Theoretical Framework
The two factors (Herzberg‟s 1964) also known as Herzberg's motivation-hygiene and dual-
factor theory has perspective framework of factors causing job satisfaction and dissatisfaction at
the work place. Most fundamental aspect is how these factors functionally be applied by HRM
practices to influence attitudes towards administration such that gratification of higher-level
psychological needs (Yayub & Hassan, 2010) impacts on staff retention. These are independent
continuum and parameters should be pertinently formulated to operationalize intrinsic, extrinsic,
career development and employee relations for the dual advantage of organizations and
employees
True motivators are, job satisfaction, achievements, recognition, challenging tasks,
delegation of power and authority through responsibility, freedom and control during execution
of tasks and duties. Management can perfect Herzberg‟s argument by enabling a working
condition that increases intrinsic and career development factors through training, mentorship,
academic and professional sponsorships to enhance skills and eventually improve on
productivity and retention. Job enrichment, specifications and evaluations will increase job
satisfaction with employees increasing control and freedom at the work place. Management by
objectives, performance management, employee participation and ownership into organizations
processes and strategies will increase employee‟s commitment and feedback that influences
intrinsic factors and retention.
Hygiene factors in the banking industry include fringe benefits, competitive credit facilities
and salaries, job security, relationships, fair treatment, access to information, mutual relationship
and improved working conditions. These will foster trusts, commitments (Aryee & Chen 2002)
that are critical in management of organizations affairs. Their absence causes dissatisfaction and
therefore organizations must package hygiene and motivators factor to increase extrinsic and
retention policies ((Rahman & Nas 2013) to maximize employee performance and retention.
Fairness and distributive justice (Stratheford, 2012) must be incorporated in policies, leadership,
promotions, rewards and punishments and additional perspective of comparison with 'referent' to
employees (Hodgetts& Hegar, 2008) must remain the principle and practice of management in
today‟s human resources functions.
Conceptual Framework
Independent Variables intervening variable Dependent Variable
Figure 1: Conceptual Framework
STAFF TURNOVER
Exit Interviews
Service gaps
Job advertisement for the
vacant positions.
Trainings for new recruits
for the vacant post
Intrinsic factors:
Job satisfaction
Team work
Achievements/targets
Control & Freedom
Work experience
Extrinsic Factors
Salaries & Benefits
Job security
Pension scheme
Medical Insurance
Employee Relations Factors
Promotions, recognition
Conflict resolutions
Succession
Communication /leadership
Employee welfare
Career Development Factors
Training (Internal & External)
Coaching, Mentorship
Professional Networking
Seminars ,conferences
Academic&
sponsorship.
professional
CBK&GOVERNM- ENT
POLICIES
Knowledge gap
It is difficult to define all possible reasons and the most promising reasons for staff
turnover in the banks. This research is first of its kind in studying the banking sector from staff
turnover point of view through intrinsic, extrinsic, career development and employee relations
factors. These will reflect the exact condition of staff turnover and related factors causing staff
turnover in the bank hence a scope for research in the sector. A gap exists in empirical
knowledge on how HRM practices can be utilized in improving retention.
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