ghayur final repaired)

8/3/2019 Ghayur Final Repaired)

1/22

Submitted By Ghayur Khalid M.com 2 B. 2011

SUPERIOR UNIVERSITY LHR. Page 1

Topic:Causes Of

PERSONNEL

TURNOVER

From A Workplace.


2/22



The Introduction

The failure to retain professionals can have a negative impact on an entire

system. Employee turnover occurs for a lot of reasons, including the lack

of job satisfaction, organizational commitment. Problems related to job

turnover can be so serious that the Extension Committee on Organization

and Policy's leadership advisory council identified person retention as a

national challenge. Hidden costs and workload responsibilities, can

causes lose of employees voluntarily. At the core of this problem is job

satisfaction, which is often tied to the employee's belief in their ability to

do a job well.

Voluntary personnel turnover occurs for a lot of reasons, including the

lack of job satisfaction, organizational commitment, and lack of proper

training. Loss of personnel can be costly both economically and in termsof human capital. Retention of professionals can be improved through

proper training or strategic techniques designed to increase employee

critical competencies, socialization, and job satisfaction.

In this study I have suggested that competencies should increase the

performance of professionals. Therefore skills and competencies are

often learned through professional development after the hire. The

overall goal for an organization should be to retain employees. Turnover

is highest among new employees in most organizations.


3/22



The Purpose Statement.

The purpose statement of this study includes exploring and understanding

the employee problems and their views about employee retention and

performances in the company Further the purpose of the study is to

explore the organizational factors that support the performances among

the employees. Motivating and keeping employees requires effective

management practices and strong leadership skills. A good operating

system and reasonable training are essential. Your people need the proper

tools and support to do the job. A performance-based compensation plan

should be designed very carefully to ensure that your employees are

encouraged to build the business and are rewarded for their contributions,

and provide as many extra benefits as possible. A positive corporate

culture and a pleasant work environment are more important than money

to most good employees. Employees should be trusted, included and

empowered to make decisions. They also need to be part of a team

working for the mutual benefit of the clients, the company and

themselves. Ultimately, management and leadership skills and efforts

will determine the success in providing an atmosphere where employees

will be motivated to be effective and will remain in the company with

loyalty.


4/22



The Significance.

According to my study design retaining employees has a great challenge

for a company. The company should make the strategies for theemployees to remain with them and not to leave them.

The significance of this study can be seen by the role of Supportive

Human Resource Practices that are found in the performance of

employees it can be significant in a way that the manager of the company

can lead the employee towards the development of job satisfaction and

organizational commitment & how an employee performance affects on

an organization. Successful managers and business owners remain those

questions in their mind.

High turnover often leaves customers, employees and departing

employees take a lot of knowledge with them. This lack will makesit hard to meet organizations goals and serve customers well.

Replacing employees costs money. The cost of replacing an

employee is estimated at up to twice the individuals annual salary

and this doesnt even include the cost of lost knowledge.

Recruiting employees consumes a lot of time, effort and job

searchers make decisions based on more than the sum of salary andbenefits.

Bringing employees up to speed takes even more time.

To keep employees and keep satisfaction high, we need to

implement each of the respect, recognition, and rewards.


5/22



The Objectives.

To improve the retention of employees, it must better understand the

needs of new faculty through organizational socialization during hire.

This includes reviewing existing training programs and modules, and

basing them on a competency model and time frame that provides the

optimum learning at the most crucial stage. To accomplish this aim,

administrators and others involved in developing socialization strategies

and improving retention should take into consideration the following

points.

Building a community network.

To achieve SMART objectives.

Working with a practical approach.

Get involved.

Managing advisory communities.

Effective communications.

Time management.

Team-building.

Leadership.

Evaluation plan.

Job satisfaction.

Employee retention.


6/22



Methodology

The methodology used in this study to check the validity, reliability and testing thevariables or hypothesis is mixed method approach through Questionnaires andInterviews both. Further information is given below:

No. Sample size Respondents Area1. 10 HR Departments. Lahore2. 10 Govt. Employees Lahore

3.10 Graduation Students Superior university.

4. 10 Masters Students Superior university.5. 5 M.Phil Students Superior university.6. 5 Teachers. Superior university.


7/22



Literature Review

There are several studies organizations that discuss the high cost of

turnover and costs associated with hiring a new employee. These costs

vary greatly depending on what is included in the analysis. Here we are

reviewing ten literatures about our topic as a reference and further

studies.

Costs may actually be much higher when the value of human capital isincluded. In Extension, where public loyalty is based on the building of

long-term grass-roots level relationships, there is also loss of human and

social capital that accompanies an employee's resignation. The concept of

human capital and knowledge management is that people possess skills,

experience and knowledge, and therefore have economic value. Human

capital increases productivity as well as projecting an increased value forthe stakeholder. Retention of well-trained employees provides more than

just the traditional economic value Retention of employees, therefore, is

critical to the continued growth and health of the organization. (Ramlall,

2004).

Retention has been studied from two different perspectives. The first is

employee turnover, and the second focuses on organizational

socialization. A great deal of literature exists on the subject of job

turnover. However, very little of it relates specifically to the retention of

faculty. Turnover research can be divided into voluntary and involuntary

turnover. Voluntary turnover is defined as those employees who initiate

separation from an organization. Research related to voluntary turnover

suggests there are certain competencies and expectations that are critical


8/22



to new employee success and to their tenure within the organization.

(Louis, 1980).

Socialization is defined as a successful conversion from outsider to aneffective member of the entry organization. Indicators of effective social

embeddedness through proper socialization include "organizational

attachment and commitment, job satisfaction, social integration, role

clarity, tasks & values." Socialization appears to play a major role

through interaction and networking skills among an organization's

membership. Failure can be costly. ((Allen, 2006).

As with turnover, there is little information published on organizational

socialization. However, there is some research that addresses

competencies needed for new hires that are related to socialization and

have been shown to reduce job dissatisfaction and employee turnover.

There is also some recent research in the area of competency-based

education curriculum in college course work. A competency is theapplication of knowledge, technical skills, and personal characteristics

that lead to outstanding performance. ((Harder, 2010).)

In this study I have suggested that competencies should be used as a

foundation for improved performance of professionals. Unfortunately,

many Extension hires do not come with college credits that include

Extension-subject-matter- or competency-based Extension education

curriculum. This is often learned through professional development

training after hire . (Bieber, (1997) ).

Competency models are frequently used to identify core skills and

characteristics that are essential in successful extension work and

personal job satisfaction. Many universities have developed Core


9/22



competency models but the difficulty in these models are not consistent

"like" competencies & not does there appear to be any research related to

the proper time frame for introducing each competency during the

training period. ((Stone & Coppernoll, 2004), 1994).)

Because many competencies required are specific to the organization,

much of the content of competencies must be addressed within the

organizational socialization concept (role clarity, co-worker support,

politics, organizational goals and values). One of the most important

issues regarding developing orientation and training is determining the

skill set and competency needs of professionals in the field. This

continues to be an issue. (Gamon, (1992),)

Besides state-specific needs, it is agreed that professionals have a very

diverse set of job duties and the number of competencies Extension

agents should possess has increased This competency category includes

understanding the mission and scope of retaining. Both of these aspectsrelate to role clarity or performance proficiency within the organizational

socialization concept. He also conducted research on the training needs

of existing faculty and identified necessary competencies. ((Beeman,

1979). ).

I would suggested that effective strategies should be implemented in

order to promote retention. One of these areas is training, which includes

both skills and competencies. The study reported here attempted to add

some support as to which competencies and skills have the most value to

newly hired county professionals and at what point during their first 3

years each skill and competency should be taught and mastered. (Owen,

(2010) ).


10/22



Theoretical Model

Hypothesis:

From above discussion, I come to know that PERSONNEL TURNOVER is caused

by larger competencies, job dissatisfaction & unaware of professional trainings. So,

further I am developing and testing my hypothesis to check whether it has an effect

or not.

H1: Competencies, Job Satisfaction & Professional Training has an effect on PERSONEL TRAINING.

H 0: Competencies, Job Satisfaction & Professional Training has no effect on PERSONEL TRAINING.

Now our model becomes:

Personnel Turnover = a + b (Competencies) + c (Job Satisfaction) + d (Professional Training) + e

Personnel Turnover

Com etencies

Professional Training

Job Satisfaction


11/22



Ethical Consideration

This study will include the ethical considerations as well. In this

the particular respondents will be asked for permission for

interviewing them, taking their consent for the research, assuring

them that their information will be kept confidential and the

information will be used only for the purpose of research only. A

written consent will be signed so that no issues arise later on.


12/22



ANALYSIS

DESCRIPTIVE

INFERENTIAL


13/22



Descriptive:

Descriptive Statistics

N Minimum Maximum MeanStd.

Deviation

gender 40 1.00 2.00 1.3750 .49029

age 40 1.00 5.00 2.9250 1.32795

education 40 1.00 5.00 3.3500 1.14466

occupation 40 1.00 5.00 3.1750 1.12973

Job satisfaction 40 2.00 5.00 3.8000 .75786

competencies 40 2.00 5.00 3.9250 .99711

Professional training 40 1.00 5.00 3.1750 1.12973

Personnel turnover 40 3.00 5.00 3.8250 .63599

Valid N (list wise) 40

The maximum & minimum in descriptive statistics for my problem using samplesize of 40 along questionnaires are 1.32795 for age and 0.49029 for gender.

Graph

Above graph shows scatter matrix for all variables on dependent variable.Scatter dots clearly shows that similar trend for both axis which means each

variable have the similar effect whether that is independent or dependentvariable.


14/22



Regression:

Model Summary

Model R R Square

Adjusted R

Square

Std. Error of the

Estimate

1 .128 a .016 -.010 .63903

Interpretation:

R is the coefficient of correlation equals to .128 which shows 1% dependentvariable are associated with independent variable.

R2 = 0.016 which means 0.1% variation in the dependent variable is due to theindependent variable & remaining 99.9% is due to citreous Paribas.

ANOVA b

Model Sum of Squares df Mean Square F Sig.

1 Regression .257 1 .257 .630 .432 a

Residual 15.518 38 .408

Total 15.775 39

Hypothesis:

H*: Model is not good fit.

H1: Model is good fit.

As our calculated value of F is 0.630 & significance level is .432 which is less than0.05 which means model is good fit.

Coefficients

Model

Unstandardized Coefficients

Standardized

Coefficients

t Sig.B Std. Error Beta

1 (Constant) 4.232 .523 8.093 .000

Job satisfaction -.107 .135 -.128 -.794 .432


15/22



Hypothesis :

H*: Job satisfaction has no significant effect on Personnel Turnover.

H1: Job satisfaction has significant effect on Personnel Turnover.

Personnel Turnover = a + b (Job Satisfaction) + e

Personnel Turnover = 4.232 + (.107) job satisfaction.

Interpretation:

The value of t is 0.794 & significance level is .432 which is less than 0.05 so weaccept H1 which means there is significant effect.

Graph

Interpretation:

The difference between R2 quadratic & R2 linear is 0.002is less than 0.05 whichmeans our independent variable attitude is not valid for measuring. We can check it

by CRONE BASH ALPHA for reliability & validity.


16/22



Regression: Model Summary

Model R R Square

Adjusted R

Square

Std. Error of the

Estimate

1 .062 a .004 -.022 .64308

Interpretation:


R2 = 0.004 which means 0% variation in the dependent variable is due to theindependent variable & remaining 100% is due to citreous Paribas.

ANOVA b


1 Regression .060 1 .060 .145 .705 a

Residual 15.715 38 .414

Total 15.775 39

Hypothesis:



As our calculated value of F is .145 & significance level is .705 which is greater than 0.05 which means model is not good fit.

Coefficients

Model


Standardized

Coefficients


1 (Constant) 3.979 .418 9.522 .000

competencies -.039 .103 -.062 -.381 .705

Hypothesis :

H*: Competencies has no significant effect on Personnel Turnover.

H1: Competencies has no significant effect on Personnel Turnover.

Personnel Turnover = a + b (Competencies) + e

Personnel Turnover = 3.979 + (.039) Competencies.


17/22



Interpretation:

The value of t is 0.381& significance level is .705 which is greater than 0.05 so weaccept H* which means there is no significant effect.

Graph

Interpretation:

The difference between R2 quadratic & R2 linear is 0.019 is less than 0.05 whichmeans our independent variable attitude is not valid for measuring. We can check it

by CRONE BASH ALPHA for reliability & validity.

Regression:

Interpretation:


R2 = 0.004 which means 0% variation in the dependent variable is due to theindependent variable & remaining 100% is due to citreous Paribas.

Model Summary

Model R R Square

Adjusted R

Square

Std. Error of the

Estimate

1 .151 a .023 -.003 .63694


18/22



ANOVA b


1 Regression .359 1 .359 .884 .353 a

Residual 15.416 38 .406

Total 15.775 39

Hypothesis:



As our calculated value of F is .884 & significance level is .353 which is greater than 0.05 which means model is not good fit.

Coefficients

Model


Standardized

Coefficients


1 (Constant) 3.555 .304 11.703 .000

Professional training .085 .090 .151 .940 .353

Hypothesis :

H*: Professional Training has no significant effect on Personnel Turnover.

H1: Professional Training has significant effect on Personnel Turnover.

Personnel Turnover = a + b (Competencies) + e

Personnel Turnover = 3.555 + (.085) Competencies.

Interpretation:

The value of t is 0.904 & significance level is .353 which is greater than 0.05 so weaccept H* which means there is no significant effect.


19/22



Graph

Interpretation:

The difference between R2 quadratic & R2 linear is 0.000 is less than 0.05 which

means our independent variable attitude is not valid for measuring. We can check itby CRONE BASH ALPHA for reliability & validity.

Correlations

Correlations

Job satisfaction competencies

Professional

training

Personnel

turnover

Job satisfaction Pearson Correlation 1 .251 .311 -.128

Sig. (2-tailed) .118 .050 .432

N 40 40 40 40

competencies Pearson Correlation .251 1 .399 * -.062

Sig. (2-tailed) .118 .011 .705

N 40 40 40 40

Professional training Pearson Correlation .311 .399 * 1 .151

Sig. (2-tailed) .050 .011 .353

N 40 40 40 40


20/22



Personnel turnover Pearson Correlation -.128 -.062 .151 1

Sig. (2-tailed) .432 .705 .353

N 40 40 40 40

INTERPRETATIONS:

The value of Pearson Rank Correlation for JOB SATISFACTION is 1 which

means their exists positive relation.

The value of Pearson Rank Correlation for COMPETENCIES is .251 which

means their exists POSITIVE & weak relationship.

The value of Pearson Rank Correlation for PROFESSIONAL TRAINING is

.311 which means their exists positive relation & NORMAL relationship.

The value of Pearson Rank Correlation for sales is -.128 which means their

exists NEGATIVE relation & weak relationship.

Graph:

Interpretation:

The above graph shows that on x-axis we put personnel turnover and on y-axis we put jobsatisfaction then run in SPSS histogram graph. Here we come to know that the frequency of

our 3 rd option is greater and there we see a normal curve.


21/22



Interpretation:

The above graph shows that on x-axis we put personnel turnover and on y-axis we putcompetencies then run in SPSS histogram graph. Here we come to know that the frequency of

our 3 rd option is greater and there we see a normal curve.

Interpretation:

The above graph shows that on x-axis we put personnel turnover and on y-axis we putprofessional training then run in SPSS histogram graph. Here we come to know that the

frequency of our 3 rd option is greater and there we see a almost straight curve.


22/22


SUPERIOR UNIVERSITY LHR Page 22

Discussion Guideand Proposal.

The study reported here provided competency and skilldata that can be compared to findings in our studies toprovide support in identifying the most crucial

competencies that can lead to job success and jobsatisfaction. These results also reinforce some previousstudies in areas of organizational socialization.

Of significance to the study was the finding that certaincompetencies change in definition depending on the timeframe in which they are incorporated into the trainingprocess. It also becomes clear from the study that not onlymust the skills and competencies be clearly defined as thetime frames change.

Bibliography(Allen. ( 2006). , p. 238). .

(Beeman, C. M. (1979). ).

(Harder, P. &. (2010).).

(Stone & Coppernoll, a. K. (2004), 1994).).

Bieber, S. a. ( (1997) ).

Gamon, M. a. ((1992),).

Louis. (1980).

Owen, S. a. ((2010) ).

Ramlall. (2004). 53.

ghayur final repaired)

Documents