Determinants of Employee Retention at Saint Joseph Institute of Technology

DETERMINANTS OF EMPLOYEE RETENTION AT
SAINT JOSEPH INSTITUTE OF TECHNOLOGY
A Research Paper Presented to the Senior High School Faculty

Saint Joseph Institute of Technology
Basic Education Department
Butuan City
In Partial Fulfillment of the Requirements for

Practical Research 2
Skeeter Britney S. Costa

Trisha B. Basiana
Jubille B. Cultura
Amadel J. Altizo
Peter Gerald D. Cantiveros
Van Steven B. Belvestre
March 2018
Republic of the Philippines
Department of Education
Saint Joseph Institute of Technology
BASIC EDUCATION DEPARTMENT
Butuan City
APPROVAL SHEET
The Research Paper entitled “Determinants of Employee Retention at Saint

Joseph Insitute of Technology”, in partial fulfillment of the requirements for
Research in Daily Life 2, prepared and submitted by Skeeter Britney S. Costa,
Trisha B. Basiana, Jubille B. Cultura, Amadel J. Altizo, Peter Gerald D.
Cantiveros, and Van Steven B. Belvestre has been examined and
recommended for Oral Defense.
CHARESS A. BARRIOS
Adviser
PANEL OF EXAMINERS
APPROVED by the Panel of Examiners at the Oral Defense on the 2 nd

Semester 2017-2018 at the Basic Education, Saint Joseph Institute of
Technology, Butuan City with a grade of PASSED.
WILLIAM CHRISTIAN P. DELA CRUZ

Chairperson
CHARESS A. BARRIOS REYLAN ELMO L. ORILLAN

Member Member
ACCEPTED in partial fulfillment of the requirements for the course,

Practical Research in Daily Life 2
Recommended Approval:
CHARESS A. BARRIOS
Chairperson, Senior High Department
Approved by:
LIZ IRISH NG-VILLAMOR, Ed. D

Principal, Basic Education
Date Approved
ACKNOWLEDGEMENT
The researchers would like to thank all the people who helped the
researchers in conducting this research to be a successful and effective one.
Foremost, to the parents of the researchers who are always supportive
on the researchers especially when it comes to the financial needs and time to
make this research happen.
Second, the researchers would like to thank Ms. Ahmida R.
Hadjirahman, the researcher’s adviser, for the opportunity to complete this study
under her supervision, the researchers are grateful for all the advice, patience,
moral support and especially for imparting her knowledge to them and for guiding
them throughout the completion of this study.
To Mrs. Luzviminda Bajade, the Human Resource Head of Saint Joseph
Institute of Technology, for granting the researchers the opportunity to conduct
their survey among the employees of Saint Joseph Institute of Technology and
for their support to this work.
To Mr. Gilbert Alerta, the researchers would like to thank him for sharing
his expertise when it comes to statistical computations and interpretations that
greatly helped with the completion of this study.
To Dr. Liz Irish N. Villamor, the principal of Saint Joseph Institute of
Technology Basic Education, who helped the researchers to come up with the
research topic because of her shared facts. The researchers are also grateful for
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her time, assistance and comments that greatly helped in the
improvement of this research.
To Mr. William Christian P. Dela Cruz, the researchers would like to
express their sincere gratitude for providing his insights and vast expertise that
truly supported this research.
To Ms. Charess A. Barrios, for helping the researchers accomplish this
study with the best quality, especially in terms of its proper format.
To Mr. Reylan Elmo L. Orillan, for his comments, questions and
recommendations that made this study stronger and valid.
To the respondents, for their participation in the survey that supported
this study and helped the researchers get results of better quality.
Lastly, above all, praises and thanks to the Almighty God for his showers
of blessings and for unconditional guidance as the researchers conducted this
study. If not for Him, this study wouldn’t be successfully done.
Skeeter Britney Costa

Trisha Basiana
Jubille Cultura
Amadel Altizo
Peter Gerald Cantiveros
Steven Van Belvestre
This study is humbly dedicated by the researchers to the employees and
the management of Saint Joseph Institute of Technology for them to learn more
regarding the different factors that determines the retention of employees; and
also to help the management in improving its current strategies regarding
employee retention. Above all, this study is dedicated to all of the people who’ve
helped with the completion of this study.
Skeeter
Trisha
Jubille
Amadel
Peter
Van
ABSTRACT
The purpose of this study is to analyze the factors affecting employee retention at
Saint Joseph Institute of Technology. There are many factors in the institution
which affects the employees work but there are some major factors which
influence employees with their retention. This research is focused to find out the
major factors which influence the employee retention and to measure the age,
sex, educational attainment, length of service and the salary. The researchers
used the quantitative-descriptive method to analyze the collected data and
distributed survey questionnaires to all the participants and received responses
from the employees of Saint Joseph Institute of Technology. There were total of
131 responses received from the survey and then analyzed the data collected
using Frequency, Mean, Percentage and Analysis of Variance (ANOVA). The
researchers provided some open ended questions to know the view point of the
respondents in which the participants gave a mix response for staying in the
institution, but from their statements it is clear that they want the institution to
improve its training and development process and increase of salary. The results
showed that there is no significant difference between the perception of the
respondents concerning the determinants of retention and the profile of the
respondents except for sex. It is hoped that this study will inform and widen the
knowledge of the institution’s administrators, mainly, the human resource
department. This study can be considered by the employers, management and
Human Resource staff of Saint Joseph Institute of Technology.
Keywords: employee retention, human resource management, Saint Joseph

Institute of Technology
TABLE OF CONTENTS
TITLE PAGE............................................................................................................i
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APPROVAL SHEET...............................................................................................ii
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ACKNOWLEDGEMENT........................................................................................iii
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TABLE OF CONTENTS...................................................................................... vii
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LIST OF TABLES................................................................................................viii
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LIST OF FIGURES.................................................................................................x
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1. THE PROBLEM AND ITS SETTING
Introduction..................................................................................................1
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Review of Literature and Studies.................................................................3
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Theoretical Framework..............................................................................17
Conceptual Framework..............................................................................21
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Statement of the Problem..........................................................................22
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Hypotheses................................................................................................23
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Significance of the Study...........................................................................23
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Definition of Terms.....................................................................................24
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2. METHODOLOGY
Research Design........................................................................................26
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Research Respondents.............................................................................26
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Research Locale........................................................................................26
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Ethical Considerations...............................................................................28
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Data Gathering Procedure.........................................................................29
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Statistical Treatment..................................................................................30
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3. RESULTS AND DISCUSSION......................................................................31
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4. SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATION

Summary of Findings.................................................................................67
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Recommendation.......................................................................................71
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REFERENCES......................................................................................................72
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APPENDICES
Appendix A. Vision, Mission, and Core Values.........................................79
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Appendix B. Documentation......................................................................80
Appendix C. Consent Letter.......................................................................82
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Appendix D. Survey-Questionnaire...........................................................83
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CURRICULUM VITAE..........................................................................................85
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LIST OF TABLES
Title Page
Table
1 Profile of the respondents 32
2 Perception of the respondents towards the determinants of 34
employee retention in terms of salary

3 Verbal Description on the extent of effect on salary 35
employee retention in terms of benefits

5 Verbal Description on the extent of effect of benefits 38
employee retention in terms of job security

7 Verbal Description on the extent of effect of job security 41
8 Perception of the respondents to the determinants of 43
employee retention in terms of professional growth or
development
9 Verbal Description on the extent of effect on professional 44
growth or development
employee retention in terms of Organizational
Prestige/Reputation or Employer Branding

11 Verbal Description on the extent of effect on Organizational 47
Prestige/Reputation or Employer Branding

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12 ANOVA test results on the difference of factors' extent 49
across age
across sex
across educational attainment
across length of service

across salary range

17 Programs or strategies in order to retain employees 59
LIST OF FIGURES
Title Page
Figure
1 Herzberg’s view of satisfaction and dissatisfaction 17
2 Abraham Maslow’s hierarchy of needs pyramid 19
3 Schematic Diagram of the Study 21
4 The map of Saint Joseph Institute Technology 27
(Default View)
5 The map of Saint Joseph Institute Technology 27
(Satellite View)
Chapter 1
The Problem and Its Setting
“If you take care of your employees they will take care of your customers
and your business will take care of itself.”
– J W Warriot, (2014)
Job is essential for each and every individual in this world. With job people
can do everything, people can fulfill their desires, earn money and do something
for their loved ones but it depends on what type of job a person chooses. Some
people do any kind of job to survive in this world but some people go to a
particular field or job because they are interested in it.
As the employment rate increases, the same goes to the employee
turnover rate of the Philippines (Philippine Statistics Authority, 2017). Employees
are the most important assets of an organization. The success or failure of an
organization is largely dependent on the people working therein. Employee
turnover refers to the number or percentage of workers who leave an
organization and are replaced by new employees (Ruth Mayhew, 2017). The lack
of employee retention causes high employee turnover rate, and it is also a
phenomenon that is greatly studied. It is defined to be the act of holding those
employees who are the main source of organizations competency and efficiency.
Employee retention isn't solely a concept or an apply, it's a live taken to
speculate within the way forward for the corporate for a corporation is additionally
well-known by the workers it employs and also the ways in which it retains them
(Amit Bijon Dutta and Sneha Banerjee, 2014).

2
According to Jacob Shriar, (2015), keeping an employee is important in
building a strong company and people should understand that employees are
known as an “Appreciating Asset” it means they appreciate in value over time.
The longer someone stays in the company the more productive and valuable
they are. This explains why employees are the most important assets of an
organization because the success or failure of an organization is largely
dependent on the people working therein. Without the help and creative
contributions from employees, organizations cannot progress and prosper. That’s
where employee retention takes place, which is a phenomenon that is greatly
studied. It is defined to be the act of holding those employees
Employee retention refers to the various factors, policies and practices
which let the employees stick to a job for longer period of time. Research says
that most of the employees leave a job out of frustration and constant frictions
with their superiors or other team members. In some cases low salary, lack of
growth prospect and motivation compel an employee to look for a change. The
management must try its level to retain those employees who are really important
for the system and are known to be effective contributors (MSG Experts, 2017).
According to S. Tephillah Vasantham and Dr. C. Swarnalatha, (2011), it is
the responsibility of the managers as well as the management to ensure that the
employees are satisfied with their roles and responsibilities and a job is offering a
new challenge and learning each day.
Employees are company’s greatest asset. No matter the size of the
company having a good and hardworking employee is crucial to a business

3
success. Companies should encourage the employees to remain employed and
should know how to handle and take good care of an employee mainly those
employees that plays an important role in the company. It is truly important to
know the employees’ side for it is the best tool and strategy in managing and
retaining an employee.
However, few attempts have been made to study the different
determinants or possible reasons that result to employee retention, yet there are
many results and reasons why employees stay or leave in an organization
whether professional or personal reasons but what are the certain determinants
or reason for an employee to stay in a business?
In this study, the researchers seek to know why the employees stay in an
organization, specifically to know the following determinants of employee
retention. This paper also aims to convey a message about the current employee
expectations that would help management and human resource management
department, which is the most responsible on recruiting and retaining employees
in an organization, improve present retention strategies.
Review of Literature and Studies
As employee is an important asset of an organization or business, this
section seeks to discuss the determinants which affect the retention of
employees in their job and also employee turnover rate. This part will also tackle
about the different statistical reports regarding the population, employment rate
and employee turnover rate in the Philippines. In addition, this part also
comprises the different studies that are related and significant to this research.
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The population of the Philippines has been growing as the years passes
by, the Philippine Statistics Authority, (2015) has recorded 100,981,437 as the
population of the Philippines as of August 1, 2015 based on the 2015 Census
of Population (POPCEN 2015) while in the year 2016, the Philippine population
became 103,320,222 based on Worldometers.info, an independent company
which shows estimated current numbers based on statistics and projections from
the most reputable official organizations, and in the year 2017 the population
rose to 104,918,090 (Worldometers, 2016). Meanwhile, according to the
Philippine Statistics Authority, the employment rate of the Philippines is at 93.6
percent (%) in April 2015, it then became 94.2 percent (%) as of October 2016
and these numbers were followed by 95.0 percent (%) as of October 2017 based
on the data reported on National Quickstat – December 2017 of the Philippine
Statistics Authority (PSA). According to the Annual Labor and Employment
Estimates for 2015 of the Philippine Statistics Authority, (2015), the total
employed persons in the Philippines was approximately 38.7 million in 2015
while the National Quickstat – December 2017 recorded 41.685 million of
employed persons in the Philippines on October 2016 and 41.551 million on
October 2017 which shows the increase in numbers in the year 2016 but the
number of persons that are employed in the Philippines decreased in the year
2017. With the employment rate plunging in the Philippines, the opposite goes for
the employee turnover rate in the country. The results of the 2015 Total Rewards
Survey showed a 15 percent (%) attrition rate last year, reflecting an increase of
three percentage points from 2014 (13 %) (Amy Remo, 2016). The increase in
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the employee’s turnover rate indicates low employee retention in the
organizations in the Philippines.
Background and Definition
As an employee is considered as an asset of a business or an
organization, it is understandable that employees are important in an
organization. It is also given why an organization should keep employees. That’s
why the term employee retention is a very important factor or strategy in an
organization.
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 (Bidisha and Mukulesh, 2014). Meanwhile, according to
Workforce Planning for Wisconsin State Government (2015), employee retention
is “a systematic effort to create and foster an environment that encourages
employees to remain employed by having policies and practices in place that
address their diverse needs”. Employee retention helps towards the economic
balance in several aspects like job safety, additional profits and extra spending
on goods and services. Retaining the employees is crucial for the economic
development of the industry as an organization can give more time in creating
and less time training them (Vasquez, 2014). Whereas on the other hand,
according to (Whitcomb, 2012), attracting, retaining and engaging the employees
produce quality results for the industry which leads to good customer satisfaction.
Thus, well trained and engaged staff has a substantial influence on the employee
retention rate. Employee retention reduces labor or employees turnover rate.

6
Employee turnover refers to the number or percentage of workers who
leave an organization and are replaced by new employees (Ruth Mayhew, 2014).
It is a significant characteristic of Human Resource management. It is one of the
important topics among the academic researchers on how to efficiently control
and expect the turnover (Hongvichit, 2015). In fact, turnover rates in Philippine
companies continued to increase in 2015 as more employees sought better pay
opportunities and flexible work arrangements, global advisory firm Willis Towers
Watson, (2015) said. To sustain an inventive and cost-effective business, the
organization must concentrate on retaining their staff and reducing the turnover
rate. Generally high turnover specify the employees who leave the organization
because they are not satisfied with their work (Louden, 2012).
Literature has identified reasons why especially in the 21st century
turnover rates have increased and why retention is crucial. Literature discovers
(Allen et al., 2010) the reasons to be: shortage of skilled and professional
employees, predicted labor shortage due to demographic shifts, changing
expectations of the new workforce, workforce diversity, entrepreneurial practices,
inadequate educational programs and increased competition. All the mentioned
may create a demand for workers with skill sets that are not available in the
future highlighting yet again the importance of retaining workforce in long term.
Accountable for Employee Retention
Retention starts at the top. Sourcing, hiring and retaining motivated
employees are the responsibility of the company's governing board and
Leadership Team. Getting and retaining good employees demands focused,

7
recognized and comfortable policies and procedures that make retention a prime
management outcome. To appreciate staff every day and constantly work to
keep them on board is the job of the manager. Managers are one of the key
factors in employee’s retention. Managers often play a key role in the hiring
process, which is an important early step in the developing relationship with any
potential employee.
The Human Resource department alone cannot reduce turnover.
Company leaders must establish distinct, significant and positive change for
retention processes and programs within all levels of an organization. After
recruiting the right people, it is management's most important role to take
responsibility for the success of their employees including leading people
towards performance goals and targets (Amit Bijon Dutta and Sneha Banerjee,
2014).
The Impact on Business or Organizations

Employee retention is one of the major concerns of businesses or
organizations in the Philippines. In fact, replacing employees in an organization
or simply, employee turnover may costs double money, aside from the
recruitment and training, staff turnover can have a significant impact on the
quality of services an organization offers to its customers or clients. Employee
turnover cost includes hundreds of thousands of pesos to the company's
expenses. It is difficult to calculate the turnover cost which includes hiring costs,
training costs and productivity loss, industry experts often quote 25% of the
average employee salary as a conservative estimate. Company information loss

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is the next factor which shows the significance of retention. When an employee
leaves the organization, he takes with him the valuable information about the
organization, the customers, the current projects and also the past history of its
competitors to the new employer. Lot of time and money has been spent on an
employee in expectation that he works for organizations future return. When the
employee leaves the organization the investment is not realized (Ricardo Biason,
2016).
Ability of an organization to retain its employees has twofold implications.
Organizations that retain their high performers are bound to be successful in
performance and at the same time avoid expenses that are incurred in
advertisement of vacant positions, recruitment and selection, induction and
training new employees that follow and employee lost (Okioga, 2012). From
studies conducted it is suggested that the cost of employee turnover often ranges
from 50% to 200% of an employee’s annual salary based on the type and level of
job he/she holds, (World atWork,2012).
Retaining valuable staff has benefits as when turnover is high companies
may expect leveraged costs, interruptions in service levels, but also loss in
knowledge base, in the worst case to competitors. Research has proved that
companies with low turnover rates have increased sales growth and improved
employee morale (Allen et al., 2010). So in order to improve employee retention
or the quality of employment, companies should take extra measures by
implementing retention management strategies.

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Replacing employees is noticeably expensive. But in addition to it, a
company's repute is also at stake. Clients don't feel confident dealing with a
company which cannot hold onto its employees. It suggests poor management,
instability, and a lack of good planning. Regardless whether an individual is let go
or leaves on their own accord, more often than not the employee leaves with a
bitter taste in their mouth. That feeling is taken with them - along with the skills
they learned while working for you - and their sentiments often usually repeated
to future employers and their personal network. Reactively losing talented
individuals will damage the company's reputation for years to come (Amit Bijon
Dutta and Sneha Banerjee, 2014)
Determinants of Employee Retention
As employees are considered as an important asset of an organization or
a business, there are different studies which tackles about the determinants or
factors that affects the retention of an organization or a business.
A study conducted by the University of Phoenix in 2013 found that more
than half of professionals and working adults are interested in a career change.
Although the percentage of professionals looking for a career change lowers as
they age, the number stays above 50% until reaching the age of 60. At this age,
retirement may be a factor and many retirees see work after retirement age as
supplemental income (Jessica Howington, 2015).
With so many professionals pondering the idea of a career change, what
exactly are the reasons why people change careers? What would be the reasons
that determine employee retention?

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Salary or Pay consists of cash compensations which are directly provided
by employers for the work performed by the employees. Pay consists of two main
elements i.e. the base pay which is compensation given on the basis of some
pre-defined rates e.g. amount of time spent on the job by the employee such as
hourly weekly rates and pay contingent on the employee’s performance e.g.
merit increases, incentive pay, bonus pay etc. Of this two, base pay forms the
largest component of the total reward package for most employees, (Green,
2010).
Base pay may be expressed as an annual, weekly or hourly rate. The
hourly rate is sometimes called the time rate system of payment. Base pay is
categorized into either job-based pay where the base is related entirely to the
value of the job rather than the person. On the other hand where the base pay is
adjusted to take into account the levels of competency or skills it’s known as
person –based pay (Armstrong, 2012).
Contingent pay is a nimble instrument that allows employers to pay for
results they want by giving money to those who are fully contributing to the
business objectives (David Mwakidimi Msengeti, 2015). Contingent pay systems
and structures can be based at the individual, team or organization level
depending on the organizational culture, the relationship of the contingent pay
and other elements of reward and the objectives of the organizations. At the
individual level, contingency pay is either included in the base pay paid to the
employees and as such the individual pay progresses within the established pay
range or it can be a variable pay in the form of a cash bonus which is paid
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separately from the base pay. At the team and organizational level contingent
pay is linked to performance at these levels. This could take the form of either
profits sharing whereby the employees get to share in the organizational profits
realized over a given period of time or acquisition of organization shares (stock
sharing) whereby employees get to share in the successes and risks of the
organization (Al-Jarradi, 2011). Despite the advantages of contingent pay, it has
however been argued that such pay systems could lead to negative effects
including increase in conflicts between workers, pursuit of individual goals by
employees at the expense of organizational objectives and in cases of group
based contingent pay arrangements the risk of free riders who despite their non
or low performance get rewarded similar to their hardworking teammates (David
Mwakidimi Msengeti, 2015). This type of pay may give motivation for the
employees but it also argued to cause negative effects.
Salary or pay is often the reason why employees would choose to stay or
leave their job. A new Towers Watson research paper is shedding some light on
what attracts employees to an organization (and what keeps them there
after they’ve joined). According to the2012 Global Workforce Study, salary or pay
ranked number one as what employees attracts them to an organization and
what would cause them to leave. This study includes responses from 32,000
employees in 29 markets around the world (David Witt, 2012).
In addition, a survey by online recruitment site JobStreet.com showed the
offer of a higher salary from another company is among the top five reasons why
people leave their job (ABS-CBN News, 2013). The Global human capital
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management technology company Ceridian, (2017), also stated in the 2017
Pulse of Talent Report that 42% of those surveyed in North America would stick
it out at a job they didn’t enjoy if their salary went up by 1 – 10% (Jane Burnett,
2017). This justifies why money is considered as “the king”, since this attracts
employees and lets them stay in an organization.
These surveys show that highly paid employees tend to be more
motivated to remain in their jobs while low rate of salary may cause employees to
leave an organization.
Employers have a variety of creative ways to entice new talent and keep
quality workers within their organizations, including offering a competitive salary
or wages, a unique and welcoming company culture, and fringe benefits.
Although it may seem that higher take-home pay is the most important selling
point for the majority of current employees, the offer of additional benefits can be
even more powerful than a pay-check (Melissa Horton, 2016).
Benefits or also known as “fringe benefits” are various non-wage
compensations provided to employees in addition to their normal wages or
salaries. Where an employee exchanges (cash) wages for some other form of
benefit, this is generally referred to as a 'salary sacrifice' arrangement
(LawTeacher, 2017).
Some of the most common fringe benefits that are offered includes
dependent care either on-site or at a reduced cost off-site, term life insurance,
and short- or long-term disability coverage, as well as fitness center access at

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the company's place of business or a discount at a local health club. In addition,
employers may offer employee discounts on merchandise, a performance or
time-in-grade bonus, or meals paid for by the company during long business
meetings or required overtime hours (Melissa Horton, 2015).
According to the recent Workforce 2020 study conducted by Oxford
Economics and SAP SE highlighted that alongside competitive compensation,
benefits package is also one of the key to employee retention. While salary
compensates the employees for performing the tasks assigned to them,
incentives are incorporated into the package to reward them for exceptional
results and boost their morale (APGroupGlobal, 2016). Also, according to
Frederick Herzberg’s Two Factor Theory, fringe benefit is included in the
motivator factors which are inherent to work. Companies or organizations
perform the best when their employees are also the best. To recruit and
subsequently retain the best employees for their business, employers can offer
fringe benefits that entice and ultimately reward employees for their loyalty.
Job security is one of the major concerns of employees in an organization.
Security includes references to accidents and work related illnesses. Employees
want to feel safe or secured at their workplace and are troubled by unsafe
conditions and accidents (Dorice Alex Mttoi, 2013). Job security as vital
motivation factor encourages employees to stay in an organization. In fact,
according to the Global human capital management technology company
Ceridian, (2017), the 2017 Pulse of Talent Report shows that job security is one
of the popular reasons why high performers remained with their employers
14
(46%). Workers in the “high performing” category was defined as those “with the
best job dedication and the strongest commitment to helping the company
achieve its goals.” (Jane Burnett, 2017).
Professional Growth/Development is the process of improving and
increasing capabilities of staff through access to education and training
opportunities in the workplace, through outside organization, or through watching
others perform the job (Business Dictionary, 2018).
Robert Half, (2017), stressed that investing in the growth and development
of employee boosts employees’ job satisfaction because when staff members
can do their jobs more effectively, they become more confident which then leads
to greater job satisfaction and improved employee retention. Aside from that,
when companies or organization invests in the professional growth of its
employees, it tend to aid the existing retention strategies because when
employees can feel professional growth and development in their job, it helps
them build enthusiasm or excitement in doing their job and it also results to loyal
to employees’ loyalty or retention. Learning and development, by general training
and job specific training, increase general attractiveness and maintain high levels
of engagement (CIPD, 2010).
In addition, BetterBuys, a Web-based resource on business
technology, recently surveyed 2,000 employees — the majority of them
managers — to try to quantify the benefit of offering workers opportunities to
widen their job horizons. In the survey, 92% ranked professional development as
“important” or “very important”. They found that employers who offer employees
15
professional development opportunities experience higher retention and
engagement. Especially when engagement is low, retention is positively affected
by having these opportunities to reduce turnover (Tim Gould, 2016). This survey
indicated that professional development could play a key role in boosting
employees’ loyalty and commitment.
Employer branding as defined by the Chartered Institute of Personnel and
Development (CIPD), (2010), is "...a set of attributes and qualities – often
intangible- that makes an organization distinctive, promises a particular kind of
employment experience, and appeals to those people who will thrive and perform
best in its culture". According also to Christine Johnson, (2008), Director of
Employee Communications from Shaker “…an employer brand is about
capturing the essence of a company in a way that engages employees. It is who
you are as an employer. It conveys your “value proposition” – the totality of your
culture, systems, attitudes, and employee relationship. And it encourages your
people to embrace and further shared goals – success, productivity and
satisfaction – on personal and professional levels.”
For decades now, companies have invested in marketing efforts and
creation of strong brands in order to acquire and retain customers. In recent
times organizations have realized the value of using these marketing efforts in
personnel management. Just as strong consumer brands influence growth and
bring profits to companies it is undeniable that a strong employer brand has an
influence on business outcomes. Making the employment experience unique, by
generating and communicating an employment value proposition, employers are

16
able to produce brand equity increasing retention of employees (Eveliina
Suikkanen, 2010).
Employer brand influences a company’s ability to attract, influence, hire
and retain top talent. Measuring, monitoring and improving an organization's
reputation is becoming an important component of broader talent acquisition
strategies for forward-thinking companies.
According to the Allegis Group Services Study conducted by the
Corporate Responsibility Magazine, (2012), 69% would not take a job with a
company that had a bad reputation, even if they were unemployed. This just
reflects the importance of employer branding or organizational
reputation/prestige in retaining employees.

17
Theoretical Framework
Two Factor Theory or Herzberg's Motivation Theory
In 1959, Frederick Herzberg, a behavioral scientist proposed a two-factor
theory or the motivator-hygiene theory. According to Herzberg, there are some
job factors that result in satisfaction while there are other job factors that prevent
dissatisfaction. According to Herzberg, the opposite of “Satisfaction” is “No
satisfaction” and the opposite of “Dissatisfaction” is “No Dissatisfaction”.
Fig. 1. Herzberg’s view of satisfaction and dissatisfaction
Source: https://managementstudyguide.com/herzbergs-theory-motivation.htm
According to the two-factor theory or the motivator-hygiene theory by
Frederick Herzberg, there are two factors which affect the satisfaction of
employees; the hygiene factors and motivators. Hygiene factors are those job
factors which are essential for existence of motivation at workplace. These do not
lead to positive satisfaction for long-term. But if these factors are absent / if these
factors are non-existent at workplace, then they lead to dissatisfaction. In other

18
words, hygiene factors are those factors which when adequate/reasonable in a
job, pacify the employees and do not make them dissatisfied. These factors are
extrinsic to work. Hygiene factors are also called as dissatisfiers or maintenance
factors as they are required to avoid dissatisfaction. These factors describe the
job environment/scenario. The hygiene factors symbolized the physiological
needs which the individuals wanted and expected to be fulfilled
According to Herzberg, the hygiene factors cannot be regarded as
motivators. The motivational factors yield positive satisfaction. These factors are
inherent to work. These factors motivate the employees for a superior
performance. These factors are called satisfiers. These are factors involved in
performing the job. Employees find these factors intrinsically rewarding. The
motivators symbolized the psychological needs that were perceived as an
additional benefit (Management Study Guide, 2016).
Job Embeddedness Theory
Job Embededdness Theory was first reported in the study about voluntary
turnover (Mitchell et al, 2001), focusing on factors that encourage employee to
remain with an organization. The put forward of this embeddedness concept was
based on Lewin's "Field theory" and the embedded figures of psychology,
combined with the new turnover theory formed by Mitchell‟s “Unfolding Model”,
and referenced to the empirical research conclusions of non-work factors and
other organization-focused predictor which associated with retention/leaving.
Mitchell et believed that a variety of factors which from organizations and
communities may make individuals "embedded" into their work. Therefore, they
19
described job embeddedness as a net or a web in which an individual can
become stuck. The one who is highly embedded has many social links that are
close together, and then influence the retention behavior of employee, thus can
explain the employee’s turnover decision. Job embeddedness suggests that
there are numerous strands connect an employee and his or her family in a
social, physical, and financial web that includes work and non-work friends,
groups, and the community and the physical environment in which he or she lives
(Raymond Ringl, 2013).
Maslow’s Hierarchy of Needs
Fig. 2. Abraham Maslow’s hierarchy of needs pyramid
Source: https://www.simplypsychology.org/maslow.html
Maslow’s Hierarchy of Needs has often been represented in a hierarchical
pyramid with five levels. The four levels (lower-order needs) are considered
20
physiological needs, while the top level of the pyramid is considered growth
needs. The lower level needs must be satisfied before higher-order needs can
influence behavior.
The first four levels are considered deficiency or deprivation needs (“D-
needs”) in that their lack of satisfaction causes a deficiency that motivates people
to meet these needs. Physiological needs, the lowest level on the hierarchy,
include necessities such as air, food, and water. These tend to be satisfied for
most people, but they become predominant when unmet. During emergencies,
safety needs such as health and security rise to the forefront. Once these two
levels are met, belongingness needs, such as obtaining love and intimate
relationships or close friendships, become important. The next level, esteem
needs, include the need for recognition from others, confidence, achievement,
and self-esteem. The highest level is self-actualization, or the self-fulfillment.
Behavior in this case is not driven or motivated by deficiencies but rather one’s
desire for personal growth and the need to become all the things that a person is
capable of becoming.
This study focused on these theories because it tackles about the different
factors that affect job or employee retention which is the center of this study.
E
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Conceptual Framework
Fig. 3. Schematic Diagram of the Study
Employees are important in an organization, moreover, the lack of

21
employees’ retention will cause more costs in an organization. Due to this, the
researchers conducted a study titled, Determinants of Employee Retention at
Saint Joseph Institute of Technology. The independent variable in this study is
the determinants of employee retention which aims to measure or test the
dependent variable which is the employee retention. These concepts reflect the
objectives that the researchers have set in this study.

22
Statement of the Problem
This study seeks to help the human resource department in determining the
factors that affects the retention of the employees at Saint Joseph Institute of
Technology. This also aims to determine how important and wide are the
knowledge of the people about this topic. Specifically, it sought to answer the
following sub-problems:
1.) What is the profile of the employees in terms of:
1.1 Age;
1.2 Sex;
1.3 Educational Attainment;
1.4 Length of Service;
1.5 Salary?
2.) What is the perception of the respondents to the determinants of
employee retention?
3.) Is there a significant difference in the perception of the respondents
concerning the determinants of employee retention when grouped
according to:
3.1 Age
3.2 Sex
3.3 Educational attainment
3.4 Length of service
3.5 Salary
4.) What intervention programs might be derived from this study?

23
Hypotheses
This study was tested with the following null hypotheses at < 0.05 level of
significance:
 There is no significant difference between the perceptions of the
respondents concerning the determinants of employee retention when
grouped according to age.
grouped according to sex.
grouped according to educational attainment.
grouped according to length of service.
grouped according to salary.
Significance of the Study
The researchers conducted a study titled, Determinants of Employee
Retention at Saint Joseph Institute of Technology that aims to help the following:
24
Employees. To spread and expand the results, data and information in this study
to the teachers that will be useful for their general knowledge, teachings and
lessons.
Employers. To determine the factors that will affect the retention of employees,
this will then help them identify strategies that will cope up with the said factors.
Human Resource Management. To address significant problems of the
organization or institution that will help redefine strategies regarding job or
employee retention to achieve organization’s goals and objectives.
Readers. To give courage and information to the readers that will help them
know the state of the selected establishments, specifically in Butuan City
particular to the problems that organizations are facing in the present.
Definition of Terms
Chartered Institute of Personnel and Development (CIPD) – is a professional
association for human resource management professionals.
Employee Retention – refers to the ability of an organization to retain
its employees and it also refers to the various factors, policies and practices
which let the employees stick to a job for longer period of time.
Employee Turnover – the number or percentage of workers who leave an
organization and are replaced by new employees
Employer Branding – the term commonly used to describe reputation as
an employer, and its value proposition to its employees, as opposed to its more
general corporate brand reputation and value proposition to customers.

25
Fringe Benefits – it is a special form of benefits provided to employees on in
addition to their salaries and wages. It means any good, service or other benefit
furnished or granted in cash or in kind by an employer – corporate or sole
proprietor, to an individual employees.
Human Resource Management (HRM) – is the term used to describe formal
systems devised for the management of people within an organization.
Job Embeddedness – is the collection of forces that influence employee
retention.
Job Security – is the state of having a job that is secure and from which one is
unlikely to be dismissed.
Likert scale – it is a psychological measurement device that is used to gauge
attitudes, values, and opinions. It functions by having a person complete a
questionnaire that requires them to indicate the extent to which they agree or
disagree with a series of statements.
Philippine Statistics Authority – The PSA serves as the central statistical
authority on primary data collection in the Philippines by conducting censuses on
different sectors of the Philippine economy such as population, housing,
agriculture, fisheries and business.
Quantitative-descriptive– establishes only associations between variables. It is
study designed to depict the participants in an accurate way.
Salary – it is a fixed amount of money or compensation paid to an employee by
an employer in return for work performed.

Chapter 2
Methodology
Research Design
The researchers used a quantitative-descriptive design in which depicts
the participants in an accurate way. In a research, when is a need of analysis of
data to draw conclusions, descriptive research is undertaken which is a
systematic empirical investigation of observable phenomena via statistical,
mathematical or computational techniques. That’s why the researchers used a
descriptive type of research, as it aims to determine the following determinants of
employee retention among the employees specifically, at Saint Joseph Institute
of Technology.
Research Respondents
This study sample comprises of 131 employees from Saint Joseph
Institute of Technology (Main and Annex Campus) using the Slovin’s Formula.
The researchers selected respondents that were 20 to 59 years old so that the
data and information that the respondents may provide would be significant to
this study.
Research Locale
This study was conducted at Saint Joseph Institute of Technology located
at Montilla Boulevard and T. Calo Street, Butuan City. It can be reached by riding
public vehicles, private cars and motorcycles from any point of the city. Attached
are the maps where Saint Joseph Institute of Technology (Main and Annex
Campus) are located.

27
Fig. 4. The map of Saint Joseph Institute Technology (Default View)
Source: https://maps.google.com/
Fig. 5. The map of Saint Joseph Institute Technology (Satellite View)

28
Source: https://maps.google.com
Research Instrument
There are many instruments in the quantitative study but the researchers
selected to use questionnaire which is the most appropriate instrument in data
collection for this study. The researchers used Likert scale which uses a Likert –
type question asks respondents to select one of several responses that are
ranked in order of strength. Computers, cellular phones, opinions from other
people were also used in the process of this study. From this study, the
information and data were gathered with the help of review of literature, websites
related to employee retention and from the survey that the researchers
conducted; the researchers gathered enough information for this study with the
help of the different opinion from the respondents. The said survey questionnaire
served as a guideline for getting useful information. The researchers has
developed a survey for the employees of Saint Joseph Institute of Technology to
find the reasons which made the employees stay while working in the
organization and what factors influence them in leaving the organization. The
data and information from the survey interview that was conducted served as the
basis to apply the objectives of this study.
Ethical Considerations
Ethical conduct can be described as morale values, confidentiality and
anonymity of an individual, group or an organization. Confidentiality and
anonymity usually refers to the assurance that researcher give to the participants
that their identity and involvement in a research will be kept confidential (Quinlan,
29
2011). In this study, the researchers notified the respondents about the purpose
of the study. The respondents were also aware of the confidentiality of their
answers and they were made aware of what is required from them as a
respondent. To give the respondents the freedom of choice, they were given a
chance to decide whether to provide or hide the respondents’ names, this also
served as respect for their decision and anonymity of their identity.
All the ethical codes were followed while completing the research. The
information was gathered by doing a survey that was only used for the purpose
of this research. Also the answers given by the respondents were kept
confidential during the process of analysis and, moreover, the respondents
answered the given survey voluntarily. The respondents were also assured that
the data gathered is for research purpose only.
Data Gathering Procedure
The researchers gathered the data by distributing the questionnaires to
the respondents which was administered individually and manually completed.
All respondents were required to fill up the profile form which contains
information on age, sex, educational attainment, length of service and lastly the
amount of the respondents’ salary. The respondents’ participation in the survey
was voluntary and the respondents were properly informed about the objective
and purpose of the research. The researchers also assured the respondents of
the confidentiality of all the data and information provided to the researchers.
30
Statistical Treatment
The responses to each item was tallied and given an equivalent qualitative
description as indicated. The data collected were analyzed, and interpreted with
the use of the following statistical tools:
Frequency, Percentage and Mean. These descriptive statistics were
used to determine the respondents’ profile and level of perceived retention.
Analysis of Variance (ANOVA). This technique was utilized to determine
significant differences on perceived level of retention across the profile of the
respondents.
Chapter 3
Results and Discussion
This chapter comprises the presentation, data analysis and findings that
the researchers gathered from the one hundred thirty one (131) questionnaires
completed by one hundred thirty one (131) employees of Saint Joseph Institute
of Technology. Here shows the questions that are aimed to answer. This study is
titled Determinants of Employee Retention at Saint Joseph Institute of
Technology in which the researchers reviewed the profile of the respondents and
the determinants of employee retention. In this chapter, the researchers also
discussed about the different retention programs that might be derived from this
study.
32
Problem 1: What is the profile of the employees in terms of age, sex, educational
attainment, length of service, and salary?
Table 1
Profile of the respondents
Age Frequency Percentage
20-29 76 58%
30-39 28 21%
40-49 13 10%
50-59 14 11%
Sex Frequency Percentage
F 70 53%
M 61 47%
Educational Attainment Frequency Percentage
Bachelor’s Degree 123 94%
Master’s Degree 4 3%
Ph.D. Criminology 3 2%
High school Graduate 1 1%
Length of Service Frequency Percentage
1-2 years 82 63%
3-6 years 24 18%
7-10 years 8 6%
11-15 years 2 2%
16-20 years 15 11%
Salary Frequency Percentage
₱ 1,000 – 15,000 105 80%
₱ 15,001 – 30,000 18 14%
₱ 30,001 – 45,000 7 5%
₱ 45,001 – 60,000 0 0%
₱ 60,001 – 75,000 1 1%
33
It is presented in the Table 1 that respondents’ aged from 40-49 has a
frequency of 1 and 10 percent, whereas ages from 20-29 got the frequency of 76
and a percentage of 58. In terms of sex; the female respondents has the
frequency of 70 and a percentage of 53, while the male gains 61 frequency and
47 percent of the total respondents.
In the educational attainment; Bachelors’ Degree (BD) has the highest frequency
of 123 and a percentage of 94 followed by the Master’s Degree with a frequency
of 4 and having a percentage of 3; while Ph.D Criminology got a frequency of 3
and a percentage of 2; lastly, high school graduate gained a frequency of 1 and a
percentage of 1.
In the length of service, 1-2 years has a frequency of 82 and a percentage
of 63; 3-6 years has a frequency of 24 and a percentage of 18; 7-10 years has a
frequency of 8 and a percentage of 6; then 11-15 years has a frequency of 2 and
a percentage of 2 and lastly, 16-19 years has a frequency of 15 and a
percentage of 11.
Meanwhile, in the salary, ₱1,000-15,000 has a frequency of 105 and a
percentage of 80; ₱15,001-30,000 has a frequency of 118 and a percentage of
14; ₱30,001-45,000 has a frequency of 7 and a percentage of 5; ₱45,001-60,000
has frequency and percentage of 0; meanwhile ₱60,001-75,000 has a frequency
of 1 and a percentage of 1.
34
Problem 2: What is the perception of the respondents to the determinants of
employee retention?
Table 2
Perception of the respondents towards the determinants of employee retention in
terms of salary
Qualitative Level of Perceived

Salary Mean
Description Retention
I am satisfied with the 3.15

Moderately Agree Moderately High
salary that I receive from
my work.
I am paid fairly with the
work I contribute to my 3.33 Moderately Agree Moderately High
organization.
It meets my needs. 3.05 Moderately Agree Moderately High
It matches my job 3.40

Moderately Agree Moderately High
performance.
There is a yearly increase

of salary and incentives in 3.40 Moderately Agree Moderately High
my work.
Overall 3.27 Moderately Agree Moderately High

35
Table 3
Verbal Description on the extent of effect on salary
EXTENT OF EFFECT VERBAL DESCRIPTION
The employees are very satisfied with the salary

Very High
they receive from work since they are paid fairly
with the work they contribute to their
organization
The employees are satisfied their current salary

High
since it is enough for their basic needs
Moderately High The salary that the employees received is

enough
Low The company doesn’t pay the employees fairly
Very Low The salary is not enough for the employees
In Table 2, the least mean is 3.05 which describes that the respondents
moderately agree on “I am satisfied with the salary that I receive from my work”
which in effect having a moderately high level of perceived retention in terms of
salary. On the other hand, the highest mean response is 3.40 in “It matches my
job performance” and “There is a yearly increase of salary and incentives in my
work” having moderately agree which in effect having a moderately high level of
perceived retention in terms of salary. Over all, having a mean of 3.27,
consequently having a moderately response that lead to a moderately high level
of perceived retention.
36
The result shows that salary got a moderately high level of perceived
retention which indicates that the salary that the employees receive is enough.
This result relates to 2012 Global Workforce Study, which shows that salary or
pay ranked number one as what attracts employees to an organization (David
Witt, 2012). It means that it meets the needs of the respondents and it is one of
the reasons for staying since the respondents thinks that salary that they receive
is enough.
Table 4
Perception of the respondents towards the determinants of employee retention
in terms of benefits

Benefits Mean
I am comfortable with my job

because it offers better benefits Moderately
3.42 Moderately High
(health insurance, life Agree
insurance and sick leaves)
The current employee benefits Moderately

pamper my needs. Agree
I am satisfied with the

additional financial benefits Moderately
(opportunities for promotion, Agree
raises and bonuses)
My job offers better benefits Moderately

than other jobs. Agree
37
Moderately
Overall 3.24 Moderately High
Agree
Mean ranges: Very High (4.50-5.00), High (3.50-4.49), Moderately High (2.50-
3.49), Low (1.50-2.49), Very Low (1.00-1.49)
Table 5
Verbal Description on the extent of effect of benefits
The employees are very contented with the

Very High benefits given by the company because it
encourages them to retain on the job.
The employees are provided with an additional

financial benefits by the company which shows
High
them that they are invested in not only their overall
health but also with the employees future
The company offers better benefits that meets the

Moderately High
needs of the employees
The company doesn’t provide any job benefits for

Low
the employees.
Very Low No job benefits offered
The Table 4 shows that in benefits, the least mean is 3.15 which describes
that the respondents moderately agree on “I am satisfied with the additional

38
financial benefits (opportunities for promotion, raises and bonuses)”which in
effect having a moderately high level of perceived retention in terms of benefits.
On the other hand, the highest mean response is 3.42 in “I am comfortable with
my job because it offers better benefits (health insurance, life insurance and sick
leaves)” having moderately agree which in effect having a moderately high level
of perceived retention in terms of benefits. Over all, having a mean of 3.24,
consequently having a moderately agree response that lead to a moderately high
level of perceived retention.
The results shows that benefits got a moderately high level of perceived
retention which indicates that the company offers benefits that meets the needs
of the employees. This result is evident to the Two Factor Theory by Frederick
Herzberg’s, benefits (such as fringe benefits) which included in the motivator
factors which are inherent to work. Companies or organizations perform the best
when its employees are also the best. To recruit and retain the best employees
for their business, employers can offer benefits that entice and ultimately reward
employees for its loyalty. This implies that when benefits meet the needs of the
employees, employees tend to stay at their workplace.

39
Table 6
Perception of the respondents towards the determinants of employee retention in
terms of job security
Level of
Qualitative
Job Security Mean Perceived
Description
Retention
The company I am currently

working in cultivates a secure 3.73 Agree High
work atmosphere.
I have a sense of security at my

3.76 Agree High
workplace.
I am not stressed with my work. 3.18 Moderately Agree Moderately High
Able to maintain a high level of

production/performance while 3.68 Agree High
maintaining safety.
Safety is a primary concern at

3.68 Agree High
the company.
Overall 3.60 Agree High

40
3.49), Low (1.50-2.49), Very Low (1.00-1.49)
Table 7
Verbal Description on the extent of effect of job security
The employees are satisfied and confident that

they have a secure work atmosphere since
Very High
safety is the primary concern at the company.
The employees maintain a high level of

High performance since they are comfortable with
the safety workplace.
The company protects the personal security on

Moderately High
the job.
The company doesn’t help and doesn’t provide

Low
a safe place for the employees
Workplace security is not a priority in the

Very Low
company
The Table 6 shows that in job security, the least mean is 3.18 which
describes that the respondents moderately agree on “I am not stressed with my
work” which in effect having a moderately high level of perceived retention in

41
terms of job security. On the other hand, the highest mean response is 3.76 in “I
have a sense of security at my workplace” having agree which in effect having a
high level of perceived retention in terms of job security. Over all, having a mean
of 3.60, consequently having an agree response that lead to a high level of
perceived retention.
The results show that job security got a high level of perceived retention
which indicates that the employees maintain high level of performance since they
are comfortable with the safety workplace. This result is supported by the
Maslow's hierarchy of needs theory in which safety (such as job security) is
discussed as a human need. Furthermore, the 2017 Pulse of Talent Report given
by the Global human capital management technology company Ceridian, shows
that job security is one of the popular reasons why high performers remained
with their employers. This implies that job security is an essential factor that
determines the retention of employees.

42
Table 8
Perception of the respondents towards the determinants of employee retention
in terms of professional growth or development
Level of
Professional Qualitative
Mean Perceived
Growth/Development Description
Retention
My job offers an opportunity to

3.79 Agree High
learn new things.
Training opportunities are open

for the employees at my 3.58 Agree High
workplace.
My job enables me to make use

3.89 Agree High
of my skill and talents.
My job encourages me to adjust

to changing situation through 3.85 Agree High
innovation and creativity.
Future leaders are developed

3.74 Agree High
from within the company.
3.49), Low (1.50-2.49), Very Low (1.00-1.49)
43
Table 9
EXTENT OF EFFECTS VERBAL DESCRIPTION
The employee had been provided monthly

Very High training and good opportunities to grow with the
company
The employee had been provided training and

High
motivated to work
The employee had been provided annual

Moderately High
trainings for the job
The company never provided any trainings for

Low
the employees
Very Low No job training offered

Verbal Description on the extent of effect on professional growth or development
Meanwhile, the Table 8 shows that in professional growth/development,
the least mean is 3.58 which describes that the respondents agree on “Training
opportunities are open for the employees at my workplace” which in effect having
a high level of perceived retention in terms of benefits. On the other hand, the
highest mean response is 3.89 in “My job enables me to make use of my skill
and talents” having agree which in effect having a high level of perceived
retention in terms of professional growth/development. Over all, having a mean
of 3.77, consequently having an agree response that lead to a high level of
perceived retention.
44
The results shows that professional growth/development got a high level
of perceived retention which indicates that the employees had been provided
training and motivated to work This result coincides with the study of Clear
Company (2017), which says that 76% of employees are looking for professional
growth opportunities in which it depicts that the employees at Saint Joseph
Institute of Technology are staying because they have been provided training
and in result, it is one of the reasons why employees they stay in their job.
Table 10
Perception of the respondents to the determinants of employee retention in

45
terms of Organizational Prestige/Reputation or Employer Branding
Organizational
Prestige/Reputation or Mean
Employer Branding
I feel good about working

3.77 Agree High
in my workplace.
I am proud to tell others

that I work for the 3.85 Agree High
company.
I am satisfied with my
work because it attracts,
3.76 Agree High
influences, hire, and
retain top talents.
3.49), Low (1.50-2.49), Very Low (1.00-1.49)
Table 11
EXTENT OF EFFECTS VERBAL DESCRIPTION
Very High The employee is satisfied with his/her work

46
because it attracts, influences, hire and retain

top talents
The employee is satisfied with his/her work

High
most of the time
Moderately High The employee feels good to his/her work
The employee is not satisfied with his/her

Low
work
The company is not compatible to the needs

Very Low
of employees
Verbal Description on the extent of effect on Organizational Prestige/Reputation
or Employer Branding
As seen at the Table 10 shows that in organizational prestige/reputation or
employer branding, the least mean is 3.76 which describes that the respondents
agree on “I am satisfied with my work because it attracts, influences, hire, and
retain top talents which in effect having a high level of perceived retention in
terms of organizational prestige/reputation or employer branding. Meanwhile, the
highest mean response is 3.85 in “I am proud to tell others that I work for the
company” having agree which in effect having a high level of perceived retention
in terms of professional growth/development. Over all, having a mean of 3.80,
consequently, having an agree response that lead to a high level of perceived
retention.
47
The result flaunts that organizational prestige/reputation or employer
branding got a high level of perceived retention which indicates that the
employee is satisfied with his/her work most of the time. This result is related to
the Allegis Group Services Study, which indicates that 69% would not take a job
with a company that had a bad reputation, even if they were unemployed
(Corporate Responsibility Magazine, 2012). This just reflects the importance of
employer branding or organizational reputation/prestige in retaining of
employees.
Problem 3: Is there a significant difference in the perception of the
respondents concerning the determinants of employees’ retention when
grouped according to age, sex, educational attainment, length of service, and
salary?
Table 12
48
ANOVA test results on the difference of factors' extent across age
Mean response across age P-value Remarks

Factors
20-29 30-39 40-49 50-59
Not
Salary 3.23 3.21 3.43 3.41 0.50
Significant
Not
Benefits 3.20 3.26 3.38 3.30 0.74
Significant
Not
Job Security 3.58 3.57 3.63 3.77 0.70
Significant
Professional Not
3.74 3.73 4.05 3.77 0.50
Growth Significant
Organizational Not
3.73 3.79 4.05 3.95 0.31
Prestige Significant
Not
TOTAL 3.50 3.51 3.71 3.64 0.55
Significant
The Table 12 shows the analysis of variance on the difference of factors
when grouped according to age. It can be observed that age yielded no
significant difference to the factors affecting employee retention. This is
supported by the p-value >0.05 as shown in the given table.
In ages from 20-29, professional growth ranks first with 3.74 in the
determinants of employee retention while benefits is the lowest with 3.20; from
ages 30-39, organizational prestige ranks first with a mean of 3.79 in the
determinants of employee retention while salary is the lowest with 3.21. On the
49
other hand, from ages 40-49, professional growth and organizational prestige
ranks first with a mean of 4.05 and benefits as the lowest with a mean of 3.38.
Lastly, from ages 50-59, organizational prestige comes first with a mean of 3.95
and benefits as the lowest with a mean of 3.30.
Overall, the results show that there is no significant difference on the
determinants of employee retention when grouped according to age. The findings
of this study in relation to age have shown that older employees of 45 years and
above experienced a higher job satisfaction than the younger employees. This
finding is in line with the findings of Boumans, N.P et al (2011) and Francis Burks
(2015) which states that older employees tend to stay because they have
reached the establishment stage in their career. Likewise, they would not want to
jump from one job to another in order not to lose the huge retirement benefits
that will accrue to them.
Table 13
ANOVA test results on the difference of factors' extent across sex
Mean response across sex

Factors P-value Remarks
Male Female
Salary 3.11 3.40 0.01 Significant
Benefits 3.13 3.34 0.04 Significant

50
Job Security 3.50 3.69 0.04 Significant
Professional Growth 3.62 3.91 0.01 Significant
Organizational Prestige 3.69 3.89 0.04 Significant
TOTAL 3.41 3.65 0.03 Significant
when grouped according to sex. In the table, it can be observed that sex yielded
significant difference to the factors affecting employees’ retention. This is
supported by the p-value <0.05 as shown in the given table. Overall, the results
show that there is a significant difference on the determinants of employee
retention when grouped according to sex. This contradicts the validity of the
hypothesis in terms of sex.
For the male, organizational prestige ranks first with 3.69 in the
determinants of employee retention while salary is the lowest with 3.11 while for
the female, professional growth ranks first with a mean of 3.91 in the
determinants of employee retention while benefits is the lowest with 3.34.
The findings of this study in relation to gender have shown that the female
gender experienced higher job retention in their jobs than the male gender. This
result is in consonance with the findings of Cesar Garcia (2013) who discovered
that the females in their samples had a higher level of job satisfaction than their
male counterparts. So women value the quality of their working relationships
(with their line manager and their peers) and the determinants of employee
retention more than men.

51
Table 14
ANOVA test results on the difference of factors' extent across educational
attainment
Mean response across

P-value Remarks
educational attainment
Factors High
Ph.D
BD MD school
Crim
Graduate
Not
Salary 3.26 3.45 3.90 2.87 0.25
Significant
Benefits 3.25 3.00 3.75 2.67 0.19 Not

52
Significant
Not
Job Security 3.60 3.60 4.00 3.47 0.78
Significant
Professional Not
3.75 4.30 4.00 3.67 0.42
Growth Significant
Organizational Not
3.78 4.17 4.00 4.00 0.61
Not
TOTAL 3.53 3.70 3.93 3.34 0.45
Significant
when grouped according to educational attainment. It can be observed that
educational attainment yielded no significant difference to the factors affecting
employee retention. This is supported by the p-value >0.05 as shown in the given
table. Overall, the results show that there is no significant difference on the
determinants of employee retention when grouped according to educational
attainment. This proves the validity of the hypothesis in terms of educational
attainment.
In the Bachelor’s degree, organizational prestige ranks first with 3.78 in
the determinants of employee retention while benefits is the lowest with 3.25; in
master’s degree, professional growth ranks first with a mean of 4.30 in the
determinants of employees’ retention while benefits is the lowest with 3.00. On
the other hand, in the Ph. D Criminology, job security, professional growth and
organizational prestige ranks first with a mean of 4.00 and benefits as the lowest
53
with a mean of 3.75. Lastly, in High school graduate, organizational prestige
comes first with a mean of 4.00 and benefits as the lowest with a mean of 2.67.
This result relates to the Marketing Intelligence & Planning study
conducted by Wren, B., Berkowitz, D., & Grant, E. (2014) which implies that as
employees gained education, they often sought employment with new
organizations. The educational differences show that employees with a degree-
level education place higher importance on work values linked to challenge and
advancement.
Table 15
ANOVA test results on the difference of factors' extent across length of service
Mean response across

P-value Remarks
length of service
Factors
1-2 3-6 7-10 11-15 16-19
years years years years years
Not
Salary 3.23 3.17 3.40 3.60 3.48 0.41
Significant
Not
Benefits 3.21 3.10 3.53 3.63 3.42 0.27
Significant
Not
Job Security 3.59 3.55 3.63 3.70 3.75 0.87
Significant
54
Professional Not
3.75 3.76 3.90 3.90 3.84 0.96
Growth Significant
Organization Not
3.78 3.69 3.88 3.67 4.02 0.63
al Prestige Significant
Not
TOTAL 3.51 3.45 3.67 3.70 3.70 0.63
Significant
when grouped according to length of service. It can be observed that length of
service yielded no significant difference to the factors affecting employee
retention. This is supported by the p-value >0.05 as shown in the given table.
determinants of employee retention when grouped according to length of service.
This proves the validity of the hypothesis in terms of length of service.
From 1-2 years, organizational prestige ranks first with 3.78 in the
determinants of employee retention while benefits is the lowest with 3.21; from
ages 3-6 years, professional growth ranks first with a mean of 3.76 in the
determinants of employee retention while salary is the lowest with 3.10.
Meanwhile, from ages 7-10 years, professional growth ranks first with a mean of
3.90 and salary as the lowest with a mean of 3.40. From 11-15 years,
professional growth comes first with a mean of 3.90 and salary as the lowest with
a mean of 3.60. Lastly, from ages 16-19 years, organizational prestige comes
first with a mean of 4.02 and professional growth as the lowest with a mean of
3.84.
55
This result is related to the Journal of Vocational Behavior conducted by
Ng, T. W., & Feldman, D., (2013), which states that human capital theorists
associated increased length of tenure with the employee’s value in the labor
market. To increase employee length of tenure, human resource practitioners
must develop retention strategies that afford the employee the opportunity to
remain employed with the organization as well as reward the employee’s
attainment of human capital assets. Length of service is an important indicator
because experiential data has shown that those who have recently joined a
company are more likely to leave it upon a relocation.
Table 16
ANOVA test results on the difference of factors' extent across salary range
Mean response across salary range

₱1,000 P-
Factors ₱15,001 ₱30,001 ₱60,001 Remarks
– value
– 30,000 – 45,000 – 75,000
15,000
Salary 3.17 3.59 3.66 4.60 0.01 Significant
Not
Benefits 3.19 3.47 3.32 3.75 0.25
Significant
Not
Job Security 3.56 3.72 3.77 4.60 0.17
Significant
Professional Not
3.74 3.90 3.80 4.60 0.50
Growth Significant
Organizational 3.77 3.87 3.76 5.00 0.29 Not

56
Not
TOTAL 3.49 3.71 3.66 4.51 0.24
Significant
when grouped according to salary range. It can be observed that salary range
yielded no difference to the factors affecting employee retention except the
salary. This is supported by the p-value>0.05 as shown in the given table.
determinants of employee retention except the salary when grouped according to
salary range. This proves the validity of the hypothesis in terms of salary range.
From ₱ 1,000 – 15,000, organizational prestige ranks first with 3.77 in the
determinants of employee retention while salary is the lowest with 3.17; from ₱
15,001 – 30,000, professional growth with a mean of 3.90 and benefits as the
lowest with a mean of 3.47. From ₱ 30,001 – 45,000, professional growth comes
first with a mean of 3.80 and benefits as the lowest with a mean of 3.32. Lastly,
from ₱ 60,001 – 75,000, organizational prestige comes first with a mean of 5.0
and benefits as the lowest with a mean of 3.75.
This result is apparent to the study of Disaffected Pollyannas: The
influence of positive effect on salary expectations, turnover, and long-term
satisfaction conducted by O'Neil, Stanley, & O'Reilly, (2011), which implies that
employees believes that high performance increases the chances for monetary
reward, and thus, had high salary expectations, in which the employees of Saint
Joseph Institute of Technology expects the high remuneration for them.

57
Problem 4: What intervention programs might be derived from this study?
Table 17
Programs or strategies in order to retain employees
Programs or strategies in order to retain employees
Salary increase
Team building
Conduct more trainings for employees
Table 17 contains the following programs and strategies in order to retain
its employees based on what the respondents recommended to their company or
organization. According to the respondents, one of the retention programs that
the companies or organizations should implement is the salary increase. This
relates to a survey which is conducted on internet in Accounting, Auditing and
Human Resources namely Promotions, which says that salary increases are
most popular retention tools (Accounting Web, 2010). Based on the answers
from the respondents (the majority are teachers), the management should
58
increase their salary by 10% from their current salary. This is supported by the
Philippine president, Rodrigo Duterte, (2018), which seeks to increase the salary
of teachers in the country. However, the president is pushing for doubling the
salary of teachers. By this, it is evident that the 10% increase of salary requested
by the respondents is just. This explains why most of the respondents
recommended an increase of their salary because it motivates them to stay in an
organization or company.
In addition to it, the respondents believes that team building improve
relationships. Team building activities allow opportunities for employees to get to
know one another better in a fun and relaxed setting. It should also be noted that
one study found 45% of respondents admitted to missing their co-workers while
out of office, and employees with friends at work are 47% more likely to remain
loyal to their companies (Nick Davis, 2017). This just show why employees
recommended this retention strategy because through team building, employees
improves or even creates relationship towards other employees which results to
employees’ retention.
Also, conducting more training for the employees is one of the program or
strategies that companies or organizations should look into. According
to Training Magazine (2015), "by investing the appropriate training, employees
will develop a greater sense of self-worth as they become more valuable to the
company,” the company, too, will gain specific benefits from training and
developing its workers, including increased productivity, reduced employee
turnover, and decreased need for constant supervision." This implies that not
59
only that the employees gain benefits from conducting trainings for employees,
but also, the company benefits from it.
Project Design for Intervention Program
I. Project Title
TWO-DAY SEMINAR-TRAINING ON ENHANCING PROFESSIONAL SKILLS
(COMMUNICATION, INTERPERSONAL, SOCIAL SKILLS)
II. Background and Rationale
By providing informative lectures concerning the enhancement of
professional skills of the employees specifically, their communication,
interpersonal and social skills, is an edge to help the employees improve their
present professional skills which would result to their retention in the
organization/company.
As employee turnover is increasing, every time best employees resigning
out of the blue it has become every manager's nightmare (Robert Half, 2014). In
fact, Dan Schawbel, (2016) stressed that employee retention is an employers’
biggest concern in 2017. Referring also to the concept of Angus Gill (2014), staff
training increases job satisfaction levels which results to a high level of employee
retention in an organization. However, if no proper trainings are given to an

60
employee, employees tend to leave, which would affect to the overall
development of the organization.
III. Project Description
Two-day seminar-training on enhancing professional skills
(communication, interpersonal, social skills) is conducted to enhance the present
professional skills of the employees at Saint Joseph Institute of Technology.
Furthermore, it serves as an employee retention strategy of the human resource
department of the said institution.
According to the Workplace-Communication, (2017), the importance of
communication skills are often listed in the "top four" job skills which predict
employees’ satisfaction. This is one of the reasons why this skill is focused in the
said event. Interpersonal skills are the tools people use to communicate with
other individuals in an organizational environment (Sudev Naduvath, 2015). It is
stressed in the seminar-training important for companies, because employees
with good interpersonal skills work as team and generate a good working
environment and a better output.
IV. Objectives
By the end of the seminar-training, the participants will:
Communication Skills
1. Improve their verbal and non-verbal communication style
2. Improve their understanding and build rapport with others.

61
3. Develop their techniques in communicating with others more assertively,
listen actively and confront positively.
Interpersonal Skills
1. Develop and practice how to ask right questions, elicit desired responses,
clarity, respond and confirm agreements.
2. Develop their assertiveness and influencing skills to build better work.
3. Learn to overcome workplace obstacles by strategically applying
interpersonal skills to persuade and negotiate their way to positive result.
Social skills
1. Improve their interaction with others which can help them to become
confident in succeeding their career.
2. Develop new compensatory social behavior.
3. Learn the right manner in initiating conversations.
V. Stakeholders/Participants
The participants are the employees, managers, team leaders of Saint
Joseph Institute of Technology, whose success depends on their ability to
communicate clearly, to be understood and to influence how another person
performs and create positive working relationship.
VI. Implementation Plan
The two-day seminar-training will be organized by the human resource
department employees, school heads and principal which will be held at LJ Mega
Convention Hall, Gumamela Street, Butuan City.

62
This seminar-training will be following the program of activities which is
shown below:
Program of Activities
Day 1
Time Activity
7:00 -8:00 A.M. Registration
8:00 -9:00 A.M. Opening Program
9:00 -9:30 A.M. Break
9:30 A.M. - 12:00P.M. Lecture (Importance of Communication Skills, How to
improve verbal and non verbal communication style,
techniques in communicating others)
12 - 1:00 P.M. Lunch Break
1:00 -3:00. P.M. Lecture (Importance of Interpersonal Skills, practices
in enhancing interpersonal skills, strategies on how to
persuade and deal with others)
3:00 - 3:30 P.M. Break
3:30 - 5:00 P.M. Summarization of the topic and activity on what they
have learned
Day 2
63
7:00 - 8:00 A.M. Registration
8:00 - 9:00 A.M. Group Discussions
9:00 - 9:30 A.M. Break
9:30 A.M. – 12:00P.M. Lecture (Developing compensatory social behavior,
how to interact with others and right manner in
dealing others)
12:00 -1:00 P.M. Lunch break
1:00 - 2:00 P.M. Demonstration
2:00 - 3:30 P.M. Critique
3:30 – 4:00 Closing program
VII. Budgetary Requirements
An amount of ₱250.00 will be collected as registration fee to pay at the
expenses in the said seminar-training. The budget is indicated below:
Expenses Amount
Venue, Snack and Lunch ₱ 45,000.00 (₱ 100 per head x 2)
Tarpaulin ₱ 750.00
Speaker’s Token and Plaque ₱ 1,500.00
Travel expenses for visiting speakers ₱ 1,500.00
TOTAL ₱ 48,750.00
VIII. Monitoring and Evaluation
The human resource department employees, school heads and principal
will monitor the two-day seminar-training and will facilitate during the evaluation
64
by giving evaluation form to the participants in order for the management to know
the perceptions of the employees regarding the conducted event.

Chapter IV
Summary of Findings, Conclusions and Recommendations
This chapter presents the summary or research work undertaken, the
conclusions drawn and the recommendations made as an outgrowth of this
study. This study seeks to tackle about the determinants of employee retention
among the employees of Saint Joseph Institute of Technology. Specifically, it
sought to answer the following problems:
1.) What is the profile of the employees in terms of:
1.1 Age;
1.2 Sex;
1.3 Educational Attainment;
1.4 Length of Service;
1.5 Salary?
2.) What is the perception of the respondents to the determinants of
employee retention?
3.) Is there a significant difference in the perception of the respondents
concerning the determinants of employee retention when grouped
according to:
3.1 Age
3.2 Sex
3.3 Educational attainment

67
3.4 Length of service
3.5 Salary
4.) What intervention programs might be derived from this study?
Summary of Findings
The findings of the study are summarized as follows:
1.) The profile of the respondents in terms of:
1.1 Age
The largest group of employees in Saint Joseph Institute of Technology
was found on the age bracket of 20-29 years old with a frequency of 76 and a
percentage of 58 while in contrast, respondents’ aged from 50-59 years old has a
lowest frequency of 14 and 11percent.
1.2 Sex
Among the two sex group, female got the highest percentage of 53, while
the male gains 61 frequency and 47 percent of the total respondents.
1.3 Educational Attainment
The largest group out of Bachelors’ Degree (BD), Master’s Degree, Ph.D
Criminology and High School graduate brackets was the bachelors’ degree with
a frequency of 123 and a percentage of 94 followed by the Master’s Degree, Ph.
D Criminology and lastly, high school graduate with a lowest frequency of 1 and
a percentage of 1.
68
1.4 Length of Service
In the length of service, 1-2 years has a frequency of 82 and a percentage
of 63; 3-6 years has a frequency of 24 and a percentage of 18; 7-10 years has a
frequency of 8 and a percentage of 6; then 11-15 years has a frequency of 2 and
a percentage of 2 and lastly, 16-19 years has a frequency of 15 and a
percentage of 11.
1.5 Salary
Meanwhile, in the salary, ₱1,000-15,000 has a frequency of 105 and a
percentage of 80; ₱ 15,001-30,000 has a frequency of 118 and a percentage of
14; ₱ 30,001-45,000 has a frequency of 7 and a percentage of 5;₱45,001-60,000
has frequency and percentage of 0; meanwhile ₱ 60,001-75,000 has a frequency
of 1 and a percentage of 1.
2.) In salary, the respondents had a moderately high level of perceived retention
with an overall mean of 3.27 this means that the respondents believe that the
salary that they received is enough. In terms of benefits, the respondents had an
overall mean that indicates moderately agree response that leads to a high level
of perceived retention which means that the company offers better benefits that
meets the needs of the employees. Meanwhile in job security, employees have
an agree response with an overall mean of 3.60 that leads to a high level of
perceived retention which implies that the employees maintain high level of
performance since they are comfortable with the safety workplace. Likewise in
the professional growth/development and organizational prestige/reputation or
employer branding, the respondents have an agree response that lead to a high
69
level of perceived retention which indicates that the employees has been
provided monthly training and is motivated to work, as well as, employee is
satisfied to his/her work most of the time.
3.) There is no significant difference in the perception of the respondents towards
the determinants of employee retention when grouped according to age,
educational attainment, length of service and salary range except in terms of sex.
The computed value of P are 0.55 (age), 0.03 (sex), 0.45 (educational
attainment), 0.63 (length of service) and 0.24 (salary range). The results except
for sex are greater than the P-value 0.05. The results were not significant and the
decision of the hypothesis was accepted. However, the computed value of P in
terms of perception of the respondents towards the determinants of employee
retention when grouped according to sex is less than the P-value 0.05. This
shows that the result was significant which contradicts the hypothesis.
4.) The respondents recommended salary increase (mostly by 10%), team
building and conducting more training for employees such as programs or
strategies which helps in retaining employees.
Conclusion
Based on the findings of the study, the following conclusions are given:
1.) The profile of the respondents in terms of age matters in 20-29. Also half of
the respondents are under this age bracket. This means that mostly of the
respondents are under a young age. In terms of sex, findings showed that the
majority of the employees of Saint Joseph Institute of Technology are female;

70
while in the educational attainment, mostly of the respondent have a bachelor’s
degree. In addition to it, in terms of length of service of the respondents, the
results showed that the majority of the respondents are just newbies. Lastly, the
salary that the employees received is enough but the employees are not satisfied
with it.
2.) In salary, the respondents believe that the salary that they received is
enough. In terms of benefits, the respondents stated that the company offers
better benefits that meet the needs of the employees. Meanwhile in terms of job
security, the employees maintain high level of performance since they are
comfortable with the safety workplace. Likewise in the professional
growth/development, the respondents stressed that they have been provided
monthly training and is motivated to work. Lastly, in terms of the organizational
prestige/reputation or employer branding, the respondents believes that they are
satisfied to their work most of the time.
3.) There is no significant difference in the perception of the respondents
concerning the determinants of employee retention when grouped according to
age, educational attainment, length of service and salary. On the other hand, the
result also shows that there is a significant difference in the perception of the
respondents concerning the determinants of employee retention when grouped
according to sex.
4.) The researchers conclude that respondents of this study is not satisfied with
its salary, thus, this shows a need for salary increase, the respondents also
mentioned that Saint Joseph Institute of Technology should conduct more

71
trainings for the employees. Moreover, team building can help in retaining the
company’s employees.
Recommendation
Based on the findings and conclusions presented, the following
recommendations are suggested:
1.) The company/organization management or administrators should be involved
seriously in programs and activities which help in retaining its employees.
2.) The company/organization management or administration should be aware of
the different determinants which influence the retention of employees in an
organization. They should also be active in making programs or strategies that
determines employee retention.
3.) The institution should also listen to the recommendations of its employees in
order to retain its employees and reduce its employee turnover rate.
4.) To the future researchers, the researchers recommend for them to conduct a
study regarding the employee retention within 2-3 years so that the determinants
of employee retention will be differentiated and they will be able to know if there
will be an improvement to the employee retention of the institution.

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Vision
Saint Joseph Institute of Technology, Basic Education envisioned to
become a dynamic and progressive Basic Education that holistically developed
independent lifelong learners with 21 st century skills in Caraga Region in
particular and in Philippines in general.
Mission
To mold the students to become well-rounded individuals with great minds
and characters as member of the society and to inspire them with a lifelong love
of learning, challenging and rigorous curriculum, and empowering them with
global competitive skills.
Core Values
We demonstrate.... Love of God, country, and fellowmen with commitment
and integrity for excellence in the service to humanity.

80
APPENDIX B
DOCUMENTATION
In this page shows the images of the respondents of this study titled,
Determinants of Employee Retention at Saint Joseph Institute of Technology.

81
82
TO: MRS.LUZVIMINDA BAJADE March 7, 2018

HUMAN RESOURCE HEAD
SJITMONTILLA BLVD.
BUTUAN CITY
Ma’am,
Good day!
In compliance with our Practical Research 2 subject CS_RSII_IVd-f-2, the
researchers of Saint Joseph Institute of Technology Basic Education Department Grade
12 ABM students, would like to ask permission from your good office for the number of
your employees.
In lieu of this, with our research entitled DETERMINANTS OF EMPLOYEE
RETENTION AT SAINT JOSEPH INSTITUTE OF TECHNOLOGY, we have chosen your
institution to gather data and to conduct a survey as recommended by our research
panel members. We will be distributing survey questionnaires to the employees of this
prestigious institution as our respondents.
The purpose of this study is to know how long a certain employee lasts in their
job, to determine the reasons of their stay in a company and to provide suggestions on
how to retain employees based on the findings of this study. See attached document of
the sample questionnaire.
May this request merit a favourable response.
Thank you and God bless!
Yours truly,
Skeeter Britney Costa, Trisha Basiana, Jubille Cultura, Amadel Altizo, Peter Gerald
Cantiveros and Steven Van Belvestre
Noted by:
JERALDINE V. HOYLAR
PR 2 Teacher
AHMIDA R. HADJIRAHMAN LIZ IRISH N. VILLAMOR, ED. D

Research Adviser Basic Education Principal
83
For inquiries and questions please contact: Ms. Amadel Altizo 0948684133
84
Survey Questionnaire
Determinants of Employee Retention at Saint Joseph Institute of
Technology
Good day Ma’am/Sir! Obtaining your opinions and information is important
to the process of this study. We would appreciate your time to complete the
following survey. It should take about five minutes of your time. Your responses
are voluntary and will be kept strictly confidential. Thank you!
A. Profile of the Respondents
Directions: Please put a check in the box of the answer of your choice or
write in the space provided as the case may be.
Age:
Sex.
Educational Attainment:
1. Length of Service:
 1 – 2 years
 3 – 6 years
 7 – 10 years
 11 – 15 years
 16 – 19 years
 20 years and above
2. Salary (Monthly):
 ₱ 1,000 – 15,000
 ₱ 15,001 – 30,000
 ₱ 30,001 – 45,000
 ₱ 45,001 – 60,000
 ₱ 60,001 – 75,000
 ₱ 75,001 and above
85
Directions: Put a check mark in the box of your answer.
1 – Strongly Disagree 2 – Disagree 3 – Neutral 4 – Agree 5 – Strongly Agree
1 2 3 4 5
Salary:
1. I am satisfied with the salary that I receive from my work.

2. I am paid fairly with the work I contribute to my organization.
3. It meets my needs.
4. It matches my job performance.
5. There is a yearly increase of salary and incentives in my
work.
Benefits:
1. I am comfortable with my job because it offers better benefits
(health insurance, life insurance and sick leaves)
2. The current employee benefits pamper my needs.
3. I am satisfied with the additional financial benefits
(opportunities for promotion, raises and bonuses)
4. My job offers better benefits than other jobs.
Job Security:
1. The company I am currently working in, cultivates a
secure work atmosphere.
2. I have a sense of security at my workplace.
3. I am not stressed with my work.
4. Able to maintain a high level of production/performance
while maintaining safety.
5. Safety is a primary concern at the company.
Professional Growth/Development:
1. My job offers an opportunity to learn new things.
2. Training opportunities are open for the employees
at my workplace.
3. My job enables me to make use of my skill and talents.
4. My job encourages me to adjust to changing situation
through innovation and creativity.
5. Future leaders are developed from within the company.
Organizational Prestige/Reputation or Employer Branding:

1. I feel good about working in my workplace.
2. I am proud to tell others that I work for the company.
3. I am satisfied at my work because it attracts, influences, hire
and retain top talents.
What programs or strategies can you recommend to your company/organization in order to retain
its employees?
86
CURRICULUM VITAE
SKEETER BRITNEY SOYOSA COSTA
P-3 Libres St. Taglatawan, Bayugan City
09166845076
[email protected]
PERSONAL DATA
DATE OF BIRTH: September 26, 1999
AGE: 18
FATHER’S NAME: Emmanuel M. Austria
MOTHER’S NAME: Mary Rose C. Salo
PLACE OF BIRTH: Trece Martires, Cavite
RELIGION: Assemblies of God
SEX: Female
CIVIL STATUS: Single
EDUCATIONAL ATTAINMENT
SCHOOL YEAR
ELEMENTARY
Bayugan SDA Elementary School 2011–2012
SECONDARY
Father Saturnino Urios College of Bayugan Inc. 2015–2016
Saint Joseph Institute of Technology (Annex) 2017–2018

86
JUBILLE BULABOG CULTURA
P-18 Lower Mandacpan, San Vicente Butuan City
09498225708
[email protected]
PERSONAL DATA
DATE OF BIRTH: August 2, 2000
AGE: 17
FATHER’S NAME: Dominador E. Cultura
MOTHER’S NAME: Nenita B. Cultura
PLACE OF BIRTH: Butuan City
RELIGION: Roman Catholic
SEX: Female
SCHOOL YEAR
ELEMENTARY
San Martin Elementary School 2011–2012
SECONDARY
Tagoloan National High School 2015–2016

87
TRISHA BALIDA BASIANA
1197-B P-6 Libertad, Butuan City
09095097080
[email protected]
PERSONAL DATA
DATE OF BIRTH: May 18, 1999
AGE: 18
FATHER’S NAME: Juanito T. Basiana Jr.
MOTHER’S NAME: Geralyn B. Basiana
RELIGION: Protestant
SEX: Female
SCHOOL YEAR
ELEMENTARY
Sibagat Central Elementary School 2011–2012
SECONDARY

88
AMADEL JANIA ALTIZO
P-4 Maug, Butuan City
09486841337
[email protected]
PERSONAL DATA
DATE OF BIRTH: October 23, 2000
AGE: 17
FATHER’S NAME: Amado V. Altizo
MOTHER’S NAME: Chona J. Altizo
RELIGION: Roman Catholic
SEX: Female
SCHOOL YEAR
ELEMENTARY
SECONDARY

89
PETER GERALD DIAMANTE CANTIVEROS
Blk-38 Lt-28 Ph-2 Emenville, Butuan City
09285595093
[email protected]
PERSONAL DATA
DATE OF BIRTH: May 2, 1998
AGE: 19
FATHER’S NAME: Glenn S. Cantiveros
MOTHER’S NAME: Ruth D. Cantiveros
RELIGION: Christian
SEX: Male
SCHOOL YEAR
ELEMENTARY
Butuan Faith Christian School 2011–2012
SECONDARY

90
VAN STEVEN BARCELON BELVESTRE
Pechay Barangay 2 Golden Ribbon, Butuan City
09479507686
[email protected]
PERSONAL DATA
DATE OF BIRTH: October 5, 1998
AGE: 19
FATHER’S NAME: Valentino Belvestre
MOTHER’S NAME: Ester Belvestre
RELIGION: Born Again
SEX: Male
SCHOOL YEAR
ELEMENTARY
Light and Life Learning Center 2011–2012
SECONDARY
Saint Joseph Institute of Technology (Annex) 2016– 2017

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DETERMINANTS OF EMPLOYEE RETENTION AT

SAINT JOSEPH INSTITUTE OF TECHNOLOGY

A Research Paper Presented to the Senior High School Faculty

In Partial Fulfillment of the Requirements for

Skeeter Britney S. Costa

The Research Paper entitled “Determinants of Employee Retention at Saint

APPROVED by the Panel of Examiners at the Oral Defense on the 2 nd

WILLIAM CHRISTIAN P. DELA CRUZ

CHARESS A. BARRIOS REYLAN ELMO L. ORILLAN

ACCEPTED in partial fulfillment of the requirements for the course,

LIZ IRISH NG-VILLAMOR, Ed. D

researchers in conducting this research to be a successful and effective one.

Foremost, to the parents of the researchers who are always supportive

make this research happen.

Second, the researchers would like to thank Ms. Ahmida R.

them throughout the completion of this study.

To Mrs. Luzviminda Bajade, the Human Resource Head of Saint Joseph

Institute of Technology, for granting the researchers the opportunity to conduct

for their support to this work.

his expertise when it comes to statistical computations and interpretations that

greatly helped with the completion of this study.

To Dr. Liz Irish N. Villamor, the principal of Saint Joseph Institute of

her time, assistance and comments that greatly helped in the

improvement of this research.

To Mr. William Christian P. Dela Cruz, the researchers would like to

truly supported this research.

To Ms. Charess A. Barrios, for helping the researchers accomplish this

To Mr. Reylan Elmo L. Orillan, for his comments, questions and

recommendations that made this study stronger and valid.

To the respondents, for their participation in the survey that supported

of blessings and for unconditional guidance as the researchers conducted this

study. If not for Him, this study wouldn’t be successfully done.

Skeeter Britney Costa

also to help the management in improving its current strategies regarding

helped with the completion of this study.

Keywords: employee retention, human resource management, Saint Joseph

4. SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATION

employee retention in terms of salary

employee retention in terms of benefits

6 Perception of the respondents towards the determinants of 40

employee retention in terms of job security

employee retention in terms of professional growth or

employee retention in terms of Organizational

Prestige/Reputation or Employer Branding

Prestige/Reputation or Employer Branding

12 ANOVA test results on the difference of factors' extent 49

14 ANOVA test results on the difference of factors' extent 53

across educational attainment

15 ANOVA test results on the difference of factors' extent 55

across length of service

across salary range

2 Abraham Maslow’s hierarchy of needs pyramid 19

3 Schematic Diagram of the Study 21

4 The map of Saint Joseph Institute Technology 27

5 The map of Saint Joseph Institute Technology 27

particular field or job because they are interested in it.

As the employment rate increases, the same goes to the employee

turnover rate of the Philippines (Philippine Statistics Authority, 2017). Employees

are the most important assets of an organization. The success or failure of an