Parameters of Voluntary Turnover
Statement N=148 SD
D N A
SA
I am currently satisfied with my current job
security
F
28 56 16 27 21
%
18.9 37.8 10.8 18.2 14.2
Remuneration affects employees’ turnover in
this organization
F
9 19 27 67 26
%
6.1 12.8 18.2 45.3 17.6
I am currently satisfied with the current
remuneration package
F
80 36 11 15 6
%
54.1 24.3 7.4 10.1 4.1
An effective remuneration program can help
shape performance and improve job
satisfaction of employees
F
12 14 18 29 75
%
8.1 9.5 12.2 19.6 50.7
Employees may attempt to maintain high
performance and feel motivated with respect
to benefit offered to them.
F
7 25 22 21 73
%
4.7 16.9 14.9 14.2 49.3
The organization have a carrier advancement
plan
F
75 20 30 15 8
%
50.7 13.5 20.3 10.1 5.4
I have my personal carrier advancement plan
to be implemented
F
53 30 29 14 22
%
35.8 20.3 19.6 9.5 14.9
I actively seek other employment
opportunities
F
10 19 20 26 73
%
6.8 12.8 13.5 17.6 49.3
Opportunities for career progression affect
employees’ turnover in this organization
F
16 27 22 15 68
%
10.8 18.2 14.9 10.1 45.9
There exist a reward and promotion system
F
66 27 29 9 17
within the organization
%
44.6 18.2 19.6 6.1 11.5
I am comfortable with the reward policy for
employees in this program.
F
66 18 30 16 18
%
44.6 12.2 20.3 10.8 12.2
Reward and recognition affect employee
turnover in this program
F
9 13 19 29 78
%
6.1 8.8 12.8 19.6 52.7
Employees in this organization are allowed
to belong into any trade union
F
73 24 21 9 21
%
49.3 16.2 14.2 6.1 14.2
Lack of trade union to champion workers’
rights leads to staff turnover.
F
12 14 23 32 67
%
8.1 9.5 15.5 21.6 45.3
I prefer working with a program that has a
trade union.
F
9 13 19 29 78
%
6.1 8.8 12.8 19.6 52.7
I Would also consider leaving my current job
due to departure of my friend or core worker.
F
14 25 34 27 48
%
9.5 16.9 23 18.2 32.4
A number of my good friends have left the
program.
F
11 17 44 27 49
%
7.4 11.5 29.7 18.2 33.16
Departure of friends / work mate has got
nothing to do with intentions to leave my
current job.
F
6 16 54 25 47
%
4.1 10.8 36.5 16.9 31.8
As displayed in the table 4.6, it is evident that most of the respondents are dissatisfied with
their current job security 84(56.8%) while 16(10.8%) were neutral and 48(32.4%) confirmed
to be satisfied with job security.
Similarly, the majority of respondents 93(62.9%) agreed that remuneration affects employee
turnover in their organization while 27(18.2%) were neutral and 28(18.9%) did not perceive
remuneration as a factor influencing employee turnover. The majority of the respondents
116(78.4%) further denied being satisfied with their current remuneration package while
11(7.4%) were neutral and 21(14.2%) asserted that their remuneration packages were
satisfactory. The majority 104(70.3%) concurred that offering effective remuneration
programs can improve performance and job satisfaction among the employees while
18(12.2%) were neutral and 26(17.6%) disagreed that effective remuneration packages can
increase performance and satisfaction. Based on the majority of responses 94(63.5%) high
performance and motivation may be maintained by employees if thy received good benefits.
In regards to career advancement plans, the majority of the respondents 90(64.2%) disagreed
that their organization have a career advancement plan in place while 30(20.3%) were neutral
and 23(15.5%) agreed that their organization have a career advancement plan. Similarly, the
most of the respondents 83(56.1%) stated they had no personal career advancement plan in
place for themselves, while 26(34.5%) stated they have a personal career advancement plan.
It is also evident that most 99(66.9%) of the respondents are actively seeking other
employment opportunities, 20(13.5%) were neutral and 29(19.6%) stated they were not
actively seeking other employment opportunities. Further, most of the respondents 83(56%)
agreed, 22(14.9%) were neutral and 43(29.1%) disagreed that the opportunities for career
progression affect employee’s turnover in the organization.
In regards to an existent reward and promotion system within the organization, most
93(6.2.8%) disagreed, 29(19.6%) were neutral and 25(17.6%) agreed that there exists a
reward and promotion system. Further, most of the respondents 84(56.8%) disagreed,
30(20.3%) were neutral and 34(23%) agreed that they are comfortable with the reward and
policy for employees in their organization. According to the respondents 82(55.4%) agreed,
26(17.6%) were neutral and 41(27%) disagreed that the reward and recognition affect
employee turnover in the program.
Most of the organization 97(65.5%) disagreed, 21(14.2%) were neutral and 30(20.3%)
agreed that the employees in their organizations are allowed belong to trade unions, implying
that the majority are not allowed to join trade union. The majority respondents 99(66.9%)
agreed that the lack of trade unions to champion worker’s rights lead to staff turnover while
23(15.5%) did not offer their opinion and 26(17.6%) disagreed that lack of trade unions
contribute to staff turnover. Moreover, the majority of respondents 107(73.3%) asserted that
they prefer working in a program that has a trade union to champion their rights.
A section of the respondents 75(91.7%) stated that they would consider leaving their current
job due to the departure of a friend or a core worker while 34(23%) did not offer their
opinion and 39(26.4%) disagreed that they would quit if a fellow employee or fiend quit. It
was further found that most of the respondents 76(51.3%) have friends who have left the
organization, 44(29.7%) did not offer their opinion and 28(28.9%) disagreed that close
friends have quit the program. However, most 72(48.7%) asserted that their friend’s
departure had nothing to do with their intention to leave their current job while 22(14.9%)
claimed their friend’s departure had something to do with their intention to leave and
54(36.5%) were neutral on this claim.
From these findings, it can be seen that the majority of the employees are dissatisfied with
their remuneration packages and the researcher associates the intention to look for another
job to the poor remuneration packages which is also linked to poor employee performance
and lack of motivation. These findings corroborate Armstrongs’ (2011) who argues that
likely contribution to staff turnover is the chances of receiving high remunerations elsewhere.
Similar claims are made by Mathis & Jackson (2011) who depicted low pay at work as a key
issue that affects low satisfaction at the work causing high intentions of turnover in the
employees. Using cash incentives is contemporarily acknowledged to be vital in maintaining
staffs and widely recognized crucial reward to improve staff behaviors. Most people have
job as the financial security and primary source of income. Similarly, the lack of trade
unions has been found to negatively affect the perception of the employees towards their
organization implying that the intention to leave is also linked with lack of trade unions to
champion employee rights. According to Martin (2003) unionism is inversely associated to
employee turnover. He argues that where the unions have ability to establish good working
conditions that aid the attractiveness for staffs to stay in their current job, then turn in such
situations are relatively lower.
Similar observations are seen in regards to career advancement plans where the organizations
under study evidently lack a career progression plan for its employees, just the same as the
employees who also lack a career advancement plan in place. It is also evident that the lack
of a career advancement plan has an influence on employee turnover. These claims are
supported by David and Stephen (2005) who state that career development is among the
ingredient contributing to turnover of employees and separation. It is a mandate for an
employee to get promotion. The competitive world today has set standards for highly-
performing employees going for more than compensations and benefits but also
captivating work, flexibility employers, to be regarded of value, be subjected to
training and advancement opportunities that forms their determinants to turnovers.
In regards to the departure of friends and core workers and intention to leave the
organization, it is clear from the table that it is not a major factor influencing
employee turnover intentions. These findings contradict Kumar and Ramendran
(2012) who claims that that the will of coworker’s thoughts of turnover is a social
pressure on the employee to make changes where possible as peer-group relations
can be a great influence into massive turnover rates. For a decreased turnover, a
strong work group network relation need to be developed, integrated and
satisfaction of employees enhanced. Remote job turnover and job satisfaction are
influence by well-built peer groups. Co-worker will affect the directions and
destinations – sum of positive will of their colleagues’ intention to leave.
