Chapter-II

REVIEW OF RESEARCH
AND LITERATURE
 CHAPTER - 2

REVIEW OF RESEARCH AND LITERATURE

As the indication of the earlier chapter, retaining talent has never been so
important in the Indian scenario; however things have changed in recent years.
Employee retention is a new era of modern technology and competitive business
environment. Now -a- days employee retention is playing a vital role and challenge to
all the organizations. Review of literature is an important step to understand the
research work. It helps to clarify and defining the problem, stating objectives,
formulating hypotheses, selecting appropriate research design, methodology of
research as well as interpreting the results on the basis of previous research work
undertaken. In this chapter, an endeavor has been made to provide an overview of the
earlier study on employee retention. The source refers that includes various research
surveys, articles from different magazines, books, doctoral thesis, different websites
etc. The review of research and literature are given as under:

Rahman et al1 (2017) mentioned in their study that, in today‟s competitive

banking world, retaining experienced employees is a challenge for an organisation.
The quality of work life (QWL) is a philosophy aimed at ensuring employees
organisational life satisfaction. The factors such as security and compensation are
more important predictors to internal life enjoyment and factors such as maintenance
and supervision are more responsible for employees‟ intention to stay.

A study on Employee engagement & retention: a review of literature by

Munish and Rachna Agarwal2 (2017) revels that, with the integration of key employee
engagement & retention along with the psychological state wellbeing may facilitate a
very useful tool for achieving and improving organizations success. The level of
training and development facilities, culture of organization, leadership quality,
feedbacks, and compensation structures determines the tenure of the talented
employees certainly affects the tenure of employees with dedication. In this era of
tough competition it is on the card for the HR professionals to apply a mix and match
of employee retention and engagement strategies to engage and retain talented
workforce for longer period of time.

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 According to Shaheeb Abdul Azeez3 (2017), retaining employees will help the
organisational growth in the long run and will also add their goodwill. The most
challenging task for most of the organisations today is employee retention and their
satisfaction. The factors like leadership, rewards, salary, compensation, training &
development, career development, recognition, employee engagement, appraisal
system, superior support, etc. determines employee satisfaction and employee
retention in the organizations.

A study on Factors affecting employee turnover and sound retention strategies

in business organization: A conceptual view by Chowdhury Abdullah Al Mamun and
Md. Nazmul Hasan4 (2017) reveals that, management should instigate programs to
understand why employees quit the organization and identify the issues that attract
and retain them in the organizations. Job satisfaction is the key determinant of
turnover intention. Employees are the staying power of any organization so
organizations necessitate taking initiative to implement the employees‟ motivation
process, thereby enhancing the overall employees‟ performance by providing quality
products and offering excellent services. It is less expensive to retain the employees
than to recruit, train and place new ones. Therefore, every organization will have
necessary measures to fill employee vacancies and need to develop robust retention
strategies to prevent further employees leaving.

According to Ankitha Chaturvedi and Kanchan Sangwan5 (2016), job

satisfaction affects retention of employees. As when any component of job
satisfaction is troubled it will directly affect the employee turnover. Focusing on
employee satisfaction can positively impact the organization as it increases employee
productivity, performance, quality of work, profits, commitment to the organization
and reduces turnover and absenteeism. Boring and monotonous work, lack of career
growth opportunities leads to job dissatisfaction and employee turnover.

A study by Umamaheswari and Jayasree Krishnan6 (2016) reveals that,

employee‟s commitment towards their organization increases their likelihood of
continuation in the organization. The work environment and supervisor support and
training and development are the influencing determinants highly relevant in
predicting employee‟s organization commitment, in the most turn over prone Indian
environment. The organization‟s provisions for training facilities to improve

29
employee‟s skills alone not sufficient enough to retain them and these facilities need
to be plugged with promotional and financial benefits.

Abdulwahab S. Bin and Shmailan7 (2016) mentioned in their study that,

Satisfied employees do perform better and contribute to the overall success of an
organization. Employee engagement can also contribute to organizational success.
Having satisfied employees who perform better and are in the right jobs, helps foster
engagement. Engaged employees want good communication with their superiors,
work that has meaning for them and motivates them, and it is a safe place to work.
Engaged employees produce better financial results, are proud of their organization
and demonstrate enthusiasm. It makes financial and motivational sense to foster
employee engagement.

A study by Magdalene Thiriku and Susan Were8 (2016) reveals that, reward
system that contains more than compensation, employee performance on regular
basis, implementing flexibility programs in terms of work-life balance, building a
culture of engagement, developing and refining management skills are effective tool
of employee retention. The training and development that focus on continuous
learning, retraining and retaining knowledge should be applied as they decrease the
time it takes to move the workforce from intermediate to expert competence, by
bridging its technical skills gap. Job autonomy and skill variety are mostly considered
as having a beneficial effect on career commitment since they provide individuals
with opportunities to change their career.

According to Bodjrenou Kossivi et al9 (2016), employees are the most

valuable assets of an organization. Their significance to organizations calls for not
only the need to attract the best talents but also the necessity to retain them for a long
term. The need for organizations to retain their talents is crucial for their ability to
remain in business depends on it. Some factors such as organization culture, training
and development, compensation, work-life balance, management/leadership, work
environment, social support and autonomy leads to employee retention.

Naveed Ahmad, Muhammad Sulaman Tariq, Alamdar Hussain10 (2015)

mentioned in their study, the three most important strategies to banking sector for
more employee retention of workforce are attractive rewards and recognition, annual

30
performance appraisal and training opportunities. They suggested that, banking sector
must give employees different types of packages to retain employ on their level of
satisfaction as well as retention. The other factors of employee retention are employee
engagement, flexible working hours, benefits and compensation, equality between
employees, employee satisfaction and motivation.

George Mucai Mbugua, Esther Wangithi Waiganjo and Agnes Njeru11 (2015)
stated in their study, for employee retention to be successful, it has to be linked
positively to the processes and practices of recruitment and the sources from which
candidates are recruited. Good employee retention is a part result of a good fit
between a company‟s workplace culture, its way of doing business and the qualities
that it espouses as valuable and the interests, character and motivations of the
individuals that exist within it. Less desirable aspects of job may improve trust
between employer and employee, leading to greater loyalty, commitment and
retention. They suggested that employee retention should be linked with an effective
recruitment and selection process for better results.

According to Biju Roy12 (2015), paternalistic „status quo‟ employer –

employee relationship, focus on providing hygiene factors, thrust on motivating
factors, improvement in quality of work life, building organizational culture, retention
factors for knowledge workforce. He mentioned in his study that, there was good
relationship between the employee retention and HRM practices. The factors
responsible for leaving employee from the present organization have been marked as
career development and opportunities, recognition and work environment in the
private sector banks.

Latha Suresh, R. Krishnaraj13 (2015) mentioned in their study that,

organizations should create an environment in which one should be willing to stay. In
order to encourage organizational loyalty among employees the very first step
towards effective retention is the acceptance of the reality the movement of
employees is governed by not only by the organization, but also by the market. Fast
moving markets require fast moving organizations that are continually refreshed with
new talent. Retention issues should not be ignored until the company suspects an
employee might quit, at which point it is addressed by offering the employee some
kind of perks to stay, and then it‟s back to business as usual. This approach might

31
work in short run, but does nothing to cumulative long-term loyalty. A better
approach is to address retention proactively as a strategic issue. HRs should look
forward to commitment, enhance job satisfaction and to provide support to facilitate
employee retention.

“The impact of human resource practices on employee retention in the

Telecom Sector” a study by Maqsood et al14 (2015) reveals that, attracting and
retaining key employees is always a challenge, but it has become more difficult due to
the competition for skilled employees. The employees feel that effective HR practices
have a direct and positive relationship with employee retention. The companies that
successfully attract and retain key employees offer high compensation packages and
dynamic environment. Training and development is a process of developing expertise
in employees for the purpose of better performance. Training and development is
important in improving the effectiveness and in retaining the key employees.
Employees are loyal to the employer if the employer is committed and helpful for
their long term career development.

“Corporate social initiatives and employee retention” a study by Christiane

Bode, Jasjit Singh, Michelle Rogan15 (2015) reveals that, the strategic role played by
human capital and the tremendous costs to firms of replacing lost employees,
employee retention can be critical for firm performance. Given the wide range of
levers that companies employ to retain employees are financial incentives,
organizational culture, quality of work and legal resource. Employee participation in a
corporate social initiative was positively associated with retention rates in the firm.
The retention effect can least partly be attributed to treatment and is not all just a
manifestation of sorting of certain types of employees into the social initiatives.

Bidyut Bijoya Neog, Dr. Mukulesh Barua16 (2015) mentioned in their study
that, job security is the most important factor for retaining employees, so
organizations should emphasis more on retaining employee depending on increasing
job security level and job satisfaction level. Organizations should do fair and unbiased
performance appraisal to keep their employee a long time period with them. By
conducting on the job interview, the management will be able to understand their
employee‟s problems, expectations and aspirations while working with them. By
conducting on the job interview, it makes sense to explore employee minds while they

32
are still working in the organization and take their feedback for changes rather than
asking for it after losing them to competition.

A study “Academic staff retention as a human resource factor: University

perspective”, by Jacob M Selesho and Idah Naik17 (2014) reveals that, The retention
factors such as job satisfaction, salary, promotion and leadership are important among
the academicians, that keep them with their current employer. Job satisfaction was
regarded as an intrinsic element that motivates staff to stay within their job. The
element salary disparity is one of the main reason causing academicians to leave their
profession. With the help of homogeneous salary packages, transparent ranking an
institution can retain staff for a long period of time.

S. Naganandini18 (2014) says, a high quality of work life is essential for all
organizations to continue to attract and retain employee and it will positively nurture a
more flexible, loyal and motivated work force leads reduce the employee retention in
private companies. The companies need to be more flexible so that they develop their
talented work force and gain their commitment and gain competitive advantage the
organizations must be concerned about their human resources who are their most
important assets and take consistent and steadfast measures to improve them and
enjoy high quality of work life experiences. A happy and healthy employee will give
better turnover make good decision and positively contribute to the organizational
goal. An assured quality of work life will not only attract young and new talent but
also retain the existing talent.

According to Muppuri Nagabhaskar19 (2014), a main concern of any

organization is its capacity to attract, engage and retain the right employee. Certain
factors like financial rewards, career development, job characteristics, recognition,
work life balance, management are crucial in influencing the employees‟ decision to
either leave or remain in an organization. Organization should provide with a number
of strategies to increase employee retention such as: design an interesting employee
value proposition, develop a total reward system that contains more than
compensation, give constructive point of view on employees performance on regular
basis, implement flexibility programs in terms of work life balance, build a culture of
engagement, develop and refine management skill to be effective as it is engages
employees while driving performance improved at the same time.

33
 According to Jackson M.E Muhoho20 (2014), employee retention is a critical
and vital force to both the organization performance and gaining competitive
advantage in today‟s workplace market, business environment and companies.
Employer should work hard towards achieving a highly teamed up workplace and
organizations through integrating and alignment of organizational goals with
individual employee or personal goals. They need to engage with the company at the
same time being equitably remunerated and treated well accordingly. Organizations
failing to equitably remunerate and treat well their employee are likely to suffer a
employee turnover rate that can, in turn, cost employers a great deal of financial
distress.

Elza Fatima Rosa Veloso et al.21 (2014) mentioned in their study “Talent
retention strategies in different organizational contexts and intention of talents to
remain in the company”, talent retention strategies should adapt to the assessment of
how critical the employees‟ competencies are for the company; the employees, in
turn, depend on the organizational competencies and vary from one company to
another company. All the companies have in common is the existence of direct cost
arising from loss of talents due to interruptions in the work, generating a loss of
knowledge associated with these employees. The five strategies for talent retention
are; incentives, norms and values, coercion, recruitment of new professionals and
knowledge management.

Dr. Mita Mehta, Aarti Kurbetti and Ravneeta Dhankhar22 (2014) mentioned in
their study, today employee commitment and retention has become an important
strategic aspect for the organization. It is not only important to have the best and most
talented employees but it is equally necessary to be able to retain them for long term
benefits to both the organization and its people. The factors that impact employee
commitment and retention in a work environment are; career development
opportunities, effective talent management strategies, recruitment, orientation,
training and development, compensation and benefits, work life balance, culture of
the organization, leadership, communication, image of the company, autonomy and
empowerment, role of supervisors, work related policies and flextime and
performance appraisal.

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 According to Namita23 (2014), workplace culture with the psychological
conditions of meaningfulness, safety and availability are more likely to retain the
employees. Work life balance is important for the employees‟ engagement and
retention. There is positive correlation between employee engagement and desirable
business outcomes such as retention of talent, customer service, individual
performance, team performance, business unit productivity and even enterprise level
financial performance. There is strong links between work life balance policies and
reduced absenteeism, increased productivity and job satisfaction; the other benefits
include improved recruitment and retention rates with associated cost savings,
reduced sick leave usage, a reduction in worker stress and improvement in employee
satisfaction and loyalty, greater flexibility for business operating hours and an
improved corporate image.

M. Bhanabhakyam and K. Kokilambal24 (2014) mentioned in their study, there

is scarcity for talent, all organizations are seeking the same kind of talent very
aggressively, hence retention becomes a crucial issue. Talent management has to start
from the interview process to check if the employee is a right fit the organization till
employee separation where the employee parts the organization. It also has to be
noted that talent management practices will differ across different levels and
industries and hence proper care has to be taken to ensure that the right approach is
taken for better results.

According to Naveed Ahmad25 (2014), organizational commitment and

employee performance play a vital role for employee satisfaction. At present era of
globalization the cost of manufacturing rising due to many factors, so organizations
should try to recover that cost through employee retention. Hiring new employee
requires cost of hiring and training so if employee of some organization stays for
longer period of time then organization may compete in better way. Managers of
organizations should consider these factors of employee satisfaction in policy making
and as tool of competition. If the level of satisfaction of employee is high then the
organizational performance would be better.

A study “Compensation packages: A strategic tool for employees‟

performance and retention”, by Omotayo Adewale Osibanjo et al26 (2014) reveals
that, employee satisfaction and retention are independent variables and are influenced

35
by other variables such as allowances, salary, incentives fringe benefits, bonus etc…
Compensation received by employees in an organization, that serves to achieve
employee satisfaction and retention as well as improves performance. They suggested
managers that, rewards distributed to employees are dynamic and contently
reevaluated to ensure their transparency and fairness to all employees so as to
continue to have their decision, commitment and loyalty, which is the major drive for
keeping contented and satisfied employees, thus avoiding turnover but ensuring
retention of vibrant employees.

“HRM practices and employee retention in Thailand – A literature review” by

Sarasak Tangthong, Jirasek Trimetsoontorn and Nutthawut Rojniruntikul27 (2014)
reveals that, benefits and training are positively related to retention because they
motivate employees and lock them to their jobs. Reward system and training help
encourage employee engagement; it has positive effect on employee retention.
Compensation and benefits, management and reward system and training and
development have a direct and indirect effect on employee retention.

A study by Ngirande Hlanganipai and Musara Mazanai28 (2014) reveals that,

greater employee satisfaction, improved employee incentives which turn result in
employee retention than those of persons in non-enlarged jobs. Variety of tasks in job,
realistic standards of performance, job enrichment and freedom of judgment are
variables having statistically significantly positive correlations with employee
retention. Stability, job security and other positive financial, social and psychological
factors have a positive impact on employee retention and helps organizations in
saving substantial costs of labor turnover.

A study “Factors effecting employee turnover in banking sector” by Saba

Satter and Shehzad Ahmed29 (2014) reveals that, the major reasons for employee
turnover are work environment, job stress, career growth and compensation. Work
environment and job stress having large correlated with employee turnover, career
growth and compensation have less influence on employees‟ turnover.

A study by Neema A. Kwekal and Eliamani Sedoyeka30 (2014) reveals that,

mechanism for employee retention are fair pay and benefits, managing hours of work,
recognition, training and development, practicability of its policies and regulations,

36
supervisor support and job satisfaction. Positive factors for employee retaining do not
necessarily ensure quality or quantity of work or low turnover rate. Poor
compensations and benefits, ability to access new jobs and working environment have
a direct and strong impact on employee turnover.

Sajjid Ali Khan31 (2014) mentioned in his study, retirement benefits, job
security and financial crisis have a very pertinent and significant impact on the
turnover rate of the employee. He also mentioned that there is difference between rate
of turnover between private sector and public sector jobs. Some time employee
turnover impact an organization positively by replacing the poor performer with more
skilled employee, recruiting young one in place of a retired old employee. Retirement
benefits and job security of task significance, autonomy and feedback tend to decrease
high level turnover intentions.

A study by Atif Salman, Nawaz Ahmad and Faiq Main32 (2014) reveals that,
employee training and development and motivation are connected with employee
retention. There is a strong relationship between employee motivation and employees
retention, whereas training and employees development has weak relationship with
employee retention. The longer period retention of any employee is a significant part
for competitive advantage.

According to David Amiani33 (2014), employee turnover can be greatly

reduced if the management impresses upon the retention strategies. The employee
performed well if a good working environment is setup by management, a proper
indication process is setup for new employees, offer proper and attractive reward
package setup and a proper training and career management program desired, and
then they will commit to their present works. Employee‟s negative perception on
retention strategies implies that the employees are not putting all their input in the
organization due to their reserved feelings.

A study by Dr. Raja Irfan Sabir et al34 (2014) reveals that, employee‟s
turnover is a dependent variable on the variables payment/salary, benefits,
recognition, job satisfaction and promotion. The activation of involuntary turnover of
employee is done by policies of org, the standard performance and work rules which
are not fulfilled by workers. The reasons for voluntary turnover of employee are many

37
which can include the better opportunity of job, dissatisfaction from current work
place system, pay packages, the inappropriate behavior of immediate boss and
supervisor, few growth opportunities and individual or family issues.

A study by Jain Ruchi and Kaur Surinder35 (2014) reveals that, through
mergers and acquisitions, company carries growth as well as inevitable challenges for
transferor and transferee company. Such challenges may job satisfaction and retention
functions which directly affect the workforce of the transformer company. Job
satisfaction influences retention and attrition is the major factor which affects job
satisfaction and retention strategy. They suggested that organization should adopt
retention strategy so that to retain the potential employees.

A study “Hr practices and employee retention – An empirical analysis of

Pharmaceutical sector of Pakistan” by Muhammad Saleem and Hina Affandi36 (2014)
reveals that, HRM work practices that contribute in higher motivation and
development would enhance employee retention. Perceived organizational support is
positively and significantly related with fairness of rewards and growth opportunities
as well as with employee retention. So to retain skillful employee there must be
opportunities for growth and fairness in reward system. Retaining talented individuals
is an advantage for a firm because the knowledge and skills of the employees are
important for organizations in gaining competitive advantage.

Ms. Suruchi Mittar, Sharmishtha Saini and Aditi Agarwal37 (2014) mentioned
in their study, there is significant relation of employee retention with human resource
practices. More Hr practices are in place, the more the employees remain motivated to
work effectively and efficiently and have lesser intention to leave the organization.
The lack of a retention strategy is making it difficult for leadership to identify crucial
skills that must be retained. Perceptions of rewards based on fair appraisal and job
security have an effect on retention and moreover, overall perceptions of HRM
increased retention.

A study by Victoria Akinyi Aloo and Dr. Makori Maronge38 (2014) reveals
that, the employee weighs pros and cons, risk and opportunities to make a decision
about the future in the organization, this decision will decided whether employee
turnover or retention occurs. High employee value proposition equals low desirability

38
of movement; low employee value proposition equals high desirability of movement.
The desirability of movement in relation to the ease of movement, which is primarily
determined by the labor market, affects the outcome.

Surbhi Jain39 (2013), mentioned in her article “The causes of turnover in the
employees of educational institutes: An observation”, Human resource is one of the
most valuable asset of any organization. Retaining of staff will helps in maintaining
the knowledge inventory and decreases the cost of re-recruitment, selection,
orientation, training and development on new staff. It also ensures knowledge
continuity, committed decision making and smooth and co-ordinate work flow. She
also mentioned different causes of turnover intention in the academic staff of the
educational institutes like insufficient funding and resource, work overload, poor
management practices, job insecurity, insufficient recognition and reward, the role
erosion, role overload, resource in-adequacy and role ambiguity etc.

A study on “The effect of training on employee retention” by Waleed Hassan,

Amir Razi, Rida Qamar, RidaJaffir and Sidra Suhail40 (2013), reveals that, The
performance of an organization depends on its low turnover rate of employees. High
turnover of employees leads to poor performance of an organization. Training is one
of the most important factors in retaining employees. It is better to provide on the job
training methods rather than off the job training methods. Also training helps
employee in his career growth and professional skills development. Supervisor
support will also play a vital role in employee retention. Employee retention will
depends on training, its methods, duration of training program, supervisor support,
motivation, rewards and job satisfaction etc.

A study on “The impact of employee turnover on the efficiency of the

organization” by Muhammad Naeem Tariq, Prof. Muhammad Ramzan, Aisha Riaz 41
(2013) reveals that, the performance of an organization is negatively associated with
employee turnover, work load, work stress, salary and family to work conflict. The
level of performance or the ability of work done by the staff will only be achieved if
the employees satisfied by the internal environment of an organization. Employee
turnover in organization is one of the main issues that extensively affect the overall
performance of an organization. It is often suggested that organization should be
adopt the clear standard operation procedures that decrease the gap among the top

39
management and the middle management in order to identify and resolve the issue of
employee turnover in the organization.

According to Anantharaj A. Arokiasamy42 (2013), employee turnover can be

classified into different types like voluntary turnover, involuntary turnover, avoidable
and unavoidable turnover. The causes of employee turnover are jib satisfaction, pay,
career promotion, management, job fit, fringe benefits, perceived alternative
employment opportunity, unionization, influence of co-workers etc… The strategies
to minimize employee turnover are recruit suitable employees, retain valuable
employees, job satisfaction, organizational culture, effective leadership, training and
development, clear job expectations, balancing work and family life etc… Job
satisfaction has the largest direct effect on turnover intent. It is important for
managers to have an understanding of why people would leave the organization and it
is equally important to identify those factors that attract people to organization.

A study by Willard Nayamubarwa43 (2013), “I am considering leaving soon –

turnover intentions of academic librarians in Zimbabwe” reveals that, academic
libraries like any other employer have therefore found themselves wanting in
providing adequate services including adequately remunerating their employees thus
leaving the employees with no option but to look beyond their employers as a source
of livelihood. Salaries and conditions of service, job performance, career growth,
work environment, job satisfaction, supervisory style, promotional opportunities and
employee commitment were identified as the factors shaping turnover intentions of
academic librarians in Zimbabwe.

A study by R. Sivarethnamohan and P. Aranganathan44 (2013) reveals that,

healthy work environment is one in which the employee needs are fulfilled and the
employees develop commitment and loyalty towards the organizations which further
results in an improved retention. The organization needs make the job more
interesting by using the approach of job rotation or job enrichment. The organization
would identify the skills and capabilities of the employees and match them in
respective fields, so that the employee‟s satisfaction level improves. The organization
would work towards bringing an interrelationship between a person‟s work life and
personal needs of life.

40
 “Employee retention: A review of literature”, by Bidisha Lahkar Das and Dr.
Mukulesh Baruah45 (2013) reveals that, human resources are complex and not easy to
understand, these are the assets which can makes as well break an organization.
Retaining them will help in the long-term growth of an organization and will also add
to their goodwill. But most difficult task faced by an organization today is retaining as
well as satisfying these resources. The biggest challenge that organizations are facing
today is not only managing these resources but also retaining them. Securing and
retaining skilled employees plays an important role for any organization, because
employee‟s knowledge and skills are central to companies‟ ability to be economically
competitive.

C Balakrishnan, Dr. D. Masthan and Dr. V. Chandra46 (2013) mentioned in

their study, employee engagement leads to commitment and psychological attachment
and reflects in the form of high retention of employees. The level of engagement in
employees can be enhanced by identifying drivers and work on them. Employee
retention can be improved by addressing non-financial drivers of employee
engagement like communication, recognition, manager and supervisor support and
relationship, work engagement, team work and role clarity. Therefore it has given a
very positive message that even without financial expenditure the employee
engagement and hence retention can be improved.

A study by Felicty Asiedu Appiah, Eric Kontor and David Asamoah47 (2013)
reveals, the factors which could affect employee retention includes, opportunity for
learning new skills in a team environment, opportunity to participate in the policies
which guide and rule their working lives, opportunity for employees to air their views
without fear, clearly communicating to employees exactly the firm‟s expectations and
safe working conditions. The effective implementation of these human resource
management practices can lead to a reduction in employee turnover. Training and
development factors, communication and information sharing factors, health and
safety and welfare factors, incentives and compensation factors and job security
factors are very significant in bringing about turnover intentions with in the mining
industry.

Ms. Deepti Sinha and Dr. Somesh Kumar48 (2013) mentioned in their study,
the problems of employee turnover includes the cost of turnover, loss of companies‟

41
knowledge, interruption of customer service, goodwill of the company, leading to
more turnovers and regaining efficiency. The strategies to retain employees are; right
selection, communication, include employees in decision making, allow team
members to share their knowledge with others, shorten the feedback loop, balance
work and personal life, provide opportunities for growth and development, recognize
team members for their hard work and let them know they are appreciated, clearly
define what is expected of team members, the quality of supervision and mentorship,
fair and equitable treatment of employees, best employee reward programs,
performance based bonus, employee referral plan, loyalty bonus, giving voice to
knowledge banks, accountability and fun and laughter at work place.

Sultana Nazia and Bushra Begum49 (2013) mentioned in their study

“Employee retention practices in Indian corporate – A study of select MNCs”, most
employee retention policies are aimed at addressing the various needs of employees to
enhance their job satisfaction and reduce the substantial costs involved in hiring and
training new staff. Retention strategies helps organization provide effective employee
communication to improve commitment and enhance work force support for key
corporate initiatives. They suggested organizations to relive employees from the work
load through job rotation, change in work location and other recreational activities.
Also they observed that implementation of three R‟s will increase retention.

“Relationship between work environment, career development opportunities

and employee retention in Vodafone Ghana limited” by Daisy Ofosuhene Kwenin50
(2013) reveals, retaining the best employees would ensure the achievement of
company objectives, customer satisfaction and effective succession planning.
Retaining employees would also improve investor‟s confidence, as they are concerned
with organization‟s capacity to perform in such ways that would positively influences
the value of their investment in the organization. Work environment and career
development opportunities had positive relationship with employee retention and thus
affect employees‟ decision to stay. Management has to provide attractive work
environment and career development opportunities for employees to boast their
decision to stay with the organization.

K. R. Sreerekha and Dr. T. J. Kamalanabhan51 (2013) mentioned in their

study, voluntary turnover has become a problem for many organizations, regardless of

42
the nature of job in today‟s society. The costs of this turnover not only have an impact
on organizations but also would affect the morale of the employees within the
organization. The influence of predictor variables; organizational commitment and
antecedent on turnover intention is reduced to significantly when commitment is
added to the model, although this reduction was slight depicting practical motivation.
If there is more organizational support rendered by the management, a lot of
improvement can be seen and brought about it controlling turnover intention among
the employees.

From the “State employee compensation and turnover evaluation report52

(2013)”, tangible recognition and job satisfaction help retain staff in the public sector
where pay and compensation always lag behind the private sector. Confidence in
administration to lead department through difficult times has been a primary factor in
retention of employees and continuing to provide quality service to customers. The
sole focus of moving pay closer to policy does not address the other compensation
challenges such as salary compression, salary inequities and retention.

According to Atul Mathur and Dr. P. K. Agarwal53 (2013), employee retention

is very important for the organization. It helps the organization in reducing cost of
turnover, loss of company knowledge, interruption of work, regaining the efficiency
and increases the productivity of the organization. The important reason for leaving
organization by the employees is money and their working environment. It is very
important for organization to make an effective compensation policy which is able to
satisfy the employees. By using different HR practices like performance appraisal,
training and development program, feedback and assigning competitive work the
condition of employee retention has been increased.

Lucie Vnouckova and Hana Klupakova54 (2013) mentioned in their study, to

reduce employee turnover, management has to follow the instructions like; encourage
independence, work on career planning, employee education, learning and
development, innovations, communicate openly, honestly and often, share
information, encourage employees to increase their feelings of importance,
satisfaction and usefulness for the organization, appreciate employees‟ work and
performance and secure their need for future security and recognition, compensate
and remunerate equally but in the context of performance, encourage good

43
relationships and work on organizational climate and open culture, share the vision of
management team and allow the strategy to spread to all parts of the organization,
focus on recruitment and people‟s expectations, hire the right people in the right
places and treat them with respect.

A study by Uzoechi Nwagbara55 (2013) reveals that, communication is

integral in managing relationship at work between managers and subordinates.
Effective communication can create an atmosphere of communication, satisfaction
that can foster low employee turnover intention. Also, effective communication is
correlative of communicating task effectively in organization as well as vital in
feedback, which is essential for mutual sense making and sense giving. When
everybody expresses their concerns about how organizations are run through effective
communication and friendly work ethic, employees will be less willing to leave.

A study by Essien Ekong. A, Adekunle Olusegun . A and Oke – Belllo

Adesina Mukaila56 (2013) reveals that, most of the left the organization as a result of
their superior approaches in dealing with them. They suggested through their study,
organizations must design and fashion out an effective managerial style that will
enhance employee performance and retain them in the organization. They also
suggested that, managers should ensure they adopt managerial style that will provide
opportunity for the subordinate and leaders in joint decision making.

According to Ms. J. Josephine Virginia Sharmila57 (2013), engaging

employees is crucial to satisfying and understanding the organization‟s customers.
Engaging employees has measurable and direct impact on productivity, talent
retention, financial results and customer satisfaction. Employee engagement triggers
increased job satisfaction and employee retention. The impact of engagement can
manifest itself through productivity and organizational performance outcomes for
customers of the organization, employee retention rates, organizational culture and
advocacy of the organization and its external environment. High levels of employee
engagement with in a company promote retention of talent, foster customer loyalty
and improve organizational performance.

A study by Uma Narang58 (2013) reveals that, the factors of employee

retention are career development opportunities, supervisor support, work

44
environment, rewards, work life policies. It will help the employees to put their best
in the org. employee retention is important for firm performance. Organization will be
not able to capitalize on human assets developed within the organization without
retaining its employees.

Dr. Arvind Kumar and Dr. Meenakshi Kaushik59 (2013) mentioned in their
study “Retention in BPO employees in India”, the factors impacting retention of high
performing employees are vision, opportunity, incentives. Community,
communication and work flexibility. They also mentioned in their study that,
organizations are trying to adopt strategies and policies in areas like employee
engagement, career planning, new target population and areas of recruitment, building
organizations culture etc… to improve retention rates.

Nabeela Mushtaq60 (2013) mentioned in his study, supervisors play a

proactive role in organization‟s success and employee retention. Labor practice,
employee welfare programs, appropriate working hours and working conditions are
among those factors that act as a bridge between CSR and employee retention.
Lockouts, strikes and improper working conditions affect both of CSR and employee
retention.

J. Duplessis et al61 (2013) mentioned in their study, recruitment and selection

are important HRM processes and having the right people filling the right positions
from beginning will help the organizations save both time and money. Retention of
high performance employees is the primary focus of HRM practices. Developing
employees‟ careers, financial reward for employees, recognition of employees,
contribution to organizational success, securing compliance with employment
regulation and improving employees‟ competencies to achieve business targets are
key dimensions for enhancing high performance employee retention.

Asim Masood62 (2013) mentioned in his study, employees becoming overly

stress in job, prefers to quit for days and taking rest at home. Good working
conditions and working relationships among employees in the organizations lead to
better employee retention. Employees are more focused to avoid stress and at their
work place decrease directly affects their performance. Employees‟ work with energy,

45
ability and determination even if they are not provided support; they likes to perform
their tasks with honesty.

According to Aarti Chachal et al63 (2013), the relation between of job

satisfaction with employee‟s performance and organizational commitment.
Organizational commitment likely strongly associated with employee retention. To
ensure organizational commitment, companies must promote job satisfaction.
Organizations should be given due consideration to working conditions, training and
development facilities, working hours, welfare measures and job security so that the
employee‟s turnover may be restricted. If these factors are given little more care, the
company can maintain good workers with high level of satisfaction, organizational
commitment and involvement.

A study “Job satisfaction and bankers turnover: A case study on Bangladesh

commerce bank limited” by K. M. Anwarul Islam and Mahbub Zaman64 (2013)
reveals that, there is strong association between job security and retention, thus it
reduces employee turnover. Organizations with pleased employees tend to be more
helpful than association with displeased employees. High level of job satisfaction
increases employees work involvement and task performance.

Oginni Babalola O, Afolabi Gbadegesin and Erigbe Patience65 (2013)

mentioned in their study “The place of job stress in labor turnover of the banking
sector in the Nigerian economy”, work materials, work pressure, work environment
and institutional policies showed a strong and significant relationship with labor
turnover. These job stress variables are important indicators which must be linked
with the labor turnover in order to control for the purpose of stability of the work
force and productivity.

K. Chitra66 (2013) mentioned in her study “Role of leaders in employee

retention – A pragmatic study with reference to private sector bank employees”, there
is a diametric relationship among leadership style and intention to leave. When
practicing leadership style is felt as unfavorable by the work force intention to leave
increases and when it palpated as favorable intention to leave decreases, heightens
employee retention within the organization. She also mentioned that leaders have an
influence on profuseness of organizational factors which affect retention.

46
 Asif Sajiad, Hassan Ghazanfar and Dr. M. Ramzan67 (2013) mentioned in their
study, compensation direct positive relation with motivation; improve employee
morale and retention, employee engagement and productivity. Human resource
practices increase employee retention and build citizenship behavior through
organizational politics, feedback system, autonomy; goal clarity and supervisory
relationship organizational commitment are significant factor to reduce turnover
intentions. They mentioned that, the turnover and retention factors are health benefit,
base pay, and work life balance, hours work environment, supervisor quality, and job
fit, opportunity for advance, union representation, recognition and challenging work.

According to Dr. R. Akila68 (2012), employee retention is a process in which

the employees are encouraged to remain with the organization for the maximum
period of time or until the completion of the project. Today employees are having
many opportunities in their hands, as they feel dissatisfied with current employer or
the job; they switch over to the next job. Retaining employees is the total
responsibility of the employer. Employee turnover affects organization in many ways
like cost of turnover, loss of company‟s knowledge, interruption of customer service
etc., she also suggested that job satisfaction, working conditions, flexible time,
training and communication leads to employee retention.

A study “Factors affecting employee retention: A comparative analysis of two

organizations from heavy engineering industry” by Chandranshu Sinha and Ruchi
Sinha69 (2012) reveals that, employee retention issues are emerging as the most
critical workforce management challenges of the immediate future. Employee
retention will depends on various factors like skill recognition, learning and working
climate, job flexibility, training, benefits, career development, superior-subordinate
relationship, compensation, organizational commitment, communication and
employee motivation etc. The implementation of integrated strategies or systems
designed to increase work place productivity by developing improved process for
attracting, developing, retaining and utilizing people with the required skills and
aptitude to meet current and future business needs.

According to H Nienaber and V Masibigiri70 (2012), The factors influencing

the turnover intent of generation x public servants including the nature of the job,
traditional attitudes and organizational context, both on the macro and the micro

47
levels. These factors are also congruent with the drivers of engagement specifically
content, coping, compensation, community and career. The value of the employees to
organizations were established as long ago as the renaissance, organizations still do
not capitalize on their most important asset. It is in particular the direct manager that
plays a crucial role in optimizing the value adds of employees. The line manager has
control over all the components influencing turnover intent, while engagement is
omnipresent in these components. It is the role and responsibility of the lone manager
to facilitate engaged employees, which would equate to affectively committed
employees by attending to these components.

Joy Mohlala, Geoff A. Goldman and Xenia Goosen71 (2012) mentioned in

their study that, employee turnover is the main contributor of skill shortages within
the studied division. The lack of a retention strategy is making it difficult for
leadership to identify crucial skills that must be retained. Retention of information
technology professionals is a function of both situational challenges and information
technology people-specific challenges. The factors that impact on retention of
information technology professionals are over whelming situational factors. Retention
of staff depends on a host of variables that emanate from different sources. A total
benefits package needs to be sought that includes benefits other than remuneration.
Very often improvement of certain organizational factors is more beneficial than a big
salary incentive.

According to Benjamin Balbuena and Ahmad Puad Mat Som72 (2012), the
main concern of any organization is its capacity to attract, engage and retain the right
people. Certain factors are crucial in influencing the employee decision to either leave
or remain in an organization. Nonetheless, the importance of other factors should not
be miscalculated when formulating a retention policy. Organization should provide
with a number of strategies to increase employee retention such as: design an
interesting employee value proposition, develop a total reward system that contain
more than employee compensation, give constructive point of view on performance
on regular basis, and implement flexibility programs in terms of work life balance,
build a culture of engagement, develop and refine management skills to be effective,
at the same time. Employers should focus on issues and on the personal relationships
they have with employee to perform each function.

48
 A study by Ashique Ali Jhatial, Riaz Ahmad Mangi and Ikthiar Ali Ghumro73
(2012) reveals that, there exists an interrelationship among the factors HRM
functioning, organizational culture and attitude of boss. This interrelationship
influence employees‟ intent to stay in or quit the job. Fairness of HRM practice,
organizational culture and attitude of boss leads to better performance and reducing
turnover. Policy makers and managers in government and private companies need to
promote environment of mutual respect, mentoring and employee empowerment
which could enhance employee morale. Commitment and satisfaction with virtually
line employees‟ decision to stay in organization.

Minu Zachariah and Dr. Roopa T.N74 (2012) mentioned in their study, there is
no significant difference between IT professionals in Indian and multinational
companies with respect to most of the demographic variables. There was significant
difference in responses between the two groups with respect to experience in the
current organization, current position in the organization and training program
undergone. The reasons for leaving previous organizations; staying factors; attitude of
employees based on their preferences. Top management should view attrition as a
serious problem and take measures to control it by involving HR managers and
business leaders. An online system or a forum should be created within the
professionals can voice out feedback openly and fearlessly on various issues like their
expectations from the organization, shortfalls in the organization that hamper their
performance that influence organizational performance. Organization should
periodically conduct exit, engagement and culture surveys to understand the changing
expectations of the critical work force from time to time to take all these inputs to
have a holistic understanding the factors influencing retention of employees.

A study by N Cambell, L McAllister and D Eley75 (2012) reveals that,

extrinsic motivation factors for remote and rural allied health professionals are clearly
deficient. Recruitment and retention strategies must address this need urgently. While
it is clear that the intrinsic incentives which contribute to job satisfaction are present
they appear insufficient to mediate for the burden of extrinsic disincentives which
contribute to excessively high turnover. Extrinsic incentives are important because
they prevent the job dissatisfaction. The absence of extrinsic incentives is eroding job
satisfaction that could improve retention.

49
 A study on “Job satisfaction of bankers and its impact in banking: A case
study of Janata Bank” by Shaheen Ahmed and Md. Nokir Uddin76 (2012) reveals that,
supervisor – subordinate relationships are sociologically significant and may help to
reduce turnover. Increasing employee satisfaction may reduce employee turnover
within an organization.

According to Ms. Vaishali Chhabra77 (2012), employees are a valuable asset

to any organization. It is essential to protect this vital resource as talented and
motivated employees play a crucial role in overall growth and success of the
organization. Focusing on employee retention techniques can positively impact the
organization as it increases employee productivity, performance, quality of work,
profits and reduces turnover and absenteeism. The factors which make employee to
leave are; no growth opportunities, lack of appreciation, lack of trust and support,
stress from overwork, compensation, new job offers and job is not what employee
expected. Employee retention involves five major things; compensation, environment,
growth, relationship and support. The new trends in employee retention strategies are;
increase employee engagement, motivate employees, focus on team building,
recognition of performance, fostering employee health and wellness, personal growth
opportunities and green initiatives. Managers‟ role in employee retention is; creating a
motivating environment, standing up for the team, providing coaching, delegation and
extra responsibility.

According to Pascal Paille78 (2012), the influence of variables typically

involved in turnover cognitions are; perceived job alternatives, intention to search and
intention leave. Intention to leave the organization is only one dimension among
others of turnover cognitions. The withdrawal process encompasses a variety of
behaviors, each reflecting a form of voluntary response used by an employee to cope
with an unpleasant work environment. Lateness, absenteeism and turnover are typical
behaviors related to withdrawal process. The feeling of being supported by the
superior enhances employee retention more than feeling of being supported by the
organization. Thus, managers demonstrate their concern for the health of their
employees, which in turn, improves employee retention.

Dr. M. Safdar Rehman79 (2012) mentioned in his study “Employee turnover

and retention strategies: An empirical study of public sector organizations of

50
Pakistan”, strategies of retention, which are based on developing human resource
management systems and organizational behavior aspects such as improving
communication process and their HR policy and practicing should be implemented in
order to avoid high rate of turnover and its negative consequences. More efforts
should be done to improve retention by taking in consideration the many factors like
better recruitment effort, review job content, compensation practices, leadership and
supervision, career planning and development, alternative work schedule, working
conditions, non work factors, team building, centralization, organization
communication and commitment, counseling leavers, flexible working hours,
compressed work week, employee involvement, policies for turnover and
recognitions, needless to say that, these efforts should be conducted by HR
professionals.

A study by Rejoice Thomas80 (2012) reveals that, employees who are engaged
in their work and committed to their organizations give companies crucial competitive
advantages including higher productivity and lower employee turnover. Engaged
employees lead to increased productivity, retention and customer loyalty and
profitability.

Dr. Kranti Walia and Astha Bajaj81 (2012) mentioned in their study, the major
determinants of employee retention are career development opportunities, supervisor
support, work environment, rewards, work life policies, human resource practices
have a great impact on employee retention. They also mentioned that, if employees
are provided with proper work life balance such as flexible work schedules, family
friendliness, leave and immediacy to their home such type of employees work happily
and there is high retention.

According to Izidor Nwokocha and E. B. J. Iheriohanma82 (2012), the

traditional employee retention strategies followed by organizations are job
satisfaction, training, reward strategy and supervisory support. They suggested
organizations to adopt critical sustainable retention trends such as establishing a
strategic plan, involving employees in decision making process, initiating
personalized compensation plan, installing mechanisms for career planning, training
and development and building flexible work programs especially for critical
knowledge employees.

51
 According to Shivangee Singh and Pankaj Kant Dixit83 (2011), Retention of
key employees helps in long-term growth and success of any organization. Retaining
best employees ensures customer satisfaction, increased product sales, satisfied
colleagues, reporting staff, effective succession planning and deeply embedded
organizational knowledge and learning. They mentioned different reasons like no
growth opportunities, lack of appreciation, lack of trust and support in co-workers,
seniors and management, stress from overwork , work life imbalance, compensation,
no job offer, job is not what the employee expected to be and job and person
mismatch. They also suggested retention success mantras like quality of work life,
support, open communication, employee reward programs, career development
programs, performance based bonus and recreation facilities etc.

According to Dr. Aparna Rao84 (2011), Employee retention is very important

to every organization. Failing to retain a key employee is a costly proposition for any
organization. Losing a middle manager in most organizations, translates to a loss of
up to five times his salary. The challenges to employee retention may be monetary
dissatisfaction of employees, many job opportunities to employees by competitors,
individual lies during interviews to get a job, individuals tendency to get bored in
short span of time and unrealistic expectations from job etc. employee retention is
most critical issue facing corporate leaders as a result of the shortage of skilled labor,
economic growth and employee turnover. Communication, training, counseling,
supervision, stress free work environment, career growth opportunities, rewards,
recognition, motivation and work life balance are important factors in retaining
employees.

Rana Zehra Masood85 (2011), mentioned in his study “Stress management: A

key to employee retention”, Due to changing technology, new demands, demographic
changes, increased competition and increase in work load, psychological problems
related to occupational stress have increased rapidly. Stress management is a
continuous process of monitoring, diagnosing and prevention of excessive stressors
that adversely affects employees, managers and productivity. Retention of key
employees is critical to the long-term health and success of any issues such as training
time and investment, costly candidate search etc. the reasons for employee attrition
will be higher pay package in another company, opportunities for growth with

52
competitors, change of place problems, poor employee relations, poor working
conditions, lack of job security, family reasons, job satisfaction, lack of job security,
family reasons, job dissatisfaction and lack of succession planning etc. Organization
has to go with 6c‟s like camaraderie, compensation plus, culture, communication,
corporate identity and conditions of work environment to retain employees.

According to K Sandhya and D Pradeep Kumar86 (2011), Employee

motivation is one of the factor that can help the employer to improve employee and
organizational performance. The most common reasons for employee turnover are
incorrect placement, no growth opportunities, lack of appreciation, lack of trust and
no support and coordination among co-workers, seniors and management, stress from
overload and work life imbalance, compensation strategies not implemented properly,
when there is a new job offer etc. employee retention can be practiced better by
motivating the employees in the aspects like open communication, employee reward
program, career development program, performance based bonus, recreation facilities,
gifts at some occasions etc. positive reward system is very essential in retaining
employees with organization.

Muhammad Hassan et.al.87 (2011), mentioned in their study, “Employee

retention as a challenge in leather industry”, not only one single factor promotes to
leave the organization but it‟s blend of many reasons. Hiring right person for a right
job for long-term relationship is very important. Role of a supervisor is very important
to gain the trust of an employee. There should be good judgment of security and
future prospects in an organization. Training as well as personal development plans
should be in place which will show more affiliation between employee and employer
and will play a vital role in removing the gap between the top, higher and middle level
management. Individual‟s performance measurement should be in place based on
tangible and measurable goals and there should be effective communication
throughout the organization.

A study “Employee retention in business process outsourcing industry in

Pakistan”, by Muhammad Umar and Muhammad Akram Naseem88 (2011), reveals
that, career development, supervisor support, work environment and work life balance
are having strong impact on employee retention. These all have positive impact with
each other. Changing perception of employees from life style to career the perception

53
of the employees about the BPO has to career option. The chances to climb the
corporate ladder should be made to look bright.

“Staff turnover as a possible threat to knowledge loss” by Unbancova Hana

and Linbartova Lucie89 (2011) reveals that, labor turnover results in an organizations
inability to ensure knowledge community. In the current knowledge economy,
employees in an organization are considered the key competitive advantage and the
most important asset. If an employee leaves an organization, they take the knowledge
they have acquired with them. The loss of knowledge is a potential threat to an
organizations existence, especially if an employee with valuable knowledge leaves to
join competitor. The factors determining turnover are remuneration, job security, and
relationships at work place, job satisfaction, communication and organizational
culture. The key point for reducing turnover is to change human resource
management in compliance with the trend of employee development, encouraging
independence, career planning, open communication and sharing information. It is
obvious that employees who are not encouraged do not have enough information and
on the top of that are criticized, are almost sure to leave the organization.

According to Hira Fatima90 (2011), Reward system of an organization

regardless of its size, comprises on the decision of staying or leaving the present job.
Compensation packages concern with their interest and objectives or not decides
whether employee is committed or not. Career and growth opportunities offered in the
organization will generate more job satisfaction, hence low rate of leaving job.
Supervisors or the managers of the organization who are directing the employee play
a vital role in employee retention. Challenging and meaningful work climate having
aspects of sound control and increased level of privacy, drives the workers to be feel
self-accomplished and committed to their jobs.

A study “An empirical study of the relationship among job satisfaction,

organizational commitment and turnover intention”, by Sinem Aydogdu and Baris
Asikgil91 (2011) reveals that, involving more employees in decision making process,
providing better working conditions and providing flexible hours and paying fairly,
encouraging employees to use their own skills and abilities help them to have a sense
of self pride, a sense of self confidence that increases job satisfaction and also the
factors like job variety and clear job description leads to higher satisfaction.

54
Employees having a high job satisfaction are expected to be committed to the
organization and will avoid turnover intention and actual turnover.

A study by Atif Anis, Ijaz-Ur-Rehman, Abdul Nasir and Nadeem Safwan92

(2011) reveals that, the work environment, employee satisfaction and compensation
are useful tools in retaining employees. Training can be an important tool for retaining
employees, but can be seen that the impact of training on compensation of an
employee can be very essential for retention. The longer retention of employee is a
critical part for competitive advantage, because when an employee is retained for a
longer period, it will amplify the performance of the firm also help in enhancing the
firm‟s productivity. Without increasing the compensation of employees after training
and development, to retain the employees for a longer period does not give fruitful
result because of the increase in his abilities and perfection in field.

Susi. S and Jawaharrani. K93 (2011) says, work life balance and employee
engagement becomes a visible benchmark among high performing organizations that
reap the economic and reputational benefits being publicly recognized as a „best place
to work‟ or an „employer choice‟. Many family friendly organizations feel the need
for work life balance which includes recruitment and retention of valuable work force,
reduced absenteeism, reduced employee stress, health benefits, job satisfaction and
better life balance. An effectiveness of work life policies and practices must
incorporate the effect of work place culture and supervisor support of employees‟
efforts to balance work and family responsibilities. Developing and maintaining a
culture that enables and supports the opportunity to have a desired work life balance
and to promote the benefits of the employee and organization.

“Influence of learning and working climate on the retention of talented

employees” by Natalie Govaerts and Eva Kyndt94 (2011) reveals that, when
organizations want to retain their employees it is important to pay attention to the
learning of employees. Letting people do more and learn more of what they are good
at will encourage them to stay with the organization. Results concerning through their
study are; only age has a significant relationship with retention. Regarding the
intention to stay, there is a positive relationship between are and retention.

55
 “Costing employee turnover based on employee performance level – A study
on five star hotels in Bangalore” by Prasannakumar J.P and Dr. Shaji Thomas95 (2011)
reveals, The category wise average turnover cost analysis of the various hotels reveals
that in the case of both high performing and medium performing employees the
replacement hiring cost is the highest. Training new hire cost is the maximum as for
as the category wise average cost of employee turnover is concerned in the case of
low performing employee in hotels followed by replacement hiring cost. The study
also reveals that there is a significant relationship between the performance level of
employees and elements of employee turnover cost. The study brings out the fact that
there is significant relationship between the performance of employees and cost per
employee turnover.

A study by Chen et al96 (2010) reveals that, The success of any organization,
its gains, weight and value depends on its competent employees. Job satisfaction is
one of the important factors in retaining employees. So every organization has to
focus in satisfying employee with their job in different aspects. There must be proper
communication between management and employees to avoid misunderstandings
between them. Recognition to individual employee is also a major factor in retaining
employees. Along with these an organization must provide opportunities for career
development, incentive compensation, and other fringe benefits to its employees in
order to satisfy them and to retain them with organization for long period of time.

According to Solomon Markos and M Sandhya Sridevi97 (2010), Employee

engagement is a vast construct that touches almost all parts of human resource
management practices. Engaged employees are emotionally attached to their
organization and highly involved in their job with great enthusiasm for the success of
their employer. The employee engagement is closely related with organizational
performance outcomes. Companies with engaged employees have higher employee
retention as a result of reduced turnover and reduced intention to leave the company,
productivity, profitability, growth and customer satisfaction. Managers should
enhance two-way communication, proper training, and rewards through various
financial and non-financial incentives and encouragement on top-performing
employees to reduce turnover and maintain or increase business performance.

56
 Alishah et al98 (2010) mentioned in their study, the variables of staff turnover
intention are salary, promotions, research environment, research facilities, job
security, location of the organization, organization freedom, respect and values,
organizational culture, financial benefits, work life balance, high educational
opportunities, organizational reputation, motivation, health issues, family related
problems and social status etc… These factors of turnover intentions are different
from organization to organization. These factors can be divided into three main
factors like pull factors, push factors and personal factors. Personal factors are the
most significant in turnover intention and organization has to take into consider the
personal problems of their employees to reduce turnover of their good employees.

Klara Nelson and Joseph E. McCann99 (2010), knowledge worker retention is

a critical challenge for today‟s organizations as they face increasing global
competition with its demands for even more such workers, while dramatically shifting
workforce demographics hasten their exit. Perceived successful retention of
knowledge workers and financial performance are significantly related with these
specific sets of strategies and practices. Knowledge workers are being provided with
relevant and useful knowledge that helps them meet real performance challenges.
They are more likely to stay in organization that is doing so. Providing the role of
managers as teachers and mentors through incentives, along with providing time to
play those roles, can prove satisfying and supports their sense of professional
accomplishment. Recognition and embracement of knowledge management by top
leaders as a source of strategic competitive advantage is essential and the foundation
for the learning culture and specific HR practices.

David G. Allen, Phillip C. Bryant and James M. Vardaman100 (2010)

mentioned in their study, aggressive recruitment of valuable employees still occurs
and the retention of high performers remains critical. Recruitment, selection and
socialization practices during organizational entry affect subsequent retention.
Multiple data collection strategies enable more targeted and effective retention
strategies. Retention management typically focuses on voluntary turnover, because
these employees are often individuals the organization would prefer to retain. Job
design and the work environment matter: work satisfaction, job scope, promotion
opportunities, communication and participation in decision making are moderately

57
related to turnover; organizations that can design jobs and the environment consistent
may realize improved retention. Organizations that foster a supportive and cohesive
culture may realize improved retention. Providing a realistic job preview during
recruitment improves retention.

A study “When the cure is the cause: The turnover and absenteeism
problems”, by Merrelyn Emery101 (2010) reveals, retention does not depend on
innovativeness and productivity, it is a consequence of motivation, positive emotions
and intellectually satisfying work. Turnover is the opposite of retention; we can fix
the turnover problem by a change of design principle. Absenteeism is caused be
exactly the opposite factors to retention. Work load of an employee is closely related
to retention. HR managers translate what believe into interventions to improve
retentions.

Tammy C. Morse and Bahaudin G. Mujtaba102 (2009), mentioned in their

study, Humor positively impacts employee retention, satisfaction and performance.
Managers and leaders should put humor to good use in the work place. Managers and
leaders should read, enjoy, adopt and use relevant one-liners, stories and reflective
statements by thinking about their personality, audience, the subject, the time, the
culture and environment to see if there is good match for using them. Communicate
massage and vision in a professional manner with good sense of humor. If humor
used appropriately, it can help increase retention as well as the levels of employee
satisfaction and overall productivity in workplace.

Michael O Samuel and Crispen Chipunza103 (2009) mentioned in their study,

given the growing need for organizations to retain its best employees in the face of
competition, certain variables are crucial in influencing employees decision to either
leave or remain in an organization. Such variables include training and development,
recognition, reward for good performance, competitive salary package and job
security. Nonetheless, the importance of other variables should not be under-estimated
when formulating a retention policy. It is only a comprehensive blend of intrinsic and
extrinsic motivational variables that can enhance retention and reduce high rate of
employee turnover in various organizations.

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 James B. Avey, Fred Luthans and Susan M Jensen104 (2009) mentioned in
their study, today‟s employees need to draw from heretofore unrecognized and largely
untapped positive resources such as psychological capital, to help them combat the
dysfunctional effects of stress, such as turnover. HR training and development efforts
that recognize and enhance the underemphasized positive resources of efficiency,
hope, optimism and resilience and the core construct of psychological capital may
help employees combat stress and in turn reduce voluntary turnover. Work stress
management programs focus on working conditions such as providing flexible work
schedules, creating employee assistance and wellness programs and redesigning jobs.

Eva Kyndt et al105 (2009) mentioned in their study, the conditions enhancing
contemporary economy makes important a company‟s ability to evolve through its
employee‟s learning and through continuous development. Securing and retaining
skilled employees play an important role in this process because employee‟s
knowledge and skills are central to companies‟ ability to economically competitive.
There is a large positive contribution of appreciation and stimulation of the employee
to employee retention. The retention benefits arising from personal development offer
new possibilities when attempting to enhance employee retention. Leadership skills
and seniority have a positive relationship with employee retention and the level of
readiness of initiative regarding learning is negatively related to retention.

Nousheen Frukh et al.106 (2009) mentioned in their study, employee‟s

satisfaction and retention have always been an important issue for employers. After
all, high level of absenteeism and staff turnover can affect the production. They
mentioned that there is a positive impact between working environment and job
satisfaction and employee retention. Every individual need a career where he finds
opportunities and his growth. There should be career ladder for the employees so that
they can work hard to move on to their career path. Any potential individual will not
stay at a place where he does not find opportunities to grow. Another important factor
career oriented employees is training and development. If an organization continues to
train the employees, it increases their efficiency and motivation.

According to Stacey Randall107 (2009), employee engagement directly impacts

profitability and organizations are wasting resources, human and financial unless the
focus is on policies and practices that are going to provide the best retention on

59
investment in helping to attract as well as retain talent. Organizations must figure out
how best to retain their top talent to be well positioned for an economic resurgence.
Understanding what drives employee motivation and loyalty is important to
sustainability and growth of an organization. Motivating drivers will increase
employee loyalty and satisfaction and boost retention rates.

A study by Brooks C. Holtom et al108 (2008) reveals that, Attraction and

retention of high quality employees is more important today than ever before. A
number of trends like globalization, increase in knowledge work, accelerating rate of
technological advancement etc… make it vital that firms acquire and retain human
capital. Employee turnover has important implications for the individual leaving the
job. Across the globe, rates of voluntary turnover and its impact also vary. Employee
turnover can be costly and disruptive to individuals and organizations. It reduces
overall organizational performance. The idea of fit between employees and the
organization extends work scheduling practices.

According to Qadar Bakhsh Baloch109 (2008), Employees job satisfaction and

retention at work place have always been important issues for managers. Satisfied
employees tend to be more productive, creative and committed to its organization and
work place, therefore, work place environment must be able to attract, motivate and
retain creative, committed and hardworking individuals. Employee‟s level of job
satisfaction can be influenced by a long range of factors that may include the level of
pay and benefits perceived fairness of the promotion system within the organization,
the quality of working conditions to leadership and social relationships. Job
dissatisfaction results in increased absenteeism and turnover that affects continuity
and consistency at work place and adds to recruitment and retaining cost.

Dong Pil Yoon and Michael Kelly110 (2008) mentioned in their study
“Organizational excellence and employee retention in social work”, some conditions
such as low wages, poor facilities and skimpy benefits will make people dissatisfied
and prone to leave. Other conditions such as challenging work recognition, ability to
pursue quality are factors that speak to the quality of leadership and opportunity to
participate in the organization. They motivate people to work and to stay at the
organization. When both conditions are met people stay, work hard and build strong
organizations. Organizations can utilize survey methods to assess factors that lead to

60
employee retention or conversely high turnover. Turnover is costly both in terms of
the time that new employee must be on the job before he/she has developed requisite
knowledge and skill to contribute and in terms of the culture of the organization. High
performing organizations are highly dependent on informal rules and supports and
much of this comes from experienced persons.

A study “Teacher turnover: Examining exit attrition, teaching area transfer and
school migration”, by Erling E. Boe, Lynne H. Cook and Robert J. Sunderland111
(2008) reveals, a high rate of annual turnover has been enduring aspect of the teaching
profession and will almost certainly remain so in the foreseeable future without
dramatic improvements in the organization, management and funding of public
schools. Until then, an increased supply of qualified teachers is needed to reduce
teacher shortages created in large part by teacher turnover. In addition, the field of
education should improve its understanding of the costs and benefits of turnover and
improve its management of turnover in order to reduce its costs and enhance its
benefits.

According to Y. Chitra Rekha and C. Jyotsna Devi112 (2008), employees

comprise the most vital assets of the company. In a workplace where employees are
not able to use their full potential and not heard and valued, they are likely to leave
because of stress and frustration. Organizations have to retain the employees why
because retaining the employees is better than recruiting new employees. The
challenges in employee retention are monetary dissatisfaction, lucrative opportunities,
individual lies during interviews to get job, tendency to get bored in a short span of
time and unrealistic expectations from the job.

According to Zeynep Ton and Robert S. Huckman113 (2008), employee

turnover has a negative effect on firm performance due to operational disruption from
employee departures, additional work that must be absorbed by remaining employees,
and the loss tacit knowledge and accumulated experience held by departing
employees. Turnover may matter more in organizations where jobs are not
standardized and procedures do not exist for transmitting knowledge to new members.
Increased turnover is associated with decreased organizational performance.

61
 Muhammad Irshad and Fahad Afridi114 (2008) mentioned in their study, the
factors affecting employee retention are; employee personal value match with job,
compensation and rewards, training and career development, career advancement
opportunities, supervisor support, work environment, family support and flextime
work culture and organizational justice. In the area of organization fit, organization
culture plays an important role in employee retention. Family support and flextime
culture is considered significant factor in employee‟s retention. Compensation, reward
and recognition play a key role in employee‟s motivation which leads to employee‟s
retention in the organization. Training and career development and career
advancement are motivating factors which leads to retention. The area of work
environment and organizational justice are also key factors in employee‟s retention.

According to Burn115 (2007), training can have a considerable influence on

company finances as there are several potential training costs that companies may
incur. These costs are related to worker output and productivity during and upon
completion of training. Once a training program is completed, worker productivity is
expected to increase. The benefits will be to the company, due to an increase in
worker output and productivity, and to the worker as the increase in output should
translate into higher wages and opportunities for career advancement. Turnover plays
a significant role in the amount of training investment companies will assume. The
greater the chance of employee turnover, the less likely a company will invest in it.
The committed employees will remain with the organization for longer periods of
time than those which are less committed.

Henry Ongori116 (2007) suggested in his study, management should encourage

job redesign, task autonomy, task significance and task identity, open book
management, empowerment of employees, recruitment and selection must be done
scientifically with the objective of retaining employees. Employee engagement, the
organization‟s capacity to engage, retain and optimize the volume of its employees
hinges on how well jobs are designed, how employees time used and the commitment
and support that is shown to employees by the management would motivate
employees to stay in organizations. Organizations should give employees incentives
like individual bonus, lump sum bonus, sharing of profits and other benefits that
would minimize employee turnover.

62
 Sunil Ramlall117 (2004) mentioned in his study, the effective retention
practices used by organizations are job analysis, recruitment and selection, career
planning and development, training and development, effective supervision and
management, diversity management and initiatives, flexible arrangements and exit
interviews. Nevertheless, in most cases these practices are developed and
implemented without understanding the theory that explains the practice and why it
may be effective. Low unemployment levels can force many organizations to re-
examine employee retention strategies as a part of their efforts to maintain and
increase their competitiveness. Even when unemployment is high, organizations are
particularly concerned about retaining their best employees.

According to Merge Gupta Sunderji118 (2004), the top two motivators leading
to job satisfaction were a sense of achievement and recognition for the achievement.
The top two de-motivators leading to job dissatisfaction were bureaucratic and unfair
company policies and administration and poor supervision. Salary is an extrinsic
factor; therefore, and average or generous salary did not lead to job satisfaction, rather
it lead any dissatisfaction. To motivate employees of your organization managers has
to follow the points like defining goals, creating sense of purpose, empowering
employees, getting to know about employees and communication.

Vera Bitsch and Michael Hogberg119 (2004) mentioned in their study

“Employee retention: Components of job satisfaction of green industry employees”,
job satisfaction is a general attitude toward an individual‟s current job and
organization that encompasses the feelings, beliefs and thoughts about the job. Job
satisfaction is closely associated with performance and numerous other important
work behaviors, including absenteeism, turnover and organizational citizenship
behavior. The job satisfaction components were family value, achievement,
recognition; work itself, involvement, personal life, interpersonal relationships, job
security, and supervision, working conditions, organization, safety, compensation and
information.

William A. Brown, Carlton F. Yoshika120 (2003), mentioned in their study

“Mission attachment and satisfaction as factors in employee retention”, increasingly,
mission statements are recognized as a strong management tool that can motivate
employees and keep them focused on the organizations purpose. The implication is

63
mission might be salient in attracting employees but less effective in retaining them.
Mission attachment appears to be a valid consideration for younger, part-time
employees but the intrinsic motivators run thin as fulltime employees earn salaries
that appear non-competitive to other organizations. The mission and general
satisfaction are the reasons for staying with the organization.

Sunil Ramlall121 (2003) mentioned in his study, the factors that most
significantly contributed to an employee‟s satisfaction with a position were similar to
the factors that contributed to the likelihood of an employee seeking employment with
other organization. The common factors affecting employee‟ satisfaction and
likeliness to leave were satisfaction with rewards and recognition, task identity,
feedback, number of positions held at the company, age and satisfaction with position
as an indicator for likeliness to seek a position with another organization. Flexible
work schedule was cited as one of the main reasons for deciding to remain with the
company if offered employment with another organization. The benefits of retaining
the critical employees include the ability of the company to achieve its strategic
business objectives and to gain a competitive advantage over its current and potential
competitors.

A study by Peter Boxall, Keith Macky and Erling Rasmussen122 (2003)

reveals, interesting work is the strongest attractor and retainer in the labor market.
Extrinsic rewards play a role in both employee retention and turnover, lend support to
the idea that there is growing concern with work life balance and underline the
retention value of good relationships with co-workers and supervisors. Perceived job
security is negatively associated with propensity to leave such that voluntary turnover
is higher in individual firms with higher employment instability. Congruence between
what is offered by employers‟ preferences for part time or full time work, as well as
shift preferences and hours and schedules of work is positively associated with
employee retention. Interesting work serves as both a push factor for employee
turnover and a pull factor for employee retention.

According to Robeto Rivera123 (1999), the problems of turnover should be

addressed proactively. One of the most effective ways of both recruiting and retaining
employees is to be the employer of choice. Employees can be attracted and retained
by offering them career opportunities, job security, responsibility, training and giving

64
them a sense of ownership. Ideal for improving retention and reducing attrition is the
aligning of the goals of the individual to those of the employer. Much can be done to
increase employee loyalty with the resulting better retention of priced workers once
organizations accept that they should investigate this aspect of doing business,
providing a service or producing a product.

Michael D. Jackson124 (1999) mentioned in his study, the six keys to employee
retention were: recruiting, communication, training, job satisfaction, pay and benefits.
The departments who want to increase retention they must start with a solid recruiting
process. Training emphasizes to the employee that they are valued and respected, this
in turn to increased loyalty and retention. Promoting from within is one of the proven
methods of employee retention, promoting from within shows that, there is truly room
for advancement and growth within the department. Employee involvements,
recognition, importance of work and career development opportunities are all
important, when dealing with employee retention. Money and benefits are not as
important as job satisfaction in terms of employee retention.

Mark A Huselid125 (1995) mentioned in his study that, the use of high
performance work practices will be reflected in better firm performance. The lower
employee turnover leads to greater productivity and corporate financial performance.
Presumably, some of the value created by adopting more effective human resource
management practices will accrue to employees in the form of higher wages and
benefits, since higher levels of high performance work practices lead to lower
turnover and greater employment security. The impact of high performance work
practices on corporate financial performance is in part due to their influence on
employee turnover and productivity.

According to John E. Sheridan126 (1992), organizational culture values varied

significantly among the firms. The variation in cultural values had a significant effect
on the rates at which the newly hired employees voluntarily terminated employment.
The relationship between the employees‟ job performance and their retention also
varied significantly with organizational culture values. The cultural effects estimated
to have resulted in over six-million dollars difference in human resource cost between
firms with different cultural values.

65
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