employee satisfaction and retention in health...

Proceedings of the Fifth Asia-Pacific Conference on Global Business, Economics, Finance and

Social Sciences (AP16Mauritius Conference) Port Louis, Mauritius,

21-23 January, 2016 Paper ID: M622

1

www.globalbizresearch.org

Employee Satisfaction and Retention in Health Services: Empirical

Evidence at the ENT Hospital Mauritius

Jugurnath. B

Department of Accounting and Finance,

Faculty of Law and Management,

University of Mauritius, Mauritius.

E-mail: [email protected]

Bhewa. C

Department of Accounting and Finance,

Faculty of Law and Management,


Ramen. M


__________________________________________________________________________________________

.Abstract The retention of employees has been shown to be significant to the improvement and the achievement

of the organization‘s goals and objectives. Retention of workers can be a fundamental source of

competitive advantage for any organization. Besides, employees are recognised as a key asset in

today’s organisation and their departure can have a significant effect on the execution of business

plans and may finally cause a parallel decline in productivity. Thus, it is imperative to improve the

satisfaction of the employees and ultimately retaining them at the same time.

The aim of this study is to evaluate the impact of employee satisfaction and retention in the health

services at the ENT hospital. This research explores the various factors that influence employee’s

satisfaction and also establishes the relationship between employee’s satisfaction and employee’s

retention. Existing theories related to factors of employee’s satisfaction and retention has been

explored. A total of 65 respondents were selected for this study, using the census sampling technique.

Primary data has been collected by the means of a structured questionnaire where closed ended, open

ended and Likert scale were set. Descriptive statistics have been used to show the findings from the

questionnaire and also SPSS 21 has been used to correlate employee’s satisfaction and employee’s

retention. The results show that the different determinants Reward and Recognition, Participation and

involvement, Physical work conditions, Training and Individual development, supervisor support,

work life balance, work relations, Performance appraisal and Job design are all positively correlated

to employee satisfaction. That is, there is a significant relationship between the determinants and

employee satisfaction. The findings also confirm that there is a significant relationship between

employee satisfaction and retention

________________________________________________________________________________

Key Words: Customer Service, Employee Satisfaction, Health Services and Training

JEL classification: G14, G21, G28

mailto:[email protected]




2


1. Introduction

In response to the pressure of globalization and volatile market dynamics, many organisations,

especially the health organisations, are actively seeking ways to add value to their services and

improve their service quality. Health Organizations are keen on making operational efficiency a

priority. The Ministry of Health and quality of life through its health care centre has emphasized the

optimization of operational processes as a means to effectively and efficiently deliver value to

customers and to meet or even exceed customer expectations.

On the other hand, to be able to meet the objectives of the organisation, that is, to render valuable

and quality service to the public, the constant involvement of the employees is vital. In fact, their

working experience and positive contribution value a lot the organisation. They are important to the

competitive success of the organisation. According to Chiboiwa et al. (2010, p.1) one of the most

important drivers of productivity and sustainable economic growth is the quality and stability of its

workforce. The world of work puts the importance of human capital at the centre of organisational

success or failure. Besides, the more satisfaction an employee received in the workplace, the more at

ease they will feel and the longer period of years they will contribute to the success of the

organisation.

Employee satisfaction is a factor in employee motivation, employee goal achievement, and

employee morale in the workplace. A mediocre employee would like to stay in the organization if the

employee satisfied with the workplace environment. Moreover, the longer an employee works for a

company, the more valuable they are becoming, especially in the service organisation. Chiboiwa et al.

(2010, p.1) stated that today the challenge for most organisations is the formulation of an efficient

retention strategy that will help in retaining employees that are considered essential in achieving the

organisational objectives.

Moreover, Beverly (2005, cited by George and Jones 2002, p.4) argued that employees and job

dissatisfaction have a strong relationship to absenteeism and turnover, which indeed have a negative

impact to the organisational productivity.

However, some organisations have often overlooked the impact of human resources on

operational systems (Boudreau et al. 2003). The importance of employee attitudes, such as employee

satisfaction, employee retention, and organizational commitment, and their impacts on operational

performance have largely been neglected.

According to Osteraker (1999), the employee’s satisfaction and retention is considered the

cornerstone for success of organization. In fact understanding employee perspectives and measuring

their retention factors are critical to an organization’s success.

1.1 Statement of the problem

Nowadays, employees are recognised as valuable assets in the workplace. They contribute a lot to

the success of the organisation. Besides, the greater satisfaction employees derived from the




3


organisation, the greater is their contribution to the success of the organisation and obviously, the

longer period of years they will keep on contributing in achieving the objectives set by the

organisation.

However, it has been viewed with much concerned that many organisations, as in the case of ENT

Hospital, face difficulties in retaining their experience employees since the organisations unable to

identify the factors which contribute to employee satisfaction and the resultant retention.

Consequently, they easily lose their valuable and experience employees.

1.2 Rationale of the study

This study aims to show the impact of employee satisfaction on retention at ENT Hospital. This

research helps to gauge and analyse the key determinants of employee’s satisfaction which have an

impact on retention. It also helps to deepen our knowledge about employee’s satisfaction and its

determinants and even retention.

1.3 Research objectives

The specific objectives of this research paper are:

To find out the level of employee satisfaction at the ENT Hospital.

To explore the factors influencing employee satisfaction at ENT Hospital.

To analyse the employees’ retention strategies at the ENT Hospital.

To make recommendations for the ENT Hospital for an improvement in the retention of

employees.

1.4 Research hypotheses

Hypothesis is a preliminary assertion regarding some unknown phenomenon and is stated in a

declarative form. It initiates directly from the problem statement and is usually a presumption to a

solution to the problem based on the literature review. Let’s now consider the various hypotheses that

have been considered in the study.

1.4.1 Reward and Recognition

Ho: There is no significant relationship between rewards and recognition and employee satisfaction.

H1: There is a significant relationship between rewards and recognition and employee satisfaction.

1.4.2 Communication

Ho: There is no significant relationship between communication and employee satisfaction.

H1: There is a significant relationship between communication and employee satisfaction.

1.4.3 Participation and Involvement

Ho: There is no significant relationship between participation and employee

satisfaction.




4


H1: There is a significant relationship between participation and employee satisfaction.

1.4.4 Physical work conditions

Ho: There is no significant relationship between Physical work conditions and employee satisfaction.

H1: There is a significant relationship Physical work conditions between and employee satisfaction.

1.4.5 Training and Individual development

Ho: There is no significant relationship between Training and individual development and employee

satisfaction.

H1: There is a significant relationship between Training and individual development and employee

satisfaction.

1.4.6 Supervisor support

H0: There is no significant relationship between supervisor support and employee satisfaction.

H1: There is a significant relationship between supervisor support and employee satisfaction.

1.4.7 Work life balance and stress at work

H0: There is no significant relationship between work life balance and stress at work and employee

satisfaction.

H1: There is a significant relationship between work life balance and stress at work and employee

satisfaction.

1.4.8 Work relations

H0: There is no significant relationship between work relations and employee satisfaction.

H1: There is a significant relationship between work relations and employee satisfaction.

1.4.9 Performance Appraisal

Ho: There is no significant relationship between Performance appraisal and employee

satisfaction.

H1: There is a significant relationship between Performance appraisal and employee

satisfaction.

1.4.10 Job design

H0: There is no significant relationship between job design and employee satisfaction.

H1: There is a significant relationship between job design and employee satisfaction.

1.4.11 Retention

H0: There is no significant relationship between retention and employee satisfaction.

H1: There is a significant relationship between retention and employee satisfaction.




5


1.5 Significance of the study

An appreciation of the various determinants of employee satisfaction is crucial in creating a

favourable working condition, thus improving employee’s satisfaction and finally retaining employees

at the same time. This will be beneficial for the hospital and even for the employees. Understanding

these various determinants of employee’s satisfaction will help the hospital to create awareness to the

broader issues that employees face at their workplace. This study will also help in implementing

strategies and policies in order to reduce employee’s turnover in the hospital.

2. Literature Review

2.1 Employee Retention

According to James and Mathew (2012) Employee retention involve certain procedures which

motivate workers to work within an organisation for the utmost period of time. Employee retention is

very useful for an organisation and its personnel. Today, workers are more challenging and they shift

to more reliable companies when they get dissatisfied. Employers are responsible to find appropriate

means to keep their productive and capable staff or else the business will lose all good employees

(Gurumani, 2010).

According to Vaiman (2008), retention management has been known as a major source of

competitive advantage in the present and rapidly changing business world. Moreover, the costs of

swapping capable and valuable workforce far exceed the expense of retaining and training new

employees (Vasishtha, 2009). A workforce who feel esteemed and appreciated by the organisation,

are more responsible to contribute in the achievement of the business. They are also apt to perform

greatly than disengaged workers who only work for the sake of working.

According to Scott (2012), “People are the driving force behind the success of every business.” If the

employees are not satisfied with their working conditions, they will certainly look for other prospect

once the economy get better (Messer, 2009). Building loyalty is critical to the short and long-term

success of a company. Besides, according to kim et al (2005), workers who are pleased with their

positions are more loyal to their organisation than disappointed employees. It has been also argued

that employee satisfaction is positively related to employees’ retention (Martensen and Gronholdt,

2001).

2.2 Employee Retention Strategy

According to James and Mathew (2012) the rationale behind retention strategies is to prevent the

early departure of proficient employees from the company. The human factor is essential to the

realisation of organisational goals. As a result, it becomes vital for companies to set up in place

systematic approaches to retain their labour force for performance. According to Peterson (2005), it is

extremely annoying to conduct longer recruiting process, train employee, issuing uniforms and make

other provisions, and unexpectedly the employee leave the job shortly afterwards, not even a one

month time and then same exercise need to be started again.




6


Organisations encounter problem of recurrent labour turnover (employee retention) due to

frustration of the workers resulting from the provision of unsuitable employee-retention strategies.

Employees retaining is an important objective for the organization because recruiting experienced

candidates is crucial for the organisation but their retention is more important than recruiting them,

since an organisation spend massively on the orientation and training of the new recruits (Muhammad

and Afridi, 2011). The exercise of retention is considered as being an extremely challenging task for

top management and Human Resources (HR) practitioners in a competitive economic environment.

Some Studies have shown that retention is determined by several key factors which need to be

handled congruently: workplace culture, business strategy, rewards and benefits philosophy, and

career development systems (Fitzenz, 1990).

Several key factors which contribute towards Employee Retention can be depicted in the Figure

below.

Extracted from: Zin,S.M.(2012). Motivation for Employee Retention: Applicability to HRM Practices in

Malaysian SME Sector.Canadian Social science.8 (5) pp (8-12).

2.3 Employee Satisfaction

As said by Turkyilmaz et al (2011) Employee satisfaction is an important variable that is able to

give an outlook about the general feeling and thinking forms of workers about their job and the place




7


of work. Thus, employee satisfaction refers to the expectations of the employee about the workplace

and his feelings toward his position.

Dissatisfied workers are prone to extreme turnover and absenteeism. Employee satisfaction

improves efficiency, reduce staff turnover (employee retention) and enhance inspiration and loyalty

(Shun-Hsing et al, 2006).

Deery (2008, cited by Robinson and Barron 2007, p.2), stated that the questions of deskilling and

standardisation contribute to a lack of job satisfaction and organisational commitment and at last to

the decision to quit the job. Tutuncu and Kozak (2007) agree with these conclusions, stating that the

job itself, the reward and supervision within the organisation can contribute to job frustration and

afterwards employee turnover. On the other hand, it is found that working atmosphere, company

ethics and job responsibilities do influence the satisfaction of the workforce (Choo et al, 2007).

According to Petty et al (2005) there are several features that contribute to job satisfaction and they

are called motivators. Such factors include success, appreciation, work itself, responsibility and

development. On the other hand, there are hygiene factors that led to job dissatisfaction. These factors

include administrative guidelines, management, salary, work relations and working conditions.

2.4 Determinants of Employee Satisfaction

According to Turkyilmaz et al (2011, cited by Drummond and Stoddard 1991 p.4), employee

satisfaction consist of an assessment of different features of the job. These features are pay, working

conditions, interaction with workmate and superior, organizational procedure and the characteristic of

the work itself. Moreover, there are several factors that can influence employee satisfaction. These

factors are compensation practice, quality of workers' relationship with their manager, and quality of

the physical working conditions (Hamdia and Phadett, 2011). Employee satisfaction and turnover are

mostly linked to the scope that employment satisfaction has direct consequence on employee retention

and turnover. Al-Hussami (2008) confirmed that if workers are pleased with their career, it will

increase their capability, inspiration and output. Finally, this will motivated them to stay in the

organisation. In the same length, Yang and Kassekert (2009) stated that the mainly used explanatory

variables about employee fulfilment are compensation and benefit levels, direction, working

atmosphere, job description and communication. These variables are at the managerial level and the

other descriptive variables which are at the personal level are the apparent bureaucratic equality, faith,

and perceived employment security.

Therefore, it can be seen that there are various determinants that influence employee satisfaction

and most importantly they have a direct impact on employees. An elaboration of the different

determinants is presented hereunder;

2.5 Reward and Recognition

Reward and recognition is among the crucial factors that are linked to employee satisfaction.

According to Maurer (2001), recognition and reward should be correlated to the success of a business




8


as a consequence of employee satisfaction. Junet et al. (2006) added that recognition and reward are

frequently regarded as one of the critical factors influencing employee satisfaction.

On the other hand, Pascoe et al. (2002) stated that failure to recognise and reward someone for his

or her effort is mostly in virtue of the scheme because company rules usually expect managers from

distributing “encouragement rewards” in appreciation of a well perform job. In other words, failure to

recognise and reward highly performed workers lessen employees’ satisfaction. So, the management

should find ways of rewarding and recognising well performed job to increase member of staff job

satisfaction. Furthermore, Pascoe et al. (2002) added that recognition and reward is positively and

strongly related to employee satisfaction.

Flynn (1998) argued that recognition and reward program encourage workers, increase their

confidence and create a relationship between performance and enthusiasm of the employees. In fact,

the aim of recognition and reward program is to identify a method to compensate and communicate it

to the workers so that they can associate their reward to their performance that eventually contributes

to worker’s job satisfaction.

2.6 Communication

Inefficient communication in the work place contributes greatly to dissatisfaction. Carney (1998)

considers that communication is the key to employee retention. He believes that communication with

the workforce must start prematurely in the bond and the beginning phase of a recruit is most likely

less than two weeks. The company must involve the personnel as early as possible by showing them

the importance of their job.

Lynn (1997) added that an early atmosphere of equality and sincerity need to be developed by

laying out the company rule. Taylor and Consenza (1997) pointed out that it is vital for the

organisation to communicate its values clearly to its employees so as to boost up their approval,

involvement, and enthusiasm. Lynn (1997) added that the organisation must share its vision with the

workers. According to Taylor and Consenza, (1997), inefficient communication may increase the gap

between organisation‘s discernment of quality service and the workforce required and perceived

excellence of employment. Besides, there must be a regular principle and expectation among workers.

Workers wish to be considered as an essential element of a larger business organisation (Carney,

1998). Moreover, Denton (1992) states that supervisor must be convinced that workers know what are

their role in the workplace and their importance to the business. On the other hand, Lynn (1997) noted

that for an organisation to be effective there should be a two - way communication.

The management must listen to their employees. A positive atmosphere must be formed in which

employees will feel at ease to make suggestion and trying out new ideas. The values and culture of the

company must be clearly communicated to all the personnel. Furthermore, the company should lay

emphasis regularly on the importance of such values and culture to its employees. It is only then that

they will get a sense of satisfaction.




9


2.7 Participation and involvement

According to Appelbaum et al (2013) inadequate worker involvement in decision making

contributes to low level of worker employment satisfaction and employee dedication. Inadequate

employee loyalty and commitment affects the employee’s intention to leave the company. In fact,

participation comprises the commitment of labour force in management and decision making

regarding rules, objective and approaches of the firms. Chao et al. (1994) added that a workforce who

understood the rules, values and policy of a company were absolutely and considerably linked to job

satisfaction. According to Brewer et al. (2000), managers from public institutions should involve their

personnel in the decision-making processes. Bhatti and Qureshi (2007) suggest that job satisfaction

level may be improved if employees are allowed to participate in the events of the organisation.

According to Ampofo-Boateng et al. (1997) empowerment is just allowing employees to perform

their duty autonomously without continuous interference of supervisors. In fact, the rationale behind

employee involvement is to enable the growth of the individual and organisational performance and

also to assist employees to accomplish their objectives by empowering them to play a part in the

decision-making process. Workers consider their own position in a company, and also solve

inconveniences related to their career (Seibert et al., 2004). Snipes et al. (2005) stated that from a

worker point of view, the feelings of being empowered should impact positively on satisfaction from

the job. He further added that participation and involvement is positively connected to employee

satisfaction.

2.8 Work life balance and stress at work

According to Branham (2005), when a business expects its workers to work outside normal

working hours, the workers’ rest time are reduced. Individual time is vital in retaining relationships,

individual welfare, and wisdom. The additional time needed to complete a complex quantity of work

considerably increases employee anxiety and thus, lead to employee dissatisfaction. Workers who put

great effort to complete their jobs turn out to be less apt to attempt improvement and are more liable

to start on searching for a new job somewhere else.

On the other hand, Stress is considered as the primary reason for employees’ irritation with their

job. Branham (2005) declares that, “it seems clear that one quarter to one half of all workers are

feeling some level of dysfunction due to stress, which is undoubtedly having a negative impact on

their productivity and the probability that they will stay with their employers.” In addition, according

to Samartha et al (2011), stress at work causes a decline in job satisfaction among employees.

2.9 Work relations

According to Salancik and Pfeffer (1978), workers’ mind-set is formed through group relations

with other members in the organisation. In fact, situational or organisational context of the work is

crucial in shaping job satisfaction, and also show the importance of other factors, such as job

description and personal characteristics. Above all, workers who have positive insight of the job

atmosphere, and interrelated well with their fellow worker and supervisor have been account to




10


demonstrate high levels of job fulfilment. Kalleberg (1977), for example, establish that excellent work

relations with colleague could increase job satisfaction. Besides, close relationship between

employees and their supervisors contribute to higher levels of job satisfaction (Ellickson, 2002), and

this result concern both the public professional and manual workers (Emmert and Taher, 1992). Work

relation is a constitution of the day to day interaction between workers or managers and employees as

explained by Waldhober, et al. (2003, cited in Stoetzer 2000, p.3). He further added that these

relations are a natural part of the working environment and are generally pleasant, but can also be the

cause of tensions and frustrations which influence employee’s satisfaction.

2.10 Performance Appraisal

Excellence performance assessment knowledge is vital to create higher levels of job satisfaction

(Brown et al, 2010). Conversely, a low quality performance evaluation skill may lead to a lower level

of job satisfaction. Excellence performance assessment knowledge is likely to develop employees’

feelings of attitude, attainment, self-image about their career and their feelings of a productive

position in the organisation (Lind & and Tyler, 1988). Moreover, research reveals that organisations

give a price for letting low quality performance evaluation experiences, that is, when workers have

low quality performance evaluation knowledge the organization will likely to bring a fine in forms of

lower job satisfaction and higher intention to quit the organisation. Study further revealed that

performance appraisals are relatively related to job satisfaction.

2.11 Job design

According to Alam Sageer (2012), job satisfaction is dependent on job design. Jobs that are

prosperous in constructive behavioural essentials- such as self-sufficiency, job identity, job

significance and feedback add to employee’s satisfaction. Hodgetts and Hegar (2005) stated that Job

design is a key issue in human relations. According to Knapp and Mujtaba (2010), Job design is one

of the most valuable tools used for optimising an employee's performance. It is described as altering

the content and procedure of a job to boost up employee’s satisfaction and efficiency. Sauter et al.

(1997) perform a psychometric assessment of the organisational job satisfaction scale.

Their conclusion shown that there are four scopes of organisational job satisfaction scales, which

includes compensation, relations, management and position. They also establish that job satisfaction

contribute to job enjoyment and link extensively with self-sufficiency, pressure and loyalty. Ben et al

(2012) stated that the outcome of job design on employee satisfaction should never be undervalued.

Any effort to believe that job design is inappropriate to production and performance is unsafe to the

long term survival of any organisation because absenteeism, high turnover of labour and

low performance will each take its toll on the organisation.

3. Research Methodology

For the purpose of the study, both the qualitative and the quantitative methods are used to explore

the factors influencing employee satisfaction and its impact on retention. An inductive approach is




11


used at the outset to explore the variables and possible relationships. Then, a deductive approach is

used for the collection of data and testing of hypotheses. Both secondary and primary data are used in

this research. Secondary data includes published journals, text books, web pages and magazine

articles whereas primary data includes the use of questionnaire where face to face interviews are

carried out with the respondents. Structured questionnaires are used to make sure that the respondents

and researcher assign the same meaning of a question. The questionnaire will composed of close

ended questions, dichotomous questions (answer by yes or no), Multiple choice questions, Open

ended questions and likert scale question. It will also help to measure the dependent variables (1) the

factors influencing employee satisfaction, (2) the level of employee satisfaction at the ENT Hospital,

(3) the number of years existing employee plan to work at the ENT Hospital

3.1 Analysis and Findings

3.1.1 Relationship between employee satisfaction and the different determinants

To be able to identify the relationship between employee satisfaction and the different

determinants, a correlation was done using the Pearson coefficient correlation. The coefficient value

lies between -1 and 1. In fact, the greater the values the more related are the items.

Determinant 1: Reward and Recognition

Table 5.13.1 as per appendix 1illustrates the correlation coefficient between employee satisfaction and

reward and recognition. It shows that the p-value is 0.037 which is less than the significant level of

0.05, (p<0.05). As a result, HO will be rejected and H1 is accepted since there is a significant

relationship between reward and employee satisfaction in the ENT Hospital.

The result also indicates that Pearson Correlation (r-value) is 0.275. This value shows that there is a

positive relationship between rewards and employee satisfaction. Thus, an increase in reward and

recognition will lead to an increase in employee satisfaction. Hence, this finding is in line with the

literature review section.

Determinant 2: Communication

Table 5.13.2 in appendix 2 shows the correlation coefficient between employee satisfaction and

communication. It illustrates that the p-value is 0.006 which is less than the significant level of 0.01,

(p<0.01). Therefore, HO will be rejected and H1 is accepted since there is a significant relationship

between communication and employee satisfaction in the ENT Hospital.

The result also pointed out that Pearson Correlation (r-value) is 0.355. This value shows that there

is a positive relationship between communication and employee satisfaction. Thus, an increase in the

level of communication will lead to an increase in employee satisfaction. So, this is in accordance

with the literature review section.

Determinant 3: Participation and Involvement

Table 5.13.3 as per appendix 3 depicts the correlation coefficient between employee satisfaction

and Participation and Involvement. It shows that the p-value is 0.031 which is less than the significant

level of 0.05, (p<0.05). For that reason, HO will be rejected and H1 is accepted since there is a




12


significant relationship between Participation/Involvement and employee satisfaction in the ENT

Hospital.


is a positive relationship between Participation/Involvement and employee satisfaction. Hence, an

increase in the level of Participation/Involvement will lead to an increase in employee satisfaction.

This finding is in accordance with the literature review section.

Determinant 4: Physical working conditions

Table 5.13.4 as per appendix 4 illustrates the correlation coefficient between employee

satisfaction and Physical working conditions. It shows that the p-value is 0.011 which is less than the

significant level of 0.05, (p<0.05). For that reason, HO will be rejected and H1 is accepted since there

is a significant relationship between Physical working conditions and employee satisfaction in the

ENT Hospital.


is a positive relationship between Physical working conditions and employee satisfaction. Hence, an

increase in the level of Physical working conditions will lead to an increase in employee satisfaction.

In fact, this finding is line with the literature review section.

Determinant 5: Training and Individual development

Table 5.13.5 as per appendix 5 demonstrates the correlation coefficient between employee

satisfaction and Training and Individual development. It shows that the p-value is 0.007 which is less

than the significant level of 0.01, (p<0.01). For that reason, HO will be rejected and H1 is accepted

since there is a significant relationship between Training and Individual development and employee

satisfaction in the ENT Hospital.


is a positive relationship between Training and Individual development and employee satisfaction.

Hence, an increase in the level of Training and Individual development will lead to an increase in

employee satisfaction. This finding is in sequence with the literature review.

Determinant 6: Supervisor Support

Table 5.13.6 as per appendix 6 shows the correlation coefficient between employee satisfaction

and Supervisor Support. It shows that the p-value is 0.002 which is less than the significant level of


relationship between Supervisor support and employee satisfaction in the ENT Hospital.


is a positive relationship between Supervisor support and employee satisfaction, that is, an increase in

the level of Supervisor support will lead to an increase in employee satisfaction. Therefore, this is in

line with the literature section.




13


Determinant 7: Work life balance and stress at work

Table 5.13.7 as per appendix 7 illustrates the correlation coefficient between employee

satisfaction and work life balance and stress at work. It shows that the p-value is 0.001 which is less

than the significant level of 0.01, (p<0.01). Thus, HO will be rejected and H1 is accepted since there is

a significant relationship between work life balance and stress at work and employee satisfaction in

the ENT Hospital.


is a positive relationship between work life balance and stress at work and employee satisfaction.

Thus, this finding is in accordance with the literature section.

Determinant 8: Work relations

Table 5.13.8 as per appendix 8 depicts the correlation coefficient between employee satisfaction

and work relations. It shows that the p-value is 0.001 which is less than the significant level of 0.01,

(p<0.01). As a consequence, HO will be rejected and H1 is accepted since there is a significant

relationship between work relations and employee satisfaction in the ENT Hospital.


is a positive relationship between work relations and employee satisfaction. Hence, an increase in the

level of work relations will lead to an increase in employee satisfaction. This finding is in line with

that of the literature review.

Determinant 9: Performance Appraisal system


and Performance appraisal system. It shows that the p-value is 0.014 which is less than the significant

level of 0.05, (p<0.05). Therefore, HO will be rejected and H1 is accepted since there is a significant

relationship between Performance appraisal system and employee satisfaction in the ENT Hospital.

The result also indicates that Pearson Correlation (r-value) is 0.321. This value shows that there is

a positive relationship between Performance appraisal system and employee satisfaction, that is, an

increase in the level of Performance appraisal system will lead to an increase in employee satisfaction.

Thus, this finding is in accordance with the literature review section.

Determinant 10: Job Design


and Job design. It illustrates that the p-value is 0.000 which is less than the significant level of 0.01,

(p<0.01). So, HO will be rejected and H1 is accepted since there is a significant relationship between

Job design and employee satisfaction in the ENT Hospital.

The result also indicates that Pearson Correlation (r-value) is 0.573. This value shows that there is a

positive relationship between Job design and employee satisfaction. Hence, an increase in the level of

Job design will lead to an increase in employee satisfaction. So, this finding is in line with the

literature review section.




14


4. Relationship between overall employee satisfaction and retention

Table 5.14 in appendix 11 shows the correlation coefficient between employee satisfaction and

employee retention. It indicates that the p-value is 0.002 which is less than the significant level of


relationship between employee retention and employee satisfaction in the ENT Hospital.

The result also indicates that Pearson Correlation (r-value) is 0.394. This value shows that there is

a positive relationship between employee retention and employee satisfaction. Hence, an increase in

the level of employee satisfaction will lead to an increase in employee retention. This finding concurs

with the literature section.

5. Conclusion

To conclude, the rationale of the research is to explain the impact of employee satisfaction on

retention. From the literature review, it can be clearly seen that there are several determinants of

employee satisfaction, which at the end contribute significantly to employee retention. Besides, from

the results of the present findings, it can be seen that each of the different determinant mentioned in

the literature review is positively connected with the overall employee satisfaction. In addition, the

results also demonstrate that employee retention is positively related to employee satisfaction.

5.1. Suggestions for future study

In this study, the information is collected from the ENT hospital only. So, it is recommended that

future research be conducted to more hospitals to reduce bias of results and improve accuracy of data.

Besides, larger sample can be targeted through the distribution of questionnaire to more hospitals.

Thus, the data obtained will be more reliable and accurate.

Another recommendation for future research is that instead of using questionnaire as in the case

of the present research, interviews survey can be used. This will help in understanding the

respondent’s difficulty in answering the question and hence be able to obtain more accurate result.

References

Abdulla, J. Djebarni, R. Mellahi, K. (2010), “Determinants of Job Satisfaction in the UAE –Dubai police”,

Journal of Personnel Review, vol.40, No.1, pp.126-146.

Alam Sageer, D. S. (2012), “Identification of Variables Affecting Employee Satisfaction and IOSR’’, Journal

of Business and Management, vol. 5 (Issue 1), pp 32-39.

Al-Hussami, M. (2008), “A Study of Nurses ‘Job Satisfaction: the Relationship to Organizational Commitment,

Perceived Organizational Support, Transactional Leadership, Transformational Leadership, and Level of

Education”, European Journal of Science Resource, vol.22, pp 296-295.

Ampofo-Boateng, K., Merican, W.R.A., Jamil, A. and Wiegand, B. (1997), “Employees’ adaptation to

technological changes in a multinational corporation in Malaysia, innovation in technology management – the

key to global leadership”, PICMET’97: Portland International Conference on Management and Technology,

Portland, pp. 987-9.

Appelbaum H.S 2013, “Participation in decision making: a case study of job satisfaction and commitment”,

industrial and commercial training, vol.45, pp 412-41.

Ben, A. and Oghojafor, M. A. (2012), “Assessment of job design and job satisfaction among doctors and nurses

in Lagos, Nigeria hospitals”, African Journal of Business Management, Vol. 6(48), pp. 11702-11706.




15


Beverly, A.J (2005).The relationship between job satisfaction and absteeism in a selected fire services within an

electricity utility in the Western Cape. Degree thesis (Master) University of the Western Cape,

Http://verfroller.nl/rio.pdf(accessed on 10 February 2014).

Bhatti, K.K. and Qureshi, T.M. (2007), “Impact of employee participation on job satisfaction, employee

commitment and employee productivity”, International Review of Business Research Papers, Vol. 3 No. 2.

Boudreau, J., Hopp, W., McClain, J.O & Thomas, L.J (2003), “on the interface between operations and human

resources management”, Manufacturing and Service Operations Management vol.5 (3) pp179 – 202.

Branham, L. (2005). The 7 hidden reasons employees leave: How to recognize the subtle signs and act before

it’s too late. New York, NY: Amacom.

Brewer, G.A., Selden, S.C. and Facer, R.L. II (2000), “Individual conceptions of public service motivation”,

Public Administration Review, Vol. 60 No. 3, pp. 254-63.

Brown, M., Haytt, D., & Benson, J. (2010), Consequences of the performance appraisal experience. 39 (3), 375-

396.

Bryman, A. and Bell, E., 2003, Business Research Methods, Oxford University Press, Oxford.

Burns, C.A. and Bush, R.F., 2003, Marketing Research: Online Research Applications, 4th ed. Prentice Hall:

Pearson Education International.

Carney, K. (1998). How businesses can reduce high employee turnover. Available from:

< http://www.usfa.fema.gov/pdf/efop/efo29426.pdf> [accessed 25 July 2014]

Chao, G.T., O’Leary-Kelly, A.M., Wolf, S., Klein, H.J. and Gardner, P.D. (1994), “Organizational socialization:

its content and consequences”, Journal of Applied Psychology, Vol. 79, pp. 730-43.

Chibolwa, M.V. Samuel, M.S. Chipunza, C. (2010), “An examination of employee retention strategy in a

private organisation in Zimbabwe”, African Journal of Business Management, Vol.4 (10), pp.2103-2109.

Choo, S. and Bowley, C. (2007), “Using training and development to affect job satisfaction within franchising”,

Journal of Small Business and Enterprise Development, Vol. 14 No. 2, pp. 339-52.

Deery (2008), “Talent Management, work-life balance and Retention Strategies”, International Journal of

Contemporary Hospitality Management, Vol.20 No.7, pp.792-806.

De Troyer, M. (2000), “The hospital sector in Europe – introductory report”, TUTBSALTSA Conference,

Brussels, pp. 25-7.

Denton, D. Keith 1992, Recruitment, retention, and employee relations, West Westport, CT: Quorum, United

States.

Drummond, R.J. and Stoddard, A. (1991), “Job satisfaction and work values”, Psychological Reports, Vol. 69,

pp. 1116-18.

Ellickson, M.C. (2002), “Determinants of job satisfaction of municipal government employees”, Public

Personnel Management, Vol. 31 No. 3, pp. 343-58.

Emmert, M.A. and Taher, W.A. (1992), “Public sector professionals: the effect of public sector jobs on

motivation, job satisfaction and work involvement”, American Review of Public Administration, Vol. 22, pp. 37-

48.

Fitz-enz, J. (1990). Getting and keeping good employees, Available from:

< http://iosrjournals.org/iosr-jbm/papers/Vol14-issue2/B01420816.pdf> [accessed on 8 July 2014]

Flynn, G. (1998). Is your recognition program understood? Workforce. Available from:

<http://www.workforce.com/articles/is-your-recognition-program-understood> [accessed 28 July 2015]

Freyermuth. (2007). Retaining Employees in a Tightening Labour Market. Available from:

<www.cfo.com/whitepapers/index.cfm/displaywhitepaper/10308654?topic id=10240327 – 22k –> [accessed on

10 July 2015]

Gberevbie, D.E (2010). “Organisational Retention Strategies and Employee performance at the Zenith Bank in

Nigeria”, African Journal of Economic and Management studies, Vol.1 No.1, pp.61-74.

Gurumani,V.S.(2010), “Invaluable Tools for Talent Retention.” Human Capital. pp 54-55.

http://verfroller.nl/rio.pdf

http://www.usfa.fema.gov/pdf/efop/efo29426.pdf




16


Hamidia, M, & Phadeff, T, (2011), “Conceptual Framework on the Relation between Human Resource

Management Practices, Job Satisfaction, and Turnover”, Journal of Economics and Behavioural Studies, vol.2

(2) pp 41-49.

Hodgetts RM, Hegar KW (2005), Modern Human Relations at work, 9th edn. Thomson, South-Western, USA

Hytter, A. (2008). Dark Side Leaders, Work Environment and Employee Health Available from:

<hvxu.se/ehv/forskning/hofreseminarier/2008/080514%20DarkSide%20Final%20version.pdf > [accessed on 19

July 2014].

James, L. Mathew, L (2012), “Employee Retention Strategies in the IT Industry,” SCMS Journal of Indian

Management, p.79.

Jun, M., Cai, S. and Shin, H. (2006), “TQM practice in maquiladora: antecedents of employee satisfaction and

loyalty”, Journal of Operations Management, Vol. 24, pp. 791-812.

Kalleberg, A. (1977), “Work values and job rewards: a theory of job satisfaction”, American Sociological

Review, Vol. 42, pp. 124-43.

Kim, W.G., Leong, J.K. and Lee, Y. (2005), “Effect of service orientation on job satisfaction, organizational

commitment, and intention of leaving in a casual dining chain restaurant”, Hospitality Management, Vol. 24, pp.

171-93.

Knapp, P. R. and Mujtaba, B. G. (2010), Strategies for the Design and Administration of Assessment Center.

KOTHARI, C. R., 1990. Research Methodology: Methods and Techniques. New Delhi: New Age Publisher.

Lynn, Jacquelyn (1997). Hard to hold: Conquer the tight labour market by retaining valuable workers.

Entrepreneur, 34.

Martensen, A. and Gronholdt, L. (2001), “Using employee satisfaction measurement to improve people

management: an adaptation of Kano’s quality types”, Total Quality Management, Vol. 2 No 7/8, pp. 949-57.

Maurer, R. (2001), “Building a foundation for change”, Journal for Quality & Participation, Vol. 24 No. 3, pp.

38-9.

Menezes, L.M (2011). “Job Satisfaction and Quality Management: an empirical analysis”. International Journal

of Operations and Production Management Vol.32 No.3, pp.308-328.

Messer, M. (2009). “Employee retention- Why it matters now” The Accountant, London.

Muhammad, I. Afridi,F.(2011) “ The Factors affecting Employee Retention.” Abasyn Journal of social sciences

Vol.4 No.2, pp 307-339.

Muhammad A.K and Ashad A.H 2011, “impact of organisational commitment on job satisfaction and employee

retention in pharmaceutical industry”, Journal of Business management, Vol.5 (17), pp.7316-7324.

Ontario, (2004). Ministry of Health and Long-Term Care (Report No. Learning series; booklet 4), Ministry of

Health and Long-Term Care, recruitment & retention tactics for the long-term care facility sector, Recruitment

& retention tactics for the long-term care. Available from: file:///C:/Users/User/Downloads/1813-4114-1-

PB.pdf [accessed on 2 August 2014).

Osteraker, M.C. (1999), Measuring motivation in a learning organization, Journal of Work Place Learning.

Pascoe, C., Ali, I.M. and Warne, L. (2002), “Yet another role for job satisfaction and work motivation – enabler

of knowledge creation and knowledge sharing”, Informing Science InSITE – “Where Parallels Intersect”, June,

pp. 1239-48.

Peterson, C.H. (2005), “Employee retention: the secrets behind Wal-Mart’s successful hiring policies”, Human

Resource Management, Vol. 44 No. 1, pp. 85-8.

Petty, G.C., Brewer, E.W. and Brown, B. (2005), “Job satisfaction among employees of a youth development

organization”, Child and Youth Care Forum, Vol. 34 No.1.

Saunders, M. Lewis, P. Thornhill, A., (2003) Research Methods for Business Students, 3rd ed. Pearson

Education Pte Ltd, Singapore.

Salancik, G.R. and Pfeffer, J. (1978), “A social information processing approach to job attributes and task

design”, Administrative Science Quarterly, Vol. 23, pp. 224-53.

../../../User/Downloads/1813-4114-1-PB.pdf

../../../User/Downloads/1813-4114-1-PB.pdf




17


Saks, A.M. (2006), “Antecedents and consequences of employee engagement”. Journal of Managerial

Psychology, Vol. 21, pp.600-619.

Samuel, O. M. (2008). Using Motivational Strategy as Panacea for Employee Retention and Turnover in

Selected Public and Private Sector Organizations in Eastern Cape Province of South Africa. Unpublished M.Sc

Thesis, Universify of Fort Hare.

Scott,A (2012). “Employee Retention”. The Accountant, Californinia.

Shun-Hsing,C. Ching- Chow,Y. Hui Hua, W.(2006) “ the development of an employee satisfaction model for

higher education”. Journal of the TQM Magazine Vol.18 No.5.pp 484-500.

Seibert, S.E., Silver, S.R. and Randolph, W.A. (2004), “Taking empowerment to the next level: a multiple-level

model of empowerment, performance, and satisfaction”, Academy of Management Journal, Vol. 47 No. 3, pp.

332-49.

Snipes, R.L., Oswald, S.L., La Tourc, M. and Armenakis, A.A. (2005), “The effects of specific job satisfaction

facets on customer perceptions of service quality: an employee-level analysis”, Journal of Business Research,

Vol. 58, pp. 1330-9.

Taylor, Susan L. & Cosenza, Robert M. (1997), Internal marketing can reduce employee turnover. Available

from:< file:///C:/Users/User/Downloads/ijrcm-1-vol-2_issue-10-art-4.pdf.[ accessed on 12 August 20014]

Tirkyilmaz, A. Akman, G. Ozkan, C. Pastuszak, Z. (2011) “empirical study of public sector employee loyalty

and satisfaction”. Journal of industrial Management and Data System Vol.111 No.5.pp.675-696.

Tutuncu, O. and Kozak, M. (2007), “An investigation of factors affecting job satisfaction”, International

Journal of Hospitality & Tourism Administration, Vol. 8 No. 1, pp. 1-19.

Vaiman, V. “Retention Management as a means of Protecting Tacit Knowledge in an Organization: A

Conceptual Framework for Professional Services Firms,” International Journal of Learning and Intellectual

Capital, Vol.5, No.2, (2008): 172–185.

Vashitha,P (2009). “Why need an Employee Retention Program.” The Advisory today Vol.108 No.8, pp.60.

Wetland, D. (2003), “The strategic training of employee’s model: balancing organizational constraints and

training content”. In S.A.M. Advanced Management Journal, winter, Cincinnati. pp: 103-107.

Yang, K. and Kassekert, A. (2009), “Linking management reform with employee job satisfaction: evidence from

federal agencies”, The Journal of Public Administration Research, and Theory, Vol. 20, pp. 413-36.

Zeytinoglu, I.U. & Denton, M. (2005). Satisfied workers, Retained Workers: Effects of work and work

environment on Homecare workers‟ Job satisfaction, Stress, Physical Health, and Retention. (CHSRF FCRSS:

Candanian Health Services Research Foundation, Foundation canadienne de la recherché sur les services de

santé).

Zin, S.M. Ahmad, N. (2012). “Motivation Model for Employee Retention: Applicability to HRM Practices in

Malaysian SME Sector.” Journal of Canadian Social Science Vol. 8, No.5, pp 8-12.

../../../User/Downloads/ijrcm-1-vol-2_issue-10-art-4.pdf




18


Appendix

Appendix 1 Determinant 1: Reward and Recognition

Table 5.13.1: Correlation overall between overall employee

satisfaction and Reward /Recognition

Correlations

Overall

employee

satisfaction

Reward and

Recognition

Overall

employee

satisfaction

Pearson

Correlation 1 .275*

Sig. (2-tailed) .037

N 58 58

Reward and

Recognition

Pearson

Correlation .275* 1


N 58 58

*. Correlation is significant at the 0.05 level (2-tailed).

Appendix 2

Determinant 2: Communication

Table 5.13.2: Correlation overall between employee satisfaction and

Communication

Correlations

Overall

employee

satisfaction Communication

Overall employee

satisfaction

Pearson

Correlation 1 .355**


N 58 58

Communication Pearson

Correlation .355** 1


N 58 58

**. Correlation is significant at the 0.01 level (2-tailed).

Appendix 3

Determinant 3: Participation and Involvement

Table 5.13.3: Correlation between overall employee Satisfaction and Participation /

Involvement




19


Correlations

Overall

employee

satisfaction

Participation

and involvement

Overall

employee

satisfaction

Pearson

Correlation 1 .283*


N 58 58

Participation

and involvement

Pearson

Correlation .283* 1


N 58 58


Appendix 4

Determinant 4: Physical working conditions

Table 5.13.4: Correlation between overall employee Satisfaction and Physical

working conditions

Correlations

Overall

employee

satisfaction

Physical

working

conditions

Overall

employee

satisfaction

Pearson

Correlation 1 .330*


N 58 58

Physical

working

conditions

Pearson

Correlation .330* 1


N 58 58


Appendix 5

Determinant 5: Training and Individual development

Table 5.13.5: Correlation between overall employee Satisfaction and

Training/individual development

Correlations

Overall

employee

satisfaction

Training and

individual

development

Overall

employee

satisfaction

Pearson



N 58 58




20


Training and

individual

development

Pearson



N 58 58


Appendix 6

Determinant 6: Supervisor Support

Table 5.13.6: Correlation between overall employee Satisfaction and Supervisor

Support

Appendix 7

Determinant 7: Work life balance and stress at work

Table 5.13.7: Correlation between overall employee Satisfaction and Work life Balance

and stress at work

Correlations

Overall

employee

satisfaction

work life

balance and

stress at work

Overall

employee

satisfaction

Pearson



N 58 58

work life

balance and

stress at

work

Pearson



N 58 58


Appendix 8

Determinant 8: Work relations

Correlations

Overall

employee

satisfaction

Supervisor

support

Overall

employee

satisfaction

Pearson



N 58 58

Supervisor

support

Pearson



N 58 58





21


Table 5.13.8: Correlation between overall employee Satisfaction and Work Relations

Correlations

Overall

employee

satisfaction work relations

Overall

employee

satisfaction

Pearson



N 58 58

work

relations

Pearson



N 58 58


Appendix 9

Determinant 9: Performance Appraisal system

Table 5.13.9: Correlation between overall employee Satisfaction and Performance

Appraisal System

Correlations

Overall

employee

satisfaction

Performance

appraisal

system

Overall

employee

satisfaction

Pearson

Correlation 1 .321*


N 58 58

Performance

appraisal system

Pearson

Correlation .321* 1


N 58 58


Appendix 10

Determinant 10: Job Design

Table 5.13.10: Correlation between overall employees Satisfaction

and Job design

Correlations

Overall

employee

satisfaction Job design

Overall

employee

satisfaction

Pearson



N 58 58

Job design Pearson





22



N 58 58


Appendix 11

5.14 Relationship between overall employee satisfaction and retention

Table 5.14: Correlation between overall employee Satisfaction and Employee retention

Correlations

Overall

employee

satisfaction

Employee

retention

Overall

employee

satisfaction

Pearson



N 58 58

Employee

retention

Pearson



N 58 58


employee satisfaction and retention in health...

Documents