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Research Proposal
Business research management
By
Muhammad Arsalan
AD-593621
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Research Proposal
Business research management
Chapter 1.............................................................................................................. 3 Introduction.......................................................................................................... 3 Chapter 2.............................................................................................................. 6 Literature Overview..............................................................................................6 CHAPTER 3........................................................................................................... 8 Methodology......................................................................................................... 8 3.1 Methodology................................................................................................8 3.2 Research Design..........................................................................................9 3.3 Population Size and Sampling:.....................................................................9 3.4 Research Tools / Instruments:....................................................................10 Chapter 4............................................................................................................ 10 Theoretical Foundation.......................................................................................10 4.1 Turnover....................................................................................................10 Conceptual Frame Work...................................................................................11 4.2 Turnover and Recognition & Reward..........................................................12 4.3 Turnover and Performance Management System.......................................12 4.4 Turnover and Leadership Management......................................................13 4.5 Turnover and Career Development............................................................13 4.6 Turnover and Work Contents.....................................................................14 CHAPTER 5..........................................................................................................14 Finding, Conclusions and Recommendations.......................................................14 References..........................................................................................................15
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CHAPTER 1
Introduction
Human Resource department has one of its core responsibilities of hiring and firing in an organization. Unfortunately in last two years the cases of retrenchment and resignation were more than the cases of recruitment & selection. As far as the banking sector is concerned then the factor that affect turnover intensively is Job Security. Organization is established and structured to pursue certain goals. The most important of these goals is to increase productivity in terms of quality of service delivered. Besides, both workers and employers who interact with one another within an organization are aware that they are pursuing this corporate goal. Thus, the efficiency of an organization is usually measured on the basis of this theory. While there have been a multitude of studies examining why employees choose to leave an organization, Research findings from organizational theory and business literature suggest that the negative impacts of turnover include a loss of organizational productivity, a decrease in quality of service and an increase in direct economic and other intangible costs. The variables that were judged in perspective of Turnover Intensions are: Recognition & Reward, Leadership & Management, Performance Management System, Work Contents and Career Development. These could be enough to judge the turnover intensions among bankers. This research will more explore the key problem areas in banks at very functional level and provide recommendations to organizational leadership on how to manage employee turnover and motivate the existing ones.
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a part of this study. This is also a point to be note this study is in particularly focusing and analyzing the current financial crunch in Pakistan.
To explore the association between Turnover Intensions with Recognition & Reward, Leadership & Management, Performance Management System, Work Contents and Career Development.
To scrutinize the factors that is mainly increasing the Turnover Intensions among the employees of Banking Sector in Pakistan. To offer Suggestions to the Authorities to prevent their business from the loss of precious Human Resource by giving attention to concluded remarks. This study will also be a healthy guide for the professionals because the other industries are also having the turnover problems.
Is there any association / relationship between Employee Turnover Intensions and Recognition & Reward? Ambitious Group
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Is there any association between Employee Turnover Intensions and Leadership & Management. Whether there is any association between Employee Turnover Intensions and Performance Management System. Whether there is any association between Employee Turnover Intensions and Work Contents. Whether there is any association between Employee Turnover Intensions and Career Development.
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Performance management system highlight critical gaps in your workforce; it also gives you the potential to identify employees who have the capacity to be the future leaders in your organization. Starting that grooming process early can have a two-fold effect of both retaining and strengthening your workforce. And besides being cost-effective, promoting from within also helps reduce employee churn, which in itself has a high cost to an organization.
CHAPTER 2
Literature Overview
Literature Overview:
This is not a new problem in the current business world. Financial difficulty and organizational changes has been the historical initiator of involuntary as well as voluntary turnover.
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Research Proposal
Business research management 1) Each year U.S. businesses spend billions of dollars recruiting and replacing their employees. Employees quit for many reasons but, in general, there are five important areas1 that motivate people to leave their jobs. Poor match between the person and the job Poor fit with the organizational climate and culture Poor alignment between pay and performance Poor connections between the individual, their coworkers, and the supervisor Poor opportunities for growth and advancement
These five P's can be addressed successfully. 2) The management must determine what motivates specific individuals and accommodate those needs within limits of reason and fairness to all employees. Guidelines2 to prevent turnover: Show an attitude that employees are expected to stay. Invest in the employee. Be pre-occupied with being the best.
3) Workers are stressed to epidemic proportions. Forty-four percent of employees surveyed said their jobs were more stressful today than a year ago. As a result, 45% said they've either considered leaving their jobs in the last year, have left a job, or plan to do so soon3. Many people mistakenly believe that employees leave jobs primarily for better wages, benefits, or both. The cause is more likely to be one of the following: Understaffing Lack of communication Poor job fit
4) Employers have to understand the damages resulting from high performance employees leaving, and the benefits resulting from poor performance employees leaving4.
1
Sir Gregory P. Smith @ Business know how magazine F. Leigh Branham August 11 2005 in Article Keeping the People Who Keep You in Business By Laura Stack, contributing editor for APOM (Broadway Books, 2004) (Dalton & Todor, 1982 as cited in Hong & Chao 2007, p. 216)
2 3 4
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5) The negative relationship between performance and turnover appears to be the major conclusive finding, indicating that high performance employees would be less likely to leave than lower performance ones5.
6) For many nurses, the decision to leave will not just be a cause of anxiety and uncertainty; it will also be a consequence of stress and dissatisfaction6.
CHAPTER 3
Methodology
3.1 Methodology
In this study we have chosen six variables, 1. Employee Turnover as Dependent variable, 2. Recognition & Reward, 3. Leadership & Management, 4. Performance Management System, 5. Work Contents, and 6. Career Development as Independent variables.
5
(Hong & Chao, 2007 p.217) (Kemery, Dedeian, Mossholder, and Touliatos 1985 as cited in Morrell, et al. 2004 p.335)
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Business research management Age and Gender were also playing the role of silent independent variables for giving the more in depth knowledge of our study. These independent variables constrain towards the two more variables that are: 1. Employee Motivation 2. Employee Satisfaction, which ultimately intend a person whether to quit or retain.
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Business research management the study conducted by (Mathews 1985). All questions were on 5-scale that starts from Strong Agree to Strongly Disagree.
CHAPTER 4
Theoretical Foundation
4.1 Turnover
Turnover, in a human resources context refers to the characteristic of a given company or industry, relative to rate at which an employer gains and loses staff. While there have been a multitude of studies examining why employees choose to leave an organization, Research findings from organizational theory and business literature suggest that the negative impacts of turnover include a loss of organizational productivity, a decrease in quality of service and an increase in direct economic and other intangible costs.
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Organizations can create a competitive advantage through the way they design their human resource systems. High involvement work systems are considered to be a way to increase organizational performance and decrease employee turnover. However, the components involved are difficult and complex to define, and the synergy amongst the different components hard to evaluate. The literature suggests that the research is not uniform in its approach, and most research does not clearly define the variables involved or agree on the expected results of such systems. This study is using below given variables and will tried to find out the impact of these on Employee turnover. 1) Recognition & Reward 2) Leadership & Management 3) Performance Management System 4) Work Contents 5) Career Development
Employee Motivation
Dependent Variable
Employee Turnover
Intensions
Work Contents
Employee Satisfaction
Career Development
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Leadership from top Management is considered to be the big determinant of employee turnover. If the employee is not satisfied with his Manager then it means he feels injustice in the appraisals, distribution of work or any other act. In this category mangers could fail to motivate his subordinate or subordinate could expect beyond the limits of his Manager. In both cases the moral of the employee is low and will not stay in organization. In his recent study carried out, Rad (2006) found that employees job satisfaction significantly correlated with and was affected by leadership style of managers involved. Leadership support can be referred to as being the extent to which a person perceives that he is getting due consideration from his or her immediate superior.
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The term work content refers to the Job Description of employee. It shows what the main duties of employees are? Employee must be satisfied with its work contents. These can be disturbed via stress of work, work rotation or excessive work. Work stress experienced at particular types of jobs can also create turnover. For example Childcare workers watching over constantly crying children, waiters dealing with demanding dinnertime customers, police officers in high-crime areas, and truck drivers facing long hours and heavy traffic are all in job categories experiencing high levels of turnover. There are three aspects of work: attainment of values, attitudes, and moods. It was hypothesized and found that the relationship between job satisfaction and turnover intentions is jointly moderated by value attainment and positive mood.
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References
1. Ali, Nazim and Buksh, Qadar (2008), impact of job satisfaction on turnover intentions, Journal of Managerial Sciences, Volume II, Number 1, pp. 24-41. 2. Samuel, Michael and Chipunza, Crispen (2009), retention and turnover: Using motivational variables as a panacea, African Journal of Business Management Vol.3 (8), pp. 410-415. 3. Chen, Shun and Chen Li (2008), contract workers and turnover intentions in Taiwan, Commercial Career Journal, Vol. 147, pp. 53-60. 4. Amin, Rahul Zaman, Ahmad and Amin Nafeez (2002), employee turnover in the small business, Journal Of Business & Economics Research Volume 2, Number 2 pp. 61-70. 5. Bhiwajee, Lukea Naidoo and Munhurrun, Ramseook (2008) factors influencing job satisfaction and intention to quit, Journal of Applied Psychology, vol. 70, pp. 469-480
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6.
Bodla, Mahmood and Hameed Abdul (2008) controllable vs. uncontrollable factors of employee turnover intentions, Academy of management best papers proceedings, pp.342-346
7.
Borstorff, Patricia and Marker, Michael (2007) turnover drivers and retention factors affecting hourly workers, Management Review: An International JournalVolume 2, Number 1, Pages: 14-27
8.
Ramlall, Sunil (2003), managing employee retention as a strategy for increasing organizational competitiveness, Applied H.R.M. Research, 2003, Volume 8, Number 2, pages 63-72
9.
Siebert, Stanley & Zubanov, Nikolay (2009) worked on searching for the optimal level of employee turnover, Academy of Management Journal 2009, Vol. 52, No. 2, 294313.
10.
Elling, Richard (1997) worked on employee turnover in American state bureaucracies, Review of Public Personnel Administration 5: 68-75.
11.
Abdullah, Moha Shuib, Munir Zikri Khalid, Hassan Nor, Norizan & Jauhar, Junaimah (2007) employee organizational commitment in SMEs, International Review of Business Research Papers Vol.3 No.2 June 2007, Pp. 12 26
12.
Du, Jianjian Song, Yu Liu, Chunlu & Picken, David (2008), variance analyses of job satisfaction and organizational commitment vs demographic variables a study on construction managers in Wuhan, The International Journal of Human Resource Management, 6(1): pp. 103-125.
13.
Betts, Stephen (2006), the decision to moonlight or quit: incorporating multiple jobholding into a model of turnover, Journal of Organizational Culture, Communications and Conflict, Volume 10, No. 1, 2006 pp.63-78
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Strong, Robert & Harder, Amy (2009), implications of maintenance and motivation factors on extension agent turnover, journal of extensions, volume 47 No. 1, pp. 70-78
15.
Akintayo, Dayo Onabanjo, Olabisi & Babalola, (2008), the size of industrial organization: impact on workers behavior, International Business & Economics Research Journal February 2008 Volume 7, Number , PP. 39-46
16.
Merkin, Rebecca (2008), the impact of sexual harassment on turnover intentions, absenteeism, and job satisfaction, Journal of International Womens Studies Vol. 10 #2 November 2008
17.
Farrell, Dan and Petersen, James (1985), commitment, absenteeism, and turnover of new employees, Journal of Human Relations, August, 1985, 37: 681-692
18.
McNatt, Brian and Judge, Timothy (2008), self-efficacy intervention, job attitudes, and turnover, Journal of Human Relations Volume 61(6): pp. 783810
19.
Rahman, Abdul Naqvi, Raza and Ramay, Ismail (2008), Measuring Turnover Intention, International Review of Business Research Papers Vol. 4 No.3 June 2008 Pp.45-55
20.
Hope, Jhon and Mackin, Patrick (2007) the relationship between employee turnover and employee compensation in small business, American Economic Review 56, PP. 96-117
21.
Ton, Zeynep and Huckman, Robert (2008) the Managing the Impact of Employee Turnover on Performance, Organization Science Vol. 19, No. 1, JanuaryFebruary 2008, pp. 5668
22.
Stovel, Meaghan and Bontis, Nick (2003) worked on voluntary turnover: knowledge management, Journal of Intellectual Capital, Vol. 3 No. 3, 2002, pp. 303-322.
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23.
Amin, Rahul, & Zaman, Ahmad (2004), the employee turnover in the small business, Journal of Business & Economic Research in Vol. 2 & Number 2 p. 15-17
24.
Gene,Glass (2004), teacher turnover in urban elementary schools, journal of Education Policy Analysis Archives Volume 12 Number 42 p 28-35
25.
John, Levine & Richard, Moreland (2005), personnel turnover and team performance Journal of Human Relations, Vol.37, 1984, p.681-692
26.
Ongori, Hengry (2007), factors leads to turnover, African Journal of Business Management pp. 049-054
27.
Hope, Jhon & Patrick, Mackin (2007), Relationship of Employee Turnover & Employee Compensation in small Business Concerns, Journal of Applied Psychology, Vol.63, p.391-407
28.
Appelbaum, Steven Mitraud, Andrew Gailleur, Jean Gailleur, & Ivanova, Marcello (2008), impact of organizational change, structure and leadership on employee turnover, Journal of Business Case Studies January 2008 Volume 4, Number 1
29.
Lyness, Karan, & Judiesch, K. Michle (2001), the relationships of gender, promotions, and family leaves of absence to voluntary turnover, Journal of Applied Psychology 2001, Vol. 86. No. 6. 1167-1178
30.
Hung, Wen Lee & Ching-Hsiang Liu (2007) International Journal of Manpower Vol 28 (2) P 128-134
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J. Vera C (2006), missing workforce: some personality correlates of turnover, Journal of Personality, Vol.60, p.329-361
APPENDIX QUESTIONNIRE
Dear Colleagues/Fellows I, student of Master of Business Administration MBA, Allama Iqbal Open University am conducting research on the topic Factors That Affecting Turnover Intentions in Banking Sector of Pakistan. You are requested to provide your opinion on this questionnaire which would be kept strictly confidential. I shall be thankful to you for your cooperation in the completion of this study. Thanking you.
Muhammad Arsalan Instruction: Keeping in view your work situation, please encircle the most appropriate response option in front of every given below where SA= Strongly agree, SD= Strongly disagree A= Agree, N= Neutral, D= Disagree, &
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SD = Strongly Disagreed )
(1) 18 to 25
(3) 36 to 45
SA A
(4) 45 above
N D SD
SA
SD
SA
SD
You are fully satisfied with your compensation & Benefit system
SA
SD
SA
SD
SA
SD
SA
SD
10
SA
SD
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11
SA
SD
12
SA
SD
13
SA
SD
14
SA
SD
15
SA
SD
16
SA
SD
17
SA
SD
18
SA
SD
19
You have found that the promotion decisions are made on merit
SA
SD
20
SA
SD
21
SA
SD
22
You feel there is adequate possibility that you move to a better job
SA
SD
23
SA
SD
24
Reason to move the job is because of that you want to switch from Industry
SA
SD
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