INTRODUCTION

In an ideal world, employees work hard, love their job, worship their workplace, feel like a family and
would never leave. But let’s look at the real world, where employee quite at the drop of a hat.

Employees are as crucial as consumers in today's competitive business landscape. The

requirement for skilled personnel has grown critical for firms to succeed. Employees that are
talented and industrious are like assets to the firm, which the company wishes to keep for a
longer length of time. With their hard effort and devotion, the professional personnel do their
utmost to realise the company's strategic goals. Companies do not want its employees to
depart to work elsewhere. The reason for this is that a well-trained and skilled employee is
difficult to locate and replace in terms of both cost and time. Employees, on the other hand,
frequently move jobs in order to meet their own wants, requirements, or expectations.
Employee turnover is a huge worry for businesses because it increases their costs and forces
them to start over. Companies are looking for answers to high employee turnover and
variables that impact an employee's choice to leave. Similarly, employees choose businesses
that best meet their needs and are aligned with their career. It is worthwhile to investigate the
elements that impact workers' decisions to remain or leave a firm.

UKEssays. (November 2018). Impact of career advancement on employee turnover in an

organization.

Intention to leave or leave is strongly influenced by lack of organizational commitment,

stress, and job satisfaction. During this research, we will be able to conduct the best and most
effective research to achieve the best results through improvement opportunities
to better understand this topic. This shows that the general affairs and research goals can be
achieved. Monitoring workload and supervising subordinate relationships not only reduces
stress and increases job satisfaction and commitment to the organization. Moreover,
given the importance of abandoning intentions, managers should monitor both the extrinsic
and intrinsic job satisfaction available to workers. This reduces resignation intentions and
subsequent turnover, saving organizations the high financial costs and effort required to
recruit, license and train replacement staff.
Intention to leave is defined as an employee's plan to leave their current job and look for
another job soon. Organizational commitment is defined as the potential for connection
between employees and the organization. In other words, if the relationship is strong,
commitment will be high, and if it is weak, commitment will be low. The relationship shows
how much the employees trust and accept the goal and value of the organization. When
employees of an organization assume that their loyalty is admired and he/she is motivated,
they will continue with the company. Promotion through promotion may lead to the
conclusion that the management level is aware of the company's culture and structure, but if
the competition for promotion is too fierce, it may lead to unethical or morally wrong
incidents. Many problems have been found to correlate with the magnitude of organizational
commitment. Another topic that has been extensively explored in employee turnover
intention research is job satisfaction. Job satisfaction really shows the number of individuals
satisfied with their job. In general, job satisfaction has been found to be negative related to
turnover (Griffeth et al., 2000; Khatri et al., 2001; Tett & Meyer, 1993; Vong, 2003). In
effective compensation programs, the worker should aim to increase the level of motivational
satisfaction and reward workers for their contribution to improving productivity. Most studies
have concluded that employee satisfaction is the most prognostic aspect of turnover.
Employee turnover has been shown to generally have a negative impact on organizational
effectiveness (Price & Mueller, 1986) and reduce profitability (Johnson, 1981). These
negative impacts include extensive financial costs, disruption of co-workers' work, additional
stress on the work unit, reduced work unit quality and reduced ability to adapt to an uncertain
environment, loss of skilled labor leads to reduced quality, productivity, innovation and
competitiveness (Miller, 2010). In addition, turnover causes significant costs in recruiting and
training new employees (Abbasi et al. 2008). Actual employee turnover is essentially the
result of their intention to leave the job or the organization. The job turnover process can be
described as job dissatisfaction being the first step, followed by intention to leave, which may
ultimately result in actual turnover (Mobley et al. 1978; Bannister & Griffith 1986).
According to Zhang and Chen (2010), the opposite factors that lead to employee turnover
cannot explain the reasons why other employees stay there. For example, low pay is the main
reason for employees to leave a job, but high pay cannot guarantee that employees will stay
in the job. Employees with high incomes will face more work pressure, so their intention to
stay in the organization is still questioned.
Study objectives
The objective of our research is to understand the reasons why people decide to quit. When a
company has a high turnover rate, this could signify low employee job satisfaction, and hiring
new employees to fill these openings requires a lot of time and effort.

BACKGROUND
WORK-LIFE BALANCE. Lately, the word work-life balance is becoming more and more
common in the public debates. It’s a term which is very commonly used in business
organisations, chiefly in large ones and plays as the important factor of their corporate
benefits.
Work- life balance is something which is considered important in both corporate practice as
well as academic research. It is important issue for the well-being of every employee because
both family and work are the important elements in one’s life and both of them adversely
affect the individual.
Though there are clear evidence that long working hours can harm the employee as well as
the employer, but the basic assumptions of many professionals are still not being cleared
about their deeply delt habits and about work hours.
There was a study which was conducted by Medallia, Inc. The study revealed that 50% of
their employees left the organisation without having any other offer in hand. It was observed
that this was influenced by the COVID-19 pandemic. Employees felt burnt out and felt that
their emotional well being was getting affected. It was also found that 70% of those who
resigned, wanted a better work-life balance. Over 50% of the employees who resigned
observed that no employee feedback is taken by the organisation.
The studies have shown that workers are aware about the importance of the work-life
balance, and when we say work-life balance we mean work and health balance along with
work and family balance. By showing the difference in the effects of the work–family
balance and the work–health balance on the job fulfilment, the studies revealed the individual
differences in the work-life balance process.

APPRAISAL/PROMOTION. Farjoun, Moshe, Saporta, and Ishak According to Aug 2003,

depending on the profession, promotion might help to decrease employee turnover. Moving
from one company to another becomes less likely as one's career progresses. Similarly,
Carson, Paula Phillips, Carson, Kerry D., Griffith, Rodger W., and Steel, Robert 1994 find a
negative relationship between promotion and turnover.

Bonus payments do have an impact on employees' decisions to remain with one company or
leave for another, according to research by Clark-Rayner, P., and Harcourt, M. (2000).
According to the research, supervisors who do not intend to provide incentives might push an
employee to look for another employment, especially if the individual has previously earned
a bonus. Simply promoting hardworking people without concentrating on rewarding and
rewarding them can lead to a decline in motivation, and as a result, seeking for other
possibilities becomes an option for those employees.

Abdul Musawer, Dawlat Khan Amarkhil, and Mohammad Laiq (2021) found that if a person
doesn't fit well in the organization and has lower organizational commitment, their intention
to quit their job will rise. In their study, they found that an increase in job stress will result in
a higher percentage of employee turnover. According to their study's findings, the intention to
depart ratio will be reduced when organizational commitment is high. Employee inclination
to depart is influenced by organizational commitment. Researchers have discovered a link
between employee problem-solving and self-improvement and a decreased likelihood of
leaving (Batt, 2002). Their findings indicate that the rate of absenteeism and turnover
intentions will drop if the right person is hired for the right job in an organization that suits
him or her well. According to (Moore, 2002), a lack of communication between management
and current employees will cause stress among other team members.

NON WORK VALUES AND INTERESTS- Nonwork values are enduring beliefs that
relate to sought after life consequences or human behaviours and they act as a means of
evaluating standards. Mobley and his colleague's (1979) suggest that nonwork values
contribute to the explanation of labour turnover since social and family responsibilities also
have the ability to restrain or empower a member's decision of whether or not to quit. They
therefore believe that an understanding of nonwork values and roles is important as polices,
practices, and conditions within the organisation may interfere with the attainment of
nonwork values. Employees are motivated to work for organizations that instil a sense of
pride in them. According to the Millennial Impact Report, more millennials are becoming
engaged in philanthropic causes. The direct impact of this generation being more socially
aware is that they also like to work at places that are more socially responsible.
 FRAMEWORK/METHODOLOGY
3.1 Sampling
3.2 Data collection
To collect the data for the research we have utilized two data types – Primary data and
Secondary data.
Primary data - Primary data is collected through the survey. For the survey, a questionnaire
is made in which 62 respondents from various places have filled out the survey and have
given their responses as to what they think and feel. The questionnaire consists of 15
standardized questions.
Secondary data - The secondary data is collected from articles and google from various
online research.
We also read some literature studies, which helped us to determine the key variables which
lead to employee turnover in the organization. By examining the literature, we got to know
about the deep insights due to which an employee decides to leave or stay in the organization.

3.3 Data Analysis

DISCUSSION/MANAGERIAL IMPLICATIONS
Our study found that there are a number of reasons why employees resign. Earning more
money is the top reason for over four in ten respondents (44%). However, money is not the
only factor.

LIMITATIONS OF RESEARCH

FUTURE WORK/SUGGESTIONS