EXPLORING THE CAUSES AND CONSEQUENCES OF

EMPLOYEE INTENTION TO QUIT IN DESCON

By
Samara Afzal

MBA 2014

Research article

Submitted to: Shamila Nabi Khan

Abstract
This study was conducted in an effort to investigate the emergence of employees intention to
quit in the organization. It investigated the relationship between employees intention to quit and
various factors which led to the employee turnover. These factors include customer relationship
management organization, knowledge management, technological based customer relationship
management, employee job satisfaction, and organizational commitment and employee retention
programs. In order to conduct the study regression and significant tests had been used which
revealed the relationships between the variables.
Keywords: employee intention to quit, knowledge management, CRM organization
Introduction
The company started its operations in 1977. In the first year of operations, the company was
involved in the construction of plant and providing services.
Employee turnover has been a critical issue in many regions. High turnover proportion in the
organizations causes high cost of enlisting and preparing new employees, diminishing of
organizational implementation, absence of authoritative worker progression and hierarchical
solidness. Subsequently, turnover is an undesirable occasion in the associations, on the grounds
that long haul benefit is affected not just by contracting the best qualified staff, yet keeping them
in the association for drawn out stretches of time.
For the recent decades, worker maintenance has been of great interest to specialists and
researchers in different fields. To stay aggressive in the quickly growing worldwide economy its
important to keep pace with mechanical advances which obliges a workforce with vigorous
institutional learning; in this manner, worker maintenance is of extraordinary importance.
Earlier research has demonstrated that occupation fulfillment is firmly and conversely connected
with worker's plan to leave an association (Egan, Yang & Bartlett, 2004). As it were, more
fulfilled workers are less inclined to look for another employment, with another boss.
Consequently, concentrating on the elements connected with employment fulfillment is handy
and profitable.

Two general classifications are accepted to impact worker work fulfillment: demographic factors
and organizational factors. Demographic attributes incorporate age and gender. While, on the
other hand organizational factors include employee retention programs, employee job
satisfaction and organizational commitment.
Employee job satisfaction is being created as a moderator between the customer relationship
management and employee turnover.
In Pakistan employee turnover has been of great area of interest since many decades. Employees
intent to leave their jobs due to many factors that include demographic as well as the working
environment of the organization.
Recently, researchers have increased their viewpoint of turnover to incorporate groups of CRM
practices and their impacts on employment fulfillment, duty and turnover (Alfes et al., 2013).
For instance, Alfes et al. (2013) talks about the "captivated" representative and connects this with
turnover plans. They draw on social trade hypothesis to demonstrate that representatives will be
more captivated when their work is significant, when they have associations with others and
when they feel esteemed and trusted by their executive.
Alfes et al. (2013) found that captivated representatives are more prone to stay with an
association.
Representative support is additionally connected; both with expanded occupation fulfillment and
diminished turnover. For instance, a workplace that permits interest in choice making has been
demonstrated to build work fulfillment (Scott et al., 2003) and more prominent association in
consideration getting ready for attendants' collaborators has been connected with diminished
turnover (Simons and Jankowksi, 2008).
Employee job satisfaction is being considered as a moderator between the employee intention to
quit and customer relationship management. In this paper the moderating role of employee job
satisfaction is being investigated to learn the impact of CRM and its importance in employee
turnover.

Theoretical Background
Agrela, et al (2008) states the need to concentrate on the variables that influences maintenance
prompting development and achievement of associations. Studies recommends that maintenance
methods, which adequately fulfill the needs of all workers thus improves the capacity for
organizations to adjust all the more viably to progressing authoritative change (Gale Group,
2006). Exploration demonstrates that patterns rethinking present day maintenance methodologies
go past the conventional pay and profits bundle (Gale Group, 2006) and recompense (Feldman,
2000) grasping worker inspiration (Thomas, 2000), as one of the key components to indulge the
differing qualities and long stay of the workforce in the association. Maintenance elements
joining the needs and cravings of workers at any age upgrade levels of individual occupation
fulfillment, unwaveringness, and duty (Boomer Authority, 2009).
Cunningham (2002) expresses that representatives rank representative distinguishment,
adaptability and preparing as top needs for delaying individual work, while Walker (2001) and
others call for securing a strong learning and working atmosphere for representative
maintenance. Further, profession improvement (Boomer Authority 2009), hierarchical
responsibility (Patrick Owens, 2006), correspondence (Gopinath and Becker, 2000) and
unrivaled subordinate relationship (Zenger, Ulrich, Smallwood, 2000) are likewise the elements
known for delayed stay of the workers in the association. The rundown of maintenance
components and writing survey is most certainly not intended to be comprehensive of all
conceivable speculations or variables identified with worker maintenance and turnover (Griffeth
et al., 2000).
Shang and Lu (2012), stated that The essentialness of representatives in any association's
accomplishment of business destinations and execution has been
Discriminatingly accentuated in surviving writings, most particularly in the fruitful execution of
CRM to accomplish and manage company's playing point in the connection of call focuses
(Abdullateef et al., 2013; Akroush et al., 2011; Senior member, 2007). In backing of this is the
confirmation from Zahedi, Cheshmberah & Tofighi (2011) who contended that CRM include the
synchronization of exercises to expanding both interior and outer clients' fulfillment by building
solid and better relationship among clients through the selection of different procedures. This

raised a contention that proposed to the administration of firms' the need to understand the
suitable strategies that could aid in diverting the workers' conduct to execution change in their
work (Gonza'le & Garazo, 2006). It was then found that CRM has the capacity to improve and
guarantee a noteworthy yield on relationship speculations if appropriately actualized and
oversaw (Yueh et al., 2010).
Nonetheless, the model proposed in this study conceptualizes the linkages between CRM
Dimensions (Customer Introduction, CRM Organization, Knowledge Management, and
Technological Based CRM), Employee Job Fulfillment, Qualitative Overstretch and Intention to
Quit inside call focus industry. Discoveries from abundant written works has recognized steady
representatives wearing down as issue call focuses administration are even now applying
tenacious endeavors to diminish till date (Calisir et al., 2011). All the more in this way, surviving
writings has made representative employment fulfillment as the major causal variable of this
marvel that has unintentionally helping contrarily to client fulfillment and unwaveringness, and
additionally hampering the execution of association and aggressive edge (Joseph et al., 2007;
Korunka et al., 2008; Mcknight et al., 2009).
Then, accessible confirmation in the current showcasing written works unequivocally concurred
that CRM measurements as capable administration rehearse that associations' can rely on to
accomplish their destinations (Yueh et al., 2010; Sin et al., 2005; Yim et al., 2005).
From the theoretical framework research questions were established and based on those research
questions the following null hypotheses were formed.
Socio-demographics of employee intention to quit
Hypothesis 1:
Ho1. There is no relationship between socio demographic variable such as gender and employee
intention to quit.
To test the hypothesis, t-tests and ANOVA table is being used.
Organizational commitment and employee intention to quit

Hypothesis 2:
Ho2. There is no relationship between organizational commitment and employee intention to
quit.
To test the hypothesis mean scores of organizational commitment and employee intention to quit
were calculated. The organizational commitment was regressed on employee intention to quit as
tested at p<0.05.
Employee retention programs and employee intention to quit
Hypothesis 3:
Ho2. There is no relationship between employee retention programs and employee intention to
quit.
To test the hypothesis mean scores of employee retention programs and employee intention to
quit were calculated. The employee retention programs was regressed on employee intention to
quit as tested at p<0.05.
Moderation model
Hypothesis 4:
Ho4.. Employee job satisfaction will not moderate the relationship between CRM organization
and employee intention to quit.
To test the hypothesis mean scores of CRM organization and employee job satisfaction were
calculated. The beta coefficients were being considered in order to analyze the hypothesis.
Hypothesis 5:
Ho5. Employee job satisfaction will not moderate the relationship between technical based crm
and employee intention to quit.
To test the hypothesis mean scores of technical based crm and employee job satisfaction were
calculated. The beta coefficients were being considered in order to analyze the hypothesis.

Hypothesis 6:
Ho6.. Employee job satisfaction will not moderate the relationship between knowledge
management and employee intention to quit.
To test the hypothesis mean scores of knowledge management and employee job satisfaction
were calculated. The beta coefficients were being considered in order to analyze the hypothesis.

REVIEW OF RELATED LITERATURE

Customer relationship administration (CRM) has been called an inexorable actually tireless
development in light of the fact that it speaks to the way clients need to be served, and offers a
more powerful and productive method for directing business (Rogers 2004, p. 6). Underpinning
the ideal model of CRM is the fundamental conviction that client connections, in the same way
as other vital resources in an association, can be successfully created furthermore oversaw.
Customer relationship management organization
Yim,. Anderson, and Swaminathan(2005),indicated that despite the quickly developing client
relationship administration (CRM) writing, the measurements of CRM and their impacts on
client conclusions stay ambiguous. It shows that directors need to think past the mechanical
segments of CRM and concentrate on four key CRM measurements to fundamentally improve
client dedication and deals development.
As per Duu, Hlmjan (2011), CRM is a business procedure which intends to make esteem for
both association and clients through launching and keeping up client connections. As a center
technique, CRM is focused around utilizing an advertising data framework and the organization's
IT foundation.
An alternate examination stream concentrated on the recognizable proof of CRM discriminating
achievement elements Csfs (e.g., King & Burgess, 2008; Ngai, Xiu, &Chau, 2009; Da Silva
&Rahimi, 2007; Mendoza et al., 2007; Corteau and Li, 2003;lindgreen, Palmer,
Vanhamme&Wouters, 2006). In spite of the fact that this work gives managerial ramifications

regarding key achievement forerunners, they neglect to characterize the separating components
that empower a few associations to beat others in dealing with their clients' relations. The asset
based perspective of the firm RBV has been connected in the IS and showcasing writing to
clarify hierarchical capacities and their effect on point of interest (e.g., Bhatt & Grover, 2005;
Coltman, Devinney, &Midgley, 2011; Day, 1994, 2000; Melville, Kraemer, &Gurbaxani, 2004;
Peppard& Ward, 2004; Ray, Muhhana, & Barney, 2005). The RBV recommends that reasonable
point of interest results from the capacity of the firm to incorporate and compose important
assets in such a route as to make different abilities that are heterogeneous, stationary, and hard to
copy (Day, 1994; Grant, 1991; Barney, 1995).
Knowledge management:
Korzeniowski (2013) noted that concerning information, partnerships keep on struggling with
two clashing objectives. On one hand, they need to gather and merge data to streamline their
operations. On the other, information archives regularly grow up in an impromptu manner
(particularly in extensive organizations), so it gets to be troublesome (and sometimes
unimaginable) to comprehend the association's millions and even billions of records.
That yin and yang is presently playing out with CRM and learning administration (KM)
frameworks. The two grew up as generally independent controls, however as of late; there has
been a push for tighter incorporation between them. "We are seeing a pattern to a solitary stage
for everything CRM needs, with information administration in-fabricated or incorporated with
the CRM framework.
Then again, merging the two applications speaks to a huge test. Initially, firms need to uncover
the whereabouts of the majority of their institutional information, which generally is scattered
arbitrarily all through the association. Next they have to decide how to incorporate their different
data sources, a procedure loaded with specialized and managerial area mines. At long last, they
need to discover subsidizing for the task. In the event that the reconciliation is attained to, which
could be a multiyear handle in substantial undertakings, the potential advantages are incredible:
streamlined operations, lower administration costs, and enhanced consumer loyalty.

To begin with, scholarly writing has principally tended to the impact of single CRM exercises,
concentrating on either innovative (e.g., Jayachandran, Sharma, Kaufman, & Raman, 2005),
hierarchical (e.g., Sabherwal, Jeyaraj, &Chowa, 2006), or vital perspectives (e.g., Bell, Deighton,
Reinartz, Rust, & Swartz, 2002) and their specific impact on execution. Nonetheless, CRM
"obliges a cross-utilitarian coordination of procedures, individuals, operations, and promoting
abilities that is empowered through data, engineering, and applications" (Payne & Frow,2005, p.
168). Along these lines, CRM usage must be assessed utilizing a more comprehensive
methodology. In practice, numerous organizations have concentrated on mechanical
arrangements identified with the client database joined by programming preparing projects
(Csoinsights, 2006).however, effective execution additionally obliges changes in authoritative
structures, the extent to which workers are spurred to make utilization of CRM, and the
utilization of complex task administration intended for managing the progressions launched (Day
& Van nook Bulte, 2002). Achievement comes not from the aggregate of single exercises yet
rather from communications between exercises. This applies particularly to connections with
help exercises inside the organization (i.e., top administration's giving CRM key help and
workers' really utilizing CRM frameworks; Payne &Frow, 2005).According to Boulding, Staelin,
Ehret, and Johnston (2005, p.161), little consideration has been paid to individuals related
collaborations.
Technological based CRM:
Yim, Anderson and Swaminathan (2005) noted that Numerous CRM-situated exercises, for
example, learning administration,can't be enhanced without leveraging the most recent
engineering.
In fact, most CRM applications take extraordinary focal point of engineering advancements with
their capacity to gather and examine information on client examples, create forecast models,
react with opportune and powerful redid correspondences, what's more proficiently convey
customized quality offerings to singular clients (Peppard 2000; Vrechopoulos 2004).
With the advancement of complex data administration instruments, for example, database
advertising, information warehousing, information mining, and push innovation, organizations
are striving to flawlessly consolidate the most recent engineering into their CRM frameworks.

Specifically, business people often rely on upon consistently upgraded programming projects to
better react to their clients and fabricate continuing client connections (Kotler 2004, p. 141).
CRM innovation helps organizations and their business people gather, break down, and convey
data for improved prospecting, enhanced correspondence and deals presentations, and custommade item designs. It additionally encourages cross-referencing of clients inside divisions of an
organization for more prominent deals opportunities (Widmier, Jackson, 2002). Among the
significant results looked for by consolidating CRM-based innovation are improved consumer
loyalty, higher client maintenance, and more beneficial long haul client connections (Butler
2000).

In synopsis, fruitful CRM executions rely on upon consolidating the four previously stated
measurements concentrating on key clients, sorting out around CRM, overseeing information,
furthermore joining CRM-based engineering into a powerful general CRM technique.
Insufficiencies in any of these zones can render the association's CRM attempts lessened or even
insufficient.
With a solid concentrate on key clients profoundly implanted all through its CRM framework,
the whole organization ought to be composed around developing these important connections.
The hierarchical structure needs to be adaptable and, if necessary, reconstructed to create
customer centric qualities (Homburg, Worker, and Jensen 2000) and enhance coordination of
client centered, cross-utilitarian groups (Brown 2000; Homburg, Workman, and Jensen 2000;
Sheth and Sisodia 2002). For CRM accomplishment, there likewise must be an organization wide
duty of assets. With purposeful endeavors by all authoritative capacities to consistently give a
stream of quality rich activities and client conclusions (Ahmed and Rafiq 2003; Gronroos
1990), the organization and its business power are guaranteed that they can fulfill clients'
necessities and upgrade client connections.
Employee job satisfaction:
Spector (1997) alludes to employee job satisfaction as far as how individuals feel about their
occupations and diverse parts of their employments. Ellickson and Logsdon (2002) help this

perspective by characterizing occupation fulfillment as the degree to which workers like their
work. Schermerhorn (1993) characterizes work fulfillment as a full of feeling or enthusiastic
reaction towards different parts of a worker's work. C.r.reilly(1991) characterizes work
fulfillment as the inclination that a specialist has about his occupation or a general state of mind
towards work or a vocation and it is affected by the view of one's employment. J.p.Wanous and
E.e. Lawler (1972) alludes work fulfillment is the entirety of occupation feature fulfillment over
all aspects of a vocation. Abraham Maslow(1954) recommended that human need from a fivelevel chain of command going from physiological needs, security, belongingness and affection,
regard to culmination toward oneself. In light of Maslow's hypothesis, work fulfillment has been
approached by a few analysts from the viewpoint of need satisfaction (Kuhlen, 1963; Worf,
1970; Conrad et al., 1985)
Work fulfillment and disappointment not just relies on upon the way of the employment, it
likewise rely on upon the desire what's the occupation supply to a representative (Hussami,
2008). Lower comfort costs, higher hierarchical and social and inborn prize will build work
fulfillment (Mulinge and Mullier, 1998; Willem et al., 2007). Work fulfillment is perplexing
wonder with multi features (Fisher and Locke, 1992; Xie and Johns, 2000); it is affected by the
elements like compensation, workplace, self-governance, correspondence, and hierarchical
responsibility (Lane, Esser, Holte and Anne, 2010; Vidal, Valle and Aragn, 2007; Fisher and
Locke, 1992; Xie and Johns, 2000)
A thorough definition given by Locke(1969), expresses that occupation fulfillment is a
pleasurable or positive passionate state coming about because of the evaluation of one's
employment or employment encounters. Agho, Mueller and Price (1993) additionally
characterize work fulfillment as an individual assessment of conditions present in the occupation,
or results that emerge as a consequence of having a vocation.

Therefore, organizational commitment has turned into a real distraction all through numerous
nations. This has prompted an extensive increment in the advancement of open arrangements and
projects went for tending to the issue and numerous experimental investigations of such
(Joolideh and Yeshodhara, 2009).

Employee retention programs:

The contemporary worldwide financial environment has changed radically and keeps on doing
so. Social improvements, for example, proceeding with globalization, innovative development, a
It must be noted that, specifically, the way workers see and experience the working and learning
atmosphere is discovered to be imperative for their maintenance (Birt et al. 2004). This
discovering underlines the need to consider both individual and hierarchical components in
considering activities to upgrade the maintenance of talented workers.
Intention to quit:
Employee turnover is a broadly explored issue of hierarchical therapists. There have been a few
hundred studies completed on worker turnover since 1900 (Cotton & Tuttler, 1896).
Representative turnover is a progressing theme of examination, particularly in the range of open
administration, medicinal services, accommodation and innovation areas (Decker et al., 2003;
Fields, 2005; Davidson, 2006; Hatton et al., 2001). In this paper, the issues identified with
worker turnover and part's propositions to stay or leave were examined contextualizing the theme
to assembling area. Representative turnover is characterized as the flood and exists of people into
and out of the workforce of an association, over a particular time of time (Watkins, 1953). To a
certain expand 'part's plan to stay back in the association' is identified with numerous key
authoritative conduct and administration space like, inspiration, authority, hierarchical society,
hardworking attitudes, worker relations, authoritative strategies, authoritative responsibility and
so on., like a few individual and hierarchical elements.
Aguenza and Som (2012) explored that a primary concern of any association is its ability to pull
in, captivate, and hold the right representative. Certain elements are urgent in impacting the
workers' choice to either leave or stay in an association. Regardless, the imperativeness of
different components ought not to be miscounted when defining a maintenance arrangement.
Association ought to give various procedures to expand worker maintenance, for example,
outline an intriguing representative worth recommendation; create an aggregate prize framework
that contains more than recompense; give helpful perspective on representative execution on

normal premise; actualize adaptability programs regarding work-life offset; assemble a society of
engagement, create and refine administration aptitudes to be compelling, as it captivates workers
while driving enhanced execution in the meantime (Neelman, 2012). Additionally, managers
ought to concentrate on issues and on the individual connections they have with the worker to
perform each one capacity. This examination looked to recognize considers that influence
representative maintenance and anticipate ways that the association can enhance current
practices.

Jacobson (2011) expresses that each worker has a need to be lauded and perceived, and the all
the more frequently they get it, the better. Being perceived for making a decent showing brings
about a noticeable improvement about themselves and the association they work for guaranteeing
more faithfulness. Superintendents are in the best position to perceive and hold today's workers.
Heathfield (2012),

recommends that associations ought to prioritize representative

distinguishment to make a positive, profitable and imaginative authoritative atmosphere. He

included that individuals who feel acknowledged are more beneficial about themselves and their
capacity to help the accomplishment of hierarchical objectives. In 2011, Accenture in Ireland led
an overview about the level of distinguishment that workers get for making a decent showing
with work, and discovered 63% who have no arrangements of leaving are fulfilled by their
distinguishment, while 24% are not fulfilled by the distinguishment of the associations. Given
these various results, associations ought to look for changes to enhance their systems like to take
out preference, perceive more than simply the world class, and quality representatives for more
than their work.
Nelson (2003), recommends that, with the goal associations should guarantee that representative
distinguishment exercises are compelling, authentic and serious, they ought to consider the
accompanying: distinguishment ought to be reasonable, straightforward, comprehensive, visit,
convenient and changed; the type of distinguishment utilized ought to be fitting to the
commitment that was made; distinguishment ought to be genuine and reflect the inclination of
the beneficiaries. Heathfield (2008), includes the accompanying rules for successful
representative distinguishment: reasonableness, clarity and consistency; worker distinguishment

methodologies and substance must be steady; associations must be particular in telling the
individual the purpose behind the distinguishment.
METHODS AND PROCEDURES
Sample size Determination
Dutu and Halmajan (2011) have suggested that if the study sample comprise of 1,223
administration firms chose on an irregular likelihood premise from the population.
The population in this study was all the employees of the Descon Integrated Projects Limited. In
order to ease out the research the sample of 200 employees was being taken. The geographical
area of the organization is Lahore. Two hundred questionnaires were being distributed among the
employees of the organization.
Questionnaire: Development and Description
The data collection was done by questionnaire for this research; and it consisted of combination
of instruments. Questionnaires related to each of the independent moderating and dependent
variables were combined to make one comprehensive Questionnaire that the respondents could
complete.
The questionnaire for this research consists of five sections. The first section is the CRM, in this
section questions related to CRM organization, technical based CRM and knowledge
management. This section contains eighteen items which are being distributed among the three
variables.
The second section consists of employee job satisfaction. This section contains twenty items.
These items were being taken from the articles and online sources. Since its the moderating
variable therefore it was made sure that the items cover all the dimensions.
The third section consists of organizational commitment. It contains eighteen items.
While the fourth section in the questionnaire contains items related to the employee retention
programs.

The last and the fifth section consists of the items related to the dependent variable which in this
case is employee intention to quit.
The questionnaire was made according to the variables in the framework. The independent
variables and the moderating variable was being considered in detail while designing the
questionnaire. In order to investigate the relationships between variables the items were being
selected from various articles so that the impact on the dependent variable would be examined
properly.
Variable
Independent variables
CRM organization

Knowledge management

Technical based CRM

Employee job satisfaction

Organizational commitment

Constitutive definition

Operative definition

The ongoing management The mean of items 1-5

of customer relationships. measured on a 2 point
scale of 1=Agree and
2=Disagree
Effectively transforming The mean of items 10-18
customer information
measured on a 2 point
to customer knowledge
scale of 1=Agree and
2=Disagree
CRM technology helps
The mean of items 6-9
companies and their
measured on a 2 point
salespeople collect,
scale of 1=Agree and
analyze, and distribute
2=Disagree
information for enhanced
prospecting, improved
communication and sales
presentations, and tailored
product configurations.
It is defined as the
The mean of items 19positive emotional
39, measured on a 5
response to the job
point
situation resulting from
scale of 1=strongly agree
attaining what the
and 5= strongly disagree
employee wants from the
job.
Desire of employees to
The mean of items 40remain employed with
their organization.
48, measured on a 2
point scale of 1=yes and
2= no

Employee retention programs

The objective of retention

policies should be to
identify and retain
committed employees for
as long as is profitable
both to the organization
and the employee.

The mean of items 4963,

measured on a 10 point
scale of 1=strongly
disagree
and 10= strongly agree

Dependent variable
Employee intention to quit

The intention of an
employee to quit his
current job and discarding
of his or her
organizational
membership

The mean of items 6467, measured on a 2

point
scale of 1=yes
and 2= no

Measurement in Research

Validity and reliability of the items are characteristics of a good test. Validity refers to
meaningfulness and appropriateness of the result. Validity was measures by principal component
analysis, varimax rotation. Reliability refers to the error of measurement that is present in the
scores which the measure or test yields. The internal reliability is the extent to which the
individual items on the questionnaire that constitute a test are correlated with one another or with
the test total. Cronbachs coefficient alpha was used to measure reliability.

Results
It can be observed from the table below that employee intention to quit is correlated positively
with employee job satisfaction. Though the strength of the relationship is not so great but the
positive sign indicates that more the employees are satisfied with their jobs more they tend to
leave the organization. But on the other hand theory supports the fact that more employees are
satisfied with their jobs; less they would leave the organization. So the sign of the coefficient

comes out to be inconsistent with the theory. Since the research is being conducted in Pakistan
therefore it can be assumed that the value comes out to be inconsistent.
In order to ease out the research the variable CRM contains three variables namely CRM
organization, knowledge management and technical based CRM. Since the three variables
impact employee intention to quit in the similar manner therefore they are being considered
together.
In addition CRM is comes out to be positively related with the employee intention to quit. This
seems inconsistent with the theory because the relationship should be negative. Again since this
study is being conducted in Pakistan therefore it can be assumed to happen.
On the other hand the organizational commitment is seemed to be positively related with the
employee intention to leave. This relationship is again inconsistent due to the reason mentioned
above.
Employee retention programs are negatively related with the employee intention to quit. Though
the strength of the strength of the relationship is very weak but the sign of the coefficient is
consistent with the theory. Theory supports the fact that the more employee retention programs
are there the easier for the organization to retain skilled and talented employees. Hence there
would less chance for employees to quit and there would be less intention for employees to quit.

Employee job
satisfaction

CRM organization

0.02

0.802

Intention to
Leave
Employee job
satisfaction
Intention to
Leave
Employee job
satisfaction
Intention to leave

Employee job satisfaction

0.12

0.721

Knowledge management

0.201

0.439

Employee job satisfaction

0.04

0.243

Technical based CRM

0.43

0.897

Employee job satisfaction

0.56

0.865

The table above shows the coefficients and p-values for the model which was being conducted
on the basis of the moderation.
The three variables which were CRM organization, technical based crm and knowledge
management are of positive relation with employee job satisfaction. Though the strength of the
relationship is very weak with all the three variables, but the positive relationship depicted by the
table seems to be consistent with the theory.

Intention to Leave

Employee Job Satisfaction

0.03

0.707

Intention to Leave

Customer Relationship Management

0.01

0.896

Intention to Leave

Organizational Commitment

0.079

0.319

Intention to Leave

Employee retention programs

-0.073

0.358

The table above gives the values for Pearson correlation. It is the correlation matrix. It can
be seen from the table above that only organizational commitment is significant at 0.10
level (2 tailed). All other variables are insignificant. Since the study is being conducted in
Pakistan and the questionnaires are being filled by Pakistani employees, therefore the
results are not as expected.

All data analyses for this research were generated using SPSS. This chapter is divided into two
sections. The first section presents the demographic data obtained from the questionnaire
concerning the demographic characteristics of the respondents. The second section deals with
testing of the null hypothesis and included the results of correlation coefficient, ANOVA and
regression tested at p-value < 0.05 significance level.

Conclusion

It can be seen that as the study is being conducted in Pakistan therefore there are great
discrepancies from the literature. It can be hence concluded that in Pakistan customer
relationship management is not being mediated greatly through employee job satisfaction. There
could be other variables affecting that relationship mainly favoritism etc.
Managerial implications
Companies should engage in customer relationship management through enhancement of
marketing department .Companies can reduce their employee turnover through greater
incentives, rewards and financial bonuses. By focusing more on CRM, companies can increase
the employee job satisfaction. By increasing the employee job satisfaction companies will gain
greater employees organizational commitment and therefore will have less employees who
intent to quit or leave the organization. Companies in general and Descon in particular can
reduce employee turnover and can increase organizational commitment through greater
employee retention programs and with better deployment of resources and by enhancing CRM.

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