Causes of Job Turnovers and Staff Retention Issues

Causes of Job Turn all overs and Staff Retention IssuesSTAFF computer memoryINTRODUCTIONStaff turnover has accommodate the norm today in the manuf do workuring, portion and selling / trade in industriousness. Employees atomic number 18 moving from unrivaled human body of phone line to a nonher because of several factors that the employers have not yet grasped. In this regard numerous diligence contacters are busy defining ship provokeal to protect turnover of its employees. The most affected part of this is the merchandising attention. In the bid to prove muscle in the unwaveringest growing attention executives in the merchandising industry are fighting hard the towering trend of their round uniformly changing pranks (Omondi 2). Today generating an atmosphere fortunate and valued by all employees in the ever changing employee grocery may not be as pain-streaking as it may be to the large race. It engages a number of sleep togethers may sack the brillian t minds that b separate up your mental facultys want to stay in the organization. A combination of this percentage may eventual(prenominal)ly pull to gameyer number of employees and thus impose turnover. The contributions made above call for that they be performed in tandem for noticeable achievement to be achieved. Grasping the skill of staff retention guides that concern delve deeply into what causes turnover of staff in institutions. just ab come out questions should be put on the table in order to ascertain reasons why one would want to work in one organization and not prefer to work in another organization. The managements should not rest at that but proceed to look into the subsequent period that the employee has been absorbed into an organization. By asking these questions it is easy to discern that in that respect are a look at of step forwards that have been left wanting for a long cartridge clip. i hold it easy to look at this issues by sympathizing with t he employee and trying to assume his plaza at the gild. This in real meaning requires doing proper seek on standard ethical models that might be brought on board to back up retention of employees. In the recent past the employers employ to retain employees. The reliance thus gained goes push down well with those in the precincts of work thus oblation them tendency and presence. Boosting the moral of workers is one way of improving confidence of staff. In this regard even the general productivity of the follow of the corporation send word be noticed. Working closely and collectively in addition grants the staff presence. Al in all its just a matter of verbalism thank you as morality demands.thither are different styles of malarkey in institutions that influence how relationships in the work place take place. race in leadership roles should be in the fore front in show wing proper codes of conduct to their employees, as opposed totaking the back(prenominal) seat. In tu rn the employees may feel very motivated deep down the working environments that they are working. This enabling environment volition thus lead to a sense of belonging by the individuals and cohesiveness thus lede to squad upwork translating into a proud team. For one to retain staff he or she has to consider several of import issues of the work place.BACKGROUNDDraper Co. Ltd. Found in 1987 is a sweater manufacturer that employs more(prenominal) than carbon people in Hong Kong. Since garment companies had bloomed in recent years. The role for merchandising people become more difficult and the manpower is short in the labor market. Draper is set about the line of work of high staff turnover direct. In addition, with opening of the primary(prenominal)land market. Many foreign scratchprises had set up their merchandising sections in Hong Kong and whatsoever reckonprises excessively invite Hong Kong garment companies to cope with their expanding business. As a result, th e job vacancies of dealrs increase tremendously. Among the merchandising industry, garment sections are highest in demand for swoprs. This is payable to the fast growing of the celestial spheres as well as the high employee turnover valuate and the lack of talent in the labour market. With the goal of positioning predictors of turnover, factors and employees intention to make or stay with the company will be the major issue of Draper Co. Ltd.1.2 explore PROBLEMSInitially, the establishment of the project required the involvement of different parties who would furnish selective breeding and statistical analysis. The study required involvement of outside(a) organizations which would require them to allow gate their staff to cooperate during the course of the look. Unfortunately some of these merchants turned down request to take part a diminutive after the project was already initialized, it was quite unfortunate. The team of investigateers contacted several countrywide merchandise groups to request them to take part in the research as a subsequent measure. Within a short period of date, deuce token merchandisers articulated formal concern and primarily arranged to play a part in the project but with the approval of the get on with of Governors of their respectful governments. The team of researchers used up considerable hours meeting with a variety of the team of people represending the merchandisers and giving important information tie in to the research and showing presentations that highlight the scope of the study. An agreement was made with these merchandisers that the research panel would conduct industry job and staff retention trace within the merchandise organization, rather than concentrating on organizational loop holes as it would imply that there are indeed loop holes, in their respective(prenominal) organisations which might not be the truly case. However because of unhomogeneous unpredicted situations including the falling ill of one of the team members who acted as coordinator of the research team and these respectful merchandisers, the merchandisers in the end made the decision to withdraw its cooperation, expiration operation of the research between a thrill a rock and a hard place. The research team then informed the Draper Co. Ltd of the causalityitative problems and arouseing a different research method design that would still be in line aims of the project and the objectives outlined before the research was initially flagged off. In this respect, a decision was made to advertise across various merchandise outlets to punch individual people working as merchandisers to act as responsives from different retail outlets, thus eliminating the process of approaching company heads or Board of Governors for endorsement to guarantee a speedy and daily contact with answerers. The Draper Co. Ltd was highly involved in endorsing the submission for change in the approach for the research. The researc h carried out by the team implicated conducting 100 partially controlled telephone interviews with with merchandisers from different merchandising firms including own staff at Draper Co. Ltd . The research method design of the conform to was cautiously designed and conversant(predicate) with preceding works that dwelled on employee equality and regeneration concerns all over the work evironment (e.g. Sutherland and Davidson, 1997). The design of the interviews was such that it could be in accordance with the aims and alike objectives of the Draper Co. Ltd and eventually deal with a array of concerns as well as the recognition of possible occupational improvement barriers and the recognition of approaches for conquering these limitations, chances for culture and training, job promotions and provision for leadership. The partially controlled interview timetable was then caudexd in secure modules and safe websites secured with passwords, which eventually made it easy for members of the research panel to enter information directly into the research selective informationbase and online pages, and at the same time carrying out interviews with respondents all over the merchandising industry. The details of the research methodology and what will be contained in the schedule for the is described in the subsequent sections.RESEARCH OBJECTIVEThis study was led by a research team commissioned by the Draper Co. Ltd. The research team was selected by the management of the company with advise by the legal advise wing experts. It was agreed that 16 members be brought aboard the the team of researchers. The main goal of identifying predictors of turnover, factors and employees intention to present or stay with the company will be the major issue of Draper Co. Ltd.The aims of the project were as followsTo examine devil sets of emf causes of job turnovers and eventual staff retention mechanisms firstly, those that impede the retention of workers in the organization and secondly, those that speeds the go bad of the players from the organizations.Identify strategies for overcoming these barriers look into the feasibility of constructing a issue selective informationbase, documenting the career paths of women in the merchandise industryDevelop, publish and disseminate level-headed practice go throughlines and recommendations employ reports, conference presentations, feedback seminars, academic journals and merchandise specialist and national press.The objectives of the project were toInvestigate two sets of potential reasons for staff leaving the company firstly, those that accelerate the furnish of workers and merchandisers and secondly, those that impede the efforts of retaining staff in the organization.Identify strategies for overcoming these reasons.Investigate the feasibility of constructing a national selective informationbase, documenting the career paths of workers in the merchandise industry.Develop, publish and disseminate true(p) practice guidelines and recommendations using reports, conference presentations, feedback seminars, academic journals and merchandise specialist and national press.RESEARCH QUESTIONSWhy this company has high staff turnover rateWhy staff relationship will make new arriver difficult to fit in team workWhat relationship caused high staff turnover rateHow to retain staff in this companyDoes the management policy affect staff retentionDoes the company is responsive to employees brings and wantsDoes companys reputation retain staffRESEARCH METHOD3. seek method actingologyHaving discussed the complexity of the retail industry and the related literature, the following chapter attempts to identify and describe the research design and sampling type. After which, the chosen research method will be introduce and how the collected entropy is organism tabulated will be discuss. In addition, the hypotheses of this study will be derived at the later part of this chapter.3.1 Research DesignRes earch design specifies the methods and procedures for conducting a specific research project. It is a fine blueprint used to guide the implementation of a research study towards the realization of its objectives (Wong, 1999). consort to many reasons (Churchill, 1999 Wong, 1999 and Zikmund, 2000), there are leash types of research design, namely the exploratory research, descriptive research and causal research.Exploratory research is cognize to be the shell suited for situations that have relatively little or nothing known about the study. The essence of this research design is to focus on two main ingredients listening and discovering, in order to provide a grand correspondence of a concept (Wong, 1999) and to clarify and define the nature of a problem (Zikmund, 2000).These powers also pointed out that exploratory research can be conducted with four approaches which are literature search, experience survey, focus group intelligence and in-depth interview. These open-ended , flexible and interactive qualitative approaches help to formulate problems more simply but not providing accurate statistical information.Descriptive research aims a describing the characteristics of the population under the study such as the behaviours of consumers. It is primarily concerned with the gathering of numeric, measurable data and it is recommended when the research purpose is centered on providing accurate, statistically reliable data. Descriptive research is organism broken down into both longitudinal and cross-section(a) studies (Zikmund, 2000 and Wong, 1999). Longitudinal studies involve panels (Churchill, 1991) and provide cadences at successive points of time of an event. On the other hand, be the most roughhewn and familiar (Churchill, 1991), cross-sectional studies describe an event at one particular point of time and it is useful in facilitating comparisons between different population subgroups (Wong, 1999).Finally, causal research is to explore and esta blish a cause-and-effect relationship, if any, between variables through laboratory and/or field experiments (Wong, 1999, p58).Cross-sectional study was chosen for this study. This is because cross-sectional study relies on a have of sections from the population of interest that are measured at a single point in time (Churchill, 1999) and it can at best yield measurement data (Wong, 1999, p. 57). Hence, this research design suit in this study because it attempted to measure how consumers make decision.3.2 Sampling DesignWong (1999, p.54) pointed out that descriptive research requires a moderately large number of respondents (i.e., sample size) to supply the required information.Although it is recognized that a appliance sample is not always truly representative of the population, the author of this study had immovable to adopt this method due to time restraints. The author adopted convenience sampling of non-probability sampling as it aids convenience and efficiency and also ge nerates a large number of sample sizes. This is because it involves the preference of people who are most conveniently available to the interviewer (Wong, 1999).Due to time constraint, the gathering of responses for this study would be greatly base on convenience. whatchamacallum gathering of responses and ability to contact the respondents (if necessary), has allowed the author of this study to choose both Marketing Institute of Singapores (MIS) part-time and full-time students as the main cigaret respondents. In addition, friends, colleagues and family members of both the respondents and the author would be approached as well.3.3 data army for this StudyAccording to Wong (1999), marketing data may be classified advertisement into two basic types prime data and indirect data. Primary data refer to those collectedto meet the specific research needs at hand. junior-grade data on the other hand, refer to existing information which has previously been collected and reported b y some individual or organization, and which are other than the research problem at hand. Thus the mark between elemental and secondary data lies in the original purpose of data assembly.3.3.1 Secondary ResearchSecondary data is an essential element of almost all research carried out. According to Churchill (1999, p. 253) secondary data induce significant cost and time advantages. This is because, the existence of secondary data can in many instances dismiss the need for potentially expensive and time-consuming field work as secondary data exists aplenty from internal and external data sources (Wong, 1999).Apart from time-saving and cost frugals, secondary data is little bow to intentional bias. Also as certain types of information may be impractically or virtually impossible to gather through data approach, secondary data are the only alternative (Wong, 1999). Therefore, secondary data modify this study to block biasness that might be made unintentionally by the author dur ing the development of the hypotheses. Hence in this study, journals from electronic databases such as Emerald and Ebsco were reviewed to aid the development of the study. The use of journals was to serve as a floor to draw the hypotheses of this study.However, Wong (1999) pointed out that one of the disadvantages of secondary data is that it became outdated easily in an ever-changing environment, and often, there were differences in classification or measurement as well as lack of accuracy. The above calculateed true to the author as some of the journals being reviewed appeared to be outdated and inaccurate due to different areas of focus.The author also base that there was limited access to many online research websites and the availability of journals on inclose atmosphere in the retail context was also limited. Therefore both the retail and service context were being reviewed in the process.With the difficulties mentioned above, it was anticipated that the secondary researc h nominate would not be sufficient to fulfill the objectives of this study. As mentioned by Churchill (1999), when problem is not yet resolved with secondary data, the researcher should proceed to native data. Therefore, the author of the study moved on to gather primary data for the completion of this study.3.3.2 Primary ResearchPrimary data prove its grandness when the required information for marketing research/ rating may not be available from secondary data sources. For the purpose of this study, the author had decided to use quantitative research. This is because, according to Wong (1999, p.110), quantitative research is used when the primary objective is to derive numeric or quantifiable data which is statistically accurate and reliable. Quantitativeresearch is also recommended when there exists a need for accurate numeric data.Due to time constraint, the author decided to avoid open-ended questions and adopt close-ended questions on the questionnaire. This is because, clos e-ended questions are easily administered by an humble interviewer compared to open-ended questions and it is also much easier and faster for statistical data tabular matter and data comparison. In addition, the checklist of responses in the questionnaire helps reduce difficulty in memory-recall that respondent might encounter in responding open-ended question (Wong, 1999). On the other hand, the checklist of responses may not be as comprehensive and alternate responses that appear in the checklist may create position bias, which will cause the respondent to be unable to freely express him or herself, and often detailed information is being missed (Wong, 1999, p.138).3.3.3 Questionnaire DevelopmentThe questionnaire used for this study consists of three sections, namely demographics, Closed-ended questions (Dichotomous questions Multiple-choice questions) and Scaling questions (Agree-disagree questions).Section A served to gather data on respondents personal particular such as gen der, age group, highest command level attained, occupation and monthly Income level.Section B aimed to gather data on respondents view towards the impact of store atmosphere on consumers emotions, purchase and repatronage behaviour. It will determine to what extent each atmospheric elements influence respondents image and purchasing behaviour. Five-point Likert-scale statement (1=Strongly Disagree and 5=Strongly Agree) was being used to allow respondents to rank and identify the degree of influence of each of the atmospheric elements. Responses were also sought regarding consumers patronage behaviour.3.3.4 Pre-testingThe objective of pre-testing is to ensure that the questionnaire used in this study is easily understood and not misinterpreted by the respondents. There should also be minimal possible difficulties faced by respondents in answering the questionnaire. For the reliability of this study, pre-testing is vital to ensure the accuracy of the data collected.The questionnair e was pre-tested via a small-scale pilot test with 5 respondents and subsequent changes were made. The author sent the questionnaire via email to the 5 respondents and they where asked to attempt the questionnaire and provide comments and feedbacks. After gathering the feedbacks and comments, the questionnaire was being modified and refined to meet the objectives of this study.In order to improve the clearness of the questionnaire, redevelopment of the questionnaire was required. The author had to refine the section A and rephrase some mis leash questions in Section B. Some questions that werebeing duplicated and confusing to the respondents were omitted. new-fangled questions were also developed and integrated into the questionnaire to achieve the objective of the study.3.3.5 Final Data Collection After redeveloping the questionnaire, the new questionnaire (appendix ) was ready for the actual distribution and data collection. The questionnaire was being distributed both online an d offline to MIS part-time and full-time students as well as their friends, colleagues and family members.Naturally, offline respondents are more responsive to the completion of the questionnaire. This is because they tend to complete the questionnaire the consequence they receive it and return to the author right after completion.Although online distributions of the questionnaire enable wider connection and easier distribution, it is plebeianly view as spam mails and ignored by receivers. Therefore, there were a total of 49 responses from offline distribution and 39online responses which resulted in a total of 85 responses that served as primary data for this study.3.3.6 Data abridgment MethodSPSS 13.0 version was being used for data analysis in this study. The author made use of one sample T-test, paired sample T-test, chi-square and correlation to conduct testing of the hypotheses.The statements used to measure the variables were assessed on a five-point Likert scale, ranging from strongly disagree to strongly agree with numerical value of one being strongly disagree and five being strongly agree.3.4 HypothesesA hypothesis is a statement that specifies how two or more measurable variables are related. A good hypothesis carries clear implications for testing state relationships, (Churchill, 1999, p.101). As stated, for this study, it was important to measure the impact of the influence of the atmospheric elements of a store on consumers inclination and behaviour. Hence, the following hypotheses were derived for this study.Based upon the theories reviewed, it is hypothesized thatMoodH1a colours has a significant influence on consumers vagary in the storeH1b Lighting have a significant effect on consumers humour of the storeH1c Music has a significant effect on consumers mood of the storeH1d Scent has a significant influence on consumers mood of the storeH2 Mood is positively influencing consumers length of stay in a storeSpontaneous PurchaseH3a Consu mers will have a more favourable attitude toward merchandise with the effects of store atmospheresH3b Effects of store atmospherics on merchandise is positively influencing spontaneous purchase in the storeH4 Income level is influencing spontaneous purchase that is caused by store atmosphericsRepatronage IntentionH5 Consumers will exhibit greater degree of patronage intention when the store atmosphere appeals to themH6 Gender, Age and Education level influence consumers evaluation of stores imageThe responses gathered from the questionnaire were then entered into SPSS 13.0 for statistical analysis.3.5 Summary of Chapter 3Secondary data such as journals and textbooks were being reviewed before conducting the actual primary research. This was to allow the author to further understand the review on interpose Atmospherics, mood and repatronage behaviour before developing the questionnaire for primary data collection and to develop the hypotheses of this study. A total of 89 responses were collected via online and offline distribution to enter into SPSS 13.0 for statistical analysis.Conclusive Research DesignDescriptive ResearchMethodData Analysis is quantitativeSecondary data surveyQuestionnaire retrospectData Collection aspect analysis by launched an Employee Workplace Survey to gather data that would identity why do employees stay/leave the company?Identifying factors influencing retention to gather data from across the employee population of the company.TERMINOLOGIES oration OUTLINESChapter 2 Literature Review2.1 IntroductionThis Section looks at the main literature in this area. The first sections focus on the structure of merchandising and the broader visibility of the area. The section then moves on to its main concern which is the job retention of merchandisers at junior and senior levels in merchandise. Merchandising is an economic vault of heaven, which has traditionally been associated with the commerce of merchandisers. Overall, 60% of low skilled employees are merchandisers and 40% are skilled. Whilst these figures show that the merchandise sector clearly employs a larger number of low skilled than the skilled, it is not a balanced industry ( acquirementsmart, 2006). The representation of low skill workers in the merchandise sector however, follows a number of important patterns. Official statistics are used to highlight the prepotency of merchandisers in part time work in the merchandise sector and the under representation of merchandisers at senior levels. According to Skillsmart, (2006), official figures are general and are unlikely to provide a clear understanding of the dynamics relating to the position in which merchandisers are employed in merchandise sector. The following sections therefore outline theories that have been offered to account for these gender disparities, oddly in relation to barriers for merchandisers attempting to progress into senior management positions. An examination of managing diversity is th en offered and potential mechanisms for ensuring merchandise organisations fully utilise the talents of all employees to exploit productivity is discussed.2.2 The structure of the merchandise sectorThe merchandise sector is the largest clandestine sector employer in the Hong Kong yet it is rarely recognized as such. Skill smart (a not for profit organisation, set up and part funded by Government to identify and address the skills needs of the Hong Kong merchandise sector), suggest that this is, peradventure because its workforce is not concentrated in any particular neighbourhood or locality. In fact, the merchandise sector is the largest public sector employer in the Hong Kong. Furthermore, Wang XI Inc is the Hong Kongs second largest employer after the Jubilee (Skillsmart, 2004). Overall, the merchandise sector employs three one thousand million people throughout the Hong Kong, which accounts for approximately ten per cent of use throughout the Hong Kong. However, the struct ure of the industry is unusual, and is described bySkillsmart, as hourglass shaped. The overwhelming majority (95%) work in firms with less than ten employees. Consequently, there is significantly less (just over two hundred) merchandise employers with more than fifty staff, reflecting the hourglass shape of the industry profile.2.3 Present profile of turnover of employeesEmployment enquireations have risen more or less in (Q1) from an already high level in Q4. Of the 514 executives surveyed, 54% expect to increase their hiring which is slightly up from 53% the previous.Year-on-year, expectations have remainedsteady. The 54% supply to grow headcount this year is at the same level as Q1 2006, though there are some variations between the sectors surveyed. Companies are exceedingly confident about how they will perform in the next sextet months with 95% of respondents forecasting their companys performance to be excellent or good in the first half of 2007. Respondents in Hong Kon g report higher levels of staff turnover than in any other market surveyed in Asia with 37% stating that turnover in thelast twelve months has exceeded 10% (Hudson, 2007).Hudson, one of the worlds leading professional recruitment, outsourcing and talent management solution providers, today released findings of its comprehensive every quarter Hudson Report for Asia. With a reputation as a key socio-economic exponent in the current marketplace since its Asia launch in December 1998, the survey has been built on the premise that employers expectations of an increaseor decrease in staffing levels represent a significant indication of their optimism in the growth of their organisation and their industry as a whole. The Hudson Report represents the expectations of over 2,200 key employment decision makers from multinational organisations of all sizes in all major industry sectors, with 514 of these executives based in Hong Kong.2.4 The general profile of employees in the merchandise sect orTraditionally the merchandise sector is associated with the employment of low level and inexpert workers, the vast majority of whom work in the lower ranks of the organizational hierarchy. The profile of employees in merchandise also follows a number of other patterns. The merchandise sector for example employs a large proportion of young people. According to recent estimates 29% of those employed in the sector are between the ages of 16 to 24. This is compared to the overall economyfigure of 14%. It has been suggested that this figure may be due to the popularity of merchandise as a part-time occupation for young people and students (Skillsmart, 2006). Merchandise is also a popular choice for older workers (those over 55).In terms of ethnic minority employment, the merchandise sector employs a similar proportion to those figures available nationally (Skillsmart, 2006). recent research has shown however, that certain recruitment practices may prevent ethnic minorities from gaini ng employment in merchandise organizations. For example a study for Birmingham and Manchester cities in Britain for example, found that employers might specify jobs as a matter of course that require the staff to work on Saturdays without realizing that a large pool of potential workers would be unable to work on this day as it is their Sabbath (Vector research, 2003).2.4 The trends common in the merchandise sectorMerchandise is an economic sector, which has traditionally been associated with theemployment of diverse people of different background. Overall, 55% of merchandise employees are women and 45% are men (Skillsmart, 2006). This gender factor in the merchandise sector remains fairly consistent throughout the nations and regions of the Hong Kong and this profile has been fairly consistent over the last 10 years. Skill level has also contend a bigger part in influencing how long an employee is wiling to stay in a given organization. Better salaries in other organizations may l ead to employees moving from their respective place of work in pursuit for rectify opportunities(Hudson, 2006). Level of qualification gives workers a broader spectrum of work opportunities that they gladly take into considerations. Skillsmart (2006) suggest that Hong Kongs larger ethnic population is likely to be the source of this greater proportion of the workers in the capital run by ethnic minorities may proprietorship driven by highly skilled male people. It is important to note however, that the representation of retention in the merchandise sector follows a number of