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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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Table of Contents
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
IntroductionHuman 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 whyemployees 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 anddeveloping 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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Business research managementa 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?
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Business research management 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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1.5.4 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.
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 OverviewLiterature 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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Business research management1) 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 lefta 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.
1Sir Gregory P. Smith @ Business know how magazine
2F. Leigh Branham August 11 2005 in Article Keeping the People Who Keep You in Business
3By Laura Stack, contributing editor for APOM (Broadway Books, 2004)4(Dalton & Todor, 1982 as cited in Hong & Chao 2007, p. 216)
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Business research management5) 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)
6(Kemery, Dedeian, Mossholder, and Touliatos 1985 as cited in Morrell, et al. 2004 p.335)
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Business research managementAge 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 studyconducted 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 managementthe 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 Rate
Strongly Agree 1
Agree 2
Neutral 3
Disagree 4
Strongly Disagree 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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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 ofsuch 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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4.4 Turnover and Leadership Management
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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4.6 Turnover and 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.
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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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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Business research management31. 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, A= Agree, N= Neutral, D= Disagree, &
SD= Strongly 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, N = Neutral, D = Disagreed and for SD = Strongly Disagreed )
1 What is your gender? (1) Male (2) Female
2 What category describes your age? (1) 18 to 25 (2) 26 to 35 (3) 36 to 45 (4) 45 above
Recognition & Reward
3 The reward system practiced in your Organization communicated to all employees SA A N D S
4 Policy for the selecting employees for reward is constructive SA A N D S
5 Good performers are awarded in front of whole staff SA A N D S
6 You are fully satisfied with your compensation & Benefit system SA A N D S
Leadership & Management
7 Your manager/supervisor encourages high achievement by reducing fear of failure SA A N D S
8 Your manager/supervisor takes responsibility for shaping up your attitudes SA A N D S
9 Your manager/supervisor provides you feedback to help in achievement of goals SA A N D S
1
0 You have lack of leadership down the chain of command SA A N D S
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1
1 You feel you can voice your opinion without fear SA A N D S
Performance Management System
1
2 Talent is fully identified & Job Descriptions are updated accordingly SA A N D S
1
3 You get fair recognition and appreciation for your performance SA A N D S
1
4 You have the culture of favoritism SA A N D S
15 Quality & Quantity of work you are asked to perform is achievable SA A N D S
1
6 You have found that the promotion decisions are made on merit SA A N D S
Work Contents
1
7 you have great understanding of system of your departments SA A N D S
1
8 You have found dynamic growth rate in your organization SA A N D S
1
9 Does your qualification matches your Job description SA A N D S
2
0 You are satesfied with the work distribution in your department SA A N D S
2
1 You feel personal grooming in your Current Job Description SA A N D S
Career Development
2
2 Employees have high level of satisfaction towards provided training facilities SA A N D S
2
3 You have opportunities to learn and grow in this company SA A N D S
2
4 You feel there is adequate possibility that you move to a better job SA A N D S
25 You probably look for a new job in the next year SA A N D S
2
6 Reason to move the job is because of that you want to switch from Industry SA A N D S