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ABSTRACT
The proposed research will be conducted to
investigate the causes of employee turnover.
Proposed study will use different research articles to develop a model
which shows that job satisfaction, employee motivation and employee
involvement (independent
variable) has an impact on employee
turnover (dependent variable). Hence the
purpose of
this research will be, firstly getting the perception of employees at work by conducting semi
structure interviews as an instrument of data collection to explore
the effect of Job
satisfaction, employee motivation and employee involvement on employee turnover. Secondly
semi structure interviews will be further used to
find and examine whether these three factors really affect or not if yes then
which factor affects closely in order to remove that one from organizations
facing employee turnover issues. Different hypothesis
are formed on the basis of dependent and independent variables. By using different research articles
literature review has been written. Than a model is developed of job
satisfaction, employee motivation and employee involvement (independent variable) and employee turnover (dependent
variable).Than a theoretical framework is written on the base of these
variables. Using a cross sectional research method sample of 500 employees of
service organization
like Banks, University (Employees), Telecommunication, EFU life insurance,
Guard Technologies and Students has been selected for this research. Convenience sampling technique will
be used for data collection. Data will be collected from male
and females of service organizations like Banks, University (Employees),
Telecommunication, EFU life insurance, Guard Technologies and Students using
semi structured interview and then analyzed by
using NVIVO 7. Than some limitations and delimitations are given keeping in
mind what has done what is not and ethical considerations are given.
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TABLE OF
CONTENTS
1. Introduction
1.1 Purpose Statement
1.2 Objectives
1.3 Significance of Study
1.4 Deficiencies
1.5 Research questions on topic
1.6 Hypothesis
2. Model
2.1 Theoretical framework
3. Literature Review
4. Methodology
5. Limitations and Delimitations
6. Ethical consideration
7. Discussion
8. References
PROPOSAL
CAUSES OF EMPLOYEE TURNOVER
1. INTRODUCTION:
Employee turnover
is the number of permanent employees leaving the company within the reported
period versus the number of actual active permanent employees on the last day
of the previous reported period (B.Smith, 2005) .
Five reasons due to which employees leave organizations:
1.
The most common reason why employees leave a certain organization is
that they see better opportunity elsewhere. Man has a growing desire to own
more things and better pay can give them this. Apart from that, they are
compelled to look for better pay because of financial needs.
2.
Another reason could be that the employees are not happy with the
organization. There are cases when employees leave the company even if they offer competitive salaries. This is because of the
organization itself. The employee does not approve of the management style and
they are unhappy with the culture of the organization. These factors can cause
employees to say goodbye to the organization.
3.
There are also cases when the employees leave because of their fellow
employees or his superiors. Clashes of personalities are common in the
workplace. When an employee can no longer stand the tension in the workplace,
he may opt to leave the organization. It does not matter if he finally got his
dream job or receiving a generous paycheck. If he no longer has peace of mind,
he will look for another job.
4.
It is man's nature to seek for growth. If he feels that there is no room
for him to grow in a certain organization, he will look for a place where he
can grow further. However, this is not a factor for everyone. There are those
who are satisfied to do the same thing even after ten years.
5.
The condition of the organization could also be a factor. If it is
unstable, the employees will surely look for a more stable organization. They
would not want to stay long in an organization that could close any time. (B.Smith, 2005)
This research
is conducted to investigate the causes of employee turnover and its impact on
Job satisfaction, employee motivation and employee involvement. Because mostly
researches doesn’t cover three of these independent variables. So we have put
forth our efforts to compile three job satisfaction, employee motivation and
employee involvement of these variable in one package in order to provide
readers ease to get the information on these three variables and their impact
on employee turnover.
1.1
PURPOSE
STATEMENT:
Normally organizations are facing
the problem of employee turnover. But why employee turnover take place we are
going to find it through this research article. There are so many factors that
affect employee turnover or due to which employee turnover takes place like
absentees, compensation, employee satisfaction, employee motivation, employee involvement, Salary etc. But the purpose of this research will be, firstly getting the perception of employees at work
by conducting semi structure interviews as an instrument of data collection to explore the effect of Job satisfaction, employee motivation and
employee involvement on employee turnover. Secondly semi structure interviews will be further used to find and examine whether these three
factors really affect or not if yes then which factor affects closely in order
remove that one from organizations facing employee turnover issues.
1.2
OBJECTIVES:
·
The main objective of this
proposed study is to find the impact of Job satisfaction,
employee motivation and employee involvement on employee
turnover.
·
To provide data that could help students
who want to explore the affect of employee
satisfaction, employee motivation and employee involvement on employee turnover.
·
To examine the importance of these three
factors in organizations facing the problem of employee turnover.
1.3
SIGNIFICANCE
OF STUDY:
Ø The proposed study will broaden
the understanding of employee turnover especially for the employees of service organization
like Banks, University (Employees), Telecommunication, EFU life insurance,
Guard Technologies and for Students.
Ø Why because proper instructions and
knowledge is needed so that organizations may know what employees really want or desire from organizations
and modify themselves or come up with the policies that will attract and retain
the employees because employees are assets of any organizations.
Ø And for this organization must
have the knowhow that what are the main causes which make employee turnover
happen. And how their seniors can avoid turnover by providing them what they
really want.
Ø Therefore, the
present study findings will help the managers answer the longstanding question
of how job satisfaction, employee motivation
and employee involvement affect employee turnover because if employee is satisfied with his/her
job he will be motivated if he/she will be motivated he/she will be more
involved in his work.
Ø Secondly, no
research has been found which have focused on job satisfaction, employee motivation and employee involvement combinely.
Ø Therefore, the
present study will prove to be a significant contribution in this area. Last but not the least Students
can also get access to this study and can find out the impact of job satisfaction, employee motivation and
employee involvement on employee turnover.
1.4
DEFICENCES:
Last Research was conducted in 2010 in USA. While no research is
conducted in Lahore. Previous studies have shown that these three variables are
not combinely focused and not even researched in Pakistan with the sample of
500 respondents.
1.5
RESEARCH
QUESTIONS ON TOPIC:
(Main question)
Causes of employee turnover among service organizations in Pakistan
(Sub questions)
1.
Does employee satisfaction have an impact on employee turnover?
2.
Is there any relationship between employee motivation and employee
turnover?
3.
Is Job involvement one of the reasons which
influence turnover intention?
1.6
HYPOTHESIS:
Employee
Turnover
H1: There is affect of employee satisfaction,
employee motivation and employee involvement on employee turnover.
H0: There is no affect of employee satisfaction,
employee motivation and employee involvement on employee turnover.
Job
Satisfaction
H1: There is affect of Job
satisfaction on employee turnover.
H0: There is no affect of
Job satisfaction on employee turnover.
Employee
Motivation
H1: There is affect of
employee motivation on employee turnover.
H0: There is no affect of
employee motivation on employee turnover.
Employee Involvement
H1: There is affect of
employee involvement on employee turnover.
H0: There is no affect of
employee involvement on employee turnover.
2. MODEL
Employee Motivation Employee Turnover
2.1 THEORATICAL
FRAME WORK
Employee Turnover:
Employee turnover is the number of permanent employees
leaving the company within the reported period versus the number of actual
active permanent employees on the last day of the previous reported period (Trove, 2005) .
Job Satisfaction:
Employee
satisfaction is the terminology used to describe whether employees are happy
and contented and fulfilling their desires and needs at work (Heathfield,
humanresorces.about.com, 2000) .
Employee Motivation:
Motivation is
an employee’s intrinsic enthusiasm about and drives to accomplish activities
related to work. Motivation is that internal drive that causes an individual to
decide to take action (Heathfield,
humanresorces.about.com, 2000) .
Employee Involvement:
Employee involvement is creating an
environment in which people have an impact on decisions and actions that affect
their jobs. Employee involvement is not the goal nor is it a tool, as practiced
in many organizations. Rather, it is a management and leadership philosophy
about how people are most enabled to contribute to continuous improvement and
the ongoing success of their work organization (Heathfield, humanresources.about.com, 2000) .
3. LITERATURE REVIEW:
To understand the nature of employee turnover it is necessary to
first define the terminology. While there are many definitions of employee
turnover for the purpose of this paper turnover is defined as “the movement of
workers 1 in and out of employment with respect to a given company” (Randall S.
Sextona, 2004) .
This movement is usually considered voluntary however involuntary separations
are also of concern, but will not be the focus of this research. It further states
that employee turnover has attempted to explain why employees leave
and how to prevent the drain of employee talent. Their research focuses a neural
network (NN) to predict turnover. They have used a Modified Genetic Algorithm
to train the NN. This research found that a NNSOA (Neural Network Simultaneous
Optimization Algorithm) trained NN which is a
software (or hardware) simulation of a biological brain (sometimes called
Artificial Neural Network or "ANN"). The purpose of a neural network
is to learn to recognize patterns
in your data. Once the neural network has been trained on samples of your data,
it can make predictions by
detecting similar patterns in future data. Example: Loaning if we had a large
number of loan applications as input, along with the manager's decision as
output, a neural network could be "trained" on these patterns. The
Society of Human Resource Management Research Committee author of “Employee
Turnover: Analyzing Employee Movement Out of the Organization” states that
“critical characteristics of employees (obtained by reviewing the distributions
of their ages, employment times, salaries, and recruitment sources) can be used
to describe those who leave in 6 months versus those who leave in 12, 24, or 36
months with empirical research” While turnover rates vary according to
industry; organizations; geographic locations; and employee characteristics, whereas
the rates of specific groups of employees can help the company determine root causes
of employee turnover (Douglas B.
Currivan,, June
1993). Turnover does not always bring on negative
consequences to the organization; there are positive aspects of turnover for
both the organization and the exiting employee. It depends on the type of
turnover either functional or dysfunctional. Functional turnover occurs when
poor performers leave and good performers stay. This instance often occurs when
the organization terminates the employment relationship. When good performer’s
leave and poor performers stay, the organization experiences dysfunctional turnover.
When looking to reduce turnover, Company focuses on dysfunctional turnover due
to its negative impact on the organization (Griffeth, 1995). A research conducted on service quality and turnover to test a selection
of hypothesized relationships between: employees’ perceived service quality;
employees’ turnover intentions; role clarity; and empowerment and coaching. The data collection
is based on a survey with a sample of 1,076 frontline employees in service
organizations. And at the end it was found that there are indications that
employees’ perceived service quality has a direct negative effect on employees’
turnover intentions. The effect of empowerment, coaching, and role clarity on turnover
intention appears to be mediated through employees’ perceived service quality. It further discusses
that employees in service organizations are crucial in the building of service
excellence. Ultimately, the success of service organizations often depends upon
the performance of its frontline employees (Chung and Schneider, 2002; Chebat et al., 2003; Hartline and
Ferrell, 1996; Singh, 2000; Wirtz et al., 2008). Frontline employees are an important source
of competitive advantage in many service organizations (Pfeffer, 2005). A
critical issue in service organizations may be to retain service employees in general,
and specifically those employees who are talented in working with customers and
delivering excellent service quality. Maertz et al. (2007) emphasize that employee turnover can be
costly. According to one estimate, employee-turnover cost in American companies
reaches around $5 trillion annually (Frank et al., 2004). Such costs could include additional
staffing or overtime payments to lessen shortages, and the replacement of an
experienced employee with an inexperienced new one (Alexandrov et al., 2007, sp. 357). Employees’ turnover
is a much studied phenomenon. But there is no standard reason why people leave organization.
Employee turnover is the rotation of workers around the labor market; between firms,
jobs and occupations; and between the states of employment and unemployment
Abassi et al. (2000). Many researchers argue that high turnover rates might
have negative effects on the profitability of organizations if not managed
properly (Hogan, 1992; Wasmuth and Davis, 1993; Barrows, 1990). (Brooks C. Holtom, 2005) States that Voluntary employee turnover is
expensive. Companies that successfully retain the best and brightest employees
save money and protect their academic capital. Traditional approaches to understanding
turnover place accumulated job dissatisfaction as the primary driver to
voluntary turnover. However, they show that shocking events, more often are the
immediate cause of turnover. Using data from more than 1,200 “leavers,” they
have described the nature, content, and role of shocks in turnover decisions.
And then provide strategies to help organizations manage shocks, and thereby
control turnover. (Zeffane, 1994) Attempts to show that the theory remains extremely
useful and may be extended to individual level phenomena, such as the study of
turnover (Ryan D. Zimmerman, 2007) estimate the
strength of the relationship between job performance and intentions to quit
(ITQ), identify moderators to this relationship, and calculate the direct and
indirect effects that job performance has on ITQ and turnover. And it was found
Supervisor ratings of performance had the strongest relationship with ITQ,
followed by self-ratings. Employee nationality and job type also acted as
moderators. Poor performers are more likely to quit even after controlling for
job satisfaction and turnover intentions, indicating that they are quicker to
engage in unplanned quitting. Good performers were slightly more likely to
intend to quit after controlling for job satisfaction.
Job satisfaction
Employee motivation
Motivation
has been a difficult concept to properly define, in part because there “are
many philosophical orientations toward the nature of human beings and about
what can be known about people” (Pinder, 1998). Pinder (1998) provided a
definition that nicely accommodates the different theoretical perspectives that
have been brought to bear in the explanation of work motivation: Work motivation is a set of energetic forces that originates both within as well as beyond
an individual’s being, to initiate work-related behavior, and to determine its form,
direction, intensity, and duration. There are two noteworthy features of this
definition. First, motivation is identified as an energizing force—it is what
induces action in employees. Second, this force has implications for the form,
direction, intensity, and duration of behavior. That is, it explains what
employees are motivated to accomplish, how they will attempt to accomplish it,
how hard they will work to do so, and when they will stop. Many theories have
been set forth to explain employee motivation (Kanfer, 1990; Pinder, 1998).
None are complete, but most make meaningful contributions to our understanding
of what is obviously a complex process. Locke (1991, 1997) noted that each of
the different theoretical orientations offers a unique perspective and can be
combined to form a general model. Goal setting is among the most dominant
theories of work motivation (Miner, 2003). The theories of work motivation
included in Locke’s (1997) model treat motivation as a unitary concept. That
is, although they recognize variation in the degree of motivation, they do not
acknowledge differences in the psychological states, or mindsets that can go
with this motivation. According to self-determination theory, motivation
reflects an intention to act. This intention can be self-initiated or result
from external inducements. Intrinsically motivated behavior is undertaken purely for its own sake (i.e., the activity
itself is enjoyable). Extrinsically motivated behavior refers to
“the performance of an activity in order to attain some separable outcome”
(Ryan & Deci, 2000). However, according to self-determination theory,
extrinsically motivated behavior itself can take different forms depending on
the perceived source of regulation (i.e., the force for the behavioral intent).
Although the tasks themselves might not be enjoyable (i.e., intrinsically
motivating), they are seen as serving an important purpose and, thus, are typically
experienced as somewhat internal (e.g., studying for an upcoming exam rather
than going out with friends). It is important to note that all forms of
extrinsic regulation can be highly motivating. Indeed, the use of reward and
punishment can have a powerful impact on behavior and can even lead people to
choose to pursue an externally regulated course of action over an internally
regulated one. For instance, a strong enough monetary incentive might attract
the reluctant teen to abandon a video game long enough to cut the lawn.
Similarly, the threat of being a victim of the next downsizing might encourage
an employee to take work home at night even though it will cut into valued
family time. However, according to self-determination theory, external regulation
can have negative consequences, including lower task satisfaction, lower
effort, and less determination. In the long run, personal well-being can also
suffer (John P. Meyer, 2004) . Again, this
discussion is not intended to imply that externally regulated forms of
motivation that cannot exert a powerful influence on behavior. However, as
Sheldon and Elliot (1998) pointed out, “controlled goals are less likely to be
well protected from competing desires and temptations”. Because autonomous
goals originate from personal values, they arguably have an advantage over
those that are externally controlled (Deci & Ryan, 1991) and are likely to gather
the highest levels of effort and persistence. The foregoing discussion implies
that the importance of distinguishing among different forms of motivation and
commitment is not so much for the behaviors included within a specified
contingency, or the terms of a commitment, as it is for behaviors that fall
outside these boundaries. (Kuvaas, 2010) States that mastery goals and intrinsic motivation have
separately been found to predict employee turnover and turnover intention,
respectively. A cross-sectional survey was conducted among employees
representing more than 400 organizations from a wide range of industrial
sectors. The theoretical or subject scope of the paper was to integrate
motivational antecedents for employee turnover. When assessed jointly, intrinsic motivation was the strongest
predictor of turnover intention. The relationship was only positive for
employees low in intrinsic motivation. Motivational sources have been found to
influence employee turnover beyond job satisfaction and organizational commitment
(Mitchell et al., 2001). Prior research has found a negative relationship between intrinsic
motivation and turnover intention across different cultural settings (Kuvaas,
2006; Richer et al., 2002; Vansteenkiste et al., 2007). Motivation is a basic psychological
process. A recent data-based comprehensive analysis concluded that
competitiveness problems appear to be largely motivational in nature (Mine,
Ebrahimi, and Wachtel, 1995). Along with perception, personality, attitudes,
and learning, motivation is a very important element of behavior. Nevertheless,
motivation is not the only explanation of behavior. It interacts with and acts
in conjunction with other cognitive processes. Motivating is the management
process of influencing behavior based on the knowledge of what make people tick
(Luthans, 1998). Motivation and motivating both deal with the range of
conscious human behavior somewhere between two extremes:
·
Reflex actions such as a sneeze or flutter
of the eyelids; and
·
Learned habits such as brushing one's teeth or handwriting
style.
Luthans
(1998) asserts that motivation is the process that arouses, energizes, directs,
and sustains behavior and performance. That is, it is the process of
stimulating people to action and to achieve a desired task. One way of
stimulating people is to employ effective motivation, which makes workers more
satisfied with and committed to their jobs. Money is not the only motivator.
There are other incentives which can also serve as motivators. Luthan (1998)
asserts that motivation should not be thought of as the only explanation of behavior,
since it interacts with and acts in conjunction with other mediating processes
and with the environment. Luthan stress that, like the other cognitive process,
motivation cannot be seen. All that can be seen is behavior, and this should not
be equated with causes of behavior. While recognizing the central role of
motivation, Evans (1998) states that many recent theories of organizational behavior
find it important for the field to re-emphasize behavior. Definitions of
motivation abound. One thing these definitions have in common is the inclusion
of words such as "desire", "want", "wishes","aim","goals",
"needs", and" incentives". Luthan (1998) defines motivation
as, “a process that starts with a physiological deficiency or need that
activates a behavior or a drive that is aimed at a goal incentive”. Therefore,
the key to understanding the process of motivation lies in the meaning of, and
relationship among, needs, drives, and incentives. Relative to this, Minner,
Ebrahimi, and Watchel, (1995) state that in a system sense, motivation consists
of these three interacting and interdependent elements, i.e., needs, drives,
and incentives. Motivation is a human psychological characteristic that
contributes to a person's degree of commitment (Stoke, 1999). It includes the
factors that cause, channel, and sustain human behavior in a particular
committed direction. Stoke, in Adeyemo (1999) goes on to say that there are
basic assumptions of motivation practices by managers which must be understood.
First, that motivation is commonly assumed to be a good thing. One cannot feel
very good about oneself if one is not motivated. Second, motivation is one of
several factors that go into a person's performance. Factors such as ability,
resources, and conditions under which one performs are also important. Third,
managers and researchers alike assume that motivation is in short supply and in
need of periodic replenishment. Fourth, motivation is a tool with which
managers can use in organizations. If managers know what drives the people
working for them, they can tailor job assignments and rewards to what makes
these people “tick.” Motivation can also be conceived of as whatever it takes
to encourage workers to perform by fulfilling or appealing to their needs. To
Olajide (2000), “it is goal-directed, and therefore cannot be outside the goals
of any organization whether public, private, or nonprofit”.
Job Involvement
Job involvement is defined as the extent
to which the individual identifies psychologically with his/her job (Blau,
1985b). (GARY 3. BLAU, 1987) Describes how job involvement and organizational
commitment can enhance our understanding of task-related effort as well as
withdrawal behaviors. (Mobley, 1979) ; (Steers, 1977) & (Rhodes, 1981)
link organizational commitment, or job involvement
conceptually to turnover and absenteeism. The
relationship between
organizational commitment and absenteeism also has been inconsistent. While less
empirical research exists about the relationship of job involvement with
turnover and absenteeism. The Meta analysis by Boal and Cidambi (1984) suggests
that job involvement is a better predictor of frequency of absence than
duration. It is more likely that a small number of absences of
long duration actually are due to medical reasons. Conversely, frequent
absences of short duration may reflect attitudinal problems. Thus,
distinguishing types of absenteeism may be important. For example, Blau (1985a)
found job involvement to be significantly negatively related to excused
personal absence, but not to unexcused absence. According to Morrow (1983), job
involvement and organizational commitment are related, but distinct because of
their different referents. For employees with a high level of job involvement,
the job is important to one's self-image (Kanungo, 1982). These individuals
identify with and care about their jobs. Workers with high levels of both job
involvement and organizational commitment should be the most motivated because
they are attracted by both the job and the organization. As such, job
involvement and organizational commitment may function as interactive
"orientations.” For example, the job
itself can help an individual meet his/her intrinsic
growth needs (Kanungo, 1982), while the
organization can help an individual meet his/her
social and other extrinsic reward needs (Angle & Perry, 1983; Sheldon, 1971). Also, based on past
empirical research, it seems that job involvement and organizational commitment
complement one another as predictors of turnover and absenteeism. Generally,
job involvement accounts for a greater percentage of variance in absenteeism
than organizational commitment, while organizational commitment accounts for a greater
percentage of turnover variance than job involvement (Boal & Cidambi, 1984). From either an analysis of variance
or a moderated regression standpoint (Saunders, 1956), one would predict that
the job involvement by organizational commitment interaction terms will be
significant. Also, specific interactive combinations of job involvement and
organizational commitment levels will help to predict particular types of
turnover and absence behaviors. Different interpretations of job involvement
have evolved while studying the relationship of job involvement to numerous
variables, including job characteristics, performance, turnover, and
absenteeism (Kanungo, 1982).
was
not related to overall satisfaction but only to two specific facets,
satisfaction with work and promotion opportunities. In contrast, the degree of
relationship between overall and various facets of satisfaction and commitment
and between involvement and commitment was moderately high. Employee attitudes
toward involvement in and satisfaction with the job and commitment to the
employing organization have become of compelling interest to industrial psychologists
because of their impact on behavior at work (Robbins, 1993).Job involvement frequently
includes identifying with the job, actively participating in the job, and
perceiving job performance to be important to self-worth (Blau, 1985;
Rabinowitz & Hall, 1977). Job satisfaction in the broadest sense simply
refers to a person's general attitude toward the job or toward specific
dimensions of the job (Hodson, 1991). Employee attitudes are reflected in
tendencies to respond to the job and the organization and its people and situations
either positively or negatively. Attitudes tend to cluster and categorize
themselves. A person who has developed a favorable attitude toward one aspect
of the job based on unique experiences, is likely to react favorably to other
related job aspects. Thus, if one is involved in a job, one is likely to be
satisfied with the job and committed to the organization. A person who is
dissatisfied with a job may become less involved in the work and less committed
to the employer. Farris (1971), Hom, Katerberg, and Hulin (1979), Mowday,
Porter, and Steers (1982), Blau and Boal (1989), and Mathieu and Kohler (1990)
have variously used involvement and commitment separately and interactively to
predict tardiness, turnover, and absenteeism. Other researchers have linked job
involvement to organizational factors (Jans, 1985) and organizational
commitment to influence (Angle & Perry, 1983) work experiences (Pierce
& Dunham, 1987). However, the interrelationship of these attitudes has not
been studied separately and exclusively. Only Moser and Schuler (1993), in
validating Lodahl and Kejner's (1965) job involvement scale, predicted and
found a high correlation among them. People may become involved in their jobs
because they are satisfied with their jobs, or satisfaction may lead to
involvement. Involvement or satisfaction may lead to commitment, or commitment
may lead to involvement and satisfaction.
4. METHODOLOGY
Interpretivisim paradigm will be used in this study. Hence this study will be exploratory
in nature, so it will employ Qualitative research and inductive research approach followed by multiple research articles.
This study will be conducted on service organizations like Banks, University
(Employees), Telecommunication, EFU life insurance, Guard Technologies and for
Students. Since the study aims at exploring the causes of
employee turnover semi structured interviews will be used as means of data
collection from the male and females of service
organizations like Banks, University (Employees), Telecommunication, EFU
life insurance, Guard Technologies and Students.
Semi structured interviews are also perceived as more appropriate method of
data collection (Kumar, 2005). Each interview
will be coded and analyzed by using
NVIVO 7 qualitative computer software or SPSS.
Target
Population
Sector:
Service organizations like Banks, University (Employees),
Telecommunication, EFU life insurance, Guard Technologies and Students
of Pakistan
Unit
of analysis: Male
and Female
Sampling Technique Convenience
sampling scheme will be used for data collection. Convenience sampling denotes
choosing settings, groups, and/or individuals that are conveniently available and
willing to participate in the study.
Sample size 500 employees of service organization like Banks,
University (Employees), Telecommunication, EFU life insurance, Guard
Technologies and for Students.
Reliability & Validity:
The Validity refers to the issues of whether or not
an indicator really measures the concept that it is devised to measure. Validity
of the study increases the authenticity of the entire research. Whereas reliability
is an important element to increase the authenticity of the research. The
consistency of the respondents answers will provide that the data collected
will be reliable. We will use member
checking criteria to measure its validity. In which respondent’s feedback
confirms the credibility of the outcome.
5. LIMITATION &DELIMITATION:
Delimitations:
This
study is restricted to Service organizations (Banks, University (Employees),
Telecommunication, EFU life insurance, Guard Technologies and for Students.)
in Pakistan’s city Lahore. Data will be collected from 500 respondents. Convenience
sampling technique.
Limitations:
·
This study is limited to a selection of variables related to causes
of employee turnover like salary, compensation, Performance appraisals, Working environment, Personal
growth, Promotional
Opportunities, Team working but in this study just three
variables will be focused to conduct the proposed study which are employee satisfaction, employee motivation
and employee involvement.
·
This research is just conducted in
service organizations rather than manufacturing organizations.
·
500 respondents are focused due to
limited resources and time.
6. ETHICAL CONSIDERATION:
Ø The respondents of study will be briefed about the
nature of study before collecting data.
Ø The data provided by the respondents will be kept
confidential.
Ø Further, an informed consent form will be signed
from the participant before they engage
In research in order to protect the
participant right.
Ø This consent
form will include the following:
o The right to participate voluntarily and right to
withdraw at any time.
o The purpose of study, so that individual understands
the nature of research.
o Type of information required.
o Surety of security.
o Wastage of data after due time period (Creswell,
2003)
7. DISCUSSION:
This study, using data
from service organization
like Banks, University (Employees), Telecommunication, EFU life insurance,
Guard Technologies and Students with a sample of 500 employees has been
selected for this research that will examine the link between
job satisfaction, employee motivation and
employee involvement (independent
variable) on employee turnover (dependent variable).
However semi structure interviews are used as an instrument
of data collection by using convenience sampling technique, different
hypothesis are formed on the basis of dependent and independent variables,
model and theoretical framework is written on the base of these variables
than by using different research articles
literature review has been written, analysis will be done by using NVIVO 7. Than some
limitations and delimitations are given keeping in mind what has done what is
not and ethical considerations are given which will be kept in mind while
collecting data.
8. REFERENCES:
Abassi SM, Hollman KW (2000). "Turnover: the real bottom line",
Public Personnel Management, 2 (3) :333-342.
Adeyemo,
D.A. & Aremu, A.O. (1999). Career commitment among secondary
school teachers in
Oyo state, Nigeria. The Role of biographical mediators. Nigerian Journal of Applied Psychology
5 (2),
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