate has towards employee turnover?
How much influence age has on employee turnover?
Research method: Considering the Krejice and Morgan’s (1970) table to ensure a good decision, a sample of 100 employees, regardless of gender, area, and status, is taken so that the studied sample size is representative of the population. With groups as my unit of analysis mono-method and deductive approach is used in this research and the data collection technique is disproportionate stratified random sampling.
Findings: The findings apparently showed that the main factor that is influencing employee turnover is “job that hurdles the fulfillment of fulfillment of family duties; with a coefficient of 0.800.”Ergo if this factor is kept under control then a significant change can be seen in employee turnover.
Recommendations are also elucidated in the paper.
Causes of Turnover and Employee Satisfaction_ A Case Study of Otterbein Unive...Brandy L. Stiverson
This document summarizes a honors thesis paper about causes of turnover and employee satisfaction at Otterbein University's TeleFUND call center. The paper begins with a literature review that discusses theories of motivation (Maslow's hierarchy of needs, McClelland's need theory, Porter and Lawler's extension, Herzberg's motivator-hygiene theory) and factors influencing employee satisfaction and turnover. It then describes the stressful nature of call center work and how role stress can impact satisfaction. The paper argues that managers should use human resource management practices focused on involvement rather than control to improve satisfaction and reduce turnover.
Employee turnover and retention in banks was studied. Turnover refers to employees leaving and being replaced, while retention aims to keep valuable employees. High turnover can hurt productivity and profitability. Reasons for turnover include low pay, lack of career growth, and poor work environment or management. Banks can reduce turnover by offering competitive pay and benefits, training and development opportunities, and an engaging workplace culture with supportive supervision. The cost of employee turnover is high, so retention is important for banks to maintain a stable, skilled workforce.
This document provides an overview of labour turnover, including definitions, causes, measurement, and costs. It discusses labour turnover as the movement of workers into and out of jobs over a period of time. Higher turnover can indicate issues like low job satisfaction or poor management. Measuring and understanding the reasons for turnover is important for organizations to address weaknesses and retain productive employees. The document also provides industry-specific context, discussing labour turnover within the automobile manufacturing sector in India and at Lucas TVS in particular.
This document provides an overview of employee turnover including different types, causes, calculation methods, and measures to reduce it. It also examines employee turnover at two Indian IT companies, Wipro and Infosys. Some key points include:
- Employee turnover occurs when employees voluntarily leave their jobs and must be replaced. It is usually expressed as an annual percentage.
- Causes of high and low turnover vary by industry and economic conditions. Innovative companies often see lower rates while fast food sees higher, up to 50-75%.
- Common types of turnover include voluntary, involuntary, functional, dysfunctional, avoidable, and unavoidable.
- Calculation of turnover rate involves comparing number of replacements to
This document summarizes a marketing management project submitted by 5 students to their project advisor Aziza Munir. The project focuses on employee turnover at Dancom Communication and how it affects organizational effectiveness. It includes an acknowledgement, dedication, executive summary that outlines the problem of absenteeism and turnover and examines causes and costs. It also provides an introduction to Dancom Communication, its services, objectives, and growth. The research process is then outlined which discusses problem statement, preliminary data collection through interviews and literature review, theoretical framework, hypothesis generation, and research design.
Report on attrition rates of bpo and itesProjects Kart
The document discusses employee attrition and turnover. It defines attrition and attrition rate and discusses how attrition is affecting organizations in offshore countries like India. High attrition rates of 25-60% are costly for companies that must continually hire and train new employees. The document then examines various reasons for employee attrition, such as organizational matters, poor working environment, job pressures, better pay elsewhere, personal reasons, poaching, and problems with managers. It discusses strategies companies are using to reduce attrition, like better benefits, rewards, work-life balance, learning opportunities, and understanding individual employee needs. The document emphasizes that retaining valuable employees is more cost-effective than replacing them.
A STUDY TO REDUCE EMPLOYEE ATTRITION IN IT INDUSTRIESIAEME Publication
The research project entitled ‘Reduction of Employee Attrition’ is an attempt to understand the opinion and attitudes of the various categories of employees of IT sector towards the reduction of employee attrition in the organisations. Employee attrition is a serious issue, especially in today’s knowledge-driven marketplace where employees are the most important human capital assets, attrition directly or indirectly impacts on organization’s competitive advantage.
This document provides an introduction to the study, outlining its objectives and significance. The study aims to explore the main factors that contribute to employee retention in the private sector in Kuwait. Specifically, it seeks to investigate the types of benefits, organizational strategies, and cultural issues that most impact retention. It also examines employees' future plans and how they relate to retention. The introduction establishes the importance of retention to organizational success and discusses challenges such as information asymmetry, agency costs, and motivational styles that can negatively impact retention. It sets up the problem statement around a lack of research on retention factors in the Middle East Gulf region context.
The negative effect and consequences of employee turnover and retention on th...Alexander Decker
This document summarizes a research study on the negative effects of employee turnover. The study will examine how turnover negatively impacts organizations and remaining employees. It will collect data through employee questionnaires and exit interviews to understand reasons for turnover. The goal is to identify ways to reduce turnover and promote retention, especially during difficult economic times. Secondary research on turnover costs, effects on customer service, and motivational factors will provide context for the study.
This study was conducted in order to evaluate the impact of different factors on workforce at the
industrial parks in Hai Duong Province. The research datawas collected primarily by interviewing production
workers and managers working at different companies at the industrial parks in Hai Duong Province In this
study, the author uses the method of Structure Equation Modeling to analyze the impact of the factors on
workforce development at the industrial parks in Hai Duong Province.
The document provides information on a dissertation project report on employee retention at Apollo Hospital. It discusses the purpose and importance of studying employee attrition. The objectives of the project are to analyze current retention rates, identify causes of attrition, and study measures to restructure the retention policy. The methodology includes a survey of 30 employees using a questionnaire to collect primary data on factors influencing job satisfaction and retention. Limitations of the study are a small sample size and potential issues with the questionnaire.
The document discusses attrition rates at HCL Technologies. It provides background on HCL, outlines some key causes of attrition like lack of career growth opportunities and ineffective leadership. Some key findings from an employee satisfaction survey at HCL are presented, showing that 27% of employees expressed dissatisfaction, which could lead to increased attrition rates. The top two contributors to dissatisfaction were issues with career development and lack of proper recognition and rewards.
International Journal of Business and Management Invention (IJBMI)inventionjournals
This document summarizes a study conducted at an Indian international airport to improve employee retention through increased employee engagement. The study found that implementing action plans focused on non-financial engagement drivers like communication, rewards & recognition, supervisor support, teamwork, role clarity and work environment significantly increased employee engagement levels. It also found that higher engagement levels significantly improved employee retention rates at the airport. The study suggests organizations can boost retention without large financial expenditures by focusing on certain non-financial engagement factors.
The document discusses attrition in the IT sector and steps that can be taken to reduce it. It notes that attrition is higher in IT due to the dynamic nature of the industry, high demand for IT professionals, and competitive job market. Common reasons for attrition include salary, promotion opportunities, work culture, stress, and work-life balance issues. The document recommends 25 steps companies can take to reduce attrition, such as conducting exit interviews, recognizing employee contributions, offering learning opportunities, ensuring job security, treating employees well, and making the workplace fun.
The document provides an overview of a study on employee attrition. It discusses how attrition affects businesses and the objectives of studying attrition factors. A survey was conducted to determine key job factors that influence attrition, including job content, responsibilities, career growth and job context such as work environment and compensation. The study aims to identify whether job content or context has a greater impact on attrition and help predict future attrition rates. It also provides background on attrition in the business process outsourcing industry and common reasons why employees leave their jobs.
As the modern businesses faces pressure of competition and globalization, the roles and responsibilities of Human Resources managers has transformed completely (Storey, 1999). The long-term demand of the HR manager has increased significantly, however the global supply of talent is becoming very short. In this competitive market place for labor and product, the major challenge or gap is the problem of manpower everywhere (Deb, 2006). Now each and every organization, in order to succeed in the market is in great need to place more emphasis on human resource managers (The strategic importance of human resource development, 2004). This is because of the fact that they are playing a strategic role in this contemporary business world. In this changing global labor market conditions, HR managers along with the firms should be able to adapt their human resource practices accordingly. Here, in this research report the strategic role of Human Resource Manager for the success of the organization is being reflected by taking a case Hotel Holly House (Kapur, n.d).
Contemporary issues in human resource managementNikki Waraich
This document discusses several contemporary issues and trends in human resource management. It covers topics like recruitment process outsourcing to staffing companies, downsizing, and the power of people analytics. It describes the benefits and potential pitfalls of using staffing companies. Common approaches to downsizing like natural attrition and early retirement are outlined. The use of people analytics to make smarter hiring decisions and increase retention through data-driven insights is also summarized.
This document discusses employee attrition (turnover), which refers to employees leaving their jobs. It provides definitions of attrition and attrition rate. Some of the key reasons for attrition discussed include higher pay elsewhere, poor working conditions, lack of career advancement opportunities, and personal reasons. Specific to the insurance industry, the document notes attrition rates of 35-40% for agents due to the high-pressure nature of the work and difficulties sustaining business over time. Calculating accurate attrition rates can be challenging for organizations.
The document summarizes a study conducted to understand the high labor turnover among skilled workers at a company called Dignity Innovation. The study aimed to learn the reasons for turnover by surveying 50 employees with simple random sampling and questionnaires. The findings revealed that workers often left for jobs offering better salary, benefits and training opportunities. Additionally, some workers left due to delays in salary payments. The turnover was found to be primarily voluntary, with many women leaving due to relocation after marriage. The document recommends improving pay, benefits and growth opportunities to retain workers, and employing married women to reduce turnover due to relocation.
This document analyzes attrition at Bata India Limited between 2010-2011. It studies the external and internal factors that influence employee turnover. Primary reasons for attrition included higher compensation elsewhere, better benefits packages, career opportunities, unsupportive supervision, and lack of recognition. An analysis of exit interview forms found that better career opportunities was the main reason people left. The document recommends that BIL provide more career development and training opportunities for employees, ensure fair compensation, introduce job rotation, and implement a "Fun in the Organization" concept to motivate employees and reduce turnover.
This document provides a case study analysis of an organization's approach to human resource management. It analyzes the organization's current top-down HRM approach, internal and external factors affecting it, the role of line managers, and provides 4 recommendations for short-term HR initiatives. The analysis finds that the hierarchical structure limits involvement in decision-making. Recommendations include conducting a survey of employee motivation, employing a flatter structure, reassessing manager capabilities, and holding focus groups.
managing human capital(MHC) mba 2 semesterSuzan Maharzan
This document discusses managing human capital and outlines several key points:
1. It defines human capital as the collective skills, knowledge, and expertise of employees that contributes to organizational productivity. Managing human capital involves treating employees as assets and investing in them.
2. Some challenges to managing human capital include globalization, workforce diversity, technological advances, and changing political/legal environments. HR strategies like task force, development, turnover, and paternalistic strategies can help address these challenges.
3. Best practices for managing human capital involve recruitment/selection, training, performance management, reward systems, and career development. The document discusses these practices and compares best practice and best fit approaches to human resource management.
Difference between human resource management and personnel managementsai precious
1. Human resource management focuses on managing people as a valuable resource to achieve organizational goals, while personnel management takes a more administrative approach centered around individual employee needs.
2. Key differences include HRM emphasizing a unified relationship between management and employees, decentralized decision-making, and transformational leadership versus the transactional style of personnel management.
3. HRM also utilizes more flexible employment contracts, job designs centered around teamwork, and pay/incentive policies linked to performance and value-added contributions compared to the traditional functional approach of personnel management.
This document is a study on attrition analysis conducted at Sundaram Business Service by Mohana Priya.A as a project for their B.Com degree. It includes an introduction, company profile, literature review, data analysis and interpretation, system implementation, findings, conclusion, and bibliography sections. The study aims to analyze attrition at Sundaram Business Service by collecting data through a survey of employees. It examines factors like job satisfaction, work-life balance, career growth opportunities, compensation and benefits, management practices, and grievance redressal systems that may influence an employee's decision to leave the organization. The data is analyzed using tables and charts to identify key reasons for attrition and suggestions are provided to help the company
This document summarizes a research study that analyzed the impact of employee engagement factors on employee performance at an Indonesian palm oil research center (PPKS). The study found that leadership, achievement, and equity factors simultaneously and partially influenced employee performance, but camaraderie did not have a significant partial effect. The document provides background on PPKS and issues with employee performance. It reviews literature on employee engagement factors (leadership, achievement, camaraderie, equity) and performance. The study used a survey to collect data from 78 PPKS employees and analyzed it using multiple linear regression to test hypotheses about the influence of engagement factors on performance.
This document discusses voluntary turnover in the workplace. Voluntary turnover occurs when an employee chooses to leave an organization. While it can have negative impacts like losing productivity and institutional knowledge, it can also have positive impacts by bringing in new ideas and enthusiasm. The document then examines turnover at three companies - PwC, Target, and an unknown organization. It analyzes different retention strategies used by these companies, such as competitive pay, flexible hours, learning opportunities, and relationship building. Finally, it recommends that organizations focus on career development, feedback, approachable management, training, compensation, and addressing employee needs to help reduce voluntary turnover.
This study explored reasons for nurse turnover at BPKIHS hospital in Nepal. The researchers surveyed 150 current and resigned nurses about job satisfaction factors. They found that the major reasons nurses left BPKIHS were career opportunities elsewhere, opportunities for further education, negative attitudes of nursing leaders, inadequate salary, and poor promotion opportunities. The study concluded that increasing salary, job security, starting a bachelor's nursing program, a fair evaluation system, and clear promotion policies could help retain nurses and reduce turnover at the hospital.
A STUDY TO REDUCE EMPLOYEE ATTRITION IN IT INDUSTRIESIAEME Publication
The research project entitled ‘Reduction of Employee Attrition’ is an attempt to understand the opinion and attitudes of the various categories of employees of IT sector towards the reduction of employee attrition in the organisations. Employee attrition is a serious issue, especially in today’s knowledge-driven marketplace where employees are the most important human capital assets, attrition directly or indirectly impacts on organization’s competitive advantage.
This document provides an introduction to the study, outlining its objectives and significance. The study aims to explore the main factors that contribute to employee retention in the private sector in Kuwait. Specifically, it seeks to investigate the types of benefits, organizational strategies, and cultural issues that most impact retention. It also examines employees' future plans and how they relate to retention. The introduction establishes the importance of retention to organizational success and discusses challenges such as information asymmetry, agency costs, and motivational styles that can negatively impact retention. It sets up the problem statement around a lack of research on retention factors in the Middle East Gulf region context.
The negative effect and consequences of employee turnover and retention on th...Alexander Decker
This document summarizes a research study on the negative effects of employee turnover. The study will examine how turnover negatively impacts organizations and remaining employees. It will collect data through employee questionnaires and exit interviews to understand reasons for turnover. The goal is to identify ways to reduce turnover and promote retention, especially during difficult economic times. Secondary research on turnover costs, effects on customer service, and motivational factors will provide context for the study.
This study was conducted in order to evaluate the impact of different factors on workforce at the
industrial parks in Hai Duong Province. The research datawas collected primarily by interviewing production
workers and managers working at different companies at the industrial parks in Hai Duong Province In this
study, the author uses the method of Structure Equation Modeling to analyze the impact of the factors on
workforce development at the industrial parks in Hai Duong Province.
The document provides information on a dissertation project report on employee retention at Apollo Hospital. It discusses the purpose and importance of studying employee attrition. The objectives of the project are to analyze current retention rates, identify causes of attrition, and study measures to restructure the retention policy. The methodology includes a survey of 30 employees using a questionnaire to collect primary data on factors influencing job satisfaction and retention. Limitations of the study are a small sample size and potential issues with the questionnaire.
The document discusses attrition rates at HCL Technologies. It provides background on HCL, outlines some key causes of attrition like lack of career growth opportunities and ineffective leadership. Some key findings from an employee satisfaction survey at HCL are presented, showing that 27% of employees expressed dissatisfaction, which could lead to increased attrition rates. The top two contributors to dissatisfaction were issues with career development and lack of proper recognition and rewards.
International Journal of Business and Management Invention (IJBMI)inventionjournals
This document summarizes a study conducted at an Indian international airport to improve employee retention through increased employee engagement. The study found that implementing action plans focused on non-financial engagement drivers like communication, rewards & recognition, supervisor support, teamwork, role clarity and work environment significantly increased employee engagement levels. It also found that higher engagement levels significantly improved employee retention rates at the airport. The study suggests organizations can boost retention without large financial expenditures by focusing on certain non-financial engagement factors.
The document discusses attrition in the IT sector and steps that can be taken to reduce it. It notes that attrition is higher in IT due to the dynamic nature of the industry, high demand for IT professionals, and competitive job market. Common reasons for attrition include salary, promotion opportunities, work culture, stress, and work-life balance issues. The document recommends 25 steps companies can take to reduce attrition, such as conducting exit interviews, recognizing employee contributions, offering learning opportunities, ensuring job security, treating employees well, and making the workplace fun.
The document provides an overview of a study on employee attrition. It discusses how attrition affects businesses and the objectives of studying attrition factors. A survey was conducted to determine key job factors that influence attrition, including job content, responsibilities, career growth and job context such as work environment and compensation. The study aims to identify whether job content or context has a greater impact on attrition and help predict future attrition rates. It also provides background on attrition in the business process outsourcing industry and common reasons why employees leave their jobs.
As the modern businesses faces pressure of competition and globalization, the roles and responsibilities of Human Resources managers has transformed completely (Storey, 1999). The long-term demand of the HR manager has increased significantly, however the global supply of talent is becoming very short. In this competitive market place for labor and product, the major challenge or gap is the problem of manpower everywhere (Deb, 2006). Now each and every organization, in order to succeed in the market is in great need to place more emphasis on human resource managers (The strategic importance of human resource development, 2004). This is because of the fact that they are playing a strategic role in this contemporary business world. In this changing global labor market conditions, HR managers along with the firms should be able to adapt their human resource practices accordingly. Here, in this research report the strategic role of Human Resource Manager for the success of the organization is being reflected by taking a case Hotel Holly House (Kapur, n.d).
Contemporary issues in human resource managementNikki Waraich
This document discusses several contemporary issues and trends in human resource management. It covers topics like recruitment process outsourcing to staffing companies, downsizing, and the power of people analytics. It describes the benefits and potential pitfalls of using staffing companies. Common approaches to downsizing like natural attrition and early retirement are outlined. The use of people analytics to make smarter hiring decisions and increase retention through data-driven insights is also summarized.
This document discusses employee attrition (turnover), which refers to employees leaving their jobs. It provides definitions of attrition and attrition rate. Some of the key reasons for attrition discussed include higher pay elsewhere, poor working conditions, lack of career advancement opportunities, and personal reasons. Specific to the insurance industry, the document notes attrition rates of 35-40% for agents due to the high-pressure nature of the work and difficulties sustaining business over time. Calculating accurate attrition rates can be challenging for organizations.
The document summarizes a study conducted to understand the high labor turnover among skilled workers at a company called Dignity Innovation. The study aimed to learn the reasons for turnover by surveying 50 employees with simple random sampling and questionnaires. The findings revealed that workers often left for jobs offering better salary, benefits and training opportunities. Additionally, some workers left due to delays in salary payments. The turnover was found to be primarily voluntary, with many women leaving due to relocation after marriage. The document recommends improving pay, benefits and growth opportunities to retain workers, and employing married women to reduce turnover due to relocation.
This document analyzes attrition at Bata India Limited between 2010-2011. It studies the external and internal factors that influence employee turnover. Primary reasons for attrition included higher compensation elsewhere, better benefits packages, career opportunities, unsupportive supervision, and lack of recognition. An analysis of exit interview forms found that better career opportunities was the main reason people left. The document recommends that BIL provide more career development and training opportunities for employees, ensure fair compensation, introduce job rotation, and implement a "Fun in the Organization" concept to motivate employees and reduce turnover.
This document provides a case study analysis of an organization's approach to human resource management. It analyzes the organization's current top-down HRM approach, internal and external factors affecting it, the role of line managers, and provides 4 recommendations for short-term HR initiatives. The analysis finds that the hierarchical structure limits involvement in decision-making. Recommendations include conducting a survey of employee motivation, employing a flatter structure, reassessing manager capabilities, and holding focus groups.
managing human capital(MHC) mba 2 semesterSuzan Maharzan
This document discusses managing human capital and outlines several key points:
1. It defines human capital as the collective skills, knowledge, and expertise of employees that contributes to organizational productivity. Managing human capital involves treating employees as assets and investing in them.
2. Some challenges to managing human capital include globalization, workforce diversity, technological advances, and changing political/legal environments. HR strategies like task force, development, turnover, and paternalistic strategies can help address these challenges.
3. Best practices for managing human capital involve recruitment/selection, training, performance management, reward systems, and career development. The document discusses these practices and compares best practice and best fit approaches to human resource management.
Difference between human resource management and personnel managementsai precious
1. Human resource management focuses on managing people as a valuable resource to achieve organizational goals, while personnel management takes a more administrative approach centered around individual employee needs.
2. Key differences include HRM emphasizing a unified relationship between management and employees, decentralized decision-making, and transformational leadership versus the transactional style of personnel management.
3. HRM also utilizes more flexible employment contracts, job designs centered around teamwork, and pay/incentive policies linked to performance and value-added contributions compared to the traditional functional approach of personnel management.
This document is a study on attrition analysis conducted at Sundaram Business Service by Mohana Priya.A as a project for their B.Com degree. It includes an introduction, company profile, literature review, data analysis and interpretation, system implementation, findings, conclusion, and bibliography sections. The study aims to analyze attrition at Sundaram Business Service by collecting data through a survey of employees. It examines factors like job satisfaction, work-life balance, career growth opportunities, compensation and benefits, management practices, and grievance redressal systems that may influence an employee's decision to leave the organization. The data is analyzed using tables and charts to identify key reasons for attrition and suggestions are provided to help the company
This document summarizes a research study that analyzed the impact of employee engagement factors on employee performance at an Indonesian palm oil research center (PPKS). The study found that leadership, achievement, and equity factors simultaneously and partially influenced employee performance, but camaraderie did not have a significant partial effect. The document provides background on PPKS and issues with employee performance. It reviews literature on employee engagement factors (leadership, achievement, camaraderie, equity) and performance. The study used a survey to collect data from 78 PPKS employees and analyzed it using multiple linear regression to test hypotheses about the influence of engagement factors on performance.
This document discusses voluntary turnover in the workplace. Voluntary turnover occurs when an employee chooses to leave an organization. While it can have negative impacts like losing productivity and institutional knowledge, it can also have positive impacts by bringing in new ideas and enthusiasm. The document then examines turnover at three companies - PwC, Target, and an unknown organization. It analyzes different retention strategies used by these companies, such as competitive pay, flexible hours, learning opportunities, and relationship building. Finally, it recommends that organizations focus on career development, feedback, approachable management, training, compensation, and addressing employee needs to help reduce voluntary turnover.
This study explored reasons for nurse turnover at BPKIHS hospital in Nepal. The researchers surveyed 150 current and resigned nurses about job satisfaction factors. They found that the major reasons nurses left BPKIHS were career opportunities elsewhere, opportunities for further education, negative attitudes of nursing leaders, inadequate salary, and poor promotion opportunities. The study concluded that increasing salary, job security, starting a bachelor's nursing program, a fair evaluation system, and clear promotion policies could help retain nurses and reduce turnover at the hospital.
A report on job market and education systemZakir Khan
This document provides an overview of the education system and job market in Bangladesh. It discusses that while Bangladesh has made progress in expanding primary education, dropout and illiteracy rates remain high. The job market is also challenging with fewer jobs and more applicants. The pharmaceutical sector has grown to be one of the more developed industries in Bangladesh. However, unemployment remains an issue as the labor force grows faster than new job opportunities, particularly in the agricultural sector. Overall the education system and job market in Bangladesh both show improvements but also continue to face constraints around equity, quality of education outcomes, and sufficient job growth.
This document summarizes research on the relationship between employee satisfaction and organizational performance. It discusses that while most research has focused on individual employee satisfaction and performance, theorists have suggested employee satisfaction should relate to organizational performance levels. The document reviews two studies that found positive relationships between aggregated employee satisfaction at the business unit or organizational level and various performance outcomes such as productivity, profitability, and customer satisfaction. However, both studies had limitations in generalizability across industries. Overall, the research suggests higher aggregated employee satisfaction within an organization or business unit may positively relate to organizational performance.
Comparison Between Expatriate Employee's Salary with Local Employee's Salary ...Lenny Rosadiawan
The document discusses compensation management and legal aspects of salaries in Indonesia, using PT Garuda Indonesia as a case study. It summarizes that while Garuda pays local pilots less than expatriate pilots, the company argues it has reasons for the differences related to cost of living. However, local pilots feel discriminated against. The document suggests the company improve communication and provide explanations to employees to reduce conflicts over compensation in the future.
EFFECTS OF REWARD SYSTEMS ON EMPLOYEE PRODUCTIVITY IN CATHOLIC UNIVERSITY OF ...paperpublications3
Abstract:The main objective of this study was to assess the effects of reward systems on employee productivity in The Catholic University of Eastern Africa, Kenya. It further sought to determine the factors which increase employee motivation to better performance and critically evaluate and focus on the effects of reward systems on employee productivity. Purposive sampling was used to sample 80 respondents from all cadres of staff. Data was collected through self-administered questionnaires on a delivery and collection basis to the respondents. Regression technique was used to analyze the data. The data was analyzed using Statistical Package for Social Scientists (SPSS). The findings of this study revealed that different respondents had different motivational preferences but majority of the Institution’s staff was more exposed to the use of non-financial rewards such as recognition, training, opportunities to handle greater responsibilities, employee promotion and participation in key decision making and challenging jobs to motivate exemplary performers. The study also shows that the rewards offered as a result of good performance were worthwhile and meaningful. The study concluded that employees reward systems is a source of motivation to the employees.
Keywords:employee motivation, effective reward system, performance, Productivity, Reward systems: Financial and non-financial rewards.
This document presents three sets of items and asks the reader to identify the category that each set belongs to. The first set contains animals - a lion, tiger, wasp, and dolphin - and belongs in the category of animals. The second set contains vegetables - a radish, carrot, banana, and strawberry - and belongs in the category of vegetables. The third set contains household appliances - a microwave, iron, and stove - and occupations - a lawyer, teacher, and firefighter. It asks the reader to identify the category that each set belongs to.
El Renacimiento fue un periodo histórico caracterizado por el florecimiento cultural y el intento de recuperar las civilizaciones clásicas griega y romana. Se destacó el individualismo y el interés por el humanismo y la anatomía del cuerpo humano. Hubo avances en técnicas como la imprenta y en ciencias con figuras como Galileo, Copérnico y Kepler.
Este documento aborda la cuestión ontológica en la definición de lo juvenil, especialmente frente a la postmodernidad. Plantea que definir lo juvenil actualmente es una tarea difícil que requiere reexaminar el papel de los jóvenes ante los cambios sociales. También explora cómo la incertidumbre ha caracterizado a las juventudes contemporáneas, sumidas en el escepticismo y la pérdida de significado. Finalmente, propone que la mejor manera de responder esta cuestión es a través de la formulación de la pregunta
This document discusses different prepositions of place including in, on, under, above, near, behind, and front. It provides examples of how to use each preposition, such as "the car is in the snow", "the apple is near the elephant's trunk", and "the cat is behind the tree". The purpose is to explain the meanings and proper uses of these common spatial prepositions.
Development strategy for creative industries "cloth endek‟ in Bali Province ...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
1. The digital government aims to increase efficiency and improve citizens' lives by using information and communications technology (ICT) to better coordinate government agencies and services.
2. Digitization can enable governments to aggregate capabilities across agencies and orchestrate cost-effective solutions from public and private operations. However, implementing digital transformation faces challenges like limited authority and timeframes of government officials.
3. The new role of government is to act as a "digital broker," orchestrating services through public and private operations linked by information systems to flexibly meet citizens' needs at lower cost.
The document provides a summary of recently added hip-hop music from Ahmed Toure's playlist in March. It discusses new music from Med, Juelz Santana, J. Cole, DJ Clue, Curren$y and honorable mentions including Big Krit, Joey Bada$$, Future, Young Scooter and Gucci Mane. Ahmed Toure recommends listening to songs and mixtapes from these artists.
The document discusses business environment and strategic management. It defines business environment as the sum of all factors including economic, political, social, cultural, and international factors that influence a business. It then outlines the macro and micro environments that businesses operate within, including local, national, international, suppliers, customers, competitors, distribution channels, and public sectors. The document also lists some macroeconomic indicators and characteristics of businesses such as change, vastness, diversification, globalization, science, information, and government interference. It emphasizes the importance of assessing environmental risks and different methods for doing so.
This study aims to determine the factors that influence the turnover intention of private sector
employees in East Java. This type of research is causality research, which is to determine the relationship
pattern of prophet leadership, work environment, job satisfaction, organizational commitment, compensation
and turnover intention. So that we can find out the structure of the model for the five latent variables and can be
used as a reference to reduce employee turnover intention according to the indicators that are most capable of
contributing to each latent variable that is measured. The population in this study is the entire Surabaya
community who work as private employees
Impact of Employee Engagement on PerformanceIJAEMSJORNAL
Employee engagement is a vast concept and has a wide area of interpretation and thus each organisation interprets the meaning of employee engagement on its own terms, knowledge, and culture. Employee engagement is a relationship between the employee and the enterprise, an engaged employee is the one who is entirely engrossed in and ardent about their work and so takes positive steps to further the organisation's prestige and interests. The construct employee engagement is built on the foundation of concepts like organisation citizenship behaviour, employee commitment, and job satisfaction. Though it relates to and besets these concepts but employee engagement is broader in scope. In today's scenario organisations have started looking out for ways more stronger than only monetary incentives to keep employees involved and work towards goals, hence comes the role of employee engagement which helps the employees realise they are a part of the organisation and thus employees are emotionally connected to their organization and highly involved in their job with a great enthusiasm for the success of their employer, going an extra mile beyond the employment contractual agreement assuming all their efforts leads to the growth of what already belongs to them. Since Employee engagement is a fairly novel concept thus a lot of measurement metrics are not present to find out direct relationship between employee engagement and its impact on the performance of employees thus the purpose of this paper is to find out an Impact of employee engagement on the performance of the employees.
The study investigates the effects of incentives on employee’s productivity. The study had the
following objectives: The relationship between incentive and productivity of employee’s in organisations
The document discusses employee retention and engagement. It defines employee engagement as the level of commitment and involvement an employee has towards their organization and its values. Measuring current engagement levels through surveys is important, as is identifying problem areas, creating action plans to address issues, and taking action to improve engagement. Engaged employees are more productive, committed, and less likely to leave. Consultant reports show engagement links to higher performance, productivity, customer satisfaction and financial outcomes. Various techniques can improve engagement, like action teams, storytelling and appreciative inquiry. Regular measurement is important to track engagement over time.
This document discusses employee attrition in the education industry. It defines attrition and attrition rate, and discusses reasons for attrition such as organizational factors, working environment, and opportunities elsewhere. It also discusses the costs of attrition for companies, including recruitment costs and training costs to replace employees who leave. The document then provides a formula to calculate attrition rate in an organization.
This document discusses employee attrition in the education industry. It begins with definitions of attrition and attrition rate. It then discusses the costs of attrition for companies, including recruitment costs and training costs to replace employees that leave. The document outlines a methodology for calculating attrition rate for an organization. It analyzes trends in attrition rates for an unnamed company over multiple years. Finally, it lists references used in the document, including academic books, articles, company publications, and websites.
This document discusses employee attrition in the education industry. It defines attrition and attrition rate, and discusses reasons for attrition such as organizational factors, working environment, and opportunities elsewhere. It then outlines the methodology used for the research study and analyzes attrition trends. The costs of attrition for organizations are recruitment costs, training costs, and costs associated with replacing employees. The attrition rate can be calculated by taking the number of employees who left in a year divided by the average number of employees that year and multiplying by 100.
The Influence of Human Resource Development, Organizational Commitment, Compe...inventionjournals
This research aims at examining and analyzing the influence of human resource development, organizational commitment, compensation, working environment, and leadership style to employee performance. This studyis an explanatory research which examines the hypothesis. This research was conducted at SULUTGO Bank Company in North Sulawesi Province. The sample for this research was 135 respondents of the total population which is 204 employees. The technique used for data collection is area proportional random sampling. The data were collected from the distributed questionnaires which was ranked, tabulated and analyzed by the double linear regression statistics. The result of this research shows that: 1) the human resourcedevelopment has positive and significant impact to employee performance.2) The organizational commitment has positive but insignificant influence to employee performance. 3) Compensation has positive but insignificant influence to staff’s performance.4) Working environment impacts positively and significantly to staff’s performance. 5) Leadershipstyleimpacts positively and significantly to staff’s performance
The Effects of Motivation on Employees’ Commitment in the Banking Industry in...ijtsrd
Banking industry represent a proportion of the service sector in every country and it is widely recognized that they contribute to employment growth. Since business establishments are human organizations, people are very essential in its existence and success. In spite of the efforts being made by the financial industries to improve staff commitment, employees’ motivation is still relatively challenging. This study adopted survey design because it provides the opportunity to describe the variables through the collection of primary data with the use of structured questionnaire. The population of this research is 5,200 employees of national, state and unit banks located across Lagos State, Nigeria. The sample frame from which employees of banks from the five geo political zones in Lagos State Badagry, Mainland, Epe, Island, and Ikorodu were selected regardless of their location in the State. This research work considered all participating banks in Lagos State. Senior and junior staff of participating banks were selected within the framework and a total of one thousand five hundred 1500 respondents were used. A self constructed and validated instrument titled, Staff Motivation and Employees Commitment in Banks Questionnaire SMECBQ . This was validated and a reliability test was performed, and the Cronbach’s alpha for the whole instrument is 0.79. The result showed that the questionnaire has a high level of reliability. The results of the findings revealed that The Pearson Correlation of motivation and employees’ job commitment was computed and established as 0.289 p value=0.000 showing a weak significant and positive relationship between the two variables. This means that there is a weak positive relationship between motivation and employees’ job commitment in the banks in Lagos State. The study concluded as motivation increases so do employees’ job commitment to the banks. Hence it was recommended that banks should align their reward system with those of other comparable institutions and that the safety and health needs of staff should continue to be addressed particularly for those on the field. Odunayo, H. A. "The Effects of Motivation on Employees’ Commitment in the Banking Industry in Lagos State, Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-6 , October 2022, URL: https://www.ijtsrd.com/papers/ijtsrd51843.pdf Paper URL: https://www.ijtsrd.com/humanities-and-the-arts/education/51843/the-effects-of-motivation-on-employees’-commitment-in-the-banking-industry-in-lagos-state-nigeria/odunayo-h-a
This document discusses recruitment and selection processes in organizations. It begins by outlining the objectives and importance of studying employee hiring. It then discusses factors that affect recruitment, including internal factors like company size and policies, and external factors like labor market conditions and laws. The document outlines various internal sources of recruitment like promotions, referrals, and former employees. It also discusses external sources such as employment exchanges, agencies, advertisements, professional associations, campus recruitment, and word-of-mouth. The advantages and disadvantages of internal sources are evaluated.
A Study Of The Effect Of Organization, Employees Opinion, Experience And Comm...IOSR Journals
Employees form the basis and foundation for the growth of the organization just like a seed giving
rise to a huge tree bearing fruits and vegetables. The employees promote the growth of an organization to
produce useful products beneficial to mankind and the country. Employee satisfaction is defined as “a function
of perceived performance and expectations”. The reasons such as high stress, lack of communication within the
company, recognition, good working conditions or limited growth opportunities force the employees to resign.
My study is focussed on determining the effect of some of the above stated reasons on the employees in order to
achieve maximum career success. To assess the degree of Employee Satisfaction, Questionnaires were
administered to the employees in the real estate company taking a random of seventy employees for the study
and the research methodology to be used for analysis of the study was descriptive and inferential statistics. The
validity of the questionnaire was tested, using the Cronbach Reliability Calculator software. Further, the
influences of demographics such as gender, age, educational qualification, designation and years of experience on their opinions were examined by Chi-Square Test and the effect of the Constructs on Employee Satisfaction were determined by Regression Analysis.
The document discusses employee engagement at Eisai Pharmatechnology & Manufacturing Pvt Ltd in India. It finds that Eisai has very high levels of employee engagement, with 95% of employees engaged. Several factors contribute to this high engagement, including a strong compliance culture (99%), employees feeling pride in working at Eisai (over 99%), and a focus on quality and safety (over 98%). Employee surveys found high ratings for leadership (96%) and policies/procedures (93%). The study concludes that Eisai has clear vision and considers engagement an ongoing process, though it recommends continuing to measure and track engagement over time to sustain these high levels.
The document discusses employee engagement and its importance for organizational effectiveness. It focuses on HR initiatives taken by Eisai Pharmatechnology and Manufacturing Private Limited in India to engage employees. The objectives are to understand Eisai's HR initiatives for engagement, examine their strategies and practices, review the initiatives' progress, and how it has impacted organizational performance through engagement. Previous research highlighted links between engagement and business success factors like performance, productivity and customer satisfaction. Effective change management, support for managers, communication and leadership are important for engagement. HR practices like training and competitive pay can improve engagement.
Employee retention human resource l concepts l topics l definitions l labou...Preeti Bhaskar
This document discusses various topics related to employee motivation and retention. It covers theories of motivation, methods for motivating employees, ways to motivate without pay increases, and strategies for employee retention. Specifically, it discusses the importance of compensation, career growth opportunities, work-life balance, recognition, feedback, and creating a positive work environment to improve employee retention. It also addresses some common myths about retention, noting that hiring, training, and supporting employees during organizational changes can significantly impact whether employees choose to stay or leave an organization.
An Empirical Study of Employees’ Motivation and its Influence Job SatisfactionAI Publications
Human Resource Management is getting more important in the business nowadays, because people and their knowledge are the most important aspects affecting the productivity of the company. One of the main aspects of Human Resource Management is the measurement of employee satisfaction. Companies have to make sure that employee satisfaction is high among the workers, which is a precondition for increasing productivity, responsiveness, quality, and recognitionservice. The aim of this thesis is to analyze the level of employee satisfaction and work motivation. It also deals with the effect the culture has on employee satisfaction. The theoretical framework of this thesis includes such concepts as, job satisfaction, motivation, and rewards differences. One of the biggest strength of the organization is the relationship and communication between the employees and the managers.
A Systematic Review on Importance of Employee Turnover with Special Reference...IIJSRJournal
This document provides a summary of a research article on employee turnover. It discusses several key points:
- Employee turnover is a major issue for organizations that can negatively impact productivity, sustainability, competitiveness and profitability. High turnover rates increase replacement costs and decrease productivity.
- There are many potential reasons for employee turnover, including job stress, lack of job satisfaction, poor work environment, low pay, lack of career development opportunities, interpersonal conflicts, family issues and job insecurity.
- High turnover is costly for organizations, which have to spend money recruiting and training replacements. It can also decrease organizational knowledge when experienced employees leave. Maintaining valuable employees is important for organizational success.
- The document reviews
A Case Study on Employees Motivation at the Standard Chartered Bank of KenyaKiumba Hsc
The case study aimed at examining how the said bank motivates its employees and how that affects employees retention. The relevance of the study was that other organizations can borrow from the bank for it has a record of employees retention.
This case study examines the factors that motivate employees to stay at Standard Chartered Bank in Kenya. It finds that employees are primarily motivated by salary and benefits, job security, training opportunities, respect from supervisors, potential for promotion, and relationships with coworkers. The study also finds that employees prefer a democratic leadership style with participation in decision-making. Effective communication from management helps employees understand their roles. The bank appears to successfully motivate employees through both intrinsic and extrinsic factors, contributing to its strong performance and recognition awards. Other banks experiencing high turnover could learn from Standard Chartered Bank's emphasis on competitive pay, career growth, balanced motivation strategies, and satisfying both employee needs and wants.
Similar to Demographic Factors Impacting Employee Turnover In The Private Banking Sector Of Bangladesh (20)
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Income Tax exemption for Start up : Section 80 IAC
Demographic Factors Impacting Employee Turnover In The Private Banking Sector Of Bangladesh
1. International Journal of Business and Management Invention
ISSN (Online): 2319 – 8028, ISSN (Print): 2319 – 801X
www.ijbmi.org || Volume 4 Issue 11 || November. 2015 || PP-46-54
www.ijbmi.org 46 | Page
Demographic Factors Impacting Employee Turnover In The
Private Banking Sector Of Bangladesh
Fairuz Chowdhury
(BRAC Business School, BRAC University, Bangladesh)
ABSTRACT: Employees are the heart and soul of any organization. The aim of any organization is to
maximize their profit which directly or indirectly is related to the productivity of its employees. Thus, the aim of
any organization is to retain its core employees. Thus, in other words minimize employee turnover. The aim of
this study is to understand the demographic factors that influence employee turnover in the banking sector of
banking.
For this purpose, information from primary and secondary sources was collected. Initially, a pilot study
involving human resource managers of top banks was conducted. Based on their outputs, a close ended
questionnaire was prepared and distributed to the various tiers of management officials in different banks.
Quantitative analyses were done using Statistical Package for Social Science (SPSS) version 16. The reliability
of the items present was estimated using Cronbach Alpha. The factors that showed greater consistency were
chosen for analysis.
At first, we try and find the relation between turnover and the demographic variables. To decipher this
relationship a bivariate analysis is conducted. The factors showing significant relationship are identified and
later used for hypothesis testing and model development. From this analysis, we can say that age, educational
qualifications and tenure i.e. the number of years in an organization are the factors impacting turnover. This
turnover frequency can be minimized by retention of efficient employees. Banks should also aim to retain
efficient and higher qualified employees. So, either through better compensation packages or through increased
job satisfaction measures these employees should be retained
KEYWORDS - banks, age, demographic variables, educational qualifications, employee turnover, tenure
I. INTRODUCTION
Employees are central to all organizational activities. The overall goal achievement of any organization directly
depends on the collective efforts of its employees. Organizations are ready to bear the costs of acquiring the
right job-person fit and person-organization fit through the selection and screening process. Thus, organizations
invest a lot in terms of getting the right person who perfectly matched with its strategic goals and culture. They
invest in them in terms of training them according to the organizational requirements and standards. Therefore,
retaining these employees becomes a priority for those organizations who wants to gain competitive advantage
in the market. Accordingly, minimizing the employee turnover rate becomes a prime concern for these
organizations.
Over the years, a lot of studies have been done on this topic but no one study did ever study the investment
perspective of the employee retention as a whole [1]. Hence, there exists a gap in this particular area of study;
and in BD an internet search reveals no such study addressing this issue. The importance of turnover cannot be
excluded in terms of employee performance, and its related costs to the organization. It is well documented that
profitability of an organization generally negatively impacted by a high turnover rate of employees. Factors that
usually impact turnover rate are age, tenure, job satisfaction and person-organization fit [2].These factors are
interrelated, and independently or in any combinations can impact turnover [3].
1.1 Concept of Employee Turnover
Turnover is explained as the number of employees leaving an organization during a certain time period divided
by the number of employees in that organization during that period [4]. From the human resource perspective,
turnover explains the rate at which employee leaves a job, whether voluntarily or involuntarily. When an
employee leaves an organization, someone else needs to be hired in that place. This whole process is known as
turnover [2].
Turnover comes at a cost to the organization. In fact, a certain level of turnover cannot be avoided, and in fact,
it could be beneficial to the organization as new people join organizations with new ideas that in the process
enriched the organizational other activities. A healthy turnover rate is always desired by the top management of
organizations to ensure healthy innovative growth of organizations [5].
2. Demographic Factors Impacting Employee Turnover In The
www.ijbmi.org 47 | Page
1.2 Employee Turnover in Private Banking Sector in Bangladesh
Most businesses in Bangladesh face challenges posed by employee turnover that is 20%. Over the years, the
trends have changed based on changes in market structure, competition and growth [5]. In case of most
businesses, high employee turnover is considered undesirable as it means that most managerial staffs are newly
recruited, and it becomes difficult for organizations to integrate them into the existing system of doing
businesses and work culture of the company. High turnover means higher costs associated with the selection and
recruitment process, training and induction of the employee. Apart from this, losing an experienced employee
leads to decreased productivity and effectiveness of remaining staff. Alongside these, other intangible costs
incurred by the company are loss of customer loyalty, deteriorating brand image, and good will in the industry
[5]. From the employees’ perspective, it is always the ‘grass is always greener on the other side” syndrome
impact i.e. one feels that other jobs are always better which may not be the case.
Nonetheless, from employer perspectives, employee turnover also has some positive impacts for the business.
Business entities always reap benefits when poor or inefficient performers leave the organizations voluntarily.
On the other hand, from employee perspectives, they are being benefited by getting higher remuneration, career
progression, hence higher social status [5]. For private banking sector in Bangladesh, employee increase or
decrease in turnover rate somewhat depends on overall business environment; availability of alternative jobs,
and growing size of the economy these two factors individually or in combinations play a key role in
determining the trend and rate of employee turnover [5].
1.3 Objective
The main objective of this study is to identify the contextual factors especially the demographic ones that impact
employee turnover in the private banking sector of Bangladesh.
II. LITERATURE REVIEW
Employee turnover is the percentage of employees who are leaving an organization, and are being replaced by
new ones. In the broader sense, employee turnover incorporates those who resign, retire or are forced to leave
the job. Employee turnover is the rotation of workers around the labor market; between firms, jobs and
occupations; and between the states of employment and unemployment [6]. Decreased or low job turnover rate
of employees plays a crucial role in an organization’s long term achievements and successes; since higher
contented workers results in lower rate in employees’ turnover, which in turns results in a more stable work
environment for organizations [7].
2.1 Reasons for Employee Turnover
Employees are the heart of the organization. The success of any organization is directly related to its employees
and is determined by their cumulative achievements. Most successful organizations have stable organizational
work environment with perfect blend of youth and experience. Theses successful organizations retain their
employees by ensuring their needs are properly addressed. Therefore, job satisfaction, which is a measure of
one’s emotional binding and attitude towards his/her job, is higher in these organizations [8]. Specifically, job
satisfaction explains how effectively an employee’s expectation is being matched by the organization [9].
Compensation is another factor that affects job satisfactions that in turns, in the long term, impact the intentions
of leaving a job/organization. Higher compensation is negatively correlated with intention to leave and thus
directly related to job satisfaction [10]. Mueller and Price [11] also asserted that employees tend to leave an
organization due to financial reasons.
The topic of organization, its employees and their satisfaction has been widely studied. A topic closely related
to these is employee turnover. Turnover plays a crucial role in the success of organizations. Every organization
hopes to have optimal productivity and low turnover. There are various reasons for employee turnover- some of
which are directed related to the organization i.e. the organizational variables while some are external. External
factors include the labor market conditions, macroeconomic environment and globalization effect. These factors
can impact the employment opportunities for individuals which may lead to capable employees leaving an
organization. Other relevant factors include individual work variables such as demographic factors and other
intrinsic factors relating to growth, remuneration and promotion [12]. Few articles include the factors such as
stress, work load and work –life balance to play significant roles in influencing someone to leave an
organization. Turnover due to work load can be defined as a deliberate want of an employee to leave the
organization [13].
Demographic variables are used for turnover research and analysis. The most pertinent demographic factors are
age and tenure. Extensive studies have been done in this segment. An interesting factor regarding tenure is that
length of employment in an organization has a positive correlation to turnover [14]. Age is a prime determinant
in turnover analysis. An employee can expect to switch up to twelve jobs by the age of 40 [15]. Other studies
have looked into the relationship of certain factors to turnover. For instance, job satisfaction and turnover as
3. Demographic Factors Impacting Employee Turnover In The
www.ijbmi.org 48 | Page
expected have inverse correlation [16]. An indirect measure of turnover is organizational commitment. While
turnover and organizational commitment can be said to be negatively correlated, organizational commitment has
a positive correlation with age, job experience and duration of service in the organization [13]. Some researchers
have gone to the extent of observing if gender differences play any role in turnover. The results deduced from
these are conflicting with no one definite relationship between gender and turnover striking out. Women have
less expectation from their work life and thus have greater job satisfaction [17]. Some articles state female
employees turnover are greater than their male counterpart [6]. Some reports state that males are more akin to
leave jobs [18]. A few even reported that there is no correlation between gender and turnover [19].
2.2 Consequences of Turnover
An important reason that can compel an efficient employee leaving an organization is the availability of better
employment offers. Thus, economic growth can pose challenges for human resource managers in retaining
efficient employees [15]. From the organization’s perspective, not only does turnover lead to the loss of
competent employees, there are costs associated with it. The costs can be divided into two broad genres- direct
and indirect costs. These costs can have multiple implications on the financial as well as the productivity aspect
of an organization.
For an organization, tangible costs include the costs related to selection, recruitment and training new
employees. These costs related to the selection procedure are called direct costs [20]. These costs also include
costs of searching for a compatible substitute, selection between competing substitutes, induction of the chosen
substitute and formal and informal training of the chosen candidate to help the employee achieve the
competency level of the individual who left the organization [9]. Likewise the intangible costs of learning,
moral impact, work load imbalances, disruption of team, and distraction of job performance are indirect costs
[6]. But there are other positive effects on the organization due to turnover. Positive effects include dislocation
of poor performer, improvement, flexibility and conflicts resolutions [21].
From an individual perspective, turnover can have both positive and negative impacts. Positive impacts can be
higher compensation package, job challenges and better work-life balance [21]. Negative consequences may
include unfulfilled expectations, losing on seniority and social life disruption [21].
Typically, turnover is especially expensive at top management /executives’ level. A study estimates that the
cost of replacing an executive is 64,000 American Dollar and the cost of unscheduled absence would be as high
as 757 American Dollar per employee [9]. Therefore, retaining experienced and competent employees is of
prime importance for the efficient working of an organization. Based on the findings, many researchers have
proposed solutions to the turnover problem and have developed various retention strategies.
III. RESEARCH METHODOLOGY
This study is conducted based on both primary and secondary data. Extensive literature review using secondary
sources such as various websites, online and printed articles, and research papers was done to gather the key
understandings for this research. Once this was done, a pilot survey was conducted through face to face
interviews of 20 top human resource managers of the banking institutions. Based on their inputs, a close ended
questionnaire was developed.
Sample size: Using a confidence interval (margin of error) of 8 and confidence level of 95% , the required
sample size is estimated to be 150.For this purpose, around 300 questionnaires were provided to the various tiers
of the management of different organizations. Of this lot, 181 were returned- a response rate of approximately
60 percent. All of the respondents were employees of various banks in Dhaka city.
Sampling technique: While doing the pilot survey, a convenience sampling procedure was followed due to the
accessibility of the target group. For the final data collection purpose, the close-ended questionnaire was sent
out to as wide a sample as possible. Therefore, in this case a simple random sampling method was followed.
Data Collection: Primary data was collected using a closed ended questionnaire. The respondents remained
anonymous to ensure free expression of thoughts. The questionnaire was used to collect the demographic profile
of the respondents, their current job tenure, the current job status and the frequency of job switching.
Data Analysis: Quantitative analyses were done using Statistical Package for Social Science (SPSS) version 16.
The reliability of the items present was estimated using Cronbach Alpha. Initially, the Alpha value calculated
was 0.650.
Reliability Statistics
Cronbach's Alpha Cronbach's Alpha Based on Standardized Items No of Items
.650 .747 9
To improve the reliability the most consistent questions were chosen for analyses purposes and the Cronbach’s
Alpha calculated was 0.715.
4. Demographic Factors Impacting Employee Turnover In The
www.ijbmi.org 49 | Page
Reliability Statistics
Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items
.715 .910 6
It is to be noted that for bivariate analysis, a 1% level of significance is chosen while for regression analysis a
5% level of significance is taken.
IV. ANALYSIS AND FINDINGS
For the analysis purpose, the factors which showed internal consistency are chosen. These are: age of an
employee, his/her educational qualifications, the employee’s mode of appointment, the number of years serving
an organization, the employee’s job level and turnover frequency.
4.1 Demographic Profile
The demographic profile details of the respondents are presented below:
Table 1: Age Group Breakdown Table 2: Gender Profile
Age Group No of Observations/
Frequency
Percentage
(%)
25-30 88 48.6
30-35 50 27.6
35-40 17 3.4
40-45 26 14.4
Table 3: Educational Qualifications breakdown Table 4: Mode of appointment
Table 5: Number of years in organization Table 6: Job Level Profile
Table 5: Number of earning family member Table 6: Number of family members
Gender Frequency Percent (%)
Male 113 62.4
Female 68 37.6
Educational Qualifications
Frequency Percent (%)
Bachelors 103 56.9
Masters 72 39.8
PhD 6 3.3
Mode of appointment Frequency Percent (%)
entry 70 38.7
promotion 63 34.8
direct 48 26.5
Number of years in
organization
Frequency Percentage (%)
<3 108 59.7
3-6 32 17.6
6-10 14 7.70
>10 27 14.9
Job Level Frequency Percent (%)
entry 73 40.3
mid 80 44.2
top 28 15.5
Number
family
of earning
members
Frequency Percent (%)
1 34 18.8
2 121 66.9
3 26 14.4
Number of family members
Frequency Percent (%)
1-2 29 16.0
3 83 45.9
>4 69 38.1
5. Demographic Factors Impacting Employee Turnover In The
www.ijbmi.org 50 | Page
From this data presented, the majority of the respondents interviewed are in the 25-30 age bracket while least
number of them are in the 35-40 age group. About 65 % of the employees interviewed are male while the rest
are female. Most of the respondents have a Bachelors’ degree. A notable proportion of them have completed
their Masters’ while very few of them have a PhD. Of those interviewed 38.7% of them have entered in an
entry position, while 34.8% have taken an internal promotion and 26.5% had had a direct entry in a senior
position. Of the respondents, 40.3% are in their entry level, 44.2% in the mid and 15.5% are part of the top
management.
It can be interpreted that, about 60% of the respondents have been with their current organization for a period
less than 3 years. This indicates people in the private banking sector in Bangladesh are prone to job switching.
From the analysis, one can interpret that most families have more than 2 bread earners and typical family size is
of 3 or more.
4.2 Turnover Frequency
From the table presented below, one can see that about 67% of the respondents have changed their jobs less than
2 times while 11% of them have changed their jobs 3 or more times. This may be due to the age group of the
respondents interviewed.
Table 7: Turnover Frequency
Turnover Frequency Frequency Percent (%)
0 71 39.3
1 50 27.6
2 40 22.1
3 10 5.5
>3 10 5.5
4.3 Relationship between Demographic Factors and Turnover
Using the above demographic profile and turnover data in line with the test for consistency we can try and find
the relation between turnover and the demographic variables. To decipher this relationship a bivariate analysis is
conducted. This is later used for developing and testing required hypothesis.
Table 8: Pearson Correlations among the Variables
Correlationsa
1
2 3 4 5 6
Age, 1 1 .690**
.610**
.751**
.670**
.921**
Sig. (2-tailed) .000 .000 .000 .000 .000
Educational Qualifications, 2 1 .718**
.274**
.649**
.655**
Sig. (2-tailed) .000 .000 .000 .000
Mode of Appointment, 3 1 .120 .551**
.644**
Sig. (2-tailed) .106 .000 .000
Number of years in present organization, 4 .120 1 .340**
.791**
Sig. (2-tailed) .106 .000 .000
Turnover Frequency, 5 1 .618**
Sig. (2-tailed) .000
Job Level, 6 1
**. Correlation is significant at the 0.01 level (2-tailed).
6. Demographic Factors Impacting Employee Turnover In The
www.ijbmi.org 51 | Page
Correlationsa
1
2 3 4 5 6
Age, 1 1 .690**
.610**
.751**
.670**
.921**
Sig. (2-tailed) .000 .000 .000 .000 .000
Educational Qualifications, 2 1 .718**
.274**
.649**
.655**
Sig. (2-tailed) .000 .000 .000 .000
Mode of Appointment, 3 1 .120 .551**
.644**
Sig. (2-tailed) .106 .000 .000
Number of years in present organization, 4 .120 1 .340**
.791**
Sig. (2-tailed) .106 .000 .000
Turnover Frequency, 5 1 .618**
Sig. (2-tailed) .000
Job Level, 6 1
a. Listwise N=181
Here, in the Pearson correlation test the asterisk marks explain the variables having significant correlation with
each other .Thus, from the above analysis, we can see there is significant relationship between turnover and the
selected demographic variables. This is later used for hypothesis testing.
4.4 Model Development
The demographic variables having significant relationships with turnover frequency are further analyzed by
using the regression tool. The main objective of this is to pinpoint the relevant factors that influence employee
turnover. From the bivariate analysis, we deciphered the variables: educational qualifications, mode of
appointment, age, job level and number of years in the current organization as key determinants of employee
turnover.
Thus, these variables are used in the regression model to comprehend the impact of predictors on turnover. One
of the basic assumptions for undertaking a regression analysis is to ensure the number of independent variables
to sample size should at least be in the ratio of 1 is to 5. Our sample size is 181 which comprehensively satisfy
the requirement set by the predictors.
Table 9: Model Summary of Regression Model
Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .737a
.543 .530 .64324
a. Predictors: (Constant), Job Level, Mode of Appointment, Educational Qualifications, Age, Number of years in
present organization
The significant adjusted R Square value of .53 explains that around 53% variability of turnover frequency is
explained by the variability of the predictors.
4.4.1 Hypothesis Testing- Model
To check the usefulness of the model we had to run a hypothesis test.
Ho: There is no significant relationship between the demographic variables and employee turnover.
7. Demographic Factors Impacting Employee Turnover In The
www.ijbmi.org 52 | Page
Table 10: Anova Analysis of Regression Model
ANOVAb
Model Sum of Squares df Mean Square F Sig.
1 Regression 86.156 5 17.231 41.645 .000a
Residual 72.408 175 .414
Total 158.564 180
a. Predictors: (Constant), Job Level, Mode of Appointment, Educational Qualifications, Age, Number of
years in present organization
b. Dependant variable: Turnover Frequency
From the analysis, one can decide to reject the null hypothesis as p value of 0.00 is less than that of level of
significance set. Therefore, there is significant relationship between the demographic factors and employee
turnover. Thus, the model is utilitarian.
4.4.2 Hypothesis Testing- Predictors
Hypothesis testing of each of the demographic factors that showing significant relationship with turnover
frequency in the bivariate analysis is undertaken to check if their correlation holds.
1. Ho: There is no supported evidence between turnover and age of employees.
2. Ho: There is no supported evidence between employee turnover and educational qualifications.
3. Ho: There is no supported evidence between employee turnover and mode of appointment.
4. Ho: There is no supported evidence between employee turnover and number of years in an organization.
5. Ho: There is no supported evidence between employee turnover and job level.
Table 11: Coefficients of Regression Model
Coefficientsa
Model
Unstandardized
Coefficients
Standardized
Coefficients
t Sig.
Collinearity Statistics
B Std. Error Beta Tolerance VIF
1 (Constant) -8.573 2.445 -3.507 .001
Age .102 .024 .628 4.266 .000 .120 8.303
Educational Qualifications .375 .146 .225 2.577 .011 .342 2.920
Mode of Appointment -.237 .145 -.202 -1.628 .105 .169 5.900
Number of years in present
organization
-.121 .040 -.498 -3.041 .003 .097 10.284
Job Level .554 .284 .417 1.952 .053 .057 17.463
a. Dependent Variable: Turnover Frequency
The equation from regression model is:
Y= -8.573+.102*X1+.375 *X2-.237*X3-.121*X4 +.554*X5 (Equation 1)
Where: Y= Employee Turnover frequency
X1= Age
X2= Educational Qualifications
X3= Mode of Appointment
X4= Number of years in present organization
X5=Job Level
It is important to check for the multi-collinearity. From the table above we can observe that none of the
predictors have a collinearity tolerance value of greater than or equal to 0.9 meaning that none of the variables
are very highly correlated.
8. Demographic Factors Impacting Employee Turnover In The
www.ijbmi.org 53 | Page
4.4.2.1 Hypothesis 1
Ho: There is no supported evidence between turnover and age of employees.
From our analysis we can infer that p value is less than that of level of significance set. Thus, we can interpret
that there is significant relationship between employee turnover and age of employees.
4.4.2.2 Hypothesis 2
Ho: There is no supported evidence between employee turnover and educational qualifications.
From the table above we can observe that p value is less than the level of significance set. Therefore, we can
interpret that there is significant relationship between clients’ choice of area and age of customers. Thus, we can
reject the null hypothesis.
4.4.2.3 Hypothesis 3
Ho: There is no supported evidence between employee turnover and mode of appointment.
From our analysis we can infer that p value is greater than that of level of significance set. Thus, we can
interpret that there is no supported evidence between employee turnover and mode of appointment meaning we
cannot reject the null hypothesis.
4.4.2.4 Hypothesis 4
Ho: There is no supported evidence between employee turnover and number of years in an organization.
From the analysis performed we observe that t value is less than t critical meaning significant relationship
between employee turnover and number of years in an organization. Thus, we can reject the null hypothesis.
4.4.2.5 Hypothesis 5
Ho: There is no supported evidence between employee turnover and job level.
From our analysis we can infer that p value is greater than that of level of significance set. Thus, we can
interpret that there is no supported evidence between employee turnover and mode of appointment meaning we
cannot reject the null hypothesis.
V. RECOMMENDATIONS
From the analysis, one can observe that age, educational qualifications and number of years in an banking
organization impacts turnover frequency. This turnover frequency can be minimized by retention of efficient
employees. Usually, people who serve the organization for a long tenure are experienced employees who have
attached themselves to the values and norms of the organization. Therefore, the banks should develop retention
strategies to ensure that these employees are retained and there is either no correlation or negative correlation
between tenure and employee turnover. To add to this, it is also observed that employees with higher
educational level are prone to job shifting. Organizations should also aim to retain efficient and higher qualified
employees. So, either through better compensation packages or through increased job satisfaction measures
these employees should be retained.
VI. CONCLUSION
Employees are the soul of an organization. The success of any organization is related to the productivity of its
employees. Organizations would love to retain efficient employees and thus reduce employee turnover. Here,
we looked at the demographic factors impacting demographic turnover. The predictors: age, educational
qualifications and number of years in an organization impact employee turnover. The aim of any organization
should be retain qualified and efficient employees who are in tune with its values and beliefs. Retaining these
employees is central to the success of any organization. To check o this parameter, further studies can be done
to find out the factors that influence job satisfaction which in turn leads to retention of employees.
REFERENCES
[1] Kevin, M., Joan, C., and Adrian, J. (2004). Organizational change and Employee turnover. personnel rev. 33 (2) , 161-166.
[2] Arnold, H. J., and Feldman, D. C. (1982). A Multivariate Analysis of the Determinants of Job Turnover. Journal of Applied
Psychology , 350-360.
[3] Dess, G., and Shaw, J. (2001). Voluntary turnover, social capital, and organizational performance. Acad. Manage. Rev. 26(3) ,
446-456.
[4] Price. (1977). The study of turnover. Iowa: Iowa state University press
9. Demographic Factors Impacting Employee Turnover In The
www.ijbmi.org 54 | Page
[5] Habib, A. (2015). Employee turnover in banks- costs and benefits. Retrieved June 30, 2015, from thefinancialexpress-bd:
http://www.thefinancialexpress-bd.com/2015/02/28/82991/print
[6] Abassism, D., and Hollmank, W. (2000). Turnover:the real bottom line. public personnel management,w(3) , 333-342.
[7] Khan, S. A. (2014). The factors affecting employee turnover in an organization: The case of Overseas Pakistanis foundation.
African Journal of Business Management, 25-34.
[8] Graham. (1982). Understanding human relations: The individual, organizations, and management.
[9] Greenberg, J., and Baron, A. R. (2003). Behavior in Organizations (8th Ed.). New Jersey: Pearson Education, Inc.
[10] Lum, L., Kervin, J., Clark, K., and Reid, F. (1998). Explaining Nursing Turnover Intent: Job Satisfaction, Pay Satisfaction, or
Organizational Commitment.
[11] Mueller, C., and Price, J. (1990). Economic, Psychological, and Sociological Determinants of Voluntary Turnover
[12] Arthur, D. (2001). The Employee Recruitment and Retention Handbook (1st Ed.).
[13] Allen, David, G., Griffeth, and Rodger, W. (2001). Test of a Mediated Performance-Turnover Relationship Highlighting the
Moderating Roles of Visibility and Reward Contingency. Journal of Applied Psychology, 86 (5) , 1014-1021.
[14] Mangione, T. (1973). Turnover-Some Psychological and Demographic Correlates, the 1969-1970 Survey of Working Conditions.
University of Michigan, Survey Research Center.
[15] MacGlaham, P. (2006). HR development survey of South Africa. 167.
[16] Griffeth, R., Hom, P., and Gaertner, S. (2000). A meta analysis of antecedents and correlates of employee turnover: Update,
moderator tests, and research implications for the next millennium. J. Manage 26 , 463-488.
[17] Sousa-Poza, A., and Henneberger, F. (2002). Analyzing Job Mobility with Job Turnover Intentions.
[18] Elaine, M. (1997). Job tenure shift for men and women. HR Magazine 42(5):20.
[19] Miller, J., and Wheeler, K. (1992). Unraveling the Mysteries of Gender Differences in Intentions to Leave the Organization. J.
Organ. Behav. 13 , 465-478.
[20] Staw, B. (1980). The consequences of turnover. J. Occupat. Behav. 1 , 253-273.
[21] Mobley, W. H. (1982). Employee Turnover: Causes Consequences, and Control. Philippines: Addison-Wesley Publishing.