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Allama Iqbal Open University

Research Proposal
Business research management

Business Research Management


Research Proposal

A STUDY OF THE FACTORS, AFFECTING HIGH TURNOVER IN AN ORGANIZATION

By

Muhammad Arsalan
AD-593621

Submission for Approval

_________________________________ Professor Zia Ud Din Lecturer Allama Iqbal Open University

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Allama Iqbal Open University Table of Contents

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.

1.1 Purpose Statement


The purpose of this study is to determine the factors that most significantly influence employees decisions to remain employed at a particular organization and possible reasons for choosing to leave. In addition, the study sought to describe the importance of retaining critical employees and developing strategies to enhance employee retention practices. Furthermore the intend of this research study is to find out whether there is any correlation exits between the Turnover Intensions and Recognition & Reward, Leadership & Management, Performance Management System, Work Contents and Career Development. Main focal point of this study is the banking sector of Pakistan. After having the in depth analysis of the findings many recommendations and Suggestions are also

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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.

1.2 Objectives of the Study


Objectives of this research study are listed down:

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.

1.3 Significance of the Study


Employee turnover has both positive and negative consequences for organizational performance. Turnover stemming from the dismissal of low performers is desirable because it removes them and may encourage other employees to do better. When an organization loses a critical employee, there is negative impact on organizational productivity. In the shape of Turnover the organization losses the most precious asset / resource of the company and that is Human Resource. Organizations invest most of his resources to retain this resource of the company. This study compiles number of observations and recommendations for every organization to cope up the retentions issue in most efficient way.

1.4 Research Question


This research study will investigates the following research questions:

Is there any association / relationship between Employee Turnover Intensions and Recognition & Reward? Ambitious Group

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Research Proposal
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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.

1.5 Key Terms Definitions


Key terms that are used in research study as variables are given as under:

1.5.1 Turnover Intensions


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.

1.5.2 Recognition & Reward


Every employee works for some benefits, it could be both: monetary and non monetary. Rewards are some excessive out of the normal what an employee can get by giving some special performance. There are two aspects to employee recognition. The first aspect is to actually see, identify or realize an opportunity to praise someone. Secondly, because employee recognition has a huge communication component! Recognizing people for their good work sends an extremely powerful message to the recipient, their work team and other employees through the grapevine and formal communication channels.

1.5.3 Leadership & Management


These are two different terms but strongly associated with each other. Management refers to getting the maximum output from limited resources. These resources may be any one it could be Financial, Technological, Informational or Human Resource. Leadership is a very broader term it is an identity which leads the all resources by keeping the motivational and satisfaction level up to date.

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Allama Iqbal Open University 1.5.4 Performance Management System

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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.

1.5.5 Work Contents


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.

1.5.6 Career Development


The term career development comprises many development factors of employees. It could be the behavioral development, technical development, and growth in the same company. Everybody wants to grow in specific field & wants to develop his career. This could also be a major reason of Employee turnover. Sometimes a company has no strength to boost the career (to promote) his employee. So ultimately employee leaves for better opportunity.

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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Research Proposal

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.

3.2 Research Design


A comprehensive questionnaire has developed for the collection of data for the above said variables. This study will look into the reasons of turnover intensions in the current banking setup.

3.3 Population Size and Sampling:


A sample of 150 respondents has been used, 200 questionnaires were distributed among the bankers of private and Governments Banks, out of which 150 responded. Data of 127 respondents was valid and reliable. In these respondents 101 (80%) were male and 26 (20%) were female. Out of total 55 (43%) employees were having the age of 18-25 years and 72 (57%) employees were of the age of 26-35 years. Data which were collected from the closed ended questionnaire is then put into SPSS for the analysis of the respondents data. Our questionnaire contains 29 questions in all. Q3 to Q6 investigates Recognition & Reward for us, the questions which were asked in this category was taken from the study conducted by (Mathews 1985). Q7 to Q12 investigates variable i.e. Leadership & Management, the questions which were asked in this category was taken from the study conducted by (Ali 2008). Q13 to Q15 investigates variable i.e. Performance Management system, the questions which were asked in this category was taken from the study conducted by (Elling 1997) Q16 to Q17 investigates variable i.e. Work Contents, the questions which were asked in this category was taken from the study conducted by (Marrie 1989) Q18 to Q21 investigates variable i.e. Career Development, the questions which were asked in this category was taken from the study conducted by (Sibert 2009). Q22 to Q24 investigates variable i.e. Employee Turnover Intensions, the questions which were asked in this category was taken from

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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.

3.4 Research Tools / Instruments:


Data related to the causes of employee turnover and the techniques of employee retention will be collected from the HR specialists working in the leading industries of Pakistan through Questionnaires. Then we will make quantitative analysis on this data with the help of SPSS. The options were Strongly Disagree, Disagree, Neutral, and Strongly Agree. The rating scale is administrated to the respondent and is scored to the following scheme. Response Strongly Agree Agree Neutral Disagree Strongly Disagree Rate 1 2 3 4 5

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

Conceptual Frame Work


Independent Variables

Recognition & Reward Leadership & Management


Performance Management System

Employee Motivation

Dependent Variable

Employee Turnover
Intensions

Work Contents

Employee Satisfaction

Career Development

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4.2 Turnover and Recognition & Reward


Appreciation is a fundamental human need. Employees respond to appreciation expressed through recognition of their good work because it confirms their work is valued. When employees and their work are valued, their satisfaction and productivity rises, and they are motivated to maintain or improve their good work. Praise and recognition are essential to an outstanding workplace. People want to be respected and valued for their contribution. Everyone feels the need to be recognized as an individual or member of a group and to feel a sense of achievement for work well done or even for a valiant effort. Everyone wants a pat on the back to make them feel good. In the absence of such acts its become impossible for HR manager to retain competent staff. There are two aspects to employee recognition. The first aspect is to actually see, identify or realize an opportunity to praise someone. If you are not in a receptive frame of mind you can easily pass over many such opportunities. Secondly, because employee recognition has a huge communication component! Recognizing people for their good work sends an extremely powerful message to the recipient, their work team and other employees through the grapevine and formal communication channels. Employee recognition is therefore a potent communication technique.

4.3 Turnover and Performance Management System


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. This system must design in way that gives a clear cut picture of performance gap of employees and ends with Justice. It has been suggested that a firm's performance is enhanced by the degree that the human resource management strategies support each other but also fit with its external strategies (Huselid, 1995, p. 649).

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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.

4.5 Turnover and Career Development


Everybody wants to grow in specific field & wants to develop his career. This could also be a major reason of Employee turnover. Sometimes a company has no strength to boost the career (to promote) his employee. So ultimately employee leaves for better opportunity. Training and development can promote greater job satisfaction while lessening the likelihood of unwanted turnover. Huselid (1995) suggested that progressive HR practices that embrace career-related practices could improve knowledge, skills and the abilities of an organizations current and potential employees, and enhance the retention of quality employees. Eisenberger (2002) suggested training and exposure may imply a high level of concern for organizations to extend employees potential in the organization. Employees who receive such developmental opportunities would boost their motivation and confidence in their work. Subsequently, employees who receive such opportunities might repay their organization with the likeliness of extending their self-fulfillment, leading to reduced turnover intention.

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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.

CHAPTER 5 Finding, Conclusions and Recommendations


The result of the study analysis will present in this chapter. This analysis will comprises of two portions. In the first i.e. descriptive analysis is used to describe the data by using descriptive summary. In the second phase i.e. inferential analysis, will used to describe the relation between variables, and to see the nature of relationship between variables. In inferential portion of this study we will test the relationship between Employee Turnover, Recognition & Reward, Leadership & Management, Performance Management System, Work Contents and Career Development.

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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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31.

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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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Employees' Turnover Questionnaire


Please take a few minutes to fill this questionnaire. Your specific answers will be completely anonymous, but your views, in combination with those of others, are extremely important, results will be used to develop indicators of Turnover Intensions. Tick the letter that best describes how you feel about the statement: ( SA = Strongly agreed, A = Agreed,
1 2 3

N = Neutral, (1) Male

D = Disagreed and for (2) Female


(2) 26 to 35

SD = Strongly Disagreed )

What is your gender?


what category describes your age?

(1) 18 to 25

(3) 36 to 45
SA A

(4) 45 above
N D SD

The reward system practiced in your Organization communicated to all employees

Policy for the selecting employees for reward is constructive

SA

SD

Good performers are awarded in front of whole staff

SA

SD

You are fully satisfied with your compensation & Benefit system

SA

SD

Your manager/supervisor encourages high achievement by reducing fear of failure

SA

SD

Your manager/supervisor takes responsibility for shaping up your atitudes

SA

SD

Your manager/supervisor provides you feedback to help in achievement of goals

SA

SD

10

You have lack of leadership down the chain of command

SA

SD

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11

Talent is fully identified & JDs are updated accordingly

SA

SD

12

You feel you can voice your opinion without fear

SA

SD

13

You get fair recognition and appreciation for your performance

SA

SD

14

You have the culture of favoritism

SA

SD

15

Promotion is given according the performance of the employees

SA

SD

16

Quality & Quantity of work you are asked to perform is achievable

SA

SD

17

you have great understanding of system of your departments

SA

SD

18

You have found dynamic growth rate in your organization

SA

SD

19

You have found that the promotion decisions are made on merit

SA

SD

20

Employees have high level of satisfaction towards provided training facilities

SA

SD

21

You have opportunities to learn and grow in this company

SA

SD

22

You feel there is adequate possibility that you move to a better job

SA

SD

23

You probably look for a new job in the next year

SA

SD

24

Reason to move the job is because of that you want to switch from Industry

SA

SD

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