Emloyees Turnover

Employees Turn Over In PVT.
Sector
Introduction:
Background of Study: There is a serious problem of employees turnover in private sector (banks, financial institutions, manufacturing organizations, service industries etc.). Because of this problem a lot of problems were taking place. E.g. less job commitment, more cost on recruitment of employees, loss of time, more usage of the resources of the organization that may be used in other profitable work areas of business. Many organizations have conducted the research on the topic of employees` turnover in private sector. A brief review can be found under the heading of LITERATURE REVIEW. Research objectives: The basic purpose of the study is to reduce the rate of employees turnover and providing the solution of the problem and recommendations to implement these solutions for all the type of private organizations for all level of organizations and also for all functional areas of the organization. By reducing the turnover rate, we can make the employees more loyal and efficient. We can save our cost and time required for recruitment of the employees again and again. We will conduct our research work by keeping in mind the following objectives: to Identify the basic causes of employees turnover To establish suitable effectiveness criteria for reducing employees turnover To describe the extent to which the effectiveness criteria for controlling employees turnover have been met. To determine the factors associated with the problem. To estimate whether some of those factors are more influential than other factors. To develop an explanatory theory that associates certain factors. reduce employees turnover 1 Punjab University Gujranwala Campus
Employees Turn Over In PVT. Sector increase job commitment increase job satisfaction increase the loyalty of employees toward their organization reduce the cost on recruitment of employees compete in the market Save the organization from losses which may be the result of high turnover.
Our planning will be to achieve the above objectives by visiting and investigating the market (private institutions, manufacturing concerns, service industries etc.). Significance: By control over this problem of high turnover in private sector, organizations can achieve a lot of major benefits or we can say that there will be more than one benefit the firms can achieve by the findings of our research work. These benefits are as follow: Increased productivity More efficiency More effectiveness Strong culture because all the employees are aware of it due to low rate of turnover Less utilization of resources and more production due to increased experience of employees. High rate of expertise High quality products and services also due to experience in the field High profitability due to low costs Increased Employees loyalty toward organization High job commitment More job satisfaction of the employees.
2 Punjab University Gujranwala Campus
Employees Turn Over In PVT. Sector
Literature Review: We used different types of sources e.g. internet, newspapers and different economical journals and find the following data about our project.
African Journal of Business Management pp. 049-054, June 2007 Available online http://www.academicjournals.org/ajbm ISSN 1993-8233 2007 Academic Journals
Review
A review of the literature on employee turnover: Henry Ongori Department of Management, University of Botswana, Botswana. E-mail:
[email protected]. Accepted 22, May 2007 Employees turnover as a term is widely used in business circles. Although several studies have been conducted on this topic, most of the researchers focus on the causes of employee turnover but little has been done on the examining the sources of employee turnover, effects and advising various strategies which can be used by managers in various organizations to ensure that there is employee continuity in their organizations to enhance organizational competitiveness. This paper examines the sources of employee turnover, effects and forwards some strategies on how to minimize employee turnover in organizations.
Key words: Employee, turnover, sources, effects, strategies.
INTRODUCTION:
Organizations invest a lot on their employees in terms of induction and training, developing, maintaining and retaining them in their organization. Therefore, managers at all costs must minimize employees turnover. Although, there is no standard framework for understanding the employees turnover process as whole, a wide range of factors have been found useful in interpreting employee turnover Kevin et al. (2004). Therefore, there is need to develop a fuller understanding of the employee turnover, more especially, the sources- what determines employee turnover, effects and strategies that managers can put in place minimize turnover. With globalization which is heightening competition, organizations must continue to develop tangible products and provide services which are based on strategies created by employees. These employees are extremely crucial to the organization since their value to the organization is essentially intangible and not easily replicated Meghan et al. (2002). Therefore, managers must recognize that employees as major contributors to the efficient achievement of the organizations success Abbasi et al. (2000). Managers should control employee turnover for the benefit of the organization success. The literature on employee turnover is divided into three groupings: sources of employee turnover, effects of turnover and the strategies to minimize turnover. Definition: Employees turnover is a much studied phenomenon Shaw et al. (1998).But there is no standard reason why people leave organization. Employee turnover is the rotation of workers around the labour market; between firms, jobs and occupations; and between the states of employment and unemployment Abassi et al. (2000). The term turnover 4 Punjab University Gujranwala Campus
Employees Turn Over In PVT. Sector is defined by Price (1977) as: the ratio of the number of organizational members who have left during the period being considered divided by the average number of people in that organization during the period. Frequently, managers refer to turnover as the entire process associated with filling a vacancy: Each time a position is vacated, either voluntarily or involuntarily, a new employee must be hired and trained. This replacement cycle is known as turnover Woods, (1995). This term is also often utilized in efforts to measure relationships of employees in an organization as they leave, regardless of reason. Unfolding model of voluntary turnover represents a divergence from traditional thinking (Hom and Griffeth, 1995) by focusing more on the decisional aspect of employee turnover, in other words, showing instances of voluntary turnover as decisions to quit. Indeed, the model is based on a theory of decision making, image theory Beach, (1990). The image theory describes the process of how individuals process information during decision making. The underlying premise of the model is that people leave organizations after they have analyzed the reasons for quitting. Beach (1990) argues that individuals seldom have the cognitive resources to systematically evaluate all incoming information, so individuals instead of simply and quickly compare incoming information to 050 Afr. J. Bus. Manage. more heuristic-type decision making alternatives. Sources of employee turnover Job related factors: Most researchers (Bluedorn, 1982; Kalliath and Beck, 2001; Kramer et al., 1995; Peters et al., 1981; Saks, 1996) have attempted to answer the question of what determines people's intention to quit by investigating possible antecedents of employees intentions to quit. To date, there has been little consistency in findings, which is partly due to the diversity of employed included by the researchers and the lack of consistency in their findings. Therefore, there are several reasons why people quit from one organization to another or why people leave organization. The experience 5 Punjab University Gujranwala Campus
Employees Turn Over In PVT. Sector of job related stress (job stress), the range factors that lead to job related stress (stressors), lack of commitment in the organization; and job dissatisfaction make employees to quit Firth et al. (2004). This clearly indicates that these are individual decisions which make one to quit. They are other factors like personal agency refers to concepts such as a sense of powerlessness, locus of control and personal control. Locus control refers to the extent to which people believe that the external factors such as chance and powerful others are in control of the events which influence their lives Firth et al. (2004). Manu et al. (2004) argue that employees quit from organization due economic reasons. Using economic model they showed that people quit from organization due to economic reasons and these can be used to predict the labor turnover in the market. Good local labor market conditions improve organizational stability Schervish (1983). Large organizations can provide employees with better chances for advancement and higher wages and hence ensure organizational attachment (Idson and Feaster 1990). Trevor (2001) argues that local unemployment rates interact with job satisfaction to predict turnover in the market. Role stressors also lead to employees turnover. Role ambiguity refers to the difference between what people expect of us on the job and what we feel we should do. This causes uncertainty about what our role should be. It can be a result of misunderstanding what is expected, how to meet the expectations, or the employee thinking the job should be different Kahn et al. Muchinsky, 1990. Insufficient information on how to perform the job adequately, unclear expectations of peers and supervisors, ambiguity of performance evaluation methods, extensive job pressures, and lack of consensus on job functions or duties may cause employees to feel less involved and less satisfied with their and jobs and careers, display a less committed to to leave their the organizations, eventually propensity
organization (Tor et al., 1997). If roles of employees are not clearly
Employees Turn Over In PVT. Sector spelled out by management/ supervisors, this would accelerate the degree of employees quitting their jobs due to lack of role clarity.
Voluntarily vs. involuntary turnover:
There are some factors that are, in part, beyond the control of management, such as the death or incapacity of a member of staff. Other factors have been classed as involuntary turnover in the past such as the need to provide care for children or aged relatives. Today such factors should not be seen as involuntary turnover as both government regulation and company policies create the chance for such staff to come back to work, or to continue to work on a more flexible basis Simon et al. (2007). Organizational factors:
Organizational instability has been shown to have a high degree of high turnover. Indications are that employees are more likely to stay when there is a predictable work environment and vice versa (Zuber, 2001). In organizations where there was a high level of inefficiency there was also a high level of staff turnover (Alexander et al., 1994). Therefore, in situations where organizations are not stable employees tend to quit and look for stable organizations because with stable organizations they would be able to predict their career advancement. The imposition of a quantitative approach to managing the employees led to disenchantment
Employees Turn Over In PVT. Sector of staff and hence it leads to labour turnover. Therefore management should not use quantitative approach in managing its employees. Adopting a cost oriented approach to employment costs increases labour turnover Simon et al. (2007). All these approaches should be avoided if managers want to minimize employee turnover an increase organizational competitiveness in this environment of globalization. Employees have a strong need to be informed. Organization with strong communication systems enjoyed lower turnover of staff (Labov, 1997). Employees feel comfortable to stay longer, in positions where they are involved in some level of the decision-making process. That is employees should fully understand about issues that affect their working atmosphere (Manger et al. (1996). But in the absence openness in sharing information, employee empowerment the chances of continuity of employees are minimal. Costly et al. (1987) points out that a high labour turnover may mean poor personnel policies, poor recruitment policies, poor supervisory practices, poor grievance procedures, or lack of motivation. All these factors contribute to high employee turnover in the sense that there is no proper management practices and policies on personnel matters hence employees are not recruited scientifically, promotions of employees are not based on spelled out policies, no grievance procedures in place and thus employees decides to quit. Griffeth et al. (2000) noted that pay and pay-related variables have a modest effect on turnover. Their analysis also included studies that examined the relationship between pay, a persons performance and turnover. They concluded that when high performers are insufficiently rewarded, they quit. If jobs provide adequate financial incentives the more likely employees remain with organization and vice versa. There are also other factors which make employees to quit from organisations and these are poor hiring practices, managerial style, lack of recognition, lack of competitive compensation system in the organisation and toxic workplace environment Abassi etal. (2000). 8 Punjab University Gujranwala Campus
Effects of employee turnover: Employee turnover is expensive from the view of the organization. Voluntary quits which represents an exodus of human capital investment from organizations Fair (1992) and the subsequent replacement process entails manifold costs to the organizations. These replacement costs include for example, search of the external labor market for a possible substitute, selection between competing substitutes, induction of the chosen substitute, and formal and informal training of the substitute until he or she attains performance levels equivalent to the individual who quit John (2000). Addition to these replacement costs, output would be affected to some extend or output would be maintained at the cost of overtime payment. The reason so much attention has been paid to the issue of turnover is because turnover has some significant effects on organizations (DeMicco and Giridharan, 1987; Dyke and Strike, 1990; Cantrell and Saranakhsh, 1991; Denvir and Mcmahon, 1992).Many researchers argue that high turnover rates might have negative effects on the profitability of organizations if not managed properly (Hogan, 1992; Warmouth and Davis, 1993; Barrows, 1990). Hogan 1992, nearly twenty years ago the direct and indirect cost of a single line employee quitting was between $ 1400 and $4000. Turnover has many hidden or invisible costs Philips (1990) and these invisible costs are result of incoming employees, co-workers closely associated with incoming employees, co-workers closely associated with departing 9 Punjab University Gujranwala Campus
Employees Turn Over In PVT. Sector employees and position being filled while vacant. And all these affect the profitability of the organization. On the other hand turnover affects on customer service and satisfaction Kemal et al. (2002). Catherine (2002) argue that turnover include other costs, such as lost productivity, lost sales, and managements time, estimate the turnover costs of an hourly employee to be $3,000 to $10,000 each. This clearly demonstrates that turnover affects the profitability of the organization and if its not managed properly it would have the negative effect on the profit. Research estimates indicate that hiring and training a replacement worker for a lost employee costs approximately 50 percent of the workers annual salary (Johnson et al., 2000) but the costs do not stop there. Each time an employee leaves the firm, we presume that productivity drops due to the learning curve involved in understanding the job and the organization. Furthermore, the Ongori 051 loss of intellectual capital adds to this cost, since not only do organizations lose the human capital and relational capital of the departing employee, but also competitors are potentially gaining these assets Meaghan et al. (2002). Therefore, if employee turnover is not managed properly it would affect the organization adversely in terms of personnel costs and in the long run it would affect its liquidity position. However, voluntary turnover incurs significant cost, both in terms of direct costs (replacement, recruitment and selection, temporary staff, management time), and also (and perhaps more significantly) in terms of indirect costs (morale, pressure on remaining staff, costs of learning, product/service quality, organizational memory) and the loss of social capital Dess et al. (2001).
Strategies to minimize employee turnover: Strategies on how to minimize employee turnover, confronted with problems of employee turnover, management has several policy options viz. changing (or improving existing) policies towards recruitment, selection, induction, training, job design and wage payment. Policy choice, however, must be appropriate to the precise diagnosis of the problem. Employee turnover attributable to poor selection procedures, for example, is unlikely to improve were the policy modification to focus exclusively on the induction process. Equally, employee turnover Attributable to wage rates which produce earnings that are not competitive with other firms in the local labor market is unlikely to decrease were the policy adjustment merely to enhance the organizations provision of on-the job training opportunities. Given that there is increase in direct and indirect costs of labor turnover, therefore, management are frequently exhorted to identify the reasons why people leave organizations so that appropriate action is taken by the management. Extensive research has shown that the following categories of human capital management factors provides a core set of measures that senior management can use to increase the effectiveness of their investment in people and improve overall corporate performance of business: Employee engagement, the organizations capacity to engage, retain, and optimize the value of its employees hinges on how well jobs are designed, how employees' time is used, and the commitment and support that is shown to employees by the management would motivate employees to stay in organizations.. Knowledge accessibility, the extent of the organizations collaborative ness and its 11 Punjab University Gujranwala Campus
Employees Turn Over In PVT. Sector capacity for making knowledge and ideas widely available to employees, would make employees to stay in the organization. Sharing of information should be made at all levels of management. This accessibility of information would lead to strong performance from the employees and creating strong corporate culture Meaghan et al. (2002). Therefore; information accessibility would make employees feel 052 Afr. J. Bus. Manage. That they are appreciated for their effort and chances of leaving the organization are minimal. Workforce optimization, the organizations success in optimizing the performance of the employees by establishing essential processes for getting work done, providing good working conditions, establishing accountability and making good hiring choices would retain employees in their organization. The importance of gaining better understanding of the factors related to recruitment, motivation and retention of employees is further underscored by rising personnel costs and high rates of employee turnover (Badawy, 1988; Basta and Johnson, 1989; Garden, 1989; Parden, 1981; Sherman, 1986). With increased competitiveness on globalizations, managers in many organizations are experiencing greater pressure from top management to improve recruitment, selection, training, and retention of good employees and in the long run would encourage employees to stay in organizations. Job involvement describes an individuals ego involvement with work and indicates the extent to which an individual identifies psychologically with his/her job (Kanungo, 1982). Involvement in terms of internalizing values about the goodness or the importance of work made employees not to quit their jobs and these involvements are related to task characteristics. Workers who have a greater variety of tasks tend stay in the job. Task characteristics have been found to be potential determinants of turnover among employees (Couger, 1988; Couger and Kawasaki, 1980; Garden, 1989; Goldstein and Rockart, 1984). These include the five core job characteristics identified by Hackman and Oldham (1975, 1980): skill variety, which refers to the opportunity to utilize a variety of valued skills 12 Punjab University Gujranwala Campus
Employees Turn Over In PVT. Sector and talents on the job; task identity, or the extent to which a job requires completion of a whole and identifiable piece of work - that is, doing a job from beginning to end, with visible results; task significance, which reflects the extent to which the job has a substantial impact on the lives or work of other people, whether within or outside the organization; job autonomy, or the extent to which the job provides freedom, independence, and discretion in scheduling work and determining procedures that the job provides; and job feedback, which refers to the extent to which the job provides information about the effectiveness of ones performance (Tor et al., 1997). Involvement would influence job satisfaction and increase organizational commitment of the employees. Employees who are more involved in their jobs are more satisfied with their jobs and more committed to their organization (Blau and Boal, 1989; Brooke and Price, 1989; Brooke et al., 1988; Kanungo, 1982). Job involvement has also been found to be negatively related to turnover intentions (Blat and Boal, 1989). Job satisfaction, career satisfaction, and organizational commitment reflect a positive attitude towards the organization, thus having a direct influence on employee turnover intentions. Job satisfaction, job involvement and organizational commitment are considered to be related but distinguishable attitudes (Brooke and Price, 1989). Satisfaction represents an affective response to specific aspects of the job or career and denotes the pleasurable or positive emotional state resulting from an appraisal of ones job or career (Locke, 1976; Porter et al., 1974; Williams and Hazer, 1986). Organizational commitment is an affective response to the whole organization and the degree of attachment or loyalty employees feel towards the organization. Job involvement represents the extent to which employees are absorbed in or preoccupied with their jobs and the extent to which an individual identifies with his/her job (Brooke et al., 1988).The degree of commitment and loyalty can be achieved if management they enrich the jobs, empower and compensate employees properly. 13 Punjab University Gujranwala Campus
Employees Turn Over In PVT. Sector Empowerment of employees could help to enhance the continuity of employees in organizations. Empowered employees where managers supervise more people than in a traditional hierarchy and delegate more decisions to their subordinates (Malone, 1997). Managers act like coaches and help employees solve problems. Employees, he concludes, have increased responsibility. Superiors empowering subordinates by delegating responsibilities to them leads to subordinates who are more satisfied with their leaders and consider them to be fair and in turn to perform up to the superiors expectations (Keller and Dansereau, 1995). All these makes employees to be committed to the organization and chances of quitting are minimal. Conclusions:
Therefore, if the above strategies are taken into account the business would be able to survive in a dynamic environment by treating their employees as one of their assets which needs a lot of attention. Employees are the backbone of any business success and therefore, they need to be motivated and maintained in organization at all cost to aid the organization to be globally competitive in terms of providing quality products and services to the society. And in the longrun the returns on investments on the employees would be achieved. Management should Encourage job redesign-task autonomy, task significance and task identity, open book management, empowerment of employees, recruitment and selection must be done scientifically with the objective of retaining employees. Managers should examine the sources of employee turnover and recommend the best approach to fill the gap of the source, so that they can be in a position to retain employees in their organization to enhance their competitiveness in the this world of globalization. Managers must understand that employees in their organizations must be treated as the most liquid assets of the organization which would make the organization to withstand the waves of globalization. This asset needs to be monitored with due care, otherwise their organizations would cease to exist. Employees should be given challenging work and all managers should be hired on the basis of know how by following laid down procedures of

the organization and this would make organization to have competent managers at all levels of management and hence good supervision. Griffeth et al. (2000) noted pay and pay-related variables have a great effect on employee turnover. Management must compensate employees adequately. They should pay employees based on their performance and in addition they should given employees incentives like individual bonus, lump sum bonus, sharing of profits and other benefits. Hence, if these are put in place they would minimize employee turnover.
Problem Statement: After the preliminary data collection, we can now develop a statement to explain the basic problem. Problem definition is defined as: A statement that explains what the real problem is, what types of factors are involved in this problem and finally what are consequences of a problem. After going through interviews and literature review we check the following essential elements of Problem Definition: 1) Antecedents(Contributing Factors) 2) Real Problem(What is Wrong) 3) Consequences(Results) The problem under investigation is Background: There is a serious problem of employees turnover in private sector (banks, financial institutions, manufacturing organizations, service industries etc.). Because of this problem a lot of problems were taking place. E.g. less job commitment, more cost on recruitment of employees, loss of time, more usage of the resources of the organization that may be used in other profitable work areas of business. Problem: 15 Punjab University Gujranwala Campus
Employees Turn Over In PVT. Sector Why the employees turnover is more in private sector. It means that in public sector, employees turnover is less than the private sector. It creates a lot of other major problem for the organizations
Diagramatical Presentation:
(Real problem)
(Consequences)
Employee turnover in private sector
Low Employee commitment Low employee loyalty More cost incurred on employee recruiting Loss of time More usage of resources
Duties of Job Training and development program Opportunities for promotion Salary Treatment Working Conditions Working Hours Strict Control Non competitive wages Sick pay system Unhealthy competition reward system relationship with new boss management doesnt display peoples skill
Employees Turn Over In PVT. Sector (Antecedent)
ANTECEDENTS: Antecedents are the contributing factors which are responsible for the real problem. In our projects Antecedents are as: Duties of Job Training and development program Opportunities for promotion Salary Treatment Working Conditions Working Hours Strict Control Better job opportunity Non competitive wages Sick pay system Unhealthy competition Reward system Relationship with new boss Management doesnt display peoples skill Low resiliency
REAL PROBLEM:
Real problem is that situation which results from the antecedents or contributing factors. So in our project real situation which is created from the contributing factors is: Why the employees turnover is more in private sector. It means that in public sector, employees turnover is less than the private sector. It creates a lot of other major problem for the organizations.
CONSEQUENCES: Consequences are the results or effects of real problem. In our project consequence are as follow: Low Employee commitment Low employee loyalty More cost incurred on employee recruiting Loss of time More usage of resources
Theoretical Framework: It is a logically developed, described and elaborated network of associations among variables that have been identified through interviews, observation and literature survey. It tells us the issue of why or how we expect certain relationships to exist and nature and direction of relationship of variables. Following five basic elements/features should be found in a
Theoretical framework: 1- Variables should be clearly identified. 2- How related are variables with each other. 3- Discuss whether the relationship would be positive or negative in nature. 4- Clear explanation that why we would expect these relations to exist. 5- A schematic diagram of the framework so that reader can visualize the relationships.
Variables: The identification of key variables, factors or sources is very important in every research study. It can be defined as: A variable is anything that takes different values according to different people, places or time.
Types of Variables: i. ii. iii. iv. v. Dependent variable Independent variable Moderating variable Intervening variable Extraneous variable
I. Dependent variable: Any variable that will depend on others for its values 20 Punjab University Gujranwala Campus
Employees Turn Over In PVT. Sector II. Independent variable: It is the variable that influences the dependent variable in either positive or negative way. III. Moderating variable: It is also called second independent variable. A variable that has strong contingent affect on the dependent and independent relationship.
IV. Intervening variable: These are variable which start working when independent variable starts its functioning they can be observed but not measured V. Extraneous variable: These variables are in infinite number of variables which have no or little affect on the situation. The role of these variables can be ignored very easily. Variables involved in our problem: Following variables are involved in our problem. Dependent variables: In our problem there is only one dependent variable and that is Employees turnover in private sector, It depends upon a number of other variables or factors. Independent variables: Following are independent variables in problem under discussion Duties of Job Training and development program Opportunities for promotion
Employees Turn Over In PVT. Sector Salary Treatment Working Conditions Working Hours Strict Control Non competitive wages Sick pay system Unhealthy competition Reward system Relationship with new boss Management doesnt display peoples skill Care of children or aged relatives Non family and friendly work schedule Instable organizations Changing work environment Inefficient private organizations Employee is not job or culture fit
Moderating variables: Following are the moderating variables in problem being faced; Colleague politics 1 Role of inflation due to which wages becomes scarce C 2 Role of management o 3 Role of private sector employee l 4 permanent job opportunity l e Intervening variables: Colleague politics a g u e 22 Punjab University Gujranwala Campus p o
t Employees Turn Over In PVT. Sector i
Theoretical Frame Work Diagram
(Intervening Variables) i
Working Conditions Working Hours Strict Control Better job opportunity Non competitive wages Sick pay system Unhealthy competition reward system relationship with new boss management doesnt display peoples skill low resiliency care of children or aged relatives Non family and friendly work schedule Opportunity of permanent job Instable organizations Changing work environment Inefficient private organizations Employee is not job or culture fit
(Independent Variables)
p c e a s t i l l
o Employee turnover ///////////////////////// in private sector

Role of inflation Role of management
23
Role of public sector employee
Extraneous Variable:
(Dependant Variable)
Punjab University Gujranwala Campus
Low resiliency
i c Employees Turn s Over In PVT. Sector
C o
Extraneous Variable Role of public sector employee
l l e a g u e p
Hypothesis development:
o i t
A hypothesis is a logically conjectured relationship between two or more variables l expressed in the form of a testable statement. OR
A statement whose validity will be confirm in future by applying different statistical tools i So, in hypothesis we confirmed the validity of any statement after the experiments or data c collection. KINDS OF HYPOTHESIS: 1 2 DESCRIPTIVE RELATIONAL This can be further classified as a. Co relational hypothesis b. Casual hypothesis. Casual hypothesis: The hypothesis which show cause and effect relationship is called casual hypothesis. Co relational Hypothesis: 24 Punjab University Gujranwala Campus s
Employees Turn Over In PVT. Sector When a statement will create relationship among more than two factors or when causes of a problem are more than one, the hypothesis about such a problem will be called as co relational hypothesis. OR When there is only one problem and there are a lot of factors or variables which Increase the problem is also called Co relational Hypothesis.
Duties of the Job: Ho: If duties of the job are decreased, employee turnover will not be decreased. H1: If duties of the job are decreased, employee turnover will be minimized. Training and Development Program: Ho: If training and development program are increased, employee turnover will not be decreased. H1: If training and development program are increased, employee turnover will be decreased. Opportunities for Promotion: Ho: If opportunities for promotion are increased, employee turnover will not be decreased. H1: If opportunities for promotion are increased, employee turnover will be decreased. Increased Salary Ho: If salary of the employee is increased, employee turnover will not be decreased. H1: If salary of the employee is increased, employee turnover will be decreased. Working Conditions: 25 Punjab University Gujranwala Campus
Employees Turn Over In PVT. Sector Ho: If working conditions are made good, employee turnover will not be decreased. H1: If working conditions are made good, employee turnover will be decreased. Working Hours: Ho: If working hours are made appropriate, employee turnover will not be decreased. H1: If working hours are made appropriate, employee turnover will be decreased. Type of Control: Ho: If control on employee is made carrot, employee turnover will not be decreased. H1: If control on employee is made carrot, employee turnover will be decreased.
Better Job Opportunity: Ho: If employee gets a better job opportunity, he will not leave the job. H1: If employee gets a better job opportunity, he will leave the job. Competitive Wages: Ho: If wages are made competitive, employee turnover will not be decreased. H1: If wages are made competitive, employee turnover will be decreased. Well Pay System: Ho: If there is well pay system, employee turnover will not be less. H1: If there is well pay system, employee turnover will be less. Role on Job: Ho: If role on job is clear to the employee, employee turnover will not be less. H1: If role on job is clear to the employee, employee turnover will be less. Colleague Politics: Ho: If colleague politics is reduced, employee turnover will not be decreased. H1: If colleague politics is reduced, employee turnover will be decreased. 26 Punjab University Gujranwala Campus
Employees Turn Over In PVT. Sector Reward System: Ho: If there is better reward system, employee turnover will not be less. H1: If there is better reward system, employee turnover will be less. Relationship with new Boss: Ho: If the relationship of the employee with new boss is good, employee turnover will not be less. H1: If the relationship of the employee with new boss is good, employee turnover will be less. Management Displays peoples Skill: Ho: If management displays people skill, there will not be less employee turnover. H1: If management displays people skill, there will be less employee turnover. Care of Children and Aged Relatives: Ho: If company cares the children and aged relatives of the employee, there will not be less employee turnover. H1: If company cares the children and aged relatives of the employee, there will be less employee turnover. Family and Friendly Schedule: Ho: If work schedule is made family and friendly, employee turnover will not be decreased. H1: If work schedule is made family and friendly, employee turnover will be decreased. Permanent Job Opportunity: Ho: If job in private sector is made permanent, employee turnover will not be decreased. H1: If job in private sector is made permanent, employee turnover will be decreased. Stable Organization: Ho: If organization is made stable, there will not be less employee turnover. 27 Punjab University Gujranwala Campus
Employees Turn Over In PVT. Sector H1: If organization is made stable, there will be less employee turnover.
Predictable Work Environment: Ho: If work environment is made predictable or stable, employee turnover will not be decreased. H1: If work environment is made predictable or stable, employee turnover will be decreased. Inefficient Organization: Ho: If organization is efficient, employee turnover will not be less. H1: If organization is efficient, employee turnover will be less.
Recruitment Criteria: Ho: If employee is selected according to the job or culture fit, employee turnover will not be decreased. H1: If employee is selected according to the job or culture fit, employee turnover will be decreased.
Our hypothesis is of co relational types because we have multiple Independent factors on which dependent variable depends.
Research Design: Research design is a plan or procedure of investigation to obtain answers to research questions. It is overall scheme and plan of research which includes an outline of what the investigator do from developing hypothesis to final analysis of data.
Classification of Research:
There are four types of study. 1. Exploratory 2. Descriptive 3. Hypothesis testing 4. Case study
1) Exploratory: Conducted when we dont know much about the situation or we Have not much familiar on how similar problems were solved in the past. 2) Descriptive Study: Focus on accurate description of the variables in the Problem model. It is done to be able to describe the characteristics of variables in the situation. 3) Hypothesis Testing: Explain the nature of certain relationship or establish the differences among groups or the independence of two or more factors. 4) Case Study: If the researcher has to explain the current situation in the light of an event which has already occurred in the past then this purpose is to case study.
Employees Turn Over In PVT. Sector The purpose of our study is descriptive in nature, because the information already available that the Employee turnover is greater in the private sector.
Data Collection techniques: There are two types of data collection methods. 1. Primary data collection a. b. a. Structured interviews Unstructured interviews 2. Secondary data collection Questionnaires
Primary data collection:
Structured Interview: Structured Interviews are conducted when it is known at the outset what information is needed. The interviewer has a list of pre-determined questions to be asked of the respondents either personally, through the telephone, or by sending the main through electronic mail. Un-Structured Interview: 31 Punjab University Gujranwala Campus
Employees Turn Over In PVT. Sector In case of unstructured interview, the interviewer asks the questions without any pre-determined sequence. Those questions are asked first which come in the mind of the interviewer first. So we conducted Structured Interviews with the employees of different selected organizations. And our method of collecting Primary Data is through Structured Interviews and Un-structured Interviews which we have already discussed in preliminary data collection methods Focus Groups: We went to the private organization to consult about the employee turnover in the private sector. Panels: Our group went more than one time to consult with them about the problem so, that becomes a panel. Unobtrusive measures: It means to trace the measures from a primary source that does not involve people. We also use this technique just to find the reasons of employees turnover in private sector. Secondary data collection: Questionnaire: A questionnaire is a pre formulated written set of questions to which respondents record their answers, usually within rather closely defined alternatives. Questionnaires are an efficient data collection mechanism when the researcher knows exactly what is required and how to measure the variables of interest.
Employees Turn Over In PVT. Sector Questionnaire can be. 1 2 3 Personally Administered questionnaire Mailed questionnaire Electronic questionnaire
During our research process we made close ended questionnaires, and these are personally administered. Because we had less time to conduct this research and we need questionnaire within that limited time to be filled by respondents so we conducted this kind of questionnaire
Population: All the employees of private sector in Gujranwala. Sampling: The process of using a small number of items or parts of a large population to make conclusions about the whole population. Sampling Design: Sampling has three parts 1. Sampling Units 2. Sampling Frames 3. Parameters of Investigations Sampling Units: Units Sample Population Population Elements resources. 33 Punjab University Gujranwala Campus Peoples (Individuals) 160 Un limited Individuals
Availability of financial and technical Self
Sampling Frame: Our Sampling frame is based upon type of organization. 1 2 3 4 5 Manufacturing Trading Services Telecommunication Others
Parameters of Investigations:
No. Questionnaires Collected Questionnaires Valid Questionnaires Availability of Time Availability of Recourses
200 175 160 25 Days Approximately Rs-4000
Sampling: the process of using a small number of items or parts of a large population to make conclusions about the whole population. Sample:
A subset or small part of a large population.

Types of sampling:
Probability Sampling Non Probability Sampling
1) Probability sampling:
A sampling design which is based upon the concept of random selection. OR A sampling technique where every element of population have known and equal chances of selection
Types of probability Sampling: Simple random sampling In Such types of situation we will use S.R.S; It must be based on generalized result. When our population is homogeneous We have less time and less resources Population frame is clear
Complex Random Sampling 35 Punjab University Gujranwala Campus
Employees Turn Over In PVT. Sector CRS is used in the following situations; Population is not homogenous (divided into groups and subgroups). We are concerned with real generalization. Population frame is limited. We have enough time and resources In case of exploratory research.
Types of CRS
Systematic sampling According to this approach we will select the member of the sample on the basis of a particular system e.g. System means selecting every nth element in the population starting with a randomly chosen element between 1 to N. Stratified sampling: This sampling approach is used when our population consists upon the groups having different characteristics. Stratified sampling is a probability sampling design that first divides the population into subgroups and then subjects are chosen randomly from each sub group. Cluster sampling: A probability sampling design in which sample is chosen on the basis of intra- group heterogeneity and inter-group homogeneity. Inter ---- without comparison Intra ----- with comparison 36 Punjab University Gujranwala Campus
Area sampling: It is actually a form of cluster sampling within an area when the research is concerned to population within identified geographical area such as cities, countries, particular locality the process of sampling will be called area sampling Double sampling: A process which includes collecting data from a sample using previously defined techniques based on the information from a sub sample for further analysis. This plan is used when further information is needed from subset of the group from which same information has already been collected from the same study.
2) Non probability Sampling:

A sampling design which is based upon the concept of non random selection. OR A sampling technique where every member of population have not equal chances of selection We use non probability sampling techniques in following situation; Less concern with generalization Mostly concern is to feel the situation We have limited time and need the quick information When population frame is not clear Types of Non Probabilities Sampling 37 Punjab University Gujranwala Campus
Employees Turn Over In PVT. Sector I. Convenient sampling The procedure which refers to the collection of information from members of the population who are conveniently available is named as convenient sampling. II. Purposive sampling If it is necessary to get or obtain information from some specific target group we will use purposive sampling. Here sampling is confined to specific type of people who can provide the desired information.
Two approaches are used by purposive sampling.
a) Judgment approach According to this approach we search for appropriate respondents and judge whether they can provide us the required information or not. So according to this approach our sample consist of only that respondents who can provide us relevant information. b) Quota sampling According to this approach we fix the quota of people for every area to get information from appropriate respondents. In our research we used the purposive sampling and we use the following types of approaches. Quota sampling Because we filled our questionnaire under particular quota like following 20% from customers, 20%from distributors, 20%from traders or wholesalers and 40% from local manufacturing companies. Tools of Data Collection: 38 Punjab University Gujranwala Campus
There are two tools of data collection. a) Qualitative research technique b) Quantitative research technique We have used quantitative technique in our research as well as qualitative technique.
Data collection, Data Processing and Analysis:
What is your age? Cumulative Percent 11.0 55.5 88.1
Valid
less than 20 years 20-30 years 30-40 years
Frequency 25 101 74
Percent 11.0 44.5 32.6
Valid Percent 11.0 44.5 32.6

40-50 years more than 50 years Total 20 7 227 8.8 3.1 100.0 8.8 3.1 100.0 96.9 100.0
what is your age?
50
40
Percent
30
20
10
0 less than 20 years 20-30 years 30-40 years 40-50 years more than 50 years
what is your age?
in which type of organization you are employeed now? Cumulative Percent 33.9 53.7 95.2
Valid
manufacturing trading services
Frequency 77 45 94
Percent 33.9 19.8 41.4

other Total 11 227 4.8 100.0 4.8 100.0 100.0
in which type of organization you are employeed now?
50
40
Percent
30
20
10
0 manufacturing trading services other
in which type of organization you are employeed now?
Gender? Cumulative Percent 80.6 100.0
Valid
male female Total
Frequency 183 44 227
Percent 80.6 19.4 100.0
Gender?
male female
how much experience of job do you have in the private sector? Cumulative Percent 21.6 65.6 93.0 100.0
Valid
less than one year 1-5 years 5-15 years more than 15 years Total
Frequency 49 100 62 16 227
Percent 21.6 44.1 27.3 7.0 100.0
Valid Percent 21.6 44.1 27.3 7.0 100.0
how much experience of job doyou have in the private sector?
50
40
Percent
30
20
10
0 less than one year 1-5 years 5-15 years more than 15 years
how much experience of job doyou have in the private sector?
what is your experience in the current job? Cumulative Percent 32.6 72.2 89.9 100.0
Valid
less than 1 year 1-5 years 5-10 years more than 10 years Total
Frequency 74 90 40 23 227
Percent 32.6 39.6 17.6 10.1 100.0
Valid Percent 32.6 39.6 17.6 10.1 100.0
what is your experience in the current job?
40
30
Percent
20
10
0 less than 1 year 1-5 years 5-10 years more than 10 years
what is your experience in the current job?
Are you satisfied with the "Duties of your job"? If not, will you leave your current job? Cumulative Percent 22.9 70.5 92.1 100.0
Valid
very satisfied satisfied not satisfied, yes I will leave not satisfied, I will not leave Total
Frequency 52 108 49 18 227
Percent 22.9 47.6 21.6 7.9 100.0
Valid Percent 22.9 47.6 21.6 7.9 100.0
Are you satisfied with the "Duties of your job"? If not, will you leave your current job?
50
40
Percent
30
20
10
0 very satisfied satisfied not satisfied, yes I will leave not satisfied, I will not leave
Are you satisfied with the "Duties of your job"? If not, will you leave your current job?
Are you satisfied with the "Training and development programs" in the organization you are working? If not satisfied, will you leave your job? Cumulative Percent 16.7 64.3 86.8 100.0
Valid
very satisfied satisfied not satisfied, yes I will leave not satisfied, I will not leave Total
Frequency 38 108 51 30 227
Percent 16.7 47.6 22.5 13.2 100.0
Valid Percent 16.7 47.6 22.5 13.2 100.0
Are you satisfied with the "Training and development programs" in the organization you are working? If not satisfied, will you leave your job?
50
40
Percent
30
20
10
0 very satisfied satisfied not satisfied, yes I will leave not satisfied, I will not leave
Are you satisfied with the "Training and development programs" in the organization you are working? If not satisfied, will you leave your job?
Are you satisfied with the "Opportunities for promotion" in your current job? If not satisfied, will you stay in the current organization? Cumulative Percent 18.9 58.1 81.5 100.0
Valid
very satisfied satisfied not satisfied, no I will not stay not satisfied, yes I will stay Total
Frequency 43 89 53 42 227
Percent 18.9 39.2 23.3 18.5 100.0
Valid Percent 18.9 39.2 23.3 18.5 100.0
Are you satisfied with the "Opportunities for promotion" in your current job? If not satisfied, will you stay in the current organization?
40
30
Percent
20
10
0 very satisfied satisfied not satisfied, no I will not stay not satisfied, yes I will stay
Are you satisfied with the "Opportunities for promotion" in your current job? If not satisfied, will you stay in the current organization?
What is the "Salary treatment" in the organization you are doing your job? If there is bad salary treatment, will you stay here? Cumulative Percent 15.4 46.3 82.4 95.6 100.0
Valid
very good good normal bad, no I will not stay here bad, yes I will stay Total
Frequency 35 70 82 30 10 227
Percent 15.4 30.8 36.1 13.2 4.4 100.0
Valid Percent 15.4 30.8 36.1 13.2 4.4 100.0
What is the "Salary treatment" in the organization you are doing your job? If there is bad salary treatment, will you stay here?
40
30
Percent
20
10
0 very good good normal bad, no I will not stay here bad, yes I will stay
What is the "Salary treatment" in the organization you are doing your job? If there is bad salary treatment, will you stay here?
What is the "Working conditions"? If not healthy, will you quit? Cumulative Percent 38.8 84.6 95.6 100.0
Valid
healthy normal not healthy, yes I will quit not healthy, I will not quit Total
Frequency 88 104 25 10 227
Percent 38.8 45.8 11.0 4.4 100.0
Valid Percent 38.8 45.8 11.0 4.4 100.0
What is the "Working conditions"? If not healthy, will you quit?
50
40
Percent
30
20
10
0 healthy normal not healthy, yes I will quit not healthy, I will not quit
What is the "Working conditions"? If not healthy, will you quit?
Are you satisfied with the Working hours? If not satisfied, will you leave? Cumulative Percent 20.7 75.3 92.1 100.0
Valid
very satisfied satisfied not satisfied, I will leave not satisfied, I will not leave Total
Frequency 47 124 38 18 227
Percent 20.7 54.6 16.7 7.9 100.0
Valid Percent 20.7 54.6 16.7 7.9 100.0
Are you satisfied with the Working hours? If not satisfied, will you leave?
60
50
40
Percent
30
20
10
0 very satisfied satisfied not satisfied, I will leave not satisfied, I will not leave
Are you satisfied with the Working hours? If not satisfied, will you leave?
What type of control play an important role in the problem of employees' turnover? Cumulative Percent 56.8 93.4 100.0
Valid
strict normal carrot Total
Frequency 129 83 15 227
Percent 56.8 36.6 6.6 100.0
Valid Percent 56.8 36.6 6.6 100.0
What type of control play an important role in the problem of employees' turnover?
60
50
40
Percent
30
20
10
0 strict normal carrot
What type of control play an important role in the problem of employees' turnover?
If you get a better job opportunity, will you leave your current job? Cumulative Percent 86.3 100.0
Valid
yes no Total
Percent 86.3 13.7 100.0
If you get a better job opportunity, will you leave your current job?
100
80
Percent
60
40
20
0 yes no
If you get a better job opportunity, will you leave your current job?
Is Non competitive wages the cause of employees' turnover? Cumulative Percent 63.9 100.0
Valid
yes no Total
Percent 63.9 36.1 100.0
Is Non competitive wages the cause of employees' turnover?
60
Percent
40
20
0 yes no
Is Non competitive wages the cause of employees' turnover?
What is the pay system in your organization? Are you satisfied with that?
Valid
sick pay system,satisfied sick pay system, not satisfied well pay system, satisfied
Frequency 32 98 87
Percent 14.1 43.2 38.3
Cumulative Percent 14.1 57.3 95.6

well pay system, not satisfied Total 10 227 4.4 100.0 4.4 100.0 100.0
50
40
Percent
30
20
10
0 sick pay system,satisfied sick pay system, not satisfied well pay system, satisfied well pay system, not satisfied
If your role on job is not clear, will you leave the job? Cumulative Percent 69.6 100.0
Valid
yes no Total
Percent 69.6 30.4 100.0
If your role on job is not clear, will you leave the job?
60
Percent
40
20
0 yes no
If your role on job is not clear, will you leave the job?
What is the role of "colleague politics" (unhealthy competition with other employees) in employees' turnover? Cumulative Percent 34.4 84.6 100.0
Valid
important normal lesser important than other factors
Frequency 78 114 35
Percent 34.4 50.2 15.4

Total 227 100.0 100.0
What is the role of "colleague politics" (unhealthy competition with other employees) in employees' turnover?
60
50
40
Percent
30
20
10
0 important normal lesser important than other factors
What is the role of "colleague politics" (unhealthy competition with other employees) in employees' turnover?
Are you satisfied with your reward system? If not, will you leave? Cumulative Percent 8.8 64.8 88.1 100.0
Valid
very satisfied satisfied not satisfied, I will leave not satisfied, I will not leave Total
Frequency 20 127 53 27 227
Percent 8.8 55.9 23.3 11.9 100.0
Valid Percent 8.8 55.9 23.3 11.9 100.0
Are you satisfied with your reward system? If not, will you leave?
60
50
40
Percent
30
20
10
0 very satisfied satisfied not satisfied, I will leave not satisfied, I will not leave
Are you satisfied with your reward system? If not, will you leave?
you are not satisfied with the relationship with your new boss, will you quit your job? Cumulative Percent 66.1 100.0
Valid
yes no Total
Percent 66.1 33.9 100.0
you are not satisfied with the relationship with your new boss, will you quit your job?
60
Percent
40
20
0 yes no
you are not satisfied with the relationship with your new boss, will you quit your job?
If your family status changes (marriage, divorce etc.), will you leave your job? Cumulative Percent 34.4 100.0
Valid
yes no Total
Percent 34.4 65.6 100.0
If your family status changes (marriage, divorce etc.), will you leave your job?
60
Percent
40
20
0 yes no
If your family status changes (marriage, divorce etc.), will you leave your job?
Does the cause "management doesn't display people skills" play an important role in employees` turnover? Cumulative Percent 64.3 100.0
Valid
yes no Total
Percent 64.3 35.7 100.0
Does the cause "management doesn't display people skills" play an important role in employees` turnover?
60
Percent
40
20
0 yes no
Does the cause "management doesn't display people skills" play an important role in employees` turnover?
Employee will leave the job if he has Cumulative Percent 72.7 100.0
Valid
low resiliency high resiliency Total
Percent 72.7 27.3 100.0
Employee will leave the job if he has
80
60
Percent
40
20
0 low resiliency high resiliency
Employee will leave the job if he has
Is care of children or aged relatives also a cause of employees` turnover? Cumulative Percent 55.5 100.0
Valid
yes no Total
Percent 55.5 44.5 100.0
Is care of children or aged relatives also a cause of employees` turnover?
60
50
40
Percent
30
20
10
0 yes no
Is care of children or aged relatives also a cause of employees` turnover?
Is the "Non family friendly work schedule" basic cause of employees' turnover? Cumulative Percent 61.2 100.0
Valid
yes no Total
Percent 61.2 38.8 100.0
Is the "Non family friendly work schedule" basic cause of employees' turnover?
60
Percent
40
20
0 yes no
Is the "Non family friendly work schedule" basic cause of employees' turnover?
If you are offered a permanent public sector job, will you leave your current job? Cumulative Percent 73.6 100.0
Valid
yes no Total
Percent 73.6 26.4 100.0
If you are offered a permanent public sector job, will you leave your current job?
80
60
Percent
40
20
0 yes no
If you are offered a permanent public sector job, will you leave your current job?
If organization is instable, would you like to go to that organization which is stable and you can predict your career advancement? Cumulative Percent 78.9 100.0
Valid
yes no Total
Percent 78.9 21.1 100.0
If organization is instable, would you like to go to that organization which is stable and you can predict your career advancement?
80
60
Percent
40
20
0 yes no
If organization is instable, would you like to go to that organization which is stable and you can predict your career advancement?
In which organization you will like to stay? Where there is Cumulative Percent 20.7 63.4
Frequency Valid predictable work environment changing work environment 47 97
Percent 20.7 42.7
Valid Percent 20.7 42.7

stable work environment Total 83 227 36.6 100.0 36.6 100.0 100.0
In which organization you will like to stay? Where there is
50
40
Percent
30
20
10
0 predictable work environment changing work environment stable work environment
In which organization you will like to stay? Where there is
Is high inefficiency in the organization cause of employees` turnover in private sector? Cumulative Percent 72.7 100.0
Valid
yes no Total
Percent 72.7 27.3 100.0
Is high inefficiency in the organization cause of employees` turnover in private sector?

80
60
Percent
40
20
0 yes no
Is high inefficiency in the organization cause of employees` turnover in private sector?
What will be the position of employees' turnover in the organization where the selection of the employee is not according to the Job/Culture Fit? Cumulative Percent 19.8 64.3 92.5 100.0
Valid
very high high normal low
Frequency 45 101 64 17
Percent 19.8 44.5 28.2 7.5
Valid Percent 19.8 44.5 28.2 7.5

Total 227 100.0 100.0
What will be the position of employees' turnover in the organization where the selection of the employee is not according to the Job/Culture Fit?
50
40
Percent
30
20
10
0 very high high normal low
What will be the position of employees' turnover in the organization where the selection of the employee is not according to the Job/Culture Fit?
Findings/ Results: 69 Punjab University Gujranwala Campus
We have find out the following results for our research report: 1) Employee turnover is greater in private because of employees dissatisfaction towards their Duties of job. 2) Training and development programs are not enough. 3) Lower opportunities for promotion in private sector. 4) Salary treatment is not good enough in private sector. 5) Poor or unhealthy working conditions in the organizations. 6) More working hours as compared to the public sector. 7) Strict control on employees plays an important role in the private sector. 8) Employee is always attracted to a better job. 9) Non competitive wages discourage the employees in the private organizations. 10) Sick pay system is also a major cause of employee turnover. 11) Role of the employee on job is not clear. 12) Unhealthy competition also contributes towards the employee turnover. 13) Reward system is not good in the sector. 14) Due to bad relations with the new boss is also a cause of this problem. 15) Employee turnover is greater when their skill is not displayed by the management. 16) Low resiliency or less flexibility of the employee is also a cause of employee turnover. 17) Private organizations are not caring the children or parents of the employees as compared to the public sector organizations. 18) The employees want to leave that job that doesnt allow them to spend a little bit time with their friends and family. 19) Employees always try to have a permanent public sector job. 20) In instable organizations, employees turnover is greater. 21) Employees always like to work in innovative or stable environment. 22) In an inefficient organization, employee turnover will be greater. 23) Employee would like to leave the organization if he is not selected according to the job or culture of organization. Recommendations: 70 Punjab University Gujranwala Campus
After our research study we have the following recommendations:
1. Private organization should adopt the strategy of well pay system in which there is a fix limit of the number of leaves in one month. sick pay system should be avoided. 2. Private organizations should care the parents and children of the employees just like public sectors. Children of employees should be given scholarships in educational institutions, free medical allowance or facility should be given to the parents or children of the employees. 3. Before the selection of the employee, organizations should check the resiliency or flexibility level of candidates of employment by defining the resiliency criteria. 4. Employees should be paid competitive wages , by providing high wage rate to that person who works efficiently and effectively. For example if employees are paid on working hours base and one employee works for eight hours and provides output of 200 units, while other employee works for the same hours and provides output of 250 units, second employee should be rewarded. So, that both the employees are encouraged. 5. Assigning the right duty to the right person in which he is skillful. 6. Building training and development programs centre where untrained and unskilled persons should be provided specific training programs. 7. There should be specified criteria for providing opportunities for promotion so that each person can become aware of promotion stages and can struggle to get promotion. 8. Salary package should be appropriate to the hardworking of the employees it should be evaluated with the employees hardworking performance and provided outcome.
Employees Turn Over In PVT. Sector 9. Working hours should be fixed for all employees and each employee should be assigned equal time for working and equal work. There should be no burden of work on employees. 10. Management should have normal or moderate control over employees. It should be neither too strict nor too polite. Moderate control can be created through providing friendly attitude and trusting on employees. Better job opportunities should be provided to employees that can be provided by evaluating the regular high performance and consistency of hard working of employees and motivating them. 11. Role of employees on job should be clear to them. it can be possible when employees have prescribed knowledge about the nature of work. While in most of the organizations employees are also assigned that work which does not include in their duty schedule. 12. Colleague politics (unhealthy competition among employees) factor should be decreased. It is possible when equal importance will be given to the employees and encouraging those employees who are involved in the unhealthy competition with other employees, it should be known to them that they have only concern with their own duties, they should not interfere in others work. 13. There should be proper reward system; the employees should be appreciated if they show extra ordinary performance. The employees should be satisfied with their reward system; they should be paid at standard wage rate. 14. Good relationships among boss and employees are a sign of commitment and fair attitude by both. The boss should have some frequent visits to the workplace of employees and solve their problems and motivate them to work hard then good relationships among employees and boss will take place. 15. Management should display people skills, if an employee is a seller but he is trained skill full and experienced as marketer, the management should achieve benefits by displaying his skills and assign that duty to him which he can perform in better way. The management should make optimal use of his skills.
Employees Turn Over In PVT. Sector 16. Work schedule of employees should be prepared in such a way that they can spend their same time with their family and friends. It can be possible when working time is fix and appropriate while in most of the private sectors, the employees only know their time to enter in their work but do not know the time of going back. 17. There is need to know the causes due to which employees have a great demand of public sector job. These causes can be known/discovered by making a comparison of public sector and private sector ,incentive to employees 18. The nature of working environment should be appropriate to the employees demand. Employees should be assign the work according to there merit and ability of work. 19. Private organization should have efficiency in the working which is possible when all workers and management are sincere with the organization and work hard to get the organization to the way of success. 20. Selection of employees should be made according to the job which suits and fits to the employees skill it is possible when work is assigned to the related person on which he has commanding control. 21. Salaries of employees should be paid intimae because delay in salaries dissatisfied the employees from the working or the organization and they give up hard working and willing to leave the organization. Employees are assets of the company. It should take care of them. 22. Employees should be paid standard wage rate which is fixed by the Government at least Rs.4600/- per month. When management will be sincere with the employees they will also show sincerity and stand by the company in ups and downs of business.
Conclusion:
Employees turnover is greater in private sector as compared to public sector. It is a serious problem for the private organizations. Due to this situation, other many types of problems are taking place such as unemployment, low job commitment, usage of more resources (financial and natural) and time. But the private organizations can overcome this problem if they follow the suggestions made above.
Employees Turn Over In PVT. Sector Reference: Reference Books: Sekaran, Uma, Research Methods for Business, Fourth edition. Bell, Emma, Bryman, Alan. Business research methods by Oxford press. Choudhary Muhamad Rauf, polymers Modern statistics for business and economics, polymer publications.
Reference websites:
Abassi SM, Hollman KW (2000). "Turnover: the real bottom line", Public Personnel Management, 2 (3) :333-342. Alexander J, Bloom J, Nuchols B (1994). "Nursing turnover and hospital efficiency: an organization-level analysis", Industrial Relations, 33 (4): 505-520. Barrows C (1990). "Employee turnover: implications for hotel managers", FIU Hosp. Rev. pp.24-31. Badawy MK (1988). "What weve learned about managing human resources in R&D in the last fifty years", Res. Technol.Manage. 31 (5): pp.19-35. Basta N, Johnson E (1989). "ChEs are back in high demand", Chem. Eng. 96 (8): 22-29. Beach LR (1990) Image Theory: Decision Making in Personal and Organizational Contexts, Wiley, Chichester, .pp. 3-10 Blau G, Boal K (1989). "Using job involvement and organizational commitment interactively to predict turnover", J. Manage. 15 (1): 115127. Bluedorn AC (1982). "A unified model of turnover from organizations", Hum. Relat. 35: 135-153. Brooke PP, Price JL (1989). "The determinants of employee absenteeism: An empirical test of a causal model". J. Occup. Psychol. 62 :1-19. Brooke PP, Russell DW, Price JL (1988). "Discuss validation of measures of job satisfaction, job involvement and organizational 75 Punjab University Gujranwala Campus
Employees Turn Over In PVT. Sector commitment", J. Appl. Psychol. 73 (2) : 139-145 Catherine M Gustafson (2002). staff turnover: Retention. International j. contemp. Hosp. manage. 14 (3) : 106-110. Cantrell N, Sarabakhsh M (1991). "Correlates of non-institutional food service turnover". FIU Hosp. Rev. pp.52-9. Couger DJ (1988). "Motivators vs. demotivators in the IS environment", J. Syst. Manage. 39 (6) :36-41. DeMicco FJ, Giridharan J (1987). "Managing employee turnover in the hospitality industry", FIU Hosp. Rev. pp.26-32. Denvir A, McMahon F (1992). Labour turnover in London hotels and the cost effectiveness of preventative measures", Int. J. Hosp. Manage. 11 (2) : 143-54. Dyke TV, Strick S (1990). Recruitment, selection and retention of managers in the hotel and restaurant industry", FIU Hosp. Rev.pp.1Dess GD, Shaw JD (2001). Voluntary turnover, social capital, and organizational performance", Acad. Manage. Rev. 26 (3): pp 446-56. Firth L, David J Mellor, Kathleen A Moore, Claude Loquet (2007). How can managers reduce employee intention to quit?, J. manage. Psychol. 19 (2): 170-187. Garden AM (1989). "Correlates of turnover propensity of software professionals in small high tech companies", R&D Manage. 19 (4): 325-34. Griffeth RW, Hom PW, Gaertner S (2000). "A meta-analysis of antecedents and correlates of employee turnover: update, moderator tests, and research implications for the next millennium", J. Manage. 26 (3): 463-88. Hackman, JR, Oldham GR (1975). Development

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Employees Turn Over In PVT.

2 Punjab University Gujranwala Campus

Employees Turn Over In PVT. Sector

Key words: Employee, turnover, sources, effects, strategies.

3 Punjab University Gujranwala Campus

Employees Turn Over In PVT. Sector

organization (Tor et al., 1997). If roles of employees are not clearly

6 Punjab University Gujranwala Campus

Voluntarily vs. involuntary turnover:

7 Punjab University Gujranwala Campus

Employees Turn Over In PVT. Sector

10 Punjab University Gujranwala Campus

Employees Turn Over In PVT. Sector

14 Punjab University Gujranwala Campus

Employees Turn Over In PVT. Sector

Employee turnover in private sector

16 Punjab University Gujranwala Campus

Employees Turn Over In PVT. Sector (Antecedent)

17 Punjab University Gujranwala Campus

Employees Turn Over In PVT. Sector

18 Punjab University Gujranwala Campus

Employees Turn Over In PVT. Sector

19 Punjab University Gujranwala Campus

Employees Turn Over In PVT. Sector

21 Punjab University Gujranwala Campus

t Employees Turn Over In PVT. Sector i

Theoretical Frame Work Diagram

o Employee turnover ///////////////////////// in private sector

Role of public sector employee

Punjab University Gujranwala Campus

i c Employees Turn s Over In PVT. Sector

Extraneous Variable Role of public sector employee

28 Punjab University Gujranwala Campus

Employees Turn Over In PVT. Sector

29 Punjab University Gujranwala Campus

Employees Turn Over In PVT. Sector

30 Punjab University Gujranwala Campus

Primary data collection:

32 Punjab University Gujranwala Campus

Availability of financial and technical Self

Employees Turn Over In PVT. Sector

200 175 160 25 Days Approximately Rs-4000

34 Punjab University Gujranwala Campus

Employees Turn Over In PVT. Sector

A subset or small part of a large population.

Probability Sampling Non Probability Sampling

Complex Random Sampling 35 Punjab University Gujranwala Campus

Employees Turn Over In PVT. Sector

2) Non probability Sampling:

Two approaches are used by purposive sampling.

Employees Turn Over In PVT. Sector

Data collection, Data Processing and Analysis:

39 Punjab University Gujranwala Campus

Employees Turn Over In PVT. Sector

What is your age? Cumulative Percent 11.0 55.5 88.1

less than 20 years 20-30 years 30-40 years

Percent 11.0 44.5 32.6

Valid Percent 11.0 44.5 32.6

40 Punjab University Gujranwala Campus

Employees Turn Over In PVT. Sector