A study was conducted to determine why employees stay with their companies. A survey was distributed to 114 employees to rate statements about their work environment. Responses were analyzed in three groups based on whether respondents expected to stay with their company in three years. The results showed common highly rated statements across groups related to benefits, autonomy, and importance of work. Time with the company correlated with expecting to stay. The study provides initial support for using profiles to identify retention risks but had limitations due to its small sample size and specific demographics. Continued research was recommended.
This document provides background research on All Pro Disaster Cleaning, Inc., which is facing issues with poor communication and ineffective management after the divorce of its co-owners destroyed the company. A survey of employees found themes of wanting more consistent hours, better pay, and improved communication between departments. While the economy and industry are stable, sales have decreased in recent years. The document recommends improving internal communication and management to boost employee and customer satisfaction.
This chapter discusses employee selection principles and techniques. It begins by explaining the importance of properly matching employees to jobs in order to prevent dissatisfaction and poor performance. It then covers topics like realistic job previews, sources of recruiting, recruiter characteristics, and selection techniques. The chapter also discusses fair employment practices and protections for various groups like older workers, disabled workers, and women from discrimination. Finally, it describes the process of job analysis which is used to understand job requirements and inform selection.
The document discusses a study on the quality of work life of employees working in the Business Process Outsourcing (BPO) sector in Coimbatore, India. It analyzes factors like training and development opportunities, compensation levels, and gender that influence job satisfaction levels. The study found that training and development programs as well as fair compensation practices had a significant positive relationship with job satisfaction, and that female BPO employees in Coimbatore reported higher levels of job satisfaction than male employees.
Corporate social responsibility, customer orientation, and the job performanc...Dr. Larry Pino
Corporate social responsibility (CSR) is defined as discretionary business practices and contributions of corporate resources intended to improve social well being.
Impact of CSR activities on Organizational Identification (OI) and Job Satisf...IJAEMSJORNAL
This study examined the impact of CSR activities oriented to employee, customer, and society on the identification and satisfaction of frontline employees in the Lebanese banking sector while comparing the perceptions between Beirut and Beqaa branches. The study adopted a quantitative research approach based on positivist paradigm and subject to verification by hypothetico-deductive reasoning in order to investigate the relationships between employees’ perceptions of CSR initiatives, organizational identification and job satisfaction, in Lebanese commercial bank located in Beirut and Beqaa area. A structured questionnaire was used to test the hypotheses and answer the research questions. The target population was the frontline employees of four major Lebanese commercial banks operating in Beirut and Beqaa area. Four-hundred from frontline employees of four major banks branches located in Beirut and Beqaa areas were invited to participate in the study. The final number of usable questionnaires was 214 for frontline employees, with a response rate of 53.5%. The causal relationships for the 3 models (“1”, “1a”, “1b”) were estimated using SEM with latent variables once the validity of the measurement scales were successfully being verified. The software SmartPLS was used for the application of structural equation models with latent variables “PLS-PM”. For model “1”, “1a”, “1b” the findings indicated that some hypotheses were not significantly supported and the impact of CSR on employees differs according to branch location. Nonetheless, no significant differences exist between the employee’s perception of Beirut and Beqaa regarding the strong influence of CSR employee on JS and the strong influence of OI on JS. However in Beqaa branches, CSR customer is affecting OI, and CSR society is affecting JS. Thus, this study provided evidences to assess the visibility of CSR activities in the eyes of stakeholders and to identify which domains are to be enhanced in order to set more effective social strategies in organizations to reach the identification and satisfaction of employee. Moreover, implications for decision making and policy making as well as recommendations for future research constitute the end product of this thesis.
Experimenting with Pre-Contact Strategies for Reducing Nonresponse in an Econ...kpick
The document summarizes an experiment conducted by the U.S. Census Bureau and National Science Foundation to test strategies for reducing non-response in the Business R&D and Innovation Survey (BRDIS). The experiment involved sending a pre-survey letter to company executives, requesting they provide a survey coordinator for their company, and comparing response rates to using previous company contacts. The goal was to get the survey to the appropriate respondents within companies to improve accurate and complete response. Results of the experiment and comparison of the strategies will be presented.
This document proposes a study to examine how different online application processes and levels of interpersonal communication in rejection emails affect rejected applicants' perceptions of fairness. Participants would apply to a fake job through one of three application methods: resume only, online data entry only, or both. Upon rejection, they would receive either a warm, personalized email or a simple rejection notice. Surveys would assess their views of the process and organization using established measures of procedural justice. The study aims to provide insights into streamlining redundant online applications while mitigating negative reactions to rejection through interpersonal communication.
This document provides background research on All Pro Disaster Cleaning, Inc., which is facing issues with poor communication and ineffective management after the divorce of its co-owners destroyed the company. A survey of employees found themes of wanting more consistent hours, better pay, and improved communication between departments. While the economy and industry are stable, sales have decreased in recent years. The document recommends improving internal communication and management to boost employee and customer satisfaction.
This chapter discusses employee selection principles and techniques. It begins by explaining the importance of properly matching employees to jobs in order to prevent dissatisfaction and poor performance. It then covers topics like realistic job previews, sources of recruiting, recruiter characteristics, and selection techniques. The chapter also discusses fair employment practices and protections for various groups like older workers, disabled workers, and women from discrimination. Finally, it describes the process of job analysis which is used to understand job requirements and inform selection.
The document discusses a study on the quality of work life of employees working in the Business Process Outsourcing (BPO) sector in Coimbatore, India. It analyzes factors like training and development opportunities, compensation levels, and gender that influence job satisfaction levels. The study found that training and development programs as well as fair compensation practices had a significant positive relationship with job satisfaction, and that female BPO employees in Coimbatore reported higher levels of job satisfaction than male employees.
Corporate social responsibility, customer orientation, and the job performanc...Dr. Larry Pino
Corporate social responsibility (CSR) is defined as discretionary business practices and contributions of corporate resources intended to improve social well being.
Impact of CSR activities on Organizational Identification (OI) and Job Satisf...IJAEMSJORNAL
This study examined the impact of CSR activities oriented to employee, customer, and society on the identification and satisfaction of frontline employees in the Lebanese banking sector while comparing the perceptions between Beirut and Beqaa branches. The study adopted a quantitative research approach based on positivist paradigm and subject to verification by hypothetico-deductive reasoning in order to investigate the relationships between employees’ perceptions of CSR initiatives, organizational identification and job satisfaction, in Lebanese commercial bank located in Beirut and Beqaa area. A structured questionnaire was used to test the hypotheses and answer the research questions. The target population was the frontline employees of four major Lebanese commercial banks operating in Beirut and Beqaa area. Four-hundred from frontline employees of four major banks branches located in Beirut and Beqaa areas were invited to participate in the study. The final number of usable questionnaires was 214 for frontline employees, with a response rate of 53.5%. The causal relationships for the 3 models (“1”, “1a”, “1b”) were estimated using SEM with latent variables once the validity of the measurement scales were successfully being verified. The software SmartPLS was used for the application of structural equation models with latent variables “PLS-PM”. For model “1”, “1a”, “1b” the findings indicated that some hypotheses were not significantly supported and the impact of CSR on employees differs according to branch location. Nonetheless, no significant differences exist between the employee’s perception of Beirut and Beqaa regarding the strong influence of CSR employee on JS and the strong influence of OI on JS. However in Beqaa branches, CSR customer is affecting OI, and CSR society is affecting JS. Thus, this study provided evidences to assess the visibility of CSR activities in the eyes of stakeholders and to identify which domains are to be enhanced in order to set more effective social strategies in organizations to reach the identification and satisfaction of employee. Moreover, implications for decision making and policy making as well as recommendations for future research constitute the end product of this thesis.
Experimenting with Pre-Contact Strategies for Reducing Nonresponse in an Econ...kpick
The document summarizes an experiment conducted by the U.S. Census Bureau and National Science Foundation to test strategies for reducing non-response in the Business R&D and Innovation Survey (BRDIS). The experiment involved sending a pre-survey letter to company executives, requesting they provide a survey coordinator for their company, and comparing response rates to using previous company contacts. The goal was to get the survey to the appropriate respondents within companies to improve accurate and complete response. Results of the experiment and comparison of the strategies will be presented.
This document proposes a study to examine how different online application processes and levels of interpersonal communication in rejection emails affect rejected applicants' perceptions of fairness. Participants would apply to a fake job through one of three application methods: resume only, online data entry only, or both. Upon rejection, they would receive either a warm, personalized email or a simple rejection notice. Surveys would assess their views of the process and organization using established measures of procedural justice. The study aims to provide insights into streamlining redundant online applications while mitigating negative reactions to rejection through interpersonal communication.
This chapter discusses personnel selection and placement methods. It covers five standards for selection methods: reliability, validity, generalizability, utility, and legality. Nine common selection methods are described: interviews, references, physical ability tests, cognitive ability tests, personality inventories, work samples, and honesty/drug tests. The chapter aims to minimize employee selection errors and improve organizational competitiveness by familiarizing students with effective selection methods.
The SHRM survey found that:
- 69% of organizations conduct criminal background checks on all job candidates, while 18% do checks on select candidates.
- Most organizations initiate checks after a contingent job offer or interview.
- Checks are used to reduce legal liability and ensure workplace safety.
- Violent and nonviolent felonies highly influence hiring decisions.
This document discusses human resource management and personnel selection. It outlines various methods used in the selection process, including job applications, resumes, background checks, and different types of tests to assess candidates' cognitive abilities, intelligence, proficiency, aptitude, personality, motivation, and disposition. It also discusses assessment centers, interviews, the limitations of interviews, and orientation programs for new employees. The goal of selection methods is to identify the best candidates for open positions in an organization.
Factors that Influence Turnover among Group IT, Menara TM by Logistics Regres...Nabilah Huda
This document summarizes a study on factors that influence turnover among IT staff at Telekom Malaysia. The study aims to determine the relationship between job satisfaction and employees' intentions to resign, and analyze the effects of work experience, work pressure, work environment, and job satisfaction on resignation intentions. A questionnaire will be used to collect data from IT staff about these variables. Statistical analyses like ANOVA, correlation, and regression will then be performed to analyze the data and test hypotheses about the relationships between the variables. The findings are expected to help Telekom Malaysia reduce employee turnover by identifying its key causes.
This document summarizes research on the relationship between employee satisfaction and organizational performance. Several studies have found positive correlations between aggregated measures of employee job satisfaction and organizational outcomes like productivity, profitability, and customer satisfaction. However, the causal nature of this relationship is unclear - employee satisfaction may improve performance, but high performance may also increase satisfaction. More longitudinal research is needed to better understand the directionality and potential reciprocal nature of the relationship between employee attitudes and business outcomes. Overall, initial evidence suggests that how employees experience their work can influence organizational performance.
For more classes visit
www.snaptutorial.com
HS 6010 Module 1 Assignment 3 Compare and Contrast Human Services Organizations
It is important to understand that human services are broad in spectrum and consist of many types of service delivery, including mental health, child welfare, medical care, public assistance, and corrections.
Perception is said to chop down the worker turnover. to scale back absenteeism and to extend the performance of employees. The researcher wants to understand about the worker opinion about the facilities provided to them. At an equivalent time the organization policies and practices aren't accepted by employees. And also to seek out the perception like salary benefits scope for people initiatives and balance between work and private life.
This document provides a summary of a research report on job satisfaction among non-managerial healthcare employees in Karachi, Pakistan. The report includes 5 chapters that cover an introduction, literature review, methodology, data analysis and presentation, and conclusions and recommendations. The introduction defines the research problem around absenteeism rates and identifies the objective of studying how physical, psychological and environmental factors impact job satisfaction. The literature review discusses previous research and theories of job satisfaction. The methodology chapter describes how the study was conducted, including the population, sample, data collection and analysis methods.
The document summarizes key findings from a study on social media use in the workplace and its impact on employee attitudes and behaviors. Some of the main findings include:
1) Employees who feel they can communicate openly, participate in decisions, and feel valued showed greater trust, satisfaction, loyalty and motivation compared to those who did not. Simply allowing social media use did not have as large an impact as these cultural factors.
2) Different corporate functions like marketing, communications, management and HR had differing views on factors like trust, satisfaction and pride in the workplace.
3) An individual's level in the company was not related to their social media use at work.
DEVELOPMENTAL & MOTIVATIONAL ASPECT OF PERFORMANCE APPRAISALIAEME Publication
This document summarizes a research study that examined the relationship between employees' perceptions of developmental performance appraisal and their self-reported work performance. The study tested two models - a mediation model and a moderation model. The key findings were that the relationship between perceptions of developmental performance appraisal and work performance is mediated by employees' intrinsic motivation, and is moderated by their autonomy orientation. Specifically, for employees with a strong autonomy orientation, the relationship was found to be negative, whereas for those with a weak autonomy orientation, the relationship was positive.
American journal of health promotion volume 29 issue 6 2015 [doi 10.4278 ajhp...Cut Witanti
This study aimed to understand employee attitudes in low-wage industries toward workplace health promotion programs. The researchers conducted interviews with 42 couples where at least one partner worked in a low-wage industry like food services, retail, or healthcare. Both employees and their partners expressed interest in workplace health programs focused on nutrition and physical activity. They felt these programs could benefit employers through increased productivity, but doubted their own employers would offer them. Overall, employees did not object to employer involvement in health issues and saw it as a sign they were valued. Both employees and partners supported extending workplace health programs to include partners.
The examination of relation between organizational space and organizational p...ijsptm
The organizational space defines what the method of work is and that which kind of behaviors are
supported. The target of this examination is to knowing of the existence of relation between organizational
spaces (structure of organizational, organizational responsibility, Productivity of managers, organizational
identity) and the organizational patronage of the leaders in administrations of West Azerbaijan. Generally
150 episodes of standard questioning in statistical society were done and 100 questioning for scrutiny
hypothesis were done. According to the normal data of Pearson’s coefficient to identify of the kind of the
quantity of relations between shifty was used. The result of this examination shows a direct relation
between organizational responsibility, manager’s productivity and organizational identity with
organizational patronage. But there is not any relation between organizational structure dimension and
organizational patronage. So it is suggested to do important activities in order to improve the
organizational patronage by using efficient organization.
This document discusses the importance of selection and placement of employees in educational organizations. It outlines the process of establishing selection criteria, screening applicants, conducting interviews and background checks, making a final selection and offer, and notifying unsuccessful candidates. The goal is to identify candidates that are the best fit for open positions and will help the organization achieve its goals. An effective selection and placement process is important to ensure high quality employees and avoid costly hiring mistakes.
An Analytical Study on the Influence of Performance Appraisal on Pharma Sales...iosrjce
Definition and Meaning Of Performance Appraisal
According to Wayne Cascio,
"Performance appraisal is the systematic description of an employee's job relevant strengths and weaknesses."
Performance appraisal may also be defined as a structured and formal interaction between a
subordinate and supervisor, that usually takes the form of a periodic interview (annual or semiannual), in which
the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses and
strengths as well as opportunities for improvement and skills development.
This systematic review examined 31 studies on how trust relationships influence health worker motivation. The studies showed that workplace trust relationships with colleagues, supervisors, managers, employing organizations and patients directly and indirectly influence health worker motivation. Specific motivational factors linked to trust included respect, recognition, supervision, teamwork, management support, autonomy, communication, and adequate staffing and resources. The evidence indicates that workplace trust encourages cooperation and social interactions among health workers and impacts their intrinsic motivation, with consequences for retention, performance and quality of care.
The Level of Job Satisfaction of Employees in Saudi BanksNazish Sohail LION
The document discusses a study on the level of job satisfaction among employees in Saudi banks. The study aims to investigate the factors influencing employee satisfaction and how Saudi banks implement job satisfaction procedures. It will utilize a descriptive research methodology involving questionnaires distributed to a sample of public and private sector bank employees in one Saudi city. Statistical analysis of the responses will identify aspects that satisfy and dissatisfy employees to provide recommendations to banks.
This document discusses employee selection and placement processes. It covers the key steps in selection including reviewing candidates, administering tests, reference checks, and making final selection decisions. It also examines measures of selection methods like reliability and validity. A variety of selection methods are compared, including application forms, references, background checks, employment tests, and structured interviews. The document stresses that selection methods must avoid discrimination, accommodate disabilities, relate to job performance, and respect applicant privacy rights.
Employee empowerment involves trust, authority, information sharing, decision-making, accountability, and responsibility. This study examines the relationship between employee empowerment, organizational commitment, and job satisfaction among 100 employees of BSP using a questionnaire and convenient sampling. The researcher hypothesizes that there is a significant positive relationship between empowerment and organizational commitment as well as between empowerment and job satisfaction. Correlation coefficients will be used to establish the relationship between the variables.
The document summarizes key findings from a SHRM survey on internships:
- Nearly two-thirds of organizations hired interns in 2013, with most hiring between 1-10 interns. About one-third offered more internships compared to 2012.
- The majority (89%) of internships are offered to undergraduate students, half to graduate students, and 17% to high school students. Most high school and undergraduate internships are summer internships.
- Two-fifths of organizations have an internship coordinator, most of whom (80%) work in the HR function. HR also provides guidelines for intern work in 69% of organizations.
This document is a research proposal submitted by Becka Rothstein that examines the effectiveness of the "Character Education" program at the Leadership Training Institute (LTI). The proposal outlines the following:
1) The research problem addresses determining if the "Character Education" program meets the needs of at-risk African American youth aged 13-17 who are frequently repeat offenders.
2) The proposal describes relevant concepts like the objectives and implementation of the "Character Education" program and the status of clients involved.
3) The hypothesis is that if youth in the program change past criminal behaviors, then the program is effective.
4) Data collection methods include observation of program meetings, questionnaires, interviews with clients and staff
This chapter discusses personnel selection and placement methods. It covers five standards for selection methods: reliability, validity, generalizability, utility, and legality. Nine common selection methods are described: interviews, references, physical ability tests, cognitive ability tests, personality inventories, work samples, and honesty/drug tests. The chapter aims to minimize employee selection errors and improve organizational competitiveness by familiarizing students with effective selection methods.
The SHRM survey found that:
- 69% of organizations conduct criminal background checks on all job candidates, while 18% do checks on select candidates.
- Most organizations initiate checks after a contingent job offer or interview.
- Checks are used to reduce legal liability and ensure workplace safety.
- Violent and nonviolent felonies highly influence hiring decisions.
This document discusses human resource management and personnel selection. It outlines various methods used in the selection process, including job applications, resumes, background checks, and different types of tests to assess candidates' cognitive abilities, intelligence, proficiency, aptitude, personality, motivation, and disposition. It also discusses assessment centers, interviews, the limitations of interviews, and orientation programs for new employees. The goal of selection methods is to identify the best candidates for open positions in an organization.
Factors that Influence Turnover among Group IT, Menara TM by Logistics Regres...Nabilah Huda
This document summarizes a study on factors that influence turnover among IT staff at Telekom Malaysia. The study aims to determine the relationship between job satisfaction and employees' intentions to resign, and analyze the effects of work experience, work pressure, work environment, and job satisfaction on resignation intentions. A questionnaire will be used to collect data from IT staff about these variables. Statistical analyses like ANOVA, correlation, and regression will then be performed to analyze the data and test hypotheses about the relationships between the variables. The findings are expected to help Telekom Malaysia reduce employee turnover by identifying its key causes.
This document summarizes research on the relationship between employee satisfaction and organizational performance. Several studies have found positive correlations between aggregated measures of employee job satisfaction and organizational outcomes like productivity, profitability, and customer satisfaction. However, the causal nature of this relationship is unclear - employee satisfaction may improve performance, but high performance may also increase satisfaction. More longitudinal research is needed to better understand the directionality and potential reciprocal nature of the relationship between employee attitudes and business outcomes. Overall, initial evidence suggests that how employees experience their work can influence organizational performance.
For more classes visit
www.snaptutorial.com
HS 6010 Module 1 Assignment 3 Compare and Contrast Human Services Organizations
It is important to understand that human services are broad in spectrum and consist of many types of service delivery, including mental health, child welfare, medical care, public assistance, and corrections.
Perception is said to chop down the worker turnover. to scale back absenteeism and to extend the performance of employees. The researcher wants to understand about the worker opinion about the facilities provided to them. At an equivalent time the organization policies and practices aren't accepted by employees. And also to seek out the perception like salary benefits scope for people initiatives and balance between work and private life.
This document provides a summary of a research report on job satisfaction among non-managerial healthcare employees in Karachi, Pakistan. The report includes 5 chapters that cover an introduction, literature review, methodology, data analysis and presentation, and conclusions and recommendations. The introduction defines the research problem around absenteeism rates and identifies the objective of studying how physical, psychological and environmental factors impact job satisfaction. The literature review discusses previous research and theories of job satisfaction. The methodology chapter describes how the study was conducted, including the population, sample, data collection and analysis methods.
The document summarizes key findings from a study on social media use in the workplace and its impact on employee attitudes and behaviors. Some of the main findings include:
1) Employees who feel they can communicate openly, participate in decisions, and feel valued showed greater trust, satisfaction, loyalty and motivation compared to those who did not. Simply allowing social media use did not have as large an impact as these cultural factors.
2) Different corporate functions like marketing, communications, management and HR had differing views on factors like trust, satisfaction and pride in the workplace.
3) An individual's level in the company was not related to their social media use at work.
DEVELOPMENTAL & MOTIVATIONAL ASPECT OF PERFORMANCE APPRAISALIAEME Publication
This document summarizes a research study that examined the relationship between employees' perceptions of developmental performance appraisal and their self-reported work performance. The study tested two models - a mediation model and a moderation model. The key findings were that the relationship between perceptions of developmental performance appraisal and work performance is mediated by employees' intrinsic motivation, and is moderated by their autonomy orientation. Specifically, for employees with a strong autonomy orientation, the relationship was found to be negative, whereas for those with a weak autonomy orientation, the relationship was positive.
American journal of health promotion volume 29 issue 6 2015 [doi 10.4278 ajhp...Cut Witanti
This study aimed to understand employee attitudes in low-wage industries toward workplace health promotion programs. The researchers conducted interviews with 42 couples where at least one partner worked in a low-wage industry like food services, retail, or healthcare. Both employees and their partners expressed interest in workplace health programs focused on nutrition and physical activity. They felt these programs could benefit employers through increased productivity, but doubted their own employers would offer them. Overall, employees did not object to employer involvement in health issues and saw it as a sign they were valued. Both employees and partners supported extending workplace health programs to include partners.
The examination of relation between organizational space and organizational p...ijsptm
The organizational space defines what the method of work is and that which kind of behaviors are
supported. The target of this examination is to knowing of the existence of relation between organizational
spaces (structure of organizational, organizational responsibility, Productivity of managers, organizational
identity) and the organizational patronage of the leaders in administrations of West Azerbaijan. Generally
150 episodes of standard questioning in statistical society were done and 100 questioning for scrutiny
hypothesis were done. According to the normal data of Pearson’s coefficient to identify of the kind of the
quantity of relations between shifty was used. The result of this examination shows a direct relation
between organizational responsibility, manager’s productivity and organizational identity with
organizational patronage. But there is not any relation between organizational structure dimension and
organizational patronage. So it is suggested to do important activities in order to improve the
organizational patronage by using efficient organization.
This document discusses the importance of selection and placement of employees in educational organizations. It outlines the process of establishing selection criteria, screening applicants, conducting interviews and background checks, making a final selection and offer, and notifying unsuccessful candidates. The goal is to identify candidates that are the best fit for open positions and will help the organization achieve its goals. An effective selection and placement process is important to ensure high quality employees and avoid costly hiring mistakes.
An Analytical Study on the Influence of Performance Appraisal on Pharma Sales...iosrjce
Definition and Meaning Of Performance Appraisal
According to Wayne Cascio,
"Performance appraisal is the systematic description of an employee's job relevant strengths and weaknesses."
Performance appraisal may also be defined as a structured and formal interaction between a
subordinate and supervisor, that usually takes the form of a periodic interview (annual or semiannual), in which
the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses and
strengths as well as opportunities for improvement and skills development.
This systematic review examined 31 studies on how trust relationships influence health worker motivation. The studies showed that workplace trust relationships with colleagues, supervisors, managers, employing organizations and patients directly and indirectly influence health worker motivation. Specific motivational factors linked to trust included respect, recognition, supervision, teamwork, management support, autonomy, communication, and adequate staffing and resources. The evidence indicates that workplace trust encourages cooperation and social interactions among health workers and impacts their intrinsic motivation, with consequences for retention, performance and quality of care.
The Level of Job Satisfaction of Employees in Saudi BanksNazish Sohail LION
The document discusses a study on the level of job satisfaction among employees in Saudi banks. The study aims to investigate the factors influencing employee satisfaction and how Saudi banks implement job satisfaction procedures. It will utilize a descriptive research methodology involving questionnaires distributed to a sample of public and private sector bank employees in one Saudi city. Statistical analysis of the responses will identify aspects that satisfy and dissatisfy employees to provide recommendations to banks.
This document discusses employee selection and placement processes. It covers the key steps in selection including reviewing candidates, administering tests, reference checks, and making final selection decisions. It also examines measures of selection methods like reliability and validity. A variety of selection methods are compared, including application forms, references, background checks, employment tests, and structured interviews. The document stresses that selection methods must avoid discrimination, accommodate disabilities, relate to job performance, and respect applicant privacy rights.
Employee empowerment involves trust, authority, information sharing, decision-making, accountability, and responsibility. This study examines the relationship between employee empowerment, organizational commitment, and job satisfaction among 100 employees of BSP using a questionnaire and convenient sampling. The researcher hypothesizes that there is a significant positive relationship between empowerment and organizational commitment as well as between empowerment and job satisfaction. Correlation coefficients will be used to establish the relationship between the variables.
The document summarizes key findings from a SHRM survey on internships:
- Nearly two-thirds of organizations hired interns in 2013, with most hiring between 1-10 interns. About one-third offered more internships compared to 2012.
- The majority (89%) of internships are offered to undergraduate students, half to graduate students, and 17% to high school students. Most high school and undergraduate internships are summer internships.
- Two-fifths of organizations have an internship coordinator, most of whom (80%) work in the HR function. HR also provides guidelines for intern work in 69% of organizations.
This document is a research proposal submitted by Becka Rothstein that examines the effectiveness of the "Character Education" program at the Leadership Training Institute (LTI). The proposal outlines the following:
1) The research problem addresses determining if the "Character Education" program meets the needs of at-risk African American youth aged 13-17 who are frequently repeat offenders.
2) The proposal describes relevant concepts like the objectives and implementation of the "Character Education" program and the status of clients involved.
3) The hypothesis is that if youth in the program change past criminal behaviors, then the program is effective.
4) Data collection methods include observation of program meetings, questionnaires, interviews with clients and staff
Q6) Do you have ability to control your feeling while trying to so.docxmakdul
Q6) Do you have ability to control your feeling while trying to solve problems with others?
In the above table we can see the distribution of the workers on if they are able to control their feelings while they are involved to others problem such as personal problems or family problems. The half of the people who took this survey answered yes which is 11 with (50 %). The percentage of the people who answered with NO were 6 which is (27.3 %) and the less percentage here went with the people who answered with MAYBE with 5 (22.7 %).
This is shows clearly that the percentage of the people who can control their feeling while they are going through any other problems was the biggest percentage, and only a few who answered with NO.
Q7) When I start my job with subordinates I am on fully aware of my emotional state.
In the atop table the percentage of the people who answered STRONGLY YES were 4 (18.2 %)
But the biggest number of people answered with just AGREE were 14 (63.6), And only a few people who answered with NATURAL were 4 (18.2).
It is undoubtedly from this distribution that people agreed on starting their jobs with subordinates on fully aware of their emotional state.
Running head: SUMMARY1
SUMMARY 3
Summary
In this data analysis and presentation, there was a research which was assigned to a selected company, which chose to use 50 questionnaires and whereby only 22 of them were responded to. The researchers, therefore, emptied the data after the collection and made some tabulation in a way that could best fit the hypothesis and the variables of the study. It was noted that from the sample, the number of men exceeded that of females with their reasoning based on the nature of the work, such as the managerial levels which seemed more likely to be led by men rather than female (Lopes et al 2006). On the broad issue of leadership and more precisely age, the researchers realized that the nature of leadership as per the presented sample by the company, they were the first and second category of ages, which generally ranged between 20-30 years of age, which represented the majority as young leaders and the aged leaders between 31-45 years of age coming third and fourth, something which called for adoption of the company with experienced leadership from older people irrespective of whether they are successful or not.
From the sample presented, it was definitely clear that Namaa heavily relied on leaders from Omani for different departments to work for their company. Considering the educational background and achievements of the presented sample of leaders, it was clear that diploma graduates represented the biggest number in the company (Cherniss, 2000, April). On the issue of emotional intelligence use, we can conclude that it had been given a certain percentage of priority in the company and therefore its use is greatly encouraged. From the research done, it was evident that dealing with workers emotionally greatly affects their ...
This document outlines an MBA thesis presentation on the relationship between organizational commitment and employee performance at the Basketo Special Woreda Agriculture and Natural Resource Development Office in Ethiopia. The presentation includes chapters on the background, problem statement, objectives, research questions, methodology, and data analysis. The study uses a descriptive research approach, questionnaire, interviews and observation to examine the level of organizational commitment among employees and its relationship to perceived performance. Data is analyzed using descriptive statistics, correlation analysis and regression to identify commitment strategies and determine the impact of commitment on performance.
This is a structure of a typical research proposalContents paGrazynaBroyles24
This is a structure of a typical research proposal:
Contents page
Introduction
Literature review
Methodology
Reflections and Resources
Bibliography
Appendices
There is no research question or aims and objectives. Critical evaluation.
Introduction
The success of an organization or corporation is contingent upon the level of employee motivation. Motivation is critical to the accomplishment of the organization's goals and objectives. It is critical for firms with varied cross-cultural teams to guarantee that their employees are highly engaged. The management is responsible for ensuring that workplace goals and objectives are consistent with the company culture (Vlaev et al., 2019). Setting workplace goals is critical for establishing and monitoring the organization's level of employee motivation (Pang & Lu, 2018). Employee commitment, engagement, and motivation are critical components of an organization's success. Financial remuneration practices play a significant role in motivating employees.
According to many surveys, if an organization does not try to motivate its employees through monetary incentives, the organization is likely to have low performance (Vlaev et al., 2019). Organizations in the United States work diligently to increase employee engagement through monetary and financial pay and awards. Financial and monetary incentives have a stronger effect on employee motivation, according to studies (Pang & Lu, 2018). The United States government has implemented policies aimed at increasing compensation and incentive programs throughout all sectors of the labor market (Vlaev et al., 2019). As with any other firm, the government is attempting to improve employee performance through a variety of financial incentives.
The Federal Reserve System is the United States of America's central bank. It is in responsible of issuing currency to all financial institutions and exercising influence over the economy via monetary policy (Coccia & Igor, 2018). The Federal Reserve System has a number of financial incentives in place to motivate its personnel. Several of these tools include the following:
· This assists in meeting rental obligations.
· Gratuities are paid to all contract employees. This is a component of their terminal benefits and a token of appreciation for their long-term contribution to the business.
· Employees are eligible for personal loans and medical insurance coverage if they have worked for the bank for an extended length of time.
Problem Statement
Numerous researchers have sought to determine the effect of motivation on working institutions. According to research, motivating employees increases their performance and morale by making them feel wanted in the workplace (Coccia & Igor, 2018). However, there is a dearth of research on the effect of financial incentives on employee motivation. The purpose of this study is to close this gap by determining the relationship between financial incentives and employee motivation. Th ...
Employee VoiceBeau Nelson posted Apr 19, 2020 752 PM1. Wha.docxgidmanmary
Employee Voice
Beau Nelson posted Apr 19, 2020 7:52 PM
1. What data would you gather about your organization (or large department or division) to accurately evaluate its organizational climate?
To accurately assess the climate of my organization, I would assess the corporate culture, the commitment of employees, evaluate communication, and asses the perception of ethics within the division (CHRM, n.d). I would also like to gauge if there is a potential turnover problem, find ways to improve the organization, and attempt to determine if employees are happy.
2. How would you collect that data?
Anonymously through an online survey. I have seen many surveys throughout my career and most of them are flooded with redundant, but mandatory questions. These questions must be answered to progress or submit the survey. I believe this lowers participation giving less data to analyze.
3. How often would you collect data and analyze it?
Frequency is another factor that could deter someone from taking a survey. If it offered too frequently, the employee could question if their input matters and become fatigued. Surveys should be conducted when a senior leader changes in the organization or a merger. According to Marritt (2017) employees may be asked the same question every quarter. I believe it depends on the number of questions in a survey and what data is trying to be obtained. If the survey is short, quarterly should be fine. If the survey takes forty minutes to complete, quarterly may be too frequently.
4. How would you analyze it?
I believe analyzing the commitment would be one of the best factors to understand the climate of an organization. According to Meyer, Stanley, & Parfyonova (2012), there are three types of commitment to an organization. The first is affective commitment or the emotional desire to remain attached to the company. The second is normative commitment or sense of obligation to stay. The last is continuance commitment; the cost of leaving. I believe pulling data in this manner could really shed light on how committed employees are.
5. What is an example of an HRM action that might result based on data gathered?
The first thing that comes to mind during a survey is the potential removal or change in leadership. However, there are other actions we can track through survey data. Surveys can ask employees how long they plan on remaining with the organization also allow employees to be heard and positively influenced. (Miller, 2018).
6. What are your experiences with evaluating organizational climate as an administrator or as part of a work group?
As a previous acting First Sergeant, I assisted the commander with administering the DEOMI Equal Opportunity Climate Survey (DEOCS). The objective of this survey is to enhance commander accountability, address issues of equal opportunity, improve effectiveness in the organization, and provide a uniform assessment across all Services & DoD compone ...
Employee VoiceBeau Nelson posted Apr 19, 2020 752 PM1. Wha.docxchristinemaritza
Employee Voice
Beau Nelson posted Apr 19, 2020 7:52 PM
1. What data would you gather about your organization (or large department or division) to accurately evaluate its organizational climate?
To accurately assess the climate of my organization, I would assess the corporate culture, the commitment of employees, evaluate communication, and asses the perception of ethics within the division (CHRM, n.d). I would also like to gauge if there is a potential turnover problem, find ways to improve the organization, and attempt to determine if employees are happy.
2. How would you collect that data?
Anonymously through an online survey. I have seen many surveys throughout my career and most of them are flooded with redundant, but mandatory questions. These questions must be answered to progress or submit the survey. I believe this lowers participation giving less data to analyze.
3. How often would you collect data and analyze it?
Frequency is another factor that could deter someone from taking a survey. If it offered too frequently, the employee could question if their input matters and become fatigued. Surveys should be conducted when a senior leader changes in the organization or a merger. According to Marritt (2017) employees may be asked the same question every quarter. I believe it depends on the number of questions in a survey and what data is trying to be obtained. If the survey is short, quarterly should be fine. If the survey takes forty minutes to complete, quarterly may be too frequently.
4. How would you analyze it?
I believe analyzing the commitment would be one of the best factors to understand the climate of an organization. According to Meyer, Stanley, & Parfyonova (2012), there are three types of commitment to an organization. The first is affective commitment or the emotional desire to remain attached to the company. The second is normative commitment or sense of obligation to stay. The last is continuance commitment; the cost of leaving. I believe pulling data in this manner could really shed light on how committed employees are.
5. What is an example of an HRM action that might result based on data gathered?
The first thing that comes to mind during a survey is the potential removal or change in leadership. However, there are other actions we can track through survey data. Surveys can ask employees how long they plan on remaining with the organization also allow employees to be heard and positively influenced. (Miller, 2018).
6. What are your experiences with evaluating organizational climate as an administrator or as part of a work group?
As a previous acting First Sergeant, I assisted the commander with administering the DEOMI Equal Opportunity Climate Survey (DEOCS). The objective of this survey is to enhance commander accountability, address issues of equal opportunity, improve effectiveness in the organization, and provide a uniform assessment across all Services & DoD compone.
This document discusses the importance of employee engagement for organizations. It defines employee engagement as employees exerting discretionary effort and remaining loyal to the organization. Research shows engaged employees are more productive, innovative, and loyal with lower turnover. The document notes that while many organizations implement engagement initiatives, true payoffs are not always realized. It explores drivers of increased focus on engagement including people becoming the primary competitive advantage and retention challenges in the "war for talent". The researcher aims to study engagement levels in the apparel retail sector and relationships between engagement and factors like satisfaction and retention through surveys.
The importance of employee satisfaction and work
motivation is growing all the time in the companies. Many
researchers have been made to find out the effect the job
satisfaction and motivation have in the productivity of the
company. This paper is about the employee satisfaction in a
Pharmaceutical company in India. This paper wanted to find out
in practice what the level of employee satisfaction in a company is.
After the target organization had been found, the research
question will composed: what is the level of employee satisfaction
in. The main subjects will be leadership and motivation, and the
affect they have on employee satisfaction. To find out the results
for the research, questionnaires will be delivering to the
employees, in the company. The purpose of this kind of research
is to find out which factors could be improved in the target
company and how to make employees enjoy their work every day.
The importance of employee satisfaction and work motivation is growing all the time in the companies. Many researchers have been made to find out the effect the job satisfaction and motivation have in the productivity of the company. This paper is about the employee satisfaction in a Pharmaceutical company in India. This paper wanted to find out in practice what the level of employee satisfaction in a company is. After the target organization had been found, the research question will composed: what is the level of employee satisfaction in. The main subjects will be leadership and motivation, and the affect they have on employee satisfaction. To find out the results for the research, questionnaires will be delivering to the employees, in the company. The purpose of this kind of research is to find out which factors could be improved in the target company and how to make employees enjoy their work every day.
Keywords- employee satisfaction, work motivation, leadership, Expectation, Wages.
This document discusses factors that affect employee turnover. It summarizes a research paper on how organizational culture, pay scale, evaluation practices, and tension relate to employee turnover. The paper aims to show that these factors directly or indirectly influence turnover. It outlines the research objectives, significance, hypotheses, model, and methodology used, which included collecting secondary data and using descriptive analysis. Limitations of the study are also noted.
Chapters(1)A STUDY ON EMPLOYEE ENGAGEMENT IN FCI OEN CONNECTORS, MULAMTHURUTH...JINSE PARACKAL
This document discusses employee engagement and provides context around key concepts. Employee engagement refers to an employee's commitment and involvement in their organization and its values. Engaged employees are aware of the business context and work with colleagues to improve performance for the benefit of the organization. The document reviews literature around elements that contribute to engagement, such as meaningful work, clear direction, accountability, and interpersonal trust and cooperation. It also discusses tools for measuring engagement and how organizations can utilize engagement data for needs analysis, evaluation of interventions, climate surveys, and feedback to leaders and departments.
The document discusses a case study and survey conducted by an employee attitudes task force at Pluto Candy Company. The task force analyzed survey results to assess employee satisfaction and attitudes across the company's five divisions. They found that the manufacturing division reported significantly lower job satisfaction than other divisions, possibly due to limited job complexity. In contrast, the R&D division reported higher satisfaction likely because of more varied and meaningful work. The task force used various statistical analyses to compare employee attitudes across divisions.
Business Decision MakingRay DalereQNT275(PD17BSB05).docxRAHUL126667
The document discusses a problem at Bob's Construction company regarding high employee turnover. The company experiences an average turnover rate of 6 months to 1 year, with employees regularly leaving for other construction jobs. This negatively impacts employee morale and relationships. The research variable identified to investigate the problem is job satisfaction and its relationship to turnover. Data collection methods will include questionnaires, interviews, observations, and focus groups to understand employee feelings about their work and management and determine the root causes of turnover. The data collected needs to be high quality, consistent, and relevant to draw valid conclusions about the problem.
- Faysal Bank was incorporated in Pakistan in 1994 and is a public limited company listed on the Karachi, Lahore, and Islamabad stock exchanges.
- The document discusses topics like employee motivation, job satisfaction, Herzberg's two-factor theory, psychological well-being of employees, research methodology used, and findings from employee interviews.
- Key findings include varying levels of job satisfaction depending on position in the bank, dissatisfaction with leadership style, and a recommendation to improve communication between management and employees.
This document summarizes the key findings from a study analyzing data on implementing multi-source feedback in professional pharmacy courses. Data was collected through questionnaires given to students, interviews with instructors and simulated patients, and observations of student consultations. The results were analyzed using descriptive statistics and charts. It was found that students generally agreed there was sufficient time for feedback, and that receiving feedback from peers was useful. However, some expressed uncertainty around how the feedback would be used. The study highlights challenges in implementing multi-rater feedback and ensuring feedback is used constructively.
The document discusses a study on employee engagement in the nonprofit sector. Some key findings from the study include:
1. Engagement and mission attachment are directly related, as employees want to work for an organization whose mission they believe in and where they feel their work contributes to advancing the organization's mission.
2. Employees value an open and organized work environment where they can participate in important decisions and have clear expectations and measures of success.
3. While most nonprofit employees surveyed were engaged, many were burned out or at risk of burnout. Factors like career development opportunities, compensation and benefits, management relations, and participatory management can impact engagement levels.
4. Only 55% of respondents planned to
This document is a research report on employee engagement in the federal sector. It examines data from the 2015 Federal Employee Viewpoint Survey to analyze the relationship between employee engagement levels and supervisors/leadership. The report finds that engaged employees are more productive and committed. Supervisors and senior leadership play a key role in engagement as employees who feel supported by their manager are less likely to disengage. The report concludes with recommendations for improving engagement based on the survey data and literature review.
How Behavioural Recruitment can refresh the qualitative research industryHugh Carling
How Facebook can help the market research industry find fresh, authentic and representative consumers based on demonstrated rather than claimed behaviour.
For over a decade the Chartered Institute of Public Relations
(CIPR) has conducted industry-wide research exploring issues
and challenges facing the public relations profession.
We use this data to report on trends and provide industry leading insights on topics including where practitioners work, what they do, how much they earn, and much more.
This year’s study provides a focus on how the industry is
adapting to life beyond the pandemic and what this has meant to those working in the profession.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
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:
Easily Verify Compliance and Security with Binance KYCAny kyc Account
Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
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 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.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
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.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
1. Report on Employee Retention
Why do employees stay with a company?
Prepared for Professor J. Vogel
St. Joseph’s College
Patchogue, New York
Prepared by John F. Rossi
2. Table of Contents
Summary 1
Introduction 3
Methods Used 6
Analysis 8
Limitations of Study 11
Conclusions and Recommendations 14
Appendix A - Employee Retention Survey and Response Percentiles 19
Appendix B - Summary of Collected Data 22
Appendix C - Scoring Profiles 26
Appendix D - Weighted index of scores by all respondents for all statements 32
Appendix E - Top Responses for Each Analysis Group 33
THE INFORMATION CONTAINED HEREIN IS THE INTELLECTUAL PROPERTY OF THE AUTHOR. NO PORTION OF THIS DOCUMENT MAY BE
REPRODUCED, COPIED OR CONVEYED IN ANY FORM OR MEDIA TYPE; KNOWN OR UNKNOWN WITHOUT THE EXPRESS WRITTEN CONSENT
OF JOHN F. ROSSI.
COPYRIGHT 2000 - JOHN F. ROSSI
THE INFORMATION CONTAINED HEREIN IS NOT INTENDED FOR GENERAL RELEASE.
3. Rossi 1
John F. Rossi
Professor Vogel
Business 471 - Research Seminar in Organizational Management
April 1, 2000
Employee Retention: Why do employees stay with a company?
Summary
During the Spring of 2000, a study was undertaken to determine the reasons
why workers desire to remain employed by an organization. Without regard to sex,
race, education or economic status, the researcher endeavored to discover those
other types of satisfaction that are most often sought by employees. If people seek
more than pure economic reward from the working environment, it might then be
possible to create a profile that could be used to reduce or eliminate undesired
employee turnover.
To accomplish this research, a one page survey was distributed to capture the
feelings of workers concerning twenty dimensions of their work environment. Some of
these dimensions being under the total or partial control of the employee. Still others
would find the employee having little or no control. Next, each individual responding
to the survey would be asked whether they expected to be employed by their
current organization in three years. Finally, each respondent is asked to clarify how
long they had already served with the organization, whether it had been profitable
in the prior year, how many people are employed by the organization and if they
managed or supervised other employees.
4. Rossi 2
Responses were collected from individuals in various settings. To broaden the
scope of responses the researcher developed the survey in both paper and
electronic formats. Using traditional collection methods and the Internet, one hundred
and fourteen surveys were assembled and analyzed.
Indeed the results of this analysis reveal support for the theory of profiling as a
method of lowering undesired employee attrition. With continued study, this theory
could become a beneficial reality in the workplace.
5. Rossi 3
Introduction
As the ‘Bull Market’ of the 1990’s continues to rage into the next millennium,
employers across the United States are finding it increasingly difficult to attract the
qualified employees necessary to occupy the plentiful positions available in their
individual corporations. To cope with this shortage, some employers have developed
creative employment incentive programs. Others have cultivated labor in new and
sometimes foreign markets. Many have resorted to the use of technology as a means
of diminishing the severity of the shortage on their individual organization.
Perhaps the best method of filling important vacancies is to insure that current
qualified employees remain a part of the corporation. After all, current employees
are a known factor. They a familiar with the internal workings of the organization.
They have been previously trained in the use of the many methods and systems
used by the organization and they have established the formal and informal
networks that are required to help them remain productive within the context of the
organization. Further, there are no recruitment costs associated with retaining a
current employee.
The research conducted for this report endeavors to discover those personal
internal factors that motivate the employee to remain with an organization. A
customized survey was created to accomplish this research. Each person taking the
survey was asked to rank how true certain statements where in their individual
circumstance. The survey then made specific queries concerning the number of
employees in the respondents company, the number of years that the respondent
6. Rossi 4
was employed by the company, the profitability of the company during the previous
year and whether the respondent functioned in a managerial or supervisory
capacity. The answers provided by the many respondents where then analyzed in
an attempt to develop a motivational profile which could be adapted to assist a
corporation in determining which employees are at risk for departure within the
following three years.
There were a total of twenty-one statements listed on the survey. These
included seventeen affirmative statements, such as, ‘I work for a great company’
and ‘There is room to grow’. Three non-affirmative statements that are intermingled
with the affirmative statements, so as to maintain a more even tone in the total
survey. Finally, the respondent must react to the statement, ‘I will be with this
company in three years’. An analysis of the percentile responses to this survey are
presented in Appendix A of this report.
The individual completing the survey is at first instructed to consider why they
stay with a company. They are then asked to rank each statement on a scale of 1
to 5. Where 1 means that the statement is less true in their case and 5 indicates
that the statement is more true. Together the statements listed on the survey are
intended to capture the respondents reaction to different dimensions of their
individual working environment. These dimensions include items over which the
respondent will exercise most, some or little control.
A job dimension for which a respondent is likely to have the most control is
found in the statement, ‘The commute is easy’. In this instance a respondent faced
with an undesirable commute can choose to cope with the commute, relocate,
7. Rossi 5
change the method of commuting or perhaps find a different job closer to home.
Consider the statement, ‘My job matches what I do best’. Here the company and
the respondent must interact to determine how this person can use their natural
strengths to be most productive within the current context of the organization. A job
dimension over which the majority of respondents will normally have little control is
noted in the statement, ‘This company has a clear mission and positive values’.
The dimensions viewed by the survey touch upon many aspects of the
employment environment. When classed together they group into the larger
categories of compensation and benefits, interpersonal relationships, personal growth
and external factors. While each individual will have a customized mix among the
dimensions, individuals having like intentions to stay with or leave the corporation,
would be expected to exhibit similar behaviors in their individual responses to the
survey.
If this is true, an organization would have the ability to positively intervene
with those essential employees exhibiting behaviors that tend to indicate that they
are contemplating a jobs change. It may also be possible to determine those
employees who are too far gone to retain. In these cases, the organization might
determine to minimize any negative impact these individuals are having on other
employees in the organization.
8. Rossi 6
Methods Used
This study relies entirely on primary data collected in the form of a single page
self directed survey distributed using traditional collection methods as well as being
collected via the Internet in an electronic format. It is a cross-sectional study,
attempting to capture responses from several demographic groups of employed
American workers.
All survey responses were tabulated and entered separately into spreadsheet
and database programs. These entries were cross referenced to capture and
eliminate systematic recording errors. After having been cross referenced all entries
were then again audited to ensure the accurate recording of the collected data
and to eliminate the possibility of analysis errors resulting from this type of system
fault.
It is important to note that due to time and budget constraints, random
sampling techniques could not be utilized. For the same reasons, non-respondents
have not been accounted for in this study.
The survey itself is designed to be highly structured and self directed. This was
considered to be the best method of obtaining and recording the honest
perceptions of respondents. Additionally, statements appearing on the survey were
designed to take an extreme position to which the respondent would react. The
researcher aspired to mitigate the effect of respondents who might otherwise
9. Rossi 7
themselves take the extreme position and skew the scoring of their individual
perceptions relative to one another.
All responses were collected with the intention of providing absolute anonymity
for the respondents. This was a simple manner when using the paper form of the
survey. However, the electronic form of the survey relied on e-mail to deliver
responses to the researcher. To maintain the anonymous nature of the study for these
individuals, electronic responses were recorded onto paper forms. The transcription of
responses was verified for accuracy. The original e-mail was then deleted to protect
the privacy of the respondent.
10. Rossi 8
Analysis
In analyzing the results of the survey, the researcher first grouped all surveys
based on how each respondent reacted to the statement, “I will be with this
company in three years”. Respondents scoring either 4 or 5, More True, became one
group (4/5 Group). Those scoring 1 or 2, Less True, became a second (1/2 Group).
Finally surveys scoring 3 were assembled into a third analysis group (3 Group). A
summary of the collected data for the three analysis groups appears in Appendix B.
Each survey statement was analyzed and response percentiles were calculated
for each analysis group. The five statements answered most often as being either
more true or less true in each group were separated from the total responses. These
statements are listed for each group in Tables 1 through 6 of Appendix E. Surprisingly
three statements consistently appear among the top five, More True, responses for all
three groups. These statements are:
• (S4) I need the benefits
• (S6) I control how my work is accomplished, and,
• (S14) What I do is important to the company.
Of the 54 respondents in the 4/5 group, 49 (90%) also scored at least two of
these three statements as a 4 or 5. In the 3 group 19 of the 23 (82.6%) scored in
this manner. Among the 1/2 group only 40% of the 37 respondents scored at least
two of these three statements at the 4 or 5 level.
Among all three groups two statements appear consistently in the top five
responses for statements ranked as, Less True, by respondents. These include:
• (S18) I cannot earn this much elsewhere, and,
11. Rossi 9
• (S20) The atmosphere is relaxed.
As there seemed to be minimal like patterning among all response scoring in
each analysis group, it was decided to analyze the number of times that each
respondent scored 1,2,3,4 or 5 for each statement on the survey form. When the
survey responses are analyzed in this manner, it is discovered that individual
respondents in each group tended to have similar response patterns.
Individuals in the 4/5 Group tended to respond to more statements with a 4
or 5 and less with a 1,2 or 3. Among the 3 Group, these individuals tended to have
a relatively equal number of statements scored as 3,4 or 5 and fewer scored 1 or 2.
Within the 1/2 group, more statements were scored as 1 or 2 and less were scored
as 3, 4 or 5. Scoring Profiles based on the respondents scoring of statement 21, have
been graphed and appear in Appendix C.
A combined weighted analysis of scoring for all survey statements appears in
Appendix D. Weighting of responses was desired to ascertain the relative importance
of each statement across all responses.
Having completed the rudimentary analysis of the survey statements, attention
was next given to the questions appearing on the survey. The questions,
“Approximately how many people work for this company?” and “Was the company
profitable last year?” , did not appear to affect how the respondent reacted to the
statement, “I will be with this company in three years”. In the case of the question,
“How many years have you worked for this company?”, there appears a correlation
between time with a company and appearance in any of the three analysis groups.
The greater the number of years with a company, the more likely that a respondent
12. Rossi 10
would be in the 4/5 group. Indeed respondents in the 1/2 group tended to have
the least time with the organization.
The population in the 4/5 and 3 analysis groups tended to be evenly split on
the question, “Do you manage or supervise others?” However in the 1/2 group, 70.3%
of the respondents answered “Yes”.
Analysis
Group
Approximate #
of employees
# of years with
this company
Profitable last
year
Manage or
Supervise others
4/5 10659 (Average)
300 (Mode)
400 (Median)
8.7 (Average)
5.0 (Mode)
8.0 (Median)
68.5% (Yes)
13.0% (No)
18.5% (N/A)
53.7% (Yes)
46.3% (No)
3 8519 (Average)
3000 (Mode)
500 (Median)
7.8 (Average)
3.0 (Mode)
4.0 (Median)
78.3% (Yes)
13.0% (No)
8.7% (N/A)
52.2% (Yes)
47.8% (No)
½ 11428 (Average)
300 (Mode)
350 (Median)
5.7 (Average)
1.0 (Mode)
3.0 (Median)
83.8% (Yes)
16.2% (No)
0.0% (N/A)
70.3% (Yes)
29.7% (No)
Table 1 - Question responses for each analysis group
13. Rossi 11
Limitations of Study
While every attempt has been made to compile and validate the collected
data, certain limitations exist which must now be examined.
The single greatest limitation placed on this project has been the restricted
period available for data collection and continued study. For this reason only 114
completed surveys have been collected for this project. This constitutes a limited
sample size from which to perform analysis.
The surveys themselves were collected from three sources. These include:
• Students of the St. Joseph's College New York Accelerated Weekend
Bachelors of Organizational Management program. These students tend to
be more career oriented and are likely more motivated than would be
members of the general population. A large percentage of individuals in this
group manage or supervise others. This group accounts for 60 of the 114
(~55.26%) responses collected.
• Internet based employment bulletin boards and randomly selected e-mail
addresses. Typical internet users tend to be from middle & upper economic
groups. They are also more often from White(non-Hispanic) segments of the
general population. The bulletin boards available on the internet site,
‘www.iVillage.com’ were used to solicit responses for this project. This site is
designed to attract mostly women. Also, one of the bulletin board forums
on this site was selected precisely because it catered to Black Females. 33
(~28.94%) responses where generated by individuals in these groups. The
14. Rossi 12
geographic region of the these respondents is unknown. It is taken for
granted that at least some of these responses arrived from geographic areas
other than New York and the Northeast U.S. but this cannot be verified.
• A sampling of residents of the town of Central Islip, New York. This town has
a population that is predominantly upper lower and lower middle economic
blue and white collar workers. However only 18 (~15.78%) responses were
received from this group.
• A minimum of 78 (68.42%) of the 114 responses were generated in the Long
Island, New York area. Long Island is a generally affluent suburb of New York
City in the Northeast of the United States.
• There is a high probability that the majority of responses are from individuals
having a middle class and white collar status.
The survey used for this project made no attempt to distinguish the age, sex,
education, location, or economic status of any of the respondents. It is possible that
the sample may not be reflective of the demographics of the general U.S.
population.
Due to the limited time, scope and budget of this research effort, it will not
be possible to track respondents over the next several years. As this is the case, the
researcher will have no opportunity to determine whether respondents have remained
with or departed from their current company during the next three years.
Finally, the unusual state of the U.S. economy may have a euphoric effect on
answers provided by respondents. As the unemployment rate in the United States is
15. Rossi 13
at historic lows, many people may for the first time have the opportunity to be less
concerned with the pure economics of working. Therefore, their responses might be
atypical during less advantaged economic periods. Without the ability to survey
similar groups during other economic cycles, it will not be possible to determine if the
current conditions are stimulating respondents higher order needs and desires.
16. Rossi 14
Conclusions and Recommendations
The research performed for this report indicates that factors beyond mere
economic reward, do indeed influence the decision of an employee to remain with
an organization. There is also evidence to support the theory of profiling as a
practical device in determining which employees are at risk for departure from the
organization.
In reviewing the responses of those who participated in the survey, several
themes were consistent among the various analysis groups. Many respondents
believed that they could earn more by joining other organizations. Despite this, they
still responded favorably to the notion that they would remain with their current
employer.
There seemed a strong need in all analysis groups to feel that what they did
at work was important to the organization. Also, personal autonomy in accomplishing
tasks was very significant. In a practical sense, properly training managers to promote
these beliefs, should have a significant impact on the psyche of every employee.
A considerable number of respondents felt that the workplace was not relaxed.
Maybe this meant that the pace was too furious, or that the work space was
somehow lacking. Perhaps they had an overbearing co-worker or supervisor.
Considering the number of hours most people spend in the workplace, it seems
obvious that this would be an important dimension for many, if not, most people.
From a practical standpoint, every company can take simple steps to create an
environment that is more favorable to the employees ability to perform well.
17. Rossi 15
Most surprising in this study, was the fact that the majority of those indicating
the strongest desire to leave the organization were individuals who manage or
supervise others? Respondents in this group were least likely to think that they work
for a great company. Many indicated that their company was less likely to have a
clear mission and positive values. These are factors over which the organization
exercises significant control. Most respondents in this group felt they could earn more
elsewhere. They also felt it less true that there was room for them to grow in the
organization. A person in this group was the least likely to feel that their work
matched their best abilities. In viewing these responses, it seems more obvious why
people fall into this analysis group. Most of those in this group seem fixated on
fulfilling their personal higher order needs. This group clearly had the most muted
unenthusiastic responses.
This study confirms that the longer a person is with an organization, the more
likely they are to want to stay with that organization. The number of years with the
company dropped in order from the highest scoring analysis group to the lowest. This
characteristic of each group may explain why respondents desire to remain with an
organization over the long term. It stands to reason that the longer someone is with
a company the more competent they are likely to be in their position. This alone
could permit individuals to focus on more personal than economic needs. Driving
down the time required for an individual to feel most competent in their job would
seem to be in the best interests of both employee and employer.
The researcher found it most alarming that nearly 3/4 of respondents felt that
they needed the benefits supplied to them by their organization. There was an
18. Rossi 16
almost manic reaction by respondents to this statement. Only about twenty percent
of the individuals indicated that this was less true for them. Why this particular
perception exists, should be thoroughly studied. This is particularly the case in the
small business setting where an organization may not have the resources required to
present a robust benefit package to current or prospective employee. This is also very
troubling as it speaks to the dependence individuals feel with regard to benefits. It
would seem from these responses that benefits such as medical insurance, are well
beyond the reach of most workers. This has great potential to harm employers,
because the group scoring highest on the statement "I need the benefits" was also
the group most likely to indicate a desire to stay with the organization. It is possible
that a change or reduction in benefits could have a tremendous effect on the
perceptions of these employees. The cost implications of this are disturbing.
When considering the twenty dimensions of the workplace examined in this
research study, it is safe to conclude that altering even a few of an employees
perceptions can help increase the desire to stay with the organization. The proper
training of managers and supervisors to recognize the profile of each individual,
coupled with training in how to turn around perceptions that the organization
controls can considerably improve retention efforts.
It is very unlikely that a current employee would honestly complete the survey
used for this report for their current employer. However, understanding the dimensions
which motivate retention, it is possible for an organization to create mechanisms to
help each manager capture this important information while there is still time to
positively intervene.
21. Rossi 19
Appendix A - Employee Retention Survey and Response Percentiles
Please take a moment to consider why you stay with a company. Next, read each
statement and indicate how true the statement is in your case. Place an XX in the box to
the right of the statement which best describes how the statement applies to you.
All survey responses will be kept in the strictest confidence.
Statement Less True
<<<
More True
>>>
(S1) I work for a great company. 6.1% 14.9% 32.5% 30.7% 15.8%
(S2) This company has a clear mission and positive
values.
7.0% 14.0% 25.4% 32.5% 21.1%
(S3) My job is exciting. 10.5% 14.9% 32.5% 27.2% 14.9%
(S4) I need the benefits. 13.3% 8.0% 13.3% 22.1% 43.4%
(S5) My effort is appreciated. 11.4% 8.8% 27.2% 30.7% 21.9%
(S6) I control how my work is accomplished. 4.4% 7.0% 18.4% 36.0% 34.2%
(S7) Work life and home life are easily balanced. 11.4% 15.8% 34.2% 23.7% 14.9%
(S8) My job matches what I do best. 11.4% 19.3% 21.1% 25.4% 22.8%
(S9) The people I work with are very professional. 8.8% 23.0% 29.2% 24.8% 14.2%
(S10) My coworkers are wonderful. 4.4% 13.2% 34.2% 31.6% 16.7%
(S11) I really like my boss. 14.9% 12.3% 25.4% 36.0% 11.4%
(S12) I live paycheck to paycheck. 17.5% 24.6% 20.2% 14.9% 22.8%
(S13) There is room to grow. 19.3% 21.1% 12.3% 28.1% 19.3%
(S14) What I do is important to the company. 3.5% 5.3% 19.3% 38.6% 33.3%
(S15) The commute is easy. 13.2% 8.8% 17.5% 22.8% 37.7%
(S16) My compensation is fair and reflects my efforts. 16.7% 15.8% 27.2% 28.9% 11.4%
(S17) The fringe benefits are more than adequate. 11.5% 18.6% 31.9% 21.2% 16.8%
(S18) I can not earn this much elsewhere. 27.2% 23.7% 22.8% 16.7% 9.6%
(S19) My job is secure. 7.9% 14.0% 27.2% 31.6% 19.3%
(S20) The atmosphere is relaxed. 15.8% 22.8% 26.3% 20.2% 14.9%
(S21) I will be with this company in three years. 21.1% 12.3% 19.3% 23.7% 23.7%
Approximately how many people work for this company? Average=10641 Median=400 Mode=300
How many years have you worked for this company? Average=8.36 Median=5 Mode=1
Was this company profitable last year ? (Y or N) Yes=75.44% No=13.16% N/A=11.4%
Do you manage or supervise others? (Y or N) Yes=58.77% No=39.47% N/A=1.75%
23. Rossi 21
Average, Standard Deviation, Median and Mode for Statements 1 to 21
0.00
1.00
2.00
3.00
4.00
5.00
6.00
S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12 S13 S14 S15 S16 S17 S18 S19 S20 S21
Statement
Value
Average Standard Deviation Median Mode
24. Rossi 22
Appendix B - Summary of Collected Data
Table 1: Indicated below are the percentage of responses for each statement when the respondent
answered either 4 or 5 to the statement ‘I will be with this company in three years’.
S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12 S13 S14 S15 S16 S17 S18 S19 S20 S21 Size Years Profit Mgmt
Less True
(1 or 2)
5.6 9.3 16.7 16.7 9.3 3.7 18.5 22.2 22.2 14.8 14.8 44.4 29.6 5.6 18.5 20.4 20.4 37.0 5.6 25.9 0 10659 8.7 68.5 53.7 % Yes or AVG
3 22.2 27.8 20.4 5.6 24.1 9.3 35.2 16.7 27.8 33.3 22.2 20.4 5.6 13.0 11.1 24.1 29.6 33.3 27.8 25.9 0 300 5.0 13.0 46.3 % No or MODE
More
True (4
or 5)
72.2 63.0 63.0 77.8 66.7 87.0 46.3 61.1 50.0 51.9 63.0 35.2 64.8 81.5 70.4 55.6 50.0 29.6 66.7 48.1 100 400 8.0 18.5 0.0 % N/A or
MEDIAN
Table 1
Table 2: Indicated below are the percentage of responses for each statement when the respondent
answered 3 to the statement ‘I will be with this company in three years’.
S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12 S13 S14 S15 S16 S17 S18 S19 S20 S21 Size Years Profit Mgmt
Less True
(1 or 2)
21.7 13.0 26.1 30.4 26.1 8.7 21.7 26.1 34.8 17.4 30.4 39.1 30.4 4.3 13.0 34.8 21.7 56.5 21.7 47.8 0 8519 7.8 78.3 52.2 % Yes or AVG
3 43.5 21.7 39.1 13.0 30.4 21.7 26.1 17.4 21.7 34.8 26.1 13.0 17.4 17.4 34.8 30.4 39.1 13.0 26.1 26.1 100 3000 3 13.0 47.8 % No or MODE
More
True (4
or 5)
34.8 65.2 34.8 56.5 43.5 69.6 52.2 56.5 43.5 47.8 43.5 47.8 52.2 78.3 52.2 34.8 39.1 30.4 52.2 26.1 0 500 4 8.7 0.0 % N/A or
MEDIAN
Table 2
Table 3: Indicated below are the percentage of responses for each statement when the respondent
answered 1 or 2 to the statement ‘I will be with this company in three years’.
S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12 S13 S14 S15 S16 S17 S18 S19 S20 S21 Size Years Profit Mgmt
Less True
(1 or 2)
43.2 43.2 35.1 24.3 32.4 24.3 43.2 45.9 45.9 21.6 40.5 40.5 62.2 16.2 32.4 48.6 48.6 64.9 43.2 51.4 100 11428 5.7 83.8 70.3 % Yes or
AVG
3 40.5 24.3 48.6 24.3 29.7 29.7 37.8 29.7 35.1 35.1 32.4 24.3 18.9 29.7 18.9 32.4 32.4 16.2 29.7 27.0 0 300 1 16.2 29.7 % No or MODE
More
True (4
or 5)
16.2 32.4 16.2 51.4 37.8 45.9 18.9 24.3 18.9 43.2 27.0 35.1 18.9 54.1 48.6 18.9 18.9 18.9 27.0 21.6 0 350 3 0.0 0.0 % N/A or
MEDIAN
Table 3
25. Rossi 23
Percentage responses for all statements when the respondent scored
either 1 or 2 to statement 21
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12 S13 S14 S15 S16 S17 S18 S19 S20 S21
Statement
percentage
Less True (1 or 2) 3 More True (4 or 5)
26. Rossi 24
Percentage responses for all statements when the respondent scored
3 to statement 21
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12 S13 S14 S15 S16 S17 S18 S19 S20 S21
Statement
Percentage
Less True (1 or 2) 3 More True (4 or 5)
27. Rossi 25
Percentage responses for all statements when the respondent scored
either 4 or 5 for statement 21
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12 S13 S14 S15 S16 S17 S18 S19 S20 S21
Statement
Percentage
Less True (1 or 2) 3 More True (4 or 5)
28. Rossi 26
Appendix C -Scoring Profiles
Average number of responses at each scoring level by score for the statement,
"I will be with this company in three years
0.00
1.00
2.00
3.00
4.00
5.00
6.00
7.00
8.00
# of 5's # of 4's # of 3's # of 2's # of 1's
Level of statement responses
Numberofstatementresponses
S21=5 S21=4 S21=3 S21=2 S21=1
29. Rossi 27
Scoring profile when the respondent scored 5 to the statement,
'I will be with this company in three years".
0
2
4
6
8
10
12
14
16
# of 5 responses # of 4 responses # of 3 responses # of 2 responses # of 1 responses
30. Rossi 28
Scoring profile when the respondent scored 4 to the statement,
'I will be with this company in three years".
0
2
4
6
8
10
12
14
16
# of 5 responses # of 4 responses # of 3 responses # of 2 responses # of 1 responses
31. Rossi 29
Scoring profile when the respondent scored 3 to the statement,
'I will be with this company in three years".
0
2
4
6
8
10
12
14
16
18
# of 5 responses # of 4 responses # of 3 responses # of 2 responses # of 1 responses
32. Rossi 30
Scoring profile when the respondent scored 2 to the statement,
'I will be with this company in three years".
0
2
4
6
8
10
12
14
16
# of 5 responses # of 4 responses # of 3 responses # of 2 responses # of 1 responses
33. Rossi 31
Scoring profile when the respondent scored 1 to the statement,
'I will be with this company in three years".
0
5
10
15
20
25
# of 5 responses # of 4 responses # of 3 responses # of 2 responses # of 1 responses
34. Rossi 32
Appendix D
Weighted index of scores by all respondents for all statements
4.9
5.0
4.6
5.4
5.0
5.6
4.6
4.8
4.5
5.0
4.6
4.4
4.4
5.7
5.3
4.4
4.5
3.7
4.9
4.3
0.0 1.0 2.0 3.0 4.0 5.0 6.0
(S1) I work for a great company.
(S2) This company has a clear mission and positive values.
(S3) My job is exciting.
(S4) I need the benefits.
(S5) My effort is appreciated.
(S6) I control how my work is accomplished.
(S7) Work life and home life are easily balanced.
(S8) My job matches what I do best.
(S9) The people I work with are very professional.
(S10) My coworkers are wonderful.
(S11) I really like my boss.
(S12) I live paycheck to paycheck.
(S13) There is room to grow.
(S14) What I do is important to the company.
(S15) The commute is easy.
(S16) My compensation is fair and reflects my efforts.
(S17) The fringe benefits are more than adequate.
(S18) I can not earn this much elsewhere.
(S19) My job is secure.
(S20) The atmosphere is relaxed.
Question
Score
35. Rossi 33
Appendix E - Top responses for each analysis group
S6 I Control how my work is accomplished. 87.0%
S14 What I do is important to the company. 81.5%
S4 I need the benefits. 77.8%
S1 I work for a great company. 72.2%
S15 The commute is easy. 70.4%
Table 1 - Statements answered most often as Most True among those scoring 4 or 5 to statement 21,
"I will be with this company in three years.
S12 I live paycheck to paycheck. 44.4%
S18 I cannot earn this much elsewhere. 37.0%
S13 There is room to grow. 29.6%
S20 The atmosphere is relaxed. 25.9%
S8/
S9
My job matches what I do best.
The people I work with are very professional.
22.2%
Table 2 - Statements answered most often as Less True among those scoring 4 or 5 to statement 21, "I
will be with this company in three years.
S14 What I do is important to the company. 78.3%
S6 I Control how my work is accomplished. 69.6%
S2 The company has a clear mission and positive values. 65.2%
S8 My job matches what I do best. 56.5%
S4 I need the benefits. 56.5%
Table 3 - Statements answered most often as Most True among those scoring 3 to statement 21, "I will
be with this company in three years.
36. Rossi 34
S18 I cannot earn this much elsewhere. 56.5%
S20 The atmosphere is relaxed. 47.8%
S12 I live paycheck to paycheck. 39.1%
S16 My compensation is fair and reflects my efforts. 34.8%
S9 The people I work with are very professional. 34.8%
Table 4 - Statements answered most often as Less True among those scoring 3 to statement 21, "I will
be with this company in three years.
S4 I need the benefits. 51.4%
S14 What I do is important to the company. 54.1%
S6 I Control how my work is accomplished. 45.9%
S10 My coworkers are wonderful. 43.2%
S5 My effort is appreciated. 37.8%
Table 5 - Statements answered most often as Most True among those scoring 1 or 2 to statement 21,
"I will be with this company in three years.
S18 I cannot earn this much elsewhere. 64.9%
S13 There is room to grow. 62.2%
S20 The atmosphere is relaxed. 51.4%
S17 The fringe benefits are more than adequate. 48.6%
S16 My Compensation is fair and reflects my efforts. 48.6%
Table 6 - Statements answered most often as Less True among those scoring 1 or 2 to statement 21, "I
will be with this company in three years.