EMPLOYEES’ PERCEPTION ON ORGANISATIONAL COMMITMENT...
Transcript of EMPLOYEES’ PERCEPTION ON ORGANISATIONAL COMMITMENT...
149
CHAPTER VI
EMPLOYEES’ PERCEPTION ON ORGANISATIONAL
COMMITMENT AND RETENTION DECISIONS ANALYSIS AND INTERPRETATION- PART II
6.1 INTRODUCTION
According to Peter F. Ducker’s theories, Organizational Commitment
is highly valuable. His studies have highlighted the impact of commitment
on the successful performance of an organization. This is because a highly
committed employee will identify with the goals and values of the
organization, has a stronger desire to belong to the organization and is
willing to display greater organizational citizenship behavior i.e., a
willingness to go over and beyond his required job duties. And if human
resources (employees) are said to be an organization‘s greatest assets, then
committed human resources should be regarded as an organization’s
competitive advantage. Earlier researchers suggest that the failure of
organizational commitments can generally be attributed to negative
employee attitudes towards work that in turn may impact employees’
decisions to stay or search for better organizations. Based on the conceptual
understanding in this chapter of the study the researcher aims to draw an
introspective analysis on employees’ commitment towards their
organizations and its impact on their intention to stay or leave i.e., search for
better job opportunities.
150
6.2 ORGANIZATION COMMITMENT
Fostering employee commitment can have a great impact on
decreasing turnover rates. Research shows that commitment has a positive
effect on productivity, turnover and employees willingness to help co-
workers. In fact, increased employee commitment has been shown to
improve team performance and productivity and decrease absenteeism,
turnover, and intention to quit. The sample employees levels of organization
commitments are depicted in the following table.
TABLE: 6.1
ORGANIZATIONAL COMMITMENT
Variables Public Sector Private Sector
Sum Mean Rank Sum Mean Rank
I feel a strong sense of belonging to this
organization 691 3.64 2 917 3.79 2
I could just as well be working for a
different organization if the type of work
was similar
650 3.42 6 889 3.67 5
Often I find it difficult to agree with this
organization’s policies on important
matters relating to its employees
614 3.23 9 832 3.44 9
This organization really inspires the very
best in me in the way of job performance 648 3.41 8 880 3.64 7
I find that my values and this
organization’s values are very similar 675 3.55 5 910 3.76 4
There is little to be gained by sticking with
this organization indefinitely 650 3.42 6 889 3.67 5
I am willing to put in a great deal more
effort than normally expected to help this
organization be successful
692 3.64 2 917 3.79 2
I am proud to tell others that I am part of
this organization 758 3.99 1 974 4.02 1
I really care about the fate of this
organization 688 3.62 4 846 3.50 8
Source: Primary Data
151
The table 6.1 shows organizational commitment of the respondents.
Both public and private sector employees express their pride that they are
part of the organization. This feeling has been ranked first with an average
mean of 3.99 and 4.02 respectively. Similarly the sense of a strong feel of
belongingness to the organization and willingness to put great deal than
expected for the success of the organization has been ranked second both in
the public and private personnel with an average mean of 3.64 and 3.79
respectively. In the public sector, finding the best in the performance of an
employee has been ranked eight while in the private sector, caring for the
fate of the organization has been ranked eight.
It has been inferred from the above table that in both the sectors, there
is least difficulty in agreeing with policies of the organizations, because, the
policies are framed in such a way that the employees can follow them
without much ado.
Public sector employees really care for the fate of the organization
than the private sector personnel. However it has been observed that the
private sector employees are more concerned with individual development
and career up gradation than expressing high degree for the smooth
functioning of the organization.
152
The following hypothesis tends to measure the association and
disassociation that exist in organizational commitment of employees both in
public and private sector organizations.
H3: There exist no differences in the organization commitment practices
adhered by the employees of public and private sector institutions.
TABLE: 6.2
PAIRED t TEST
ORGANIZATION COMMITMENT OF
PUBLIC AND PRIVATE SECTOR EMPLOYEES
Pairs Mean SD SE Correlation
Pair I Public sector 3.546 0.215 0.071
.821 Private sector 3.697 0.171 0.057
The measure of correlation between the organizational commitment of
public and private sector employees are observed to be positively inter-
related and there exist no differences in the organization commitment
practices adhered by the employees of public and private sector institutions.
It is clearly understood that employees are committed to the
organizations where they work irrespective of the nature of the concern.
Organizational commitment consists of company policies and objectives and
it is obvious that the employees are committed to those organizational
policies and objectives in both the sectors.
153
TABLE: 6.3
PAIRED SAMPLES TEST
ORGANIZATION COMMITMENT OF
PUBLIC AND PRIVATE SECTOR EMPLOYEES
Pairs Mean SD SE t
value Sig
Pair I
Public sector
and Private
sector
-0.151 0.122 0.040 -3.688 .006
Level of Significance 5 per cent
The calculated paired ‘t’ test values are observed to be within the
limits of five per cent level of significance, hence the hypothesis framed
stands accepted and it is concluded that there exist no differences in the
organization commitment practices adhered by the employees of public and
private sector institutions.
6.3 INTENTION TO STAY
Individuals’ preference to stay in a company clearly shows their care
about their career priorities (life stage needs), health, location, family, dual-
career, and other personal needs. The following table depicts employees’
intention to either stay or leave the present organizations.
154
TABLE: 6.4
TURNOVER INTENTION
Variables Public Sector Private Sector
Sum Mean Rank Sum Mean Rank
I plan to work at my present job for as
long as possible 712 3.75 1 884 3.65 3
I will most certainly look for a new job in
the near future 641 3.37 3 823 3.40 4
I plan to stay in this job for at least two to
three years 622 3.27 4 892 3.69 2
I would hate to quit this job 692 3.64 2 917 3.80 1
Source: Primary Data
From the above table, it is inferred that the turnover intentions of the
employees both in public and private sectors. Plan to work in the present job
for as long as possible has first rank with an average mean of 3.75. Hate to
quit the job has second rank with an average mean of 3.64. Plan to stay in
the job for at least two to three years has fourth rank with an average mean
3.27. In the private sector, hate to quit the job has first rank with an average
mean 3.80. Looking for a new job in the near future has fourth rank with an
average mean 3.40.
It is inferred that in public sector, the employees want to work as long
as possible because of job security and monetary benefits they receive.
Whereas in the private sectors, employees enjoy working because of the
colleagues’ supports, career upliftment and opportunities to prove their
capability by undertaking challenging and time based tasks.
155
The following hypothesis tends to measure the association and
disassociation that exist between public and private sector employees’
intention to stay in the present organization of work.
H4: There exist no differences among the public and private sector
employees’ intention either to stay or leave the job.
TABLE: 6.5
PAIRED t TEST
PUBLIC AND PRIVATE SECTOR EMPLOYEES’
INTENTION TO STAY OR LEAVE
Pairs Mean SD SE Correlation
Pair I Public sector 3.507 0.224 0.112
.393 Private sector 3.635 0.169 0.084
The measures of correlation have established positive but very
association in public and private sector employees’ intention either to stay or
leave the job.
156
TABLE: 6.6
PAIRED SAMPLES TEST
PUBLIC AND PRIVATE SECTOR EMPLOYEES’
INTENTION TO STAY OR LEAVE
Pairs Mean SD SE t
value Sig
Pair I
Public sector
and Private
sector
-0.127 0.222 0.111 -1.149 .334
Level of Significance: 5 per cent
The calculated paired ‘t’ test values are observed to be above the
limits of five per cent level of significance, hence the hypothesis framed
stands rejected and it is concluded that there exist differences among the
public and private sector employees’ intention either to stay or leave the job.
Public sector employees want to stay in the same job as long as
possible for them than the private sector employees. This is due to the career
development and monetary benefits they receive than the private sector
employees who work harder even to receive their regular monthly salary.
6.4 RELATION BETWEEN SOCIO-ECONOMIC STATUS AND
TURNOVER INTENTION
As per Maslow’s hierarchy theory human wants increase as he/she
gets satisfaction in one stage of life cycle. Based on this concept the
following hypothesis is framed and tested.
H5: The socio-economic and job status of an employee significantly
influences their decision either to retain or leave their present job.
157
TABLE: 6.7(a)
RELATION BETWEEN SOCIO-ECONOMIC STATUS AND
TURNOVER INTENTION (PUBLIC SECTOR)
Socio-economic status Turnover intention
Total Variables Source
Strongly
Agree Agree Moderately Disagree
Strongly
Disagree
Gender
Male 1(0.50) 3(1.60) 33(17.40) 79(41.60) 10(5.30) 126(66.30)
Female 0(0.00) 6(3.20) 21(11.10) 37(19.50) 0(0.00) 64(33.70)
Total 1(0.50) 9(4.70) 54(28.40) 116(61.10) 10(5.30) 190(100)
Age
Under
21 years 0(0.00) 1(0.50) 0(0.00) 2(1.10) 0(0.00) 3(1.60)
21 to 39
years 10(.50) 3(1.60) 24(12.60) 60(31.60) 5(2.60) 93(48.90)
40 to 59
years 0(0.00) 5(2.60) 30(15.80) 54(28.40) 5(2.60) 94(49.50)
Total 1(0.50) 9(4.70) 54(28.40) 116(61.10) 10(5.30) 190(100)
Educational
Qualification
Below
10th
0(0.00) 0(.00) 2(1.10) 0(0.00) 0(0.00) 2(1.10)
H.S.C.
Only 1(0.50) 3(1.60) 6(3.20) 12(6.30) 0(0.00) 22(11.60)
Diploma
Holder 0(0.00) 2(1.10) 10(5.30) 25(13.20) 2(1.10) 39(20.50)
Degree
Holder 0(0.00) 3(1.60) 26(13.70) 45(23.70) 3(1.60) 77(40.50)
PG
Holder 0(0.00) 1(0.50) 10(5.30) 34(17.90) 5(2.60) 50(26.30)
Total 1(0.50) 9(4.70) 54(28.40) 116(61.10) 10(5.30) 190(100)
Length of
Employment
1 to 6
months 0(0.00) 1(0.50) 0(0.00) 2(1.10) 0(0.00) 3(1.60)
6 month
to 1 year 0(0.00) 0(0.00) 3(1.60) 3(1.60) 0(0.00) 6(3.20)
1 to 3
years 0(0.00) 0(0.00) 6(3.20) 11(5.80) 2(1.10) 19(10.00)
3 to 5
years 0(0.00) 1(0.50) 10(5.30) 28(14.70) 1(0.50) 40(21.10)
5 to 10
years 0(0.00) 1(0.50) 17(8.90) 18(9.50) 2(1.10) 38(20.00)
10 to 15
years 1(0.50) 6(3.10) 18(9.50) 54(28.40) 5(2.70) 84(44.20)
Total 1(0.50) 9(4.70) 54(28.40) 116(61.10) 10(5.30) 190(100)
Source: Computed Data
158
TABLE: 6.7(b)
RELATION BETWEEN SOCIO-ECONOMIC STATUS AND
TURNOVER INTENTION (PUBLIC SECTOR)
Socio-economic status Turnover intention
Total Variables Source
Strongly
Agree Agree
Moderate
ly Disagree
Strongl
y
Disagr
ee
Monthly
Income
Below `.
10000 0(0.00) 0(0.00) 4(2.10) 6(3.20) 2(1.10) 12(6.30)
`.10000 to
`.20000 0(0.00) 1(.50) 10(5.30) 21(11.10) 1(.50) 33(17.40)
`. 20001 to
`. 30000 1(0.50) 5(2.60) 22(11.60) 46(24.20) 2(1.10) 76(40.00)
`. 30001 to
`. 40000 0(0.00) 1(0.50) 14(7.40) 33(17.40) 3(1.60) 51(26.80)
`. 40001 to
`. 50000 0(0.00) 0(0.00) 2(1.10) 5(2.60) 1(.50) 8(4.20)
Above
`. 50000 0(0.00) 2(1.10) 2(1.10) 5(2.60) 1(.50) 10(5.30)
Total 1(0.50) 9(4.70) 54(28.40) 116(61.10) 10(5.30) 190(100)
Management
Level
Top Level
Executive 0(0.00) 2(1.10) 11(5.80) 10(5.30) 3(1.60) 26(13.70)
Middle Level
Management 1(0.50) 3(1.60) 27(14.20) 64(33.70) 5(2.60) 100(52.60)
Low Level
Management 0(0.00) 4(2.10) 16(8.40) 42(22.10) 2(1.10) 64(33.70)
Total 1(0.50) 9(4.70) 54(28.40) 116(61.10) 10(5.30) 190(100)
Type of the
organization
Manufacturing
Industry 0(0.00) 2(1.10) 9(4.70) 21(11.10) 3(1.60) 35(18.40)
Service
Organization 1(0.50) 7(3.70) 45(23.70) 95(50.00) 7(3.70) 155(81.60)
Total 1(0.50) 9(4.70) 54(28.40) 116(61.10) 10(5.30) 190(100)
Size of the
organization
Large Scale 0(0.00) 6(3.20) 39(20.50) 84(44.20) 7(3.70) 136(71.60)
Medium Scale 1(0.50) 2(1.10) 14(7.40) 31(16.30) 3(1.60) 51(26.80)
Small Scale 0(0.00) 1(0.50) 1(0.50) 1(0.50) 0(0.00) 3(1.60)
Total 1(0.50) 9(4.70) 54(28.40) 116(61.10) 10(5.30) 190(100)
Source: Computed Data
159
TABLE: 6.8
RESULT OF CHI-SQUARE
RELATION BETWEEN SOCIO-ECONOMIC STATUS AND
TURNOVER INTENTION (PUBLIC SECTOR)
Variables
Chi-
square
value
DF Table
value
Contingency
co-efficient Remark
Gender 10.791 4 9.488 .232 Rejected
Age 8.777 8 15.507 .210 Accepted
Educational
Qualification 23.655 16 26.296 .333 Accepted
Length of
Employment 25.579 24 36.415 .344 Accepted
Monthly Income 15.523 20 31.410 .275 Accepted
Management
Level 9.474 8 15.507 .218 Accepted
Type of the
organization 1.323 4 9.488 .083 Accepted
Size of the
organization 8.640 8 15.507 .209 Accepted
Level of Significance: 5 per cent
The calculated chi-square values are lesser than the table values at 5
per cent level of significance. Therefore, the hypothesis framed is accepted.
It has been concluded that the socio-economic and job status of a public
sector employee significantly influences their decision either to retain or
leave their present job.
It has been further inferred that gender of employee does not have any
influence in taking a decision either to stay or leave the job, on the basis of
the educational qualification, monthly income, length of services or size of
organization. It is noted that if a problem comes, it is common for human
being irrespective of gender. In the modern world, both male and female are
working to meet the cost. There is no partiality between men and women in
work place in taking decision.
160
TABLE: 6.9(a)
RELATION BETWEEN SOCIO-ECONOMIC STATUS AND
TURNOVER INTENTION (PRIVATE SECTOR) Socio-economic status Turnover intention
Total Variables Source
Strongly
Agree Agree Moderately Disagree
Strongly
Disagree
Gender
Male 0(0.00) 9(3.70) 35(14.50) 81(33.50) 16(6.60) 141(58.30)
Female 0(0.00) 5(2.10) 31(12.80) 44(18.20) 21(8.70) 101(41.70)
Total 0(0.00) 14(5.80) 66(27.30) 125(51.70) 37(15.30) 242(100)
Age
Under
21 years 0(0.00) 0(0.00) 3(1.20) 7(2.90) 1(0.40) 11(4.50)
21 to 39
years 0(0.00) 12(5.00) 46(19.00) 94(38.80) 28(11.60) 180(74.40)
40 to 59
years 0(0.00) 1(0.40) 15(6.20) 16(6.60) 7(2.90) 39(16.10)
60 and
More
years
0(0.00) 1(0.40) 2(0.80) 8(3.30) 1(0.40) 12(5.00)
Total 0(0.00) 14(5.80) 66(27.30) 125(51.70) 37(15.30) 242(100)
Educational
Qualification
Below
10th 0(0.00) 0(0.00) 2(0.80) 6(2.50) 0(0.00) 8(3.30)
H.S.C.
Only 0(0.00) 4(1.70) 8(3.30) 19(7.90) 5(2.10) 36(14.90)
Diploma
Holder 0(0.00) 2(0.80) 11(4.50) 26(10.70) 5(2.10) 44(18.20)
Degree
Holder 0(0.00) 3(1.20) 31(12.80) 52(21.50) 18(7.40) 104(43.00)
PG
Holder 0(0.00) 5(2.10) 14(5.80) 22(9.10) 9(3.70) 50(20.70)
Total 0(0.00) 14(5.80) 66(27.30) 125(51.70) 37(15.30) 242(100)
Length of
Employment
1 to 6
months 0(0.00) 0(0.00) 6(2.50) 10(4.10) 1(0.40) 17(7.00)
6 month
to 1 year 0(0.00) 0(0.00) 10(4.10) 17(7.00) 2(0.80) 29(12.00)
1 to 3
years 0(0.00) 6(2.50) 13(5.40) 25(10.30) 6(2.50) 50(20.70)
3 to 5
years 0(0.00) 4(1.70) 10(4.10) 31(12.80) 14(5.80) 59(24.40)
5 to 10
years 0(0.00) 3(1.20) 19(7.90) 24(9.90) 6(2.50) 52(21.50)
10 to 15
years 0(0.00) 1(0.40) 8(3.30) 18(7.40) 8(3.30) 35(14.50)
Total 0(0.00) 14(5.80) 66(27.30) 125(51.70) 37(15.30) 242(100)
Source: Computed Data
161
TABLE: 6.9(b)
RELATION BETWEEN SOCIO-ECONOMIC STATUS AND TURNOVER INTENTION
(PRIVATE SECTOR)
Socio-economic status Turnover intention
Total Variables Source
Strongly
Agree Agree Moderately Disagree
Strongly
Disagree
Monthly
Income
Below `. 10000 0(0.00) 4(1.70) 27(11.20) 53(21.90) 20(8.30) 104(43.00)
`.10000 to `.20000 0(0.00) 6(2.50) 23(9.50) 36(14.90) 8(3.30) 73(30.20)
`. 20001 to `. 30000 0(0.00) 1(0.40) 6(2.50) 17(7.00) 3(1.20) 27(11.20)
`. 30001 to `. 40000 0(0.00) 3(1.20) 4(1.70) 12(5.00) 4(1.70) 23(9.50)
`. 40001 to `. 50000 0(0.00) 0(0.00) 4(1.70) 7(2.90) 2(0.80) 13(5.40)
Above `. 50000 0(0.00) 0(0.00) 2(0.80) 0(0.00) 0(0.00) 2(0.80)
Total 0(0.00) 14(5.80) 66(27.30) 125(51.70) 37(15.30) 242(100)
Managemen
t Level
Top Level Executive 0(0.00) 3(1.20) 12(5.00) 35(14.50) 5(2.10) 55(22.70)
Middle Level Management 0(0.00) 5(2.10) 38(15.70) 54(22.30) 17(7.00) 114(47.10)
Low Level Management 0(0.00) 6(2.50) 16(6.60) 36(14.90) 15(6.20) 73(30.20)
Total 0(0.00) 14(5.80) 66(27.30) 125(51.70) 37(15.30) 242(100)
Type of the
organization
Manufacturing Industry 0(0.00) 4(1.70) 30(12.40) 73(30.20) 14(5.80) 121(50.00)
Service Organization 0(0.00) 10(4.10) 36(14.90) 52(21.50) 23(9.50) 121(50.00)
Total 0(0.00) 14(5.80) 66(27.30) 125(51.70) 37(15.30) 242(100)
Size of the
organization
Large Scale 0(0.00) 5(2.10) 26(10.70) 57(23.60) 16(6.60) 104(43.00)
Medium Scale 0(0.00) 6(2.50) 28(11.60) 55(22.70) 10(4.10) 99(40.90)
Small Scale 0(0.00) 3(1.20) 12(5.00) 13(5.40) 11(4.50) 39(16.10)
Total 0(0.00) 14(5.80) 66(27.30) 125(51.70) 37(15.30) 242(100)
Source: Computed Data
162
TABLE: 6.10
RESULT OF CHI-SQUARE
RELATION BETWEEN SOCIO-ECONOMIC STATUS AND
TURNOVER INTENTION (PRIVATE SECTOR)
Variables
Chi-
square
value
DF Table
value
Contingency
co-efficient Remark
Gender 6.581 3 7.815 .163 Accepted
Age 6.730 9 16.919 .164 Accepted
Educational
Qualification 10.259 12 21.026 .202 Accepted
Length of
Employment 19.789 15 24.996 .275 Accepted
Monthly
Income 14.581 15 24.996 .238 Accepted
Management
Level 8.771 6 12.592 .187 Accepted
Type of the
organization 8.834 3 7.815 .188 Rejected
Size of the
organization 9.864 6 12.592 .198 Accepted
Level of Significance: 5 per cent
The calculated chi-square values are lesser than the table values at 5
per cent level of significance. Therefore, the hypothesis framed is accepted.
It has been concluded that the socio-economic and job status of a private
sector employee significantly influences their decision to either stay or leave
their present job. However, the type of the organization, it corporate status,
reputation, number of branches it has significantly influences employee
decisions to stay or leave. So the employees of private organization are not
much considering the type of the organization for their decision i.e.,
manufacturing or service sector.
163
6.5 MULTIPLE REGRESSION ANALYSIS
Sets of four Multiple regression modeling have been performed by the
researcher to measure the influences of organizational HR practices and
organizational factors on the employee commitment towards their employer
and their intention to stay or leave in a particular organization.
H6: HR practices of public and private sector institutions like:
Organization fit, Remuneration, recognition and reward, Opportunities
for training and career development, Challenging employment
assignments and opportunities to work are positively influence
employees’ commitment towards his/her employer/organization.
6.5.1 INFLUENCES OF HR PRACTICES ON ORGANISATION
COMMITMENT OF EMPLOYEES IN PUBLIC SECTOR
The regression model has been performed to evaluate influences of
HR practices on organization Commitment of public sector institutions. The
dependent variable is employees’ commitment and the independent variables
are: X1- Organization fit, X2- Remuneration, recognition and reward, X3-
Opportunities for training and career development and X4- Challenging
employment assignments and opportunities.
HR practices of public sector institutions = f (Organization fit,
Remuneration, recognition and reward, Opportunities for training and career
development and Challenging employment assignments and opportunities).
164
Measured HR practices of public sector institutions as a dummy
variable and run the following regression model of the HR practices of
public sector institutions. Specifically,
Influences of HR practices on organization Commitment of public
sector employees= α + β1X1 + β2X2 +β3X3 + β4X4 + e
Where,
Influences of HR practices on organization Commitment of public
sector employees (Y) =
X1 = Organization fit
X2 = Remuneration, recognition and reward
X3 = Opportunities for training and career development
X4 = Challenging employment assignments and opportunities
Where, α is constant and β1, β2, β3, β4 are coefficients to estimate,
and e is the error term, which the authors assumed as NID for this research.
TABLE: 6.11
MULTIPLE REGRESSION MODEL SUMMARY
INFLUENCES OF HR PRACTICES ON ORGANISATION
COMMITMENT OF EMPLOYEES IN PUBLIC SECTOR
R R2 Adjusted R
2 SE
F
Value Sig
.646 .418 .405 .541 33.193 .000
Level of Significance: 5 per cent
165
Y = .768+.194 X1+.241 X2+.185 X3+.181 X4
It has been revealed from the above econometric analysis that F ratio
(33.193) is statistically significant at 5 per cent level of significant. This
indicates the entire regression is significant, that is it established meager
41.80 per cent relationship between the variables tested. Thus, it has
concluded that the hypothesis framed stands accepted. It has been inferred
that HR practices of public sector institutions like: Organization fit;
Remuneration, recognition and reward; Opportunities for training and career
development; Challenging employment assignments and opportunities to
work are positively influence employees’ commitment towards his
employer/organization.
It is noted that employee’s commitment arise when there is
organizational fit for an employee i.e. personal and organizational goals
have to match each other. Commitment is influenced by the remuneration
package. When each and every employee has to be recognized and rewarded
for his work and challenges in work will induce employee’s commitment.
166
TABLE: 6.12
INFLUENCES OF HR PRACTICES ON ORGANISATION
COMMITMENT OF EMPLOYEES IN PUBLIC SECTOR
Variables
Unstandardized
Coefficients
Standardized
Coefficients t Sig.
Co linearity
Statistics
B Std.
Error Beta Tolerance VIF
Constant .768 .264 - 2.906 .004 - -
Organization fit .194 .061 .197 3.194 .002 .829 1.207
Remuneration,
recognition and
reward
.241 .059 .288 4.054 .000 .623 1.604
Opportunities
for training and
career
development
.185 .058 .221 3.177 .002 .652 1.534
Challenging
employment
assignments and
opportunities
.181 .068 .166 2.657 .009 .811 1.233
Level of Significance: 5 per cent
To determine one or more of the independent variables which are
significant predictors of HR practices of public sector institutions the
information provided in the co-efficient table is examined. All the above 4
parameters/statements are statistically significant. The standardized co-
efficient beta column reveals that HR practices of public sector institutions
have beta co-efficient .768, which is statistically significantly at 0.000.
To assess multi-co linearity one looks at the size of tolerance and VIF
(Variance Inflated Factor). For the tolerance small, indicate the absence of
co linearity. The VIF is the inverse (opposite) of tolerance, one looks for
large values. If the tolerance value is smaller than .10, it is concluded that
multi-co linearity is a problem. Similarly, if the VIF is 5 or larger, then
167
multi-co linearity is a problem. Since the tolerance value is substantially
above .10 and the VIF is smaller than 5 it is concluded that multi-co linearity
among the independent variable is statistically significant.
Predicated Value of
Influences of HR practices on organization Commitment of public
sector employees = .768 (Constant)
± .194 (Organization fit)
± .241 (Remuneration, recognition and reward)
± .185 (Opportunities for training and career development)
± .181 (Challenging employment assignments and opportunities)
To assess the HR practices of public sector institutions multiple
regression modeling has been performed and the relative importance of the
individual dimension is generated. With the support of multiple regression
modeling, four variables have been tested and found significant.
It is clearly noted that for the employee’s commitment, all the four
elements such as Organization fit; Remuneration, recognition and reward;
Opportunities for training and career development and Challenging
employment assignments and opportunities are essential.
6.5.2 INFLUENCES OF HR PRACTICES ON ORGANISATION
COMMITMENT OF EMPLOYEES IN PRIVATE SECTOR
The regression model has been performed to evaluate influences of
HR practices on Organization Commitment of private sector institutions.
168
The dependent variable is employees’ commitment and the independent
variable are X1- Organization fit, X2- Remuneration, recognition and reward,
X3- Opportunities for training and career development and X4- Challenging
employment assignments and opportunities.
HR practices of private sector institutions = f (Organization fit,
Remuneration, recognition and reward, Opportunities for training and career
development and Challenging employment assignments and opportunities).
Measured of organizational commitment of private sector institutions
as a dummy variable and run the following regression model of the HR
practices of private sector institutions. Specifically,
Influences of HR practices on Organization Commitment of private
sector employees = α + β1X1 + β2X2 +β3X3 + β4X4 + e
Where,
Influences of HR practices on organization Commitment of private
sector institutions (Y) =
X1 = Organization fit
X2 = Remuneration, recognition and reward
X3 = Opportunities for training and career development
X4 = Challenging employment assignments and opportunities
Where, α is constant and β1, β2, β3, β4are coefficients to estimate,
and e is the error term, which the authors assumed as NID for this research.
169
TABLE: 6.13
MULTIPLE REGRESSION MODEL SUMMARY
INFLUENCES OF HR PRACTICES ON ORGANISATION
COMMITMENT OF EMPLOYEES IN PRIVATE SECTOR
R R2
Adjusted
R2
SE F
Value Sig
.716 .513 .504 .555 62.325 .000
Level of Significance: 5 per cent
Y = .680+.095 X1+.145 X2+.394 X3+.201 X4
It has been revealed from the above econometric analysis that F ratio
(62.325) is statistically significant at 5 per cent level of significant. This
indicates the entire regression is significant, that is it established meager
51.30 per cent relationship between the variables tested. Thus, it has been
concluded that the hypothesis framed stands accepted. It has inferred that
HR practices like: Organization fit; Remuneration, recognition and reward;
Opportunities for training and career development; Challenging employment
assignments and opportunities to work are positively influence employees’
commitment towards his/her employer/organization.
It is clear that the above variables are present in the private sector
organizations which generate commitment among the employees.
170
TABLE: 6.14
INFLUENCES OF HR PRACTICES ON ORGANISATION
COMMITMENT OF EMPLOYEES IN PRIVATE SECTOR
Variables
Unstandardized
Coefficients
Standardized
Coefficients t Sig.
Co linearity
Statistics
B Std.
Error Beta Tolerance VIF
Constant .680 .212 - 3.208 .002 - -
Organization fit .095 .056 .094 1.693 .092 .674 1.484
Remuneration,
recognition and
reward
.145 .056 .162 2.587 .010 .524 1.907
Opportunities
for training and
career
development
.394 .059 .420 6.669 .000 .519 1.927
Challenging
employment
assignments and
opportunities
.201 .067 .177 3.004 .003 .592 1.690
Level of Significance: 5 per cent
To determine one or more of the independent variables which are
significant predictors of HR practices of private sector institutions, the
information provided in the co-efficient table is examined. All the above 4
parameters statements are statistically significant. The standardized co-
efficient beta column reveals that HR practices of private sector institutions
have beta co-efficient .680 which is statistically significant at 0.000.
To assess multi-co linearity one looks at the size of tolerance and VIF
(Variance Inflated Factor). For the tolerance small indicate the absence of
co linearity. The VIF is the inverse (opposite) of tolerance, one looks for
large values. If the tolerance value is smaller than .10, it is concluded that
171
multi-co linearity is a problem. Similarly, if the VIF is 5 or larger, then
multi-co linearity is a problem. Since the tolerance value is substantially
above .10 and the VIF is smaller than 5 it is concluded that multi-co linearity
among the independent variable is statistical significant.
Predicated Value of
Influences of HR practices on organization Commitment of private
sector institutions = .680 (Constant)
± .145 (Remuneration, recognition and reward)
± .394 (Opportunities for training and career development)
± .201 (Challenging employment assignments and opportunities)
To assess the HR practices of private sector institutions multiple
regression modeling has been performed and the relative importance of the
individual dimension is generated. With the support of multiple regression
modeling four variables have been tested and three variables found
significant. They are: Remuneration, recognition and reward; Opportunities
for training and career development; and Challenging employment
assignments and opportunities.
In the private sector, all the above variables are significant except
organization fit. Because, the organizational goals may not match with the
individual goal when there is no opportunity for career development.
H7: HR practices of public and private sector institutions like:
Organization fit, Remuneration, recognition and reward, Opportunities
for training and career development, Challenging employment
172
assignments and opportunities to work are positively influence
employees’ intention to stay or leave their present organization.
6.5.3 INFLUENCES OF HR PRACTICES ON RETENTION OF
EMPLOYEES IN PUBLIC SECTOR
The regression model has been performed to evaluate influences of
HR practices on retention of public sector employees. The dependent
variable is reason for retaining and the independent variables are X1-
Organization fit, X2- Remuneration, recognition and reward, X3-
Opportunities for training and career development and X4- Challenging
employment assignments and opportunities.
Influences of HR practices on retention of public sector employees= f
(Organization fit, Remuneration, recognition and reward, Opportunities for
training and career development and Challenging employment assignments
and opportunities).
Measured HR practices on retention of public sector employees as a
dummy variable and run the following regression model of the HR practices
of public sector institutions. Specifically,
Influences of HR practices on retention of public sector employees= α
+ β1X1 + β2X2 +β3X3 + β4X4 + e
Where,
Influences of HR practices on retention of public sector employees
(Y) =
173
X1 = Organization fit
X2 = Remuneration, recognition and reward
X3 = Opportunities for training and career development
X4 = Challenging employment assignments and opportunities
Where, α is constant and β1, β2, β3, β4are coefficients to estimate,
and e is the error term, which the authors assumed as NID for this research.
TABLE: 6.15
MULTIPLE REGRESSION MODEL SUMMARY
INFLUENCES OF HR PRACTICES ON RETENTION OF
EMPLOYEES IN PUBLIC SECTOR
R R2
Adjusted
R2
SE F Value Sig
.432 .187 .169 .790 10.624 .000
Level of Significance: 5 per cent
Y = 1.524+.331X1+.121 X2.095 X3+.131 X4
It has been revealed from the above econometric analysis that F ratio
(10.624) is statistically significant at 5 per cent level of significant. This
indicates that the entire regression is significant, that is it established meager
43.20 per cent relationship between the variables tested. Thus, it has
concluded that the hypothesis framed stands accepted.
It is inferred that HR practices like Organization fit; Remuneration,
recognition and reward; Opportunities for training and career development;
Challenging employment assignments and opportunities to work have
positive influence on public sector employees’ intention to stay with their
present organization.
174
It is understood that the above factors exist in the public sector. So the
employees are willing to work there and stay there for a long period.
TABLE: 6.16
INFLUENCES OF HR PRACTICES ON RETENTION OF
EMPLOYEES IN PUBLIC SECTOR
Variables
Unstandardized
Coefficients
Standardized
Coefficients T Sig.
Co linearity
Statistics
B Std.
Error Beta Tolerance VIF
Constant 1.524 .386 - 3.951 .000 - -
Organization
fit .331 .089 .272 3.734 .000 .829 1.207
Remuneration,
recognition
and reward
.121 .087 .117 1.396 .164 .623 1.604
Opportunities
for training and
career
development
.095 .085 .092 1.120 .264 .652 1.534
Challenging
employment
assignments
and
opportunities
.131 .099 .097 1.318 .189 .811 1.233
Level of Significance: 5 per cent
To determine one or more of the independent variables which are
significant predictors of HR practices of public sector institutions the
information provided in the co-efficient table is examined. All the above 4
parameters statements are statistically significant. The standardized co-
efficient beta column reveals that HR practices of public sector institutions
have beta co-efficient 1.524 which is statistically significantly at 0.000.
175
To assess multi-co linearity one looks at the size of tolerance and VIF
(Variance Inflated Factor). For the tolerance small indicate the absence of
co linearity. Since the VIF is the inverse (opposite) of tolerance, one looks
for large values. If the tolerance value is smaller than .10, it is concluded
that multi-co linearity is a problem. Similarly, if the VIF is 5 or larger, then
multi-co linearity is a problem. Since the tolerance value is substantially
above .10 and the VIF is smaller than 5 it is concluded that multi-co linearity
among the independent variables is statistical significant.
Predicated Value of
Influences of HR practices on retention of public sector employees
= 1.524 (Constant)
± .331(Organization fit)
To assess the HR practices of public sector institutions multiple
regression modeling has been performed. The relative importance of the
individual dimension of the generated scale with the support of multiple
regression modeling has been adopted. Out of four variables tested, one
variable is found significant i.e., Organization fit.
It has been clearly noted that the employees of public sectors stay in
the organization for the variable ‘Organization fit’ which matches the
organizational goals with individual goal. Hence both the organizations as
well as the employees are satisfied with the achievement of their goals.
176
6.5.4 INFLUENCES OF HR PRACTICES ON RETENTION OF
EMPLOYEES IN PRIVATE SECTOR
The regression model has been performed to evaluate influences of
HR practices on retention of private sector employees. The dependent
variable is the reason for retaining and the independent variable is X1-
Organization fit, X2- Remuneration, recognition and reward, X3-
Opportunities for training and career development and X4- Challenging
employment assignments and opportunities.
Influences of HR practices on retention of private sector employees= f
(Organization fit, Remuneration, recognition and reward, Opportunities for
training and career development and Challenging employment assignments
and opportunities).
Measured HR practices influences on employee retention in private
sector institutions as a dummy variable and run the following regression
model of the HR practices of private sector institutions. Specifically,
Influences of HR practices on retention of private sector employees=
α + β1X1 + β2X2 +β3X3 + β4X4 + e
Where,
Influences of HR practices on retention of private sector employees
(Y) =
X1 = Organization fit
X2 = Remuneration, recognition and reward
X3 = Opportunities for training and career development
X4 = Challenging employment assignments and opportunities
177
Where, α is constant and β1, β2, β3, β4 are coefficients to estimate,
and e is the error term, which the authors assumed as NID for this research.
TABLE: 6.17
MULTIPLE REGRESSION MODEL SUMMARY
INFLUENCES OF HR PRACTICES ON RETENTION OF
EMPLOYEES IN PRIVATE SECTOR
R R2 Adjusted R
2 SE F Value Sig
.664 .441 .432 .679 46.734 .000
Level of Significance: 5 per cent
Y = .864+.085X1+.444 X2+.184 X3+.122 X4
It has been revealed from the above econometric analysis that F ratio
(46.734) is statistically significant at 5 per cent level of significant. This
indicates the entire regression is significant, that is, it has established meager
66.40 per cent relationship between the variables tested.
Thus, it is concluded that the hypothesis framed stands accepted. It
has been inferred that HR practices like Organization fit; Remuneration,
recognition and reward; Opportunities for training and career development;
Challenging employment assignments and opportunities to work have
positive influence on the private sector institutions employees intention to
stay in their present organizations.
178
TABLE: 6.18
INFLUENCES OF HR PRACTICES ON RETENTION OF
EMPLOYEES IN PRIVATE SECTOR
Variables
Unstandardized
Coefficients
Standardized
Coefficients T Sig.
Co linearity
Statistics
B Std.
Error Beta Tolerance VIF
Constant .864 .259 - 3.330 .001 - -
Organization fit .085 .068 .074 1.244 .215 .674 1.484
Remuneration,
recognition
and reward
.444 .068 .435 6.492 .000 .524 1.907
Opportunities
for training
and career
development
.184 .072 .172 2.545 .012 .519 1.927
Challenging
employment
assignments
and
opportunities
.122 .082 .094 1.492 .137 .592 1.690
Level of Significance: 5 per cent
To determine one or more of the independent variables which are
significant predictors of HR practices of private sector institutions the
information provided in the co-efficient table is examined. All the above 4
parameters statements are statistically significant. The standardized co-
efficient beta column reveals that HR practices of private sector institutions
have beta co-efficient .864 which is statistically significantly at 0.000.
To assess multi-co linearity one looks at the size of tolerance and VIF
(Variance Inflated Factor). For the tolerance small indicate the absence of
co linearity. The VIF is the inverse (opposite) of tolerance, one looks for
179
large values. If the tolerance value is smaller than .10, it is concluded that
multi-co linearity is a problem. Similarly, if the VIF is 5 or larger, then
multi-co linearity is a problem. Since the tolerance value is substantially
above .10 and the VIF is smaller than 5, it is concluded that multi-co
linearity among the independent variable is statistically significant.
Predicated Value of
Influences of HR practices on retention of private sector employees
= .864 (Constant)
± .444 (Remuneration, recognition and reward)
± .184 (Opportunities for training and career development)
To assess the HR practices of private sector institutions multiple
regression modeling has been performed. The relative importance of the
individual dimension of the generated scale with the support of multiple
regression model has been adopted. Out of four variables tested two
variables are found significant such as remuneration, recognition and reward
and opportunities for training and career development.
It has been inferred that intention of private sector employees to stay
in the organization is only for the monetary benefits they receive and for the
opportunity for training and development.
6.5.5 INFLUENCES OF HR PRACTICES TO LEAVE THE PRESENT
JOB BY THE EMPLOYEES IN PUBLIC SECTOR
The regression model has been performed to evaluate reason stated by
the employee to leave the present job. The dependent variable is the reason
180
for turnover and the independent variables are X1- Organization fit, X2-
Remuneration, recognition and reward, X3- Opportunities for training and
career development and X4- Challenging employment assignments and
opportunities.
Reason stated by the employee to leave the present job= f
(Organization fit, Remuneration, recognition and reward, Opportunities for
training and career development and Challenging employment assignments
and opportunities).
Measured reason for public sector employees to leave a job as a
dummy variable and run the following regression model of the HR practices
of public sector institutions. Specifically,
Reason stated by the employee to leave the present job = α + β1X1 +
β2X2 +β3X3 + β4X4 + e
Where,
Reason stated by the employee to leave the present job (Y) =
X1 = Organization fit
X2 = Remuneration, recognition and reward
X3 = Opportunities for training and career development
X4 = Challenging employment assignments and opportunities
Where, α is constant and β1, β2, β3, β4 are coefficients to estimate,
and e is the error term, which the authors assumed as NID for this research.
181
TABLE: 6.19
MULTIPLE REGRESSION MODEL SUMMARY
INFLUENCES OF HR PRACTICES TO LEAVE THE PRESENT JOB
BY THE EMPLOYEES IN PUBLIC SECTOR
R R2
Adjusted
R2
SE F
Value Sig
.267 .071 .051 .969 3.555 .008
Level of Significance: 5 per cent
Y = 2.379-.045X1+.083 X2+.260 X3+.046 X4
It has been revealed from the above econometric analysis that F ratio
(3.555) is statistically significant at 5 per cent level of significant. This
indicates that the entire regression is significant, and it has established
meager 26.70 per cent relationship between the variables tested.
Thus, it is concluded that the hypothesis framed stands accepted. It is
inferred that HR practices like Organization fit; Remuneration, recognition
and reward; Opportunities for training and career development; Challenging
employment assignments and opportunities to work have possitive influence
on the employees’ intention to leave their present organization.
182
TABLE: 6.20
INFLUENCES OF HR PRACTICES TO LEAVE THE PRESENT JOB
BY THE EMPLOYEES IN PUBLIC SECTOR
Variables
Unstandardized
Coefficients
Standardized
Coefficients T Sig.
Co linearity
Statistics
B Std.
Error Beta Tolerance VIF
Constant 2.379 .473 - 5.028 .000 - -
Organization
fit -.045 .109 -.032 -.415 .679 .829 1.207
Remuneration,
recognition
and reward
.083 .106 .070 .782 .435 .623 1.604
Opportunities
for training
and career
development
.260 .104 .219 2.501 .013 .652 1.534
Challenging
employment
assignments
and
opportunities
.046 .122 .030 .376 .707 .811 1.233
Level of Significance: 5 per cent
To determine one or more of the independent variables which are
significant predictors of HR practices of public sector institutions the
information provided in the co-efficient table is examined. All the above 4
parameters statements are statistically significant. The standardized co-
efficient beta column reveals that HR practices of public sector institutions
have beta co-efficient 2.379 which is statistically significantly at 0.000.
To assess multi-co linearity one looks at the size of tolerance and VIF
(Variance Inflated Factor). For the tolerance small indicate the absence of
co linearity. The VIF is the inverse (opposite) of tolerance, one looks for
183
large values. If the tolerance value is smaller than .10, it is concluded that
multi-co linearity is a problem. Similarly, if the VIF is 5 or larger, then
multi-co linearity is a problem. Since the tolerance value is substantially
above .10 and the VIF is smaller than 5 it is concluded that multi-co linearity
among the independent variable is statistically significant.
Predicated Value of
Reason stated by the employee to leave the present job
= 2.379 (Constant)
± .260 (Opportunities for training and career development)
To assess the HR practices of public sector institutions multiple
regression modeling has been performed. The relative importance of the
individual dimension of the generated scale with the support of multiple
regression modeling has been adopted. Out of four variables tested, one
variable is found significant such as Opportunities for training and career
development.
It has been noted that the public sector employees leave the job due to
lack of opportunity for training and development. It is clear that in public
sector the employees are given training only at the time of appointment and
promotion but not during the normal working life.
6.5.6 INFLUENCES OF HR PRACTICES TO LEAVE THE PRESENT
JOB BY THE EMPLOYEES IN PRIVATE SECTOR
The regression model has been performed to evaluate the reason
stated by the employee to leave the present job. The dependent variable is
184
the reason for turnover and the independent variables are X1- Organization
fit, X2- Remuneration, recognition and reward, X3- Opportunities for training
and career development and X4- Challenging employment assignments and
opportunities.
Reason stated by the employee to leave the present job = f
(Organization fit, Remuneration, recognition and reward, Opportunities for
training and career development and Challenging employment assignments
and opportunities).
Measured reason for private sector employees to leave a job as a
dummy variable and run the following regression model of the HR practices
of private sector institutions. Specifically,
Reason stated by the employee to leave the present job = α + β1X1 +
β2X2 +β3X3 + β4X4 + e
Where,
Reason stated by the employee to leave the present job (Y) =
X1 = Organization fit
X2 = Remuneration, recognition and reward
X3 = Opportunities for training and career development
X4 = Challenging employment assignments and opportunities
Where, α is constant and β1, β2, β3, β4 are coefficients to estimate,
and e is the error term, which the authors assumed as NID for this research.
185
TABLE: 6.21
MULTIPLE REGRESSION MODEL SUMMARY
INFLUENCES OF HR PRACTICES TO LEAVE THE PRESENT JOB
BY THE EMPLOYEES IN PRIVATE SECTOR
R R2
Adjusted
R2
SE F Value Sig
.194 .038 .022 .987 2.325 .007
Level of Significance: 5 per cent
Y = 2.635+.135X1+.065 X2+.003 X3+.104 X4
It has been revealed from the above econometric analysis that F ratio
(2.325) is statistically significant at 5 per cent level of significant. This
indicates the entire regression is significant, and it has established meager
19.40 per cent relationship between the variables tested. Thus, it is
concluded that the hypothesis framed stands accepted.
It is inferred that the HR practices like Organization fit;
Remuneration, recognition and reward; Opportunities for training and career
development; Challenging employment assignments and opportunities to
work have positive influence on the employees’ intention to leave their
present organization.
186
TABLE: 6.22
INFLUENCES OF HR PRACTICES TO LEAVE THE PRESENT JOB
BY THE EMPLOYEES IN PRIVATE SECTOR
Variables
Unstandardized
Coefficients
Standardized
Coefficients t Sig.
Co linearity
Statistics
B SE Beta Tolerance VIF
Constant 2.635 .377 - 6.986 .000 - -
Organization fit .135 .099 .105 1.356 .176 .674 1.484
Remuneration,
recognition
and reward
.065 .099 .058 .659 .011 .524 1.907
Opportunities
for training and
career
development
.003 .105 .002 .025 .980 .519 1.927
Challenging
employment
assignments
and
opportunities
.104 .119 .073 .875 .382 .592 1.690
Level of Significance: 5 per cent
To determine one or more of the independent variables which are
significant predictors of HR practices of private sector institutions, the
information provided in the co-efficient table is examined. All the above 4
parameters statements are statistically significant. The standardized co-
efficient beta column reveals that HR practices of private sector institutions
have beta co-efficient 2.635 which is statistically significant at 0.000.
To assess multi-co linearity one looks at the size of tolerance and VIF
(Variance Inflated Factor). For the tolerance small indicate the absence of
co linearity. The VIF is the inverse (opposite) of tolerance, one looks for
large values. If the tolerance value is smaller than .10, it is concluded that
multi-co linearity is a problem. Similarly, if the VIF is 5 or larger, then
187
multi-co linearity is a problem. Since the tolerance value is substantially
above .10 and the VIF is smaller than 5 it is concluded that multi-co linearity
among the independent variable is statistical significant.
Predicated Value of
Reason stated by the employee to leave the present job
= 2.635 (Constant)
± .065 (Remuneration, recognition and reward)
To assess the HR practices of private sector institutions multiple
regression modeling has been performed. The relative importance of the
individual dimension is generated with the support of multiple regression
modeling. Out of four variables tested, one variable is found significant i.e.,
Remuneration, recognition and reward.
It has been clearly pointed out that the reason for the employee to
leave the concern is remuneration, recognition and reward. In private
organizations, people mainly work for the monetary benefits and
appreciation by the employer. Enhanced work can be obtained from the
employees with the monetary and non-monetary rewards. If these factors are
not prevailing in an organization, people will leave the job. Employees
expect higher pay for higher qualification.
H8: Organizational factors like: superior-subordinate relationship,
inter-personal relationship, organization polices (work culture),
communication of information and nature of working environment
directly influences employee’s decisions to stay in an organization.
188
6.5.7 INFLUENCES OF ORGANISATIONAL FACTOR ON
EMPLOYEES’ COMMITMENT (PUBLIC SECTOR)
The regression model has been performed to evaluate influences of
organizational factor on employee commitment. The dependent variable is
organization commitment and the independent variable are : X1- superior-
subordinate relationship and inter-personal relationship, X2- organization
polices, recognition and reward, X3- communication of information and X4-
nature of working environment.
Influences of organizational factor on employee commitment = f
(superior-subordinate relationship and inter-personal relationship,
organization polices, recognition and reward, communication of information
and nature of working environment).
Measured Organizational factors of public sector institutions as a
dummy variable and run the following regression model of the
Organizational factors of public sector institutions. Specifically,
Influences of organizational factor on employee commitment
= α + β1X1 + β2X2 +β3X3 + β4X4 + e
Where,
Influences of organizational factor on employee commitment
(Y) =
X1 = Superior-subordinate relationship and inter-personal relationship
X2 = Organization polices, recognition and reward,
X3 = Communication of information
X4 = Nature of working environment
189
Where, α is constant and β1, β2, β3, β4 are coefficients to estimate,
and e is the error term, which the authors assumed as NID for this research.
TABLE: 6.23
MULTIPLE REGRESSION MODEL SUMMARY
INFLUENCES OF ORGANISATIONAL FACTOR ON EMPLOYEES’
COMMITMENT (PUBLIC SECTOR)
R R2 Adjusted R
2 SE F Value Sig
.434 .188 .171 .616 10.732 .000
Level of Significance: 5 per cent
Y =1.898+.117 X1+.078 X2+ .162 X3+.152 X4
It has been revealed from the above econometric analysis that F ratio
(10.732) is statistically significant at 5 per cent level of significant. This
indicates that the entire regression is significant, that is, it has established
meager 18.80 per cent relationship between the variables tested.
Thus it is concluded that the hypothesis framed stands accepted. It is
inferred that organizational factors like superior-subordinate relationship;
inter-personal relationship; organization polices (work culture);
communication of information and nature of working environment have
direct influence on the public sector employee’s commitment towards
his/her organization.
190
TABLE: 6.24
INFLUENCES OF ORGANISATIONAL FACTOR ON EMPLOYEES’
COMMITMENT (PUBLIC SECTOR)
Variables
Unstandardized
Coefficients
Standardized
Coefficients T Sig.
Co linearity
Statistics
B Std.
Error Beta Tolerance VIF
Constant 1.898 .288 - 6.583 .000 - -
Superior-
subordinate
relationship and
inter-personal
relationship
.117 .083 .113 1.411 .160 .681 1.469
Organization
polices .078 .078 .082 .994 .321 .650 1.537
Communication
of information .162 .080 .173 2.031 .044 .602 1.661
Nature of
working
environment
.152 .063 .195 2.418 .017 .677 1.477
Level of Significance: 5 per cent
To determine one or more of the independent variables which are
significant predictors of Organizational factors of public sector institutions
the information provided in the co-efficient table is examined. All the above
4 parameters statements are statistically significant. The standardized co-
efficient beta column reveals that Organizational factors of public sector
institutions have beta co-efficient 1.898 which is statistically significant at
0.000.
To assess multi-co linearity one looks at the size of tolerance and VIF
(Variance Inflated Factor). For the tolerance small indicate the absence of
co linearity. The VIF is the inverse (opposite) of tolerance, one looks for
191
large values. If the tolerance value is smaller than .10, it is concluded that
multi-co linearity is a problem. Similarly, if the VIF is 5 or larger, then
multi-co linearity is a problem. Since the tolerance value is substantially
above .10 and the VIF is smaller than 5 it is concluded that multi-co linearity
among the independent variable is statistical significant.
Predicated Value of
Influences of organizational factor on employee commitment
= 1.898 (Constant)
± .162 (Communication of information)
± .152 (Nature of working environment)
To assess the Organizational factors of public sector institutions
multiple regression modeling has been performed. The relative importance
of the individual dimension is generated with the support of multiple
regression modeling. Out of four variables tested two variables are found
significant and they there are Communication of information and nature of
working environment.
It has been clearly identified that communication regarding policy
matters and all the decision regarding the staff should be noted to the
employees regularly. Pleasant working environment paves way for the
employees to be commited themselves to the organization. Thus, public
sector employees are enjoying with the free flow of communication and
hilarious working environment.
192
6.5.8 INFLUENCES OF ORGANISATIONAL FACTOR ON
EMPLOYEES’ COMMITMENT (PRIVATE SECTOR)
The regression model has been performed to evaluate influences of
organizational factor on employee commitment. The dependent variable is
organization commitment and the independent variable are : X1- superior-
subordinate relationship and inter-personal relationship, X2- organization
polices, recognition and reward, X3- communication of information and X4-
nature of working environment.
Influences of organizational factor on employee commitment
= f (superior-subordinate relationship and inter-personal relationship,
organization polices, recognition and reward, communication of information
and nature of working environment).
Measured organizational commitment factors of private sector
institutions as a dummy variable and run the following regression model of
the Organizational factors of private sector institutions. Specifically,
Influences of organizational factor on employee commitment
= α + β1X1 + β2X2 +β3X3 + β4X4 + e
Where,
Influences of organizational factor on employee commitment
(Y) =
X1 = Superior-subordinate relationship and inter-personal relationship
X2 = Organization polices, recognition and reward,
X3 = Communication of information
X4 = Nature of working environment
193
Where, α is constant and β1, β2, β3, β4 are coefficients to estimate,
and e is the error term, which the authors assumed as NID for this research.
TABLE: 6.25
MULTIPLE REGRESSION MODEL SUMMARY
INFLUENCES OF ORGANISATIONAL FACTOR ON EMPLOYEES’
COMMITMENT (PRIVATE SECTOR)
R R2
Adjusted
R2
SE F Value Sig
.503 .253 .240 .677 20.024 .000
Level of Significance: 5 per cent
Y = 1.728+.007 X1+.146 X2+.073 X3+.324 X4
It has been revealed from the above econometric analysis that F ratio
(20.024) is statistically significant at 5 per cent level of significant. This
indicates that entire regression is significant, i.e., it has established meager
25.30 per cent relationship between the variables tested.
Thus it is concluded that the hypothesis framed stands accepted. It is
inferred that organizational factors like superior-subordinate relationship;
inter-personal relationship; organization policies (work culture);
communication of information and nature of working environment directly
influences employee’s commitment towards the organization.
194
TABLE: 6.26
INFLUENCES OF ORGANISATIONAL FACTOR ON EMPLOYEES’
COMMITMENT (PRIVATE SECTOR)
Variables
Unstandardized
Coefficients
Standardized
Coefficients t Sig.
Co linearity
Statistics
B Std.
Error Beta Tolerance VIF
Constant 1.728 .251 - 6.894 .000 - -
Superior-
subordinate
relationship and
inter-personal
relationship
.007 .099 .006 .068 .946 .370 2.704
Organization
polices .146 .076 .166 1.934 .054 .430 2.326
Communication
of information .073 .091 .069 .808 .420 .434 2.303
Nature of
working
environment
.324 .072 .344 4.482 .000 .536 1.867
Level of Significance: 5 per cent
To determine the significance of one or more independent variables of
Organizational factors of private sector institutions, the information provided
in the co-efficient table is examined. All the above 4 parameters statements
are statistically significant. The standardized co-efficient beta column
reveals that Organizational factors of private sector institutions have beta co-
efficient 1.728 which is statistically significant at 0.000.
To assess multi-co linearity one looks at the size of tolerance and VIF
(Variance Inflated Factor). For the tolerance small indicates the absence of
co linearity. The VIF is the inverse (opposite) of tolerance, one looks for
large values. If the tolerance value is smaller than .10, it is concluded that
195
multi-co linearity is a problem. Similarly, if the VIF is 5 or larger, then
multi-co linearity is a problem. Since the tolerance value is substantially
above .10 and the VIF is smaller than 5 it is concluded that multi-co linearity
among the independent variable is statistical significant.
Predicated Value of
Influences of organizational factor on employee commitment
= 1.728 (Constant)
± .073 (Communication of information)
± .324 (Nature of working environment)
To assess the organizational factors of private sector institutions
multiple regression modeling has been performed. The relative importance
of the individual dimension is generated with the support of multiple
regression modeling. Out of four variables tested two variables are found
significant, and they are Communication of information and Nature of
working environment.
Thus in the private sector organizations also, the same two variables
have been influencing the organization commitment like that of public sector
organization. Hence, employees are enjoying with the free flow of
communication and uproarious working environment in the private sector.
H9: Organizational factors like: superior-subordinate relationship,
inter-personal relationship, organization polices (work culture),
communication of information and nature of working environment
directly influences employee’s decisions either to stay or leave their
organization.
196
6.5.9 INFLUENCES OF ORGANISATIONAL FACTORS ON
RETENTION OF PUBLIC SECTOR EMPLOYEES
The regression model has been performed to evaluate influences of
organizational factors on retention of public sector employees. The
dependent variable is the reason to stay in a job and the independent
variables are: X1- superior-subordinate relationship and inter-personal
relationship, X2- organizational policies, X3- communication, X4- working
environment and X5-organizational commitment.
Influences of organizational factors on retention of public sector
employees = f (superior-subordinate relationship and inter-personal
relationship, organizational polices, communication, working environment
and organizational commitment).
Measured retention factors of public sector institutions as a dummy
variable and run the following regression model of the Organizational
factors of public sector institutions. Specifically,
Influences of organizational factors on retention of public sector employees
= α + β1X1 + β2X2 +β3X3 + β4X4+ β5X5 + e
Where,
Influences of organizational factors on retention of public sector employees
(Y) =
X1 = Superior-subordinate relationship and inter-personal relationship
X2 = Organizational polices
X3 = Communication
X4 = Working environment
X5 = Organizational commitment
197
Where, α is constant and β1, β2, β3, β4, β5 are coefficients to
estimate, and e is the error term, which the authors assumed as NID for this
research.
TABLE: 6.27
MULTIPLE REGRESSION MODEL SUMMARY
INFLUENCES OF ORGANISATIONAL FACTORS ON RETENTION
OF PUBLIC SECTOR EMPLOYEES
R R2
Adjusted
R2
SE F Value Sig
.550 .302 .283 .734 15.946 .000
Level of Significance: 5 per cent
Y = 1.441-.085X1+.077 X2+.149 X3-.129 X4+.676 X5
It is revealed from the above econometric analysis that F ratio
(15.946) is statistically significant at 5 per cent level of significant. This
indicates that the entire regression is significant, that is, it has established
meager 30.2 per cent relationship between the variables tested.
Thus it is concluded that the hypothesis framed stands accepted. It is
inferred that organizational factors like superior-subordinate relationship and
inter-personal relationship; organizational polices; communication; working
environment are the influencing factors employee retention in public sector
jobs.
198
TABLE: 6.28
INFLUENCES OF ORGANISATIONAL FACTORS ON RETENTION
OF PUBLIC SECTOR EMPLOYEES
Variables
Unstandardized
Coefficients
Standardized
Coefficients t Sig.
Co linearity
Statistics
B Std.
Error Beta Tolerance VIF
Constant 1.441 .352 - 4.096 .000 - -
Superior-
subordinate
relationship and
inter-personal
relationship
-.085 .099 -.064 -.857 .393 .676 1.479
Organizational
polices .077 .095 .063 .802 .423 .623 1.606
Communication .149 .097 .124 1.540 .125 .581 1.720
Working
environment -.129 .089 -.128
-
1.450 .149 .484 2.065
Organizational
commitment .676 .113 .548 5.989 .000 .453 2.206
Level of Significance: 5 per cent
To determine one or more of the independent variables which are
significant predictors of Organizational factors of public sector institutions,
the information provided in the co-efficient table is examined. All the above
5 parameters statements are statistically significant. The standardized co-
efficient beta column reveals that Organizational factors of public sector
institutions have beta co-efficient 1.441 which is statistically significantly at
0.000.
To assess multi-co linearity one looks at the size of tolerance and VIF
(Variance Inflated Factor). For the tolerance small indicate the absence of
co linearity. The VIF is the inverse (opposite) of tolerance, one looks for
199
large values. If the tolerance value is smaller than .10, it is concluded that
multi-co linearity is a problem. Similarly, if the VIF is 5 or larger, then
multi-co linearity is a problem. Since the tolerance value is substantially
above .10 and the VIF is smaller than 5 it is concluded that multi-co linearity
among the independent variables is statistically significant.
Predicated Value of
Influences of organizational factors on retention of public sector employees
= 1.441 (Constant)
± .676 (Organizational commitment)
To assess the Organizational factors of public sector institutions
multiple regression modeling has been performed. The relative importance
of the individual dimension is generated with the support of multiple
regression modeling. Out of five variables tested, one variable is found
significant i.e., Organizational commitment.
It has been inferred that norm-based public service motives include a
desire to serve the public interest, loyalty to duty and to the government as a
whole and social equity. Affective public service motives include
commitment to a program from a genuine conviction about its social
importance and patriotism of benevolence. Therefore it could be assumed
that public sector employees may be more altruistic and more committed to
the organizations for which they work if those organizations help them by
fulfilling those needs.
200
6.5.10 INFLUENCES OF ORGANISATIONAL FACTORS ON
RETENTION OF PRIVATE SECTOR EMPLOYEES
The regression model has been performed to evaluate Influences of
organizational factors on retention of private sector employees. The
dependent variable is the reason for an employee to stay in a job and the
independent variables are: X1- superior-subordinate relationship and inter-
personal relationship, X2- organizational policies, X3- communication, X4-
working environment and X5-organizational commitment.
Influences of organizational factors on retention of private sector
employees = f (superior-subordinate relationship and inter-personal
relationship, organizational polices, communication, working environment
and organizational commitment).
Measured retention factors of private sector institutions as a dummy
variable and run the following regression model of the Organizational
factors of private sector institutions. Specifically,
Influences of organizational factors on retention of private sector employees
= α + β1X1 + β2X2 +β3X3 + β4X4+ β5X5 + e
Where,
Influences of organizational factors on retention of private sector employees
(Y) =
X1 = Superior-subordinate relationship and inter-personal relationship
X2 = Organizational polices
X3 = Communication
X4 = Working environment
X5 = Organizational commitment
201
Where, α is constant and β1, β2, β3, β4, β5 are coefficients to
estimate, and e is the error term, which the authors assumed as NID for this
research.
TABLE: 6.29
MULTIPLE REGRESSION MODEL SUMMARY
INFLUENCES OF ORGANISATIONAL FACTORS
ON RETENTION OF PRIVATE SECTOR EMPLOYEES
R R2
Adjusted
R2
SE F Value Sig
.708 .501 .490 .643 47.341 .000
Level of Significance: 5 per cent
Y = .610+.080 X1-.003 X2+.107 X3+.142 X4+.565 X5
It has been revealed from the above econometric analysis that F ratio
(47.341) is statistically significant at 5 per cent level of significant. This
indicates the entire regression is significant, that is it has established meager
70.80 per cent relationship between the variables tested.
Thus it is concluded that the hypothesis framed stands accepted. It is
inferred that organizational factors like superior-subordinate relationship and
inter-personal relationship; organizational policies; communication; working
environment influence an employee to stay in a job.
202
TABLE: 6.30
INFLUENCES OF ORGANISATIONAL FACTORS ON
RETENTION OF PRIVATE SECTOR EMPLOYEES
Variables
Unstandardized
Coefficients
Standardized
Coefficients t Sig.
Co linearity
Statistics
B Std.
Error Beta Tolerance VIF
Constant .610 .239 - 2.553 .011 - -
Superior-
subordinate
relationship and
inter-personal
relationship
.080 .096 .065 .838 .403 .352 2.838
Organizational
polices -.003 .072 -.003 -.046 .963 .425 2.355
Communication .107 .087 .087 1.239 .217 .427 2.340
Working
environment .142 .084 .130 1.684 .093 .354 2.828
Organizational
commitment .565 .094 .495 5.981 .000 .309 3.234
Level of Significance: 5 per cent
To determine one or more of the independent variables which are
significant predictors of Organizational factors of private sector institutions,
the information are provided in the co-efficient table is examined. All the
above 5 parameters statements are statistically significant. The standardized
co-efficient beta column reveals that Organizational factors of private sector
institutions have beta co-efficient .610 which is statistically significantly at
0.000.
To assess multi-co linearity one looks at the size of tolerance and VIF
(Variance Inflated Factor). For the tolerance small indicate the absence of
co linearity. The VIF is the inverse (opposite) of tolerance, one looks for
203
large values. If the tolerance value is smaller than .10, it is concluded that
multi-co linearity is a problem. Similarly, if the VIF is 5 or larger, then
multi-co linearity is a problem. Since the tolerance value is substantially
above .10 and the VIF is smaller than 5 it is concluded that multi-co linearity
among the independent variable is statistically significant.
Predicated Value of
Influences of organizational factors on retention of private sector employees
= .610 (Constant)
± .565 (Organizational commitment)
To assess the Organizational factors of private sector institutions
multiple regression modeling has been performed. The relative importance
on the individual dimension is generated with the support of multiple
regression modeling. Out of five variables tested, one variable is found
significant i.e., Organizational commitment as like that of public sector.
It has been generally noted that only commitment makes employees
to work in a particular job for longer period irrespective of public or private
sectors.
6.5.11 INFLUENCES OF ORGANISATIONAL FACTOR TO
LEAVE THE PRESENT JOB BY THE EMPLOYEES IN
PUBLIC SECTOR
The regression model has been performed to evaluate reason stated by
the public employee to leave the present job. The dependent variable is
204
reason for turnover and the independent variables are: X1- superior-
subordinate relationship and inter-personal relationship, X2- organizational
policies, X3- communication, X4- working environment and X5-
organizational commitment.
Reason stated by the public employee to leave the present job = f
(superior-subordinate relationship and inter-personal relationship,
organizational polices, communication, working environment and
organizational commitment).
Measured factors that influence reasons to leave the job as a dummy
variable and run the following regression model of the Organizational
factors of public sector institutions. Specifically,
Reason stated by the public employee to leave the present job = α +
β1X1 + β2X2 +β3X3 + β4X4+ β5X5 + e
Where,
Reason stated by the public employee to leave the present job (Y) =
X1 = Superior-subordinate relationship and inter-personal relationship
X2 = Organizational polices
X3 = Communication
X4 = Working environment
X5 = Organizational commitment
205
Where, α is constant and β1, β2, β3, β4, β5 are coefficients to
estimate, and e is the error term, which the authors assumed as NID for this
research.
TABLE: 6.31
MULTIPLE REGRESSION MODEL SUMMARY
INFLUENCES OF ORGANISATIONAL FACTOR TO LEAVE THE
PRESENT JOB BY THE EMPLOYEES IN PUBLIC SECTOR
R R2
Adjusted
R2
SE F
Value Sig
.240 .058 .032 .979 2.256 .001
Level of Significance: 5 per cent
Y = 2.234+.223 X1-.088 X2+.059 X3+.074 X4+.113 X5
It has been revealed from the above econometric analysis that F ratio
(2.256) is statistically significant at 5 per cent level of significant. This
indicates the entire regression is significant, that is, it has established meager
24 per cent relationship between the variables tested. Thus it is concluded
that the hypothesis framed stands accepted.
It is inferred that organizational factors like superior-subordinate
relationship and inter-personal relationship; organizational polices;
communication; working environment are considered to be the influencing
factors that determine employee decision to leave the present job.
206
TABLE: 6.32
INFLUENCES OF ORGANISATIONAL FACTOR TO LEAVE THE
PRESENT JOB BY THE EMPLOYEES IN PUBLIC SECTOR
Variables
Unstandardized
Coefficients
Standardized
Coefficients t Sig.
Co linearity
Statistics
B Std.
Error Beta Tolerance VIF
Constant 2.234 .469 - 4.762 .000 - -
Superior-
subordinate
relationship
and inter-
personal
relationship
.223 .132 .147 1.691 .003 .676 1.479
Organizational
polices -.088 .127 -.063 -.693 .489 .623 1.606
Communication .059 .129 .043 .456 .649 .581 1.720
Working
environment .074 .118 .064 .626 .532 .484 2.065
Organizational
commitment .113 .151 .080 .750 .454 .453 2.206
Level of Significance: 5 per cent
To determine one or more of the independent variables which are
significant, predictors of Organizational factors, the information of public
sector institutions provided in the co-efficient table is examined. All the
above 5 parameters statements are statistically significant. The standardized
co-efficient beta column reveals that Organizational factors of public sector
institutions have beta co-efficient 2.234 which is statistically significant at
0.000.
To assess multi-co linearity one looks at the size of tolerance and VIF
(Variance Inflated Factor). For the tolerance small indicate the absence of
207
co linearity. The VIF is the inverse (opposite) of tolerance, one looks for
large values. If the tolerance value is smaller than .10, it is concluded that
multi-co linearity is a problem. Similarly, if the VIF is 5 or larger, then
multi-co linearity is a problem. Since the tolerance value is substantially
above .10 and the VIF is smaller than 5 it is concluded that multi-co linearity
among the independent variable is statistically significant.
Predicated Value of
Reason stated by the public employee to leave the present job
= 2.234 (Constant)
± .223 (Superior-subordinate relationship and inter-personal
relationship)
To assess the Organizational factors of public sector institutions
multiple regression modeling has been performed. The relative importance
on the individual dimension is generated with the support of multiple
regression modeling. Out of five variables tested one variable was found
significant i.e., Superior-subordinate relationship and inter-personal
relationship.
It has been clearly pointed out that conflict between superior -
subordinate and among the employees creates reason for an employee to
leave the job in public sector. When people come out of the job, they have
good relationship with their colleagues which motivate them to achieve their
task efficiently.
208
6.5.12 INFLUENCES OF ORGANISATIONAL FACTOR TO
LEAVE THE PRESENT JOB BY THE EMPLOYEES IN
PRIVATE SECTOR
The regression model has been performed to evaluate reason stated by
the private sector employee to leave the present job. The dependent variable
is the reason for turnover and the independent variables are: X1- superior-
subordinate relationship and inter-personal relationship, X2- organizational
policies, X3- communication, X4- working environment and X5-
organizational commitment.
Reason stated by the private employee to leave the present job = f
(superior-subordinate relationship and inter-personal relationship,
organizational polices, communication, working environment and
organizational commitment).
Measured factors those influence the decision of private sector
organization employees to leave the institutions as a dummy variable and
run the following regression model of the Organizational factors of private
sector institutions. Specifically,
Reason stated by the private employee to leave the present job = α +
β1X1 + β2X2 +β3X3 + β4X4+ β5X5 + e
Where,
Reason stated by the private employee to leave the present job (Y) =
X1 = Superior-subordinate relationship and inter-personal relationship
X2 = Organizational polices
209
X3 = Communication
X4 = Working environment
X5 = Organizational commitment
Where, α is constant and β1, β2, β3, β4, β5 are coefficients to
estimate, and e is the error term, which the authors assumed as NID for this
research.
TABLE: 6.33
MULTIPLE REGRESSION MODEL SUMMARY
INFLUENCES OF ORGANISATIONAL FACTOR TO LEAVE THE
PRESENT JOB BY THE EMPLOYEES IN PRIVATE SECTOR
R R2
Adjusted
R2
SE F
Value Sig
.327 .107 .088 .952 5.646 .000
Level of Significance: 5 per cent
Y = 2.588-.380 X1+.197 X2+.024 X3+.024 X4+.435 X5
It has been revealed from the above econometric analysis that F ratio
(5.646) is statistically significant at 5 per cent level of significant. This
indicates that the entire regression is significant, that is, it has established
meager 32.70 per cent relationship between the variables tested. Thus it is
concluded that the hypothesis framed stands accepted.
It is inferred that organizational factors like superior-subordinate
relationship and inter-personal relationship; organizational polices;
communication; working environment are the factors that influence the
decision of private sector employees to leave the job.
210
TABLE: 6.34
INFLUENCES OF ORGANISATIONAL FACTOR TO LEAVE THE
PRESENT JOB BY THE EMPLOYEES IN PRIVATE SECTOR
Variables
Unstandardized
Coefficients
Standardized
Coefficients t Sig.
Co linearity
Statistics
B Std.
Error Beta Tolerance VIF
Constant 2.588 .354 - 7.301 .000 - -
Superior-
subordinate
relationship
and inter-
personal
relationship
-.380 .142 -.277 -2.675 .008 .352 2.838
Organizational
polices .197 .107 .173 1.834 .068 .425 2.355
Communication .024 .128 .017 .183 .855 .427 2.340
Working
environment .024 .125 .020 .189 .850 .354 2.828
Organizational
commitment .435 .140 .344 3.109 .002 .309 3.234
Level of Significance: 5 per cent
To determine one or more of the independent variables which are
significant, predictors of Organizational factors of private sector institutions,
the information provided in the co-efficient table is examined. All the above
5 parameters statements are statistically significant. The standardized co-
efficient beta column reveals that Organizational factors of private sector
institutions have beta co-efficient 2.588 which is statistically significant at
0.000.
To assess multi-co linearity one looks at the size of tolerance and VIF
(Variance Inflated Factor). For the tolerance small indicate the absence of co
linearity. The VIF is the inverse (opposite) of tolerance, one looks for large
211
values. If the tolerance value is smaller than .10, it is concluded that multi-
co linearity is a problem. Similarly, if the VIF is 5 or larger, then multi-co
linearity is a problem. Since the tolerance value is substantially above .10
and the VIF is smaller than 5 it is concluded that multi-co linearity among
the independent variable is statistically significant.
Predicated Value of
Reason stated by the private employees to leave the present job =
2.588 (Constant)
± .380 (Superior-subordinate relationship and inter-personal
relationship)
± .435 (Organizational commitment)
To assess the Organizational factors of private sector institutions
multiple regression modeling has been performed. The relative importance
on the individual dimension is generated with the support of multiple
regression modeling. Out of five variables tested, two variables are found
significant and they are Superior-subordinate relationship and inter-personal
relationship and Organizational commitment.
It has been inferred that if there is conflict or problem in the
relationship, employees would like to leave the job. On the contrary, if there
is downy relationship among the employees, they would like to stay in the
concern. More committed persons never quit the job. Less committed people
will never consider in quitting the job.
It is clearly understood that private sector employees are more
committed than the public sector employees.
212
6.6 ROTATION FACTOR ANALYSIS
To examine the suitability of the data for subsequent exploratory
factor analysis (EFA), two tests have been used: Kaiser-Meyer-Olkin
Measure of Sampling Adequacy; and Bartlett's Test of Sphericity. Factor
analysis technique has been applied to find the underlying dimension
(factors) that exists among the 55 variables relating to the overall
organization of public sector.
TABLE: 6.35(a)
CUMULATIVE
FACTOR ANALYSIS OF PUBLIC SECTOR ORGANIZATION
Variables Initial Extraction
Organizational fit
This organization has the same values as I do
with regard to concern for others 1.000 .400
This organization does not have the same value
as I do with regard to fairness 1.000 .034
This organizational has the same values as I do
with regard to honesty 1.000 .419
I feel that my personal values are a good fit with
this organizational culture 1.000 .409
Remuneration and recognition system
Employees are given positive recognition when
they produce high quality work 1.000 .505
This organization pays well 1.000 .225
This organization offers a good benefits package
compared to other organizations 1.000 .635
This organization values individual excellence
over teamwork 1.000 .762
This organization offers good opportunities for
promotion 1.000 .541
213
Variables Initial Extraction
Opportunities for training and career development
People are properly orientated and trained upon
joining this organization 1.000 .605
This organization does provide regular
opportunities for personal and career
development
1.000 .394
Innovation and creativity are encouraged here 1.000 .607
The organization has career development
activities to help an employee identify/ improve
abilities, goals, strengths & weaknesses
1.000 .686
Challenging employment assignments and opportunities
Employees are offered more challenging work
within the organization 1.000 .459
Employees can work autonomously on their
work assignments 1.000 .326
Employees are skilled to do a number of
different jobs, not just one particular job 1.000 .366
Employees are given opportunities to learn new
things 1.000 .314
Employees are offered a good amount of variety
in their job 1.000 .116
214
TABLE: 6.35(b)
CUMULATIVE
FACTOR ANALYSIS OF PUBLIC SECTOR ORGANIZATION
Variables Initial Extraction
Leadership practices at the organizational and the team level
The leadership practices in this organization help me
to become a high performing employee 1.000 .545
The leadership practices in this organization enhance
my satisfaction with my job 1.000 .727
The organizational leadership practices are consistent
with my personal values 1.000 .116
The organizational leadership practices make a
positive contribution to the overall effectiveness of
the organization
1.000 .505
Team working is valued in this organization 1.000 .326
Members of my team expect and maintain high
standards of performance 1.000 .593
Team leaders are recognized for promotion and
development 1.000 .485
Each member of my team has a clear idea of the
group’s goals 1.000 .445
Organizational policies
Organizational policies and procedures are helpful,
well understood and up to date 1.000 .333
Progress towards meeting planned objectives is
periodically reviewed 1.000 .472
To organizational structure facilities the way we do
things 1.000 .485
This organizational has a defined vision/mission to
meet its goals 1.000 .535
Communication
This organization keeps employees well informed on
matters important to them 1.000 .466
215
Variables Initial Extraction
Sufficient effort is made to determine the thoughts
and responses of people who work here 1.000 .472
Communications across all levels in this organization
tend to be good 1.000 .634
Organizational structure encourages horizontal and
vertical communication 1.000 .430
There is trust between employees and their
supervisors/ team leaders 1.000 .491
Working environment
My working life balances with my family life 1.000 .414
Overall this organization is a harmonious place to
work 1.000 .568
This organization regards welfare of its employees as
its first priority. 1.000 .224
Workers and management get along in this
organization 1.000 .608
For the work I do, the physical working conditions
are very pleasant 1.000 .571
This organization offers a lot of security 1.000 .880
A spirit of cooperation and teamwork exists 1.000 .880
Organizational commitment
I feel a strong sense of belonging to this organization 1.000 .542
I could just as well be working for a different
organization if the type of work was similar 1.000 .880
Often I find it difficult to agree with this
organization’s policies on important matters relating
to its employees
1.000 .226
This organization really inspires the very best in me
in the way of job performance 1.000 .402
I find that my values and this organization’s values
are very similar 1.000 .571
There is little to be gained by sticking with this
organization indefinitely 1.000 .880
216
Variables Initial Extraction
I am willing to put in a great deal more effort than
normally expected to help this organization be
successful
1.000 .568
I am proud to tell others that I am part of this
organization 1.000 .581
I really care about the fate of this organization 1.000 .471
Turnover intention
I plan to work at my present job for as long as
possible 1.000 .406
I will most certainly look for a new job in the near
future 1.000 .413
I plan to stay in this job for at least two to three years 1.000 .451
I would hate a quit this job 1.000 .568
In order to provide a more parsimonious interpretation of the results,
55-item scale has been then analyzed using the Principal Component method
with Varimax rotation.
Factor analysis attempts to identify underlying variables, or factors,
that explain the pattern of correlations within a set of observed variables.
Factor analysis is often used in data reduction to identify a small number of
factors that explain most of the variance observed in a much larger number
of manifest variables. In the current study Rotation Factor analysis is
performed to measure the association among the overall organizations of
public sector respondents. The significance of variables is depicted in the
following table.
217
TABLE: 6.36 (a)
FACTOR ANALYSIS OF ASSOCIATION OF OVERALL
ORGANIZATION OF PUBLIC SECTOR
Variables
Factors
Top Level Middle
Level Low Level
Person -Organizational Fit
X1-This organization has the
same values as I do with regard
to concern for others
- - -
X2-This organization does not
have the same value as I do with
regard to fairness
- - -
X3-This organizational has the
same values as I do with regard
to honesty
- - -
X4-I feel that my personal values
are a good fit with this
organizational culture
- .557 -
Remuneration and Recognition System
X5-Employees are given positive
recognition when they produce
high quality work
.694 - -
X6-This organization pays well - - -
X7-This organization offers a
good benefits package compared
to other organizations
- - -
X8-This organization values
individual excellence over
teamwork
.835 - -
X9-This organization offers good
opportunities for promotion .522 - -
Opportunities for Training and Career Development
X10-People are properly
orientated and trained upon
joining this organization
.691 - -
218
Variables
Factors
Top Level Middle
Level Low Level
X11-This organization does
provide regular opportunities for
personal and career development
- - -
X12-Innovation and creativity are
encouraged here .617 - -
X13-The organization has career
development activities to help an
employee identify/ improve
abilities, goals, strengths &
weaknesses
.655 - -
Challenging Employment Assignments And Opportunities
X14-Employees are offered more
challenging work within the
organization
.547 - -
X15-Employees can work
autonomously on their work
assignments
- - -
X16-Employees are skilled to do a
number of different jobs, not just
one particular job
- - -
X17-Employees are given
opportunities to learn new things - - -
X18-Employees are offered a
good amount of variety in their
job
- - -
Level of Significance: 5 per cent
219
TABLE: 6.36(b)
FACTOR ANALYSIS OF ASSOCIATION OF OVERALL
ORGANIZATION OF PUBLIC SECTOR
Variables
Factors
Top level Middle
level
Low
level
Leadership practices at the organizational and the team level
X19-The leadership practices in this
organization help me to become a high
performing employee
.650 - -
X20-The leadership practices in this
organization enhance my satisfaction with
my job
.748 - -
X21-The organizational leadership practices
are consistent with my personal values - - -
X22-The organizational leadership practices
make a positive contribution to the overall
effectiveness of the organization
.620 - -
X23-Team working is valued in this
organization - - -
X24-Members of my team expect and
maintain high standards of performance - - .677
X25-Team leaders are recognized for
promotion and development .657 - -
X26-Each member of my team has a clear
idea of the group’s goals - - .529
Organizational polices
X27-Organizational policies and procedures
are helpful, well understood and up to date - - .527
X28-Progress towards meeting planned
objectives is periodically reviewed - .681 -
X29-To organizational structure facilities the
way we do things .657 - -
X30-This organizational has a defined
vision/mission to meet its goals - .618 -
220
Variables
Factors
Top level Middle
level
Low
level
Communication
X31-This organization keeps employees well
informed on matters important to them - .563 -
X32-Sufficient effort is made to determine the
thoughts and responses of people who work
here
- .681 -
X33-Communications across all levels in this
organization tend to be good - .747 -
X34-Organizational structure encourages
horizontal and vertical communication - .614 -
X35-There is trust between employees and
their supervisors/ team leaders - .570 -
Working environment
X36-My working life balances with my
family life - .590 -
X37-Overall this organization is a harmonious
place to work - .640 -
X38 - This organization regards welfare of its
employees as its first priority. - - -
X39-Workers and management get along in
this organization - - .598
X40-For the work I do, the physical working
conditions are very pleasant - - .678
X41-This organization offers a lot of security - - .905
X42-A spirit of cooperation and teamwork
exists - - .905
Organizational commitment
X43-I feel a strong sense of belonging to this
organization - .560 -
X44-I could just as well be working for a
different organization if the type of work was
similar
- - .905
221
Variables
Factors
Top level Middle
level
Low
level
X45-Often I find it difficult to agree with this
organization’s policies on important matters
relating to its employees
- - -
X46-This organization really inspires the very
best in me in the way of job performance - .527 -
X47-I find that my values and this
organization’s values are very similar - - .678
X48-There is little to be gained by sticking
with this organization indefinitely - - .905
X49-I am willing to put in a great deal more
effort than normally expected to help this
organization be successful
- .587 -
X50-I am proud to tell others that I am part of
this organization - .752 -
X51-I really care about the fate of this
organization
- - -
Turnover intention
X52-I plan to work at my present job for as
long as possible - .625 -
X53-I will most certainly look for a new job
in the near future - - .514
X54-I plan to stay in this job for at least two
to three years .621 - -
X55-I would hate a quit this job - .587 -
Eigen value 18.606 5.109 3.620
% of Variance 33.830 9.289 6.581
Cumulative 33.830 43.119 49.700
Level of Significance: 5 per cent
222
Three factors have been identified as being maximum percentage
variance accounted. The variable X5, X8, X9, X10, X12, X13, X14, X19, X20, X22,
X25, X29 and X54 is grouped as factor I and it accounts for 33.830 per cent of
the total variance. The variable X4, X28, X30, X31, X32, X33, X34, X35, X36, X37,
X43, X46, X49, X50, and X52 constitute the factor II and it accounts for 9.289 per
cent of the total variance. The variable X24, X26, X39, X40, X41, X42, X44, X47,
X48 and X53 is grouped as factor III and it accounts for 6.581 per cent of the
total variance.
TABLE: 6.37
FACTOR ANALYSIS OF ASSOCIATION OF OVERALL
ORGANIZATION FIT OF PUBLIC SECTOR
Factors Factor Variables included in the factors Cronbach’s
Alpha
F1 Top
level
Employees are given positive recognition when
they produce high quality work, This
organization values individual excellence over
teamwork, This organization offers good
opportunities for promotion, People are
properly orientated and trained upon joining
this organization, Innovation and creativity are
encouraged here, The organization has career
development activities to help an employee
identify/ improve abilities, goals, strengths &
weaknesses, Employees are offered more
challenging work within the organization, The
leadership practices in this organization help me
to become a high performing employee, The
leadership practices in this organization
enhance my satisfaction with my job, The
organizational leadership practices make a
positive contribution to the overall effectiveness
of the organization, Team leaders are
.967
223
Factors Factor Variables included in the factors Cronbach’s
Alpha
recognized for promotion and development, To
organizational structure facilities the way we do
things and I plan to stay in this job for at least
two to three years
F2 Middle
level
I feel that my personal values are a good fit
with this organizational culture, Progress
towards meeting planned objectives is
periodically reviewed, This organizational has a
defined vision/mission to meet its goals, This
organization keeps employees well informed on
matters important to them, Sufficient effort is
made to determine the thoughts and responses
of people who work here, Communications
across all levels in this organization tend to be
good, Organizational structure encourages
horizontal and vertical communication, There is
trust between employees and their supervisors/
team leaders, My working life balances with
my family life, Overall this organization is a
harmonious place to work, I feel a strong sense
of belonging to this organization, This
organization really inspires the very best in me
in the way of job performance, I am willing to
put in a great deal more effort than normally
expected to help this organization be successful,
I am proud to tell others that I am part of this
organization, I plan to work at my present job
for as long as possible and I would hate a quit
this job
.955
F3 Low
level
Members of my team expect and maintain high
standards of performance, Each member of my
team has a clear idea of the group’s goals,
Organizational policies and procedures are
helpful, well understood and up to date,
Workers and management get along in this
organization, For the work I do, the physical
working conditions are very pleasant, This
.940
224
Factors Factor Variables included in the factors Cronbach’s
Alpha
organization offers a lot of security, A spirit of
cooperation and teamwork exists, I could just
as well be working for a different organization
if the type of work was similar, I find that my
values and this organization’s values are very
similar, There is little to be gained by sticking
with this organization indefinitely and I will
most certainly look for a new job in the near
future
Source: Computed From Primary Data
The rotation factor analysis has been used to iterate variable those
value above 0.50 co-efficient levels. From the data description presented in
the above table it could be understood that the top level executives have
expressed high degree of belonging and pride of working in a particular
public sector organization, whereas the aspiration of the middle and bottom
level i.e., entry level employees are found to be more towards career up
gradation, moving up in the job position and searching for better
opportunities, as it has been inferred that in a period of 2-3 year the middle
level employee tend to search for better opportunities and career
promotions. The result of reliability analysis declares that the Cronbach’s
Alpha value .967, .955 and .940 establishes significant and positive
association between the variables tested. It establishes the existence of
internal consistency with data collected at time of filed survey. The results
of the test establish consistency in the opinion of sample population on
overall organization of public sector.
225
To examine the suitability of the data for subsequent exploratory
factor analysis (EFA), two tests were used: Kaiser-Meyer-Olkin Measure of
Sampling Adequacy; and Bartlett's Test of Sphericity. Factor analysis
technique has been applied to find the underlying dimension (factors) that
exists among the 55 variables relating to the overall organization of private
sector.
TABLE: 6.38(a)
CUMULATIVE
FACTOR ANALYSIS OF PRIVATE SECTOR ORGANIZATION
Variables Initial Extraction
Organizational fit
This organization has the same values as I do
with regard to concern for others 1.000 .366
This organization does not have the same value
as I do with regard to fairness 1.000 .028
This organizational has the same values as I do
with regard to honesty 1.000 .507
I feel that my personal values are a good fit with
this organizational culture 1.000 .324
Remuneration and recognition system
Employees are given positive recognition when
they produce high quality work 1.000 .322
This organization pays well 1.000 .253
This organization offers a good benefits package
compared to other organizations 1.000 .427
This organization values individual excellence
over teamwork 1.000 .405
This organization offers good opportunities for
promotion 1.000 .389
226
Variables Initial Extraction
Opportunities for training and career development
People are properly orientated and trained upon
joining this organization 1.000 .478
This organization does provide regular
opportunities for personal and career
development
1.000 .413
Innovation and creativity are encouraged here 1.000 .435
The organization has career development
activities to help an employee identify/ improve
abilities, goals, strengths & weaknesses
1.000 .331
Challenging employment assignments and opportunities
Employees are offered more challenging work
within the organization 1.000 .313
Employees can work autonomously on their
work assignments 1.000 .419
Employees are skilled to do a number of
different jobs, not just one particular job 1.000 .286
Employees are given opportunities to learn new
things 1.000 .423
Employees are offered a good amount of variety
in their job 1.000 .233
TABLE: 6.38(b)
CUMULATIVE
FACTOR ANALYSIS OF PRIVATE SECTOR ORGANIZATION
Variables Initial Extraction
Leadership practices at the organizational and the team level
The leadership practices in this organization help
me to become a high performing employee 1.000 .446
The leadership practices in this organization
enhance my satisfaction with my job 1.000 .465
The organizational leadership practices are 1.000 .233
227
Variables Initial Extraction
consistent with my personal values
The organizational leadership practices make a
positive contribution to the overall effectiveness
of the organization
1.000 .369
Team working is valued in this organization 1.000 .419
Members of my team expect and maintain high
standards of performance 1.000 .388
Team leaders are recognized for promotion and
development 1.000 .439
Each member of my team has a clear idea of the
group’s goals 1.000 .215
Organizational polices
Organizational policies and procedures are
helpful, well understood and up to date 1.000 .521
Progress towards meeting planned objectives is
periodically reviewed 1.000 .449
To organizational structure facilities the way we
do things 1.000 .439
This organizational has a defined vision/mission
to meet its goals 1.000 .264
Communication
This organization keeps employees well informed
on matters important to them 1.000 .316
Sufficient effort is made to determine the thoughts
and responses of people who work here 1.000 .449
Communications across all levels in this
organization tend to be good 1.000 .297
Organizational structure encourages horizontal
and vertical communication 1.000 .322
There is trust between employees and their
supervisors/ team leaders 1.000 .324
Working environment
My working life balances with my family life 1.000 .274
Overall this organization is a harmonious place to
work 1.000 .232
228
Variables Initial Extraction
This organization regards welfare of its employees
as its first priority 1.000 .216
Workers and management get along in this
organization 1.000 .288
For the work I do, the physical working conditions
are very pleasant 1.000 .528
This organization offers a lot of security 1.000 .966
A spirit of cooperation and teamwork exists 1.000 .966
Organizational commitment
I feel a strong sense of belonging to this
organization 1.000 .403
I could just as well be working for a different
organization if the type of work was similar 1.000 .966
Often I find it difficult to agree with this
organization’s policies on important matters
relating to its employees
1.000 .092
This organization really inspires the very best in
me in the way of job performance 1.000 .435
I find that my values and this organization’s
values are very similar 1.000 .528
There is little to be gained by sticking with this
organization indefinitely 1.000 .966
I am willing to put in a great deal more effort than
normally expected to help this organization be
successful
1.000 .614
I am proud to tell others that I am part of this
organization 1.000 .457
I really care about the fate of this organization 1.000 .487
Turnover intention
I plan to work at my present job for as long as
possible 1.000 .417
I will most certainly look for a new job in the near
future 1.000 .087
I plan to stay in this job for at least two to three
years 1.000 .082
I would hate a quit this job 1.000 .614
229
In order to provide more parsimonious interpretation of the results,
55-item scale was then Factor analyzed using the Principal Component
method with Varimax rotation.
Factor analysis attempts to identify underlying variables, or factors,
that explain the pattern of correlations within a set of observed variables.
Factor analysis is often used in data reduction to identify a small number of
factors that explain most of the variance observed in a much larger number
of manifest variables. In the current study Rotation Factor analysis is
performed to measure the association between the overall organizations of
private sector of the study respondents. The significance of variables is
depicted in the following table.
230
TABLE: 6.39 (a)
FACTOR ANALYSIS OF ASSOCIATION OF OVERALL
ORGANIZATION OF PRIVATE SECTOR
Variables Factors
Top level Middle level Low level
Person-Organizational Fit
X1-This organization has the same
values as I do with regard to
concern for others
.555 - -
X2-This organization does not
have the same value as I do with
regard to fairness
- - -
X3-This organizational has the
same values as I do with regard to
honesty
.624 - -
X4-I feel that my personal values
are a good fit with this
organizational culture
.544 - -
Remuneration and Recognition System
X5-Employees are given positive
recognition when they produce
high quality work
.548 - -
X6-This organization pays well - - -
X7-This organization offers a good
benefits package compared to
other organizations
.624 - -
X8-This organization values
individual excellence over
teamwork
.592 - -
X9-This organization offers good
opportunities for promotion .607 - -
231
Variables Factors
Top level Middle level Low level
Opportunities for Training and Career Development
X10-People are properly orientated
and trained upon joining this
organization
.642 - -
X11-This organization does
provide regular opportunities for
personal and career development
.579 - -
X12-Innovation and creativity are
encouraged here .589 - -
X13-The organization has career
development activities to help an
employee identify/ improve
abilities, goals, strengths &
weaknesses
.507 - -
Challenging employment Assignments and Opportunities
X14-Employees are offered more
challenging work within the
organization
.536 - -
X15-Employees can work
autonomously on their work
assignments
- - .530
X16-Employees are skilled to do a
number of different jobs, not just
one particular job
- - -
X17-Employees are given
opportunities to learn new things .623 - -
X18-Employees are offered a good
amount of variety in their job .649 - -
Level of Significance: 5 per cent
232
TABLE: 6.39 (b)
FACTOR ANALYSIS OF ASSOCIATION OF OVERALL
ORGANIZATION OF PRIVATE SECTOR
Variables Factors
Top level Middle level Low level
Leadership practices at the organizational and the team level
X19-The leadership practices in this
organization help me to become a high
performing employee
.595 - -
X20-The leadership practices in this
organization enhance my satisfaction with
my job
- - -
X21-The organizational leadership practices
are consistent with my personal values .559 - -
X22-The organizational leadership practices
make a positive contribution to the overall
effectiveness of the organization
- .530
X23-Team working is valued in this
organization .585 - -
X24-Members of my team expect and
maintain high standards of performance .575 - -
X25-Team leaders are recognized for
promotion and development .636 - -
X26-Each member of my team has a clear
idea of the group’s goals .653 - -
Organizational polices
X27-Organizational policies and procedures
are helpful, well understood and up to date .575 - -
X28-Progress towards meeting planned
objectives is periodically reviewed - - -
X29-To organizational structure facilities the
way we do things - - -
X30-This organizational has a defined
vision/mission to meet its goals .653 - -
233
Variables Factors
Top level Middle level Low level
Communication
X31-This organization keeps employees well
informed on matters important to them .544 - -
X32-Sufficient effort is made to determine the
thoughts and responses of people who work
here
- - -
X33-Communications across all levels in this
organization tend to be good - - -
X34-Organizational structure encourages
horizontal and vertical communication - - -
X35-There is trust between employees and
their supervisors/ team leaders .534 - -
Working environment
X36-My working life balances with my
family life .540 - -
X37-Overall this organization is a
harmonious place to work - .947 -
X38- This organization regards welfare of its
employees as its first priority - - -
X39-Workers and management get along in
this organization .573 - -
X40-For the work I do, the physical working
conditions are very pleasant - .947 -
X41-This organization offers a lot of security .522 - -
X42-A spirit of cooperation and teamwork
exists .540 - -
Organizational commitment
X43-I feel a strong sense of belonging to this
organization - .947 -
X44-I could just as well be working for a
different organization if the type of work
was similar
.625 - -
234
Variables Factors
Top level Middle level Low level
X45-Often I find it difficult to agree with
this organization’s policies on important
matters relating to its employees
- - -
X46-This organization really inspires the
very best in me in the way of job
performance
.655 - -
X47-I find that my values and this
organization’s values are very similar - - -
X48-There is little to be gained by sticking
with this organization indefinitely - - -
X49-I am willing to put in a great deal more
effort than normally expected to help this
organization be successful
- - -
X50-I am proud to tell others that I am part
of this organization - - -
X51-I really care about the fate of this
organization - - -
Turnover intention
X52-I plan to work at my present job for as
long as possible .575 - -
X53-I will most certainly look for a new job
in the near future - - -
X54-I plan to stay in this job for at least two
to three years - - -
X55-I would hate a quit this job .625 - -
Eigen value 17.234 2.926 2.274
% of Variance 31.334 5.320 4.135
Cumulative 31.334 36.654 40.790
Level of Significance: 5 per cent
Three factors have been identified as being maximum percentage
variance accounted. The variable X1, X3, X4, X5, X7, X8, X9, X10, X11, X12, X13,
235
X14, X17, X18, X19, X21, X23, X24, X25, X26, X27, X30, X31, X35, X36, X39, X41, X42, X44,
X46, X52 and X55 is grouped as factor I and it accounts for 31.334 per cent of
the total variance. The variable X37, X40 and X43 constitute the factor II and it
accounts for 5.320 per cent of the total variance. The variable X15 and X22 is
grouped as factor III and it accounts for 4.135 per cent of the total variance.
TABLE: 6.40
FACTOR ANALYSIS OF ASSOCIATION OF OVERALL
ORGANIZATION FIT OF PRIVATE SECTOR
Factors Factor Variables included in the factors Cronbach’s
Alpha
F1 Top
level
This organization has the same values as I do
with regard to concern for others, This
organizational has the same values as I do
with regard to honesty, I feel that my
personal values are a good fit with this
organizational culture, Employees are given
positive recognition when they produce high
quality work, This organization offers a good
benefits package compared to other
organizations, This organization values
individual excellence over teamwork, This
organization offers good opportunities for
promotion, People are properly orientated
and trained upon joining this organization,
This organization does provide regular
opportunities for personal and career
development, Innovation and creativity are
encouraged here, The organization has career
development activities to help an employee
identify/ improve abilities, goals, strengths &
weaknesses, Employees are offered more
challenging work within the organization,
Employees are given opportunities to learn
new things, Employees are offered a good
amount of variety in their job, The leadership
practices in this organization help me to
become a high performing employee, The
.964
236
organizational leadership practices are
consistent with my personal values, Team
working is valued in this organization,
Members of my team expect and maintain
high standards of performance, Team leaders
are recognized for promotion and
development, Each member of my team has
a clear idea of the group’s goals,
Organizational policies and procedures are
helpful, well understood and up to date, This
organizational has a defined vision/mission
to meet its goals, This organization keeps
employees well informed on matters
important to them, There is trust between
employees and their supervisors/ team
leaders, My working life balances with my
family life, Workers and management get
along in this organization, This organization
offers a lot of security, A spirit of
cooperation and teamwork exists, I could just
as well be working for a different
organization if the type of work was similar,
This organization really inspires the very
best in me in the way of job performance, I
plan to work at my present job for as long as
possible and I would hate a quit this job.
F2 Middle
level
Overall this organization is a harmonious
place to work, For the work I do, the physical
working conditions are very pleasant, I feel a
strong sense of belonging to this
organization,
.945
F3 Low
level
Employees can work autonomously on their
work assignments and The organizational
leadership practices make a positive
contribution to the overall effectiveness of
the organization
.939
Source: Computed From Primary Data
In comparison to the public sector employees the private sector
workers have expressed higher degree of organization fit and the employees’
237
perception towards HRM practices, team work, inter-intra department/
superior-subordinate association apper to be positive. Thus, as far as the
sample subjects are considered in this study, their attrition rate is very
minimal. The result of reliability analysis declares that the Cronbach’s Alpha
value .964, .945 and .939 establishes significant and positive association
between the variables tested. It establishes the existence of internal
constancy with data collected at time of field survey. The results of the test
establish consistency in the opinion of respondents towards the sample
population on overall organization of private sector.
6.6 CONCLUSION
From the elaborate data analysis, it has been inferred that employees’
commitment towards their employer and the intention of the employees to
retention or leave the organization is observed to be more among the private
sector workers, who are comparatively young in age than the public sector
workers and more educated. These category of workers due to their job
inconsistency, lack of job security, also with an ambition to achieve more,
are ready for more committed and talented jobs and also to seek better job
tend to shift from one organization to another in every 3-5 years of intervals.
Moreover, these employees are in middle and low level cadres, so they seek
higher and better work and job opportunities.