a study on employee retention among executives spss

A Study on Employee Retention among Executives

A Case Study of a Construction Industry in Pakistan

[Name of the Writer]

[Name of the Institute]

[Subject]

[Date]

Table of Contents

CHAPTER 5: EMPIRICAL RESULTS AND ANALYSIS ........................................................... 4

Section One.............................................................................................................................. 4

1. Age Group................................................................................................................. 4

2. Gender ....................................................................................................................... 5

3. Job Preference ........................................................................................................... 6

4. Job Satisfaction ......................................................................................................... 7

5. Expecting a More Satisfying Job .............................................................................. 9

6. Reward and Recognition ......................................................................................... 10

7. Importance of Appreciation .................................................................................... 11

8. Satisfaction with the Provided Facilities................................................................. 13

9. Quality of Infrastructure and Equipment ................................................................ 14

10. Impact of Bonus on the Motivation and Performance ........................................ 15

11. Fun at Work And Its Impact On Employees Motivation .................................... 16

12. Opportunities of Growth and Development ........................................................ 17

13. Impact of Company Polices ................................................................................ 18

14. Implication of three R’s (Recognition, Reward and Respect) ............................ 19

15. Level of Satisfaction with Welfare Measures ..................................................... 21

16. Work Environment .............................................................................................. 22

17. Significance of Salary or Compensation ............................................................. 24

18. Significance of Leave Benefits ........................................................................... 25

19. Significance of Retirement Plan.......................................................................... 27

20. Significance of Health and Related Benefits....................................................... 28

21. Significance of Long-Term Insurance................................................................. 30

22. Significance of Tuition Reimbursement ............................................................. 31

23. Significance of Deferred Compensation ............................................................. 33

24. Significance of Employee Assistance Program (EAP) ....................................... 34

25. Significance of Life Works (resource and referral) ............................................ 36

Section Two ........................................................................................................................... 38

26. Job Satisfaction and Age Group.......................................................................... 38

27. Gender and Job Satisfaction ................................................................................ 40

Section Three ......................................................................................................................... 41

28. Relationship between Job Satisfaction and Working Environment .................... 41

29. Relationship between Job Satisfaction and Gender ............................................ 42

30. Relationship between Job Satisfaction and Age Group ...................................... 42

31. Relationship between Job Satisfaction and Rewards and Recognition............... 42

32. Relationship between Job Satisfaction and Appreciation ................................... 43

33. Relationship between Job Satisfaction and growth and development

Opportunities .................................................................................................................. 43

34. Relationship between Job Satisfaction and Health and Related Benefits ........... 44

CHAPTER 5: EMPIRICAL RESULTS AND ANALYSIS

This chapter aims to analyze the results of the study calculated through IBM SPSS

Statistics 22. The results of the study are presented through tabular and graphical illustrations.

This chapter is divided into three sections. Section one describes basic distribution of data

through frequency tables and graphs. Section two represents data in cross tabulation which

describes gender and age group with respect to other key variables. In addition, section three of

this chapter represents relationships among different variables calculated through the statistical

software, IBM SPSS Statistics 22.

Section One

1. Age Group

From a total of 150 participants about 14 (5.8%) were from the age group of 18-25. Most of

the respondents, i.e. 47 (19.5) belonged to the age group of 26-35. About 33 participants (13.7)

aged from 36-55 and 21 (8.7%) were over 50 years of age.

2. Gender

From a sample of 150 respondents, majority, i.e. 129 (53.5%) were males whereas only 21

(8.7%) were females as, it is observed that in Pakistan construction industry is a male dominant

profession.

3. Job Preference

In response to the question ‘If you look for a new Job, (in a new company) what will

be your preference?’ 50 (20.7%) indicated that they prefer career plan when they seek a new job.

In addition, 27 (11.2%) look for flexible timing, 5 (2.1%) prefer increase in other benefits.

However, most of the respondents, i.e. 68 (28.2%) revealed that while looking for a new job they

prefer position improvement probability.

4. Job Satisfaction

From a total of 150 participants, 47 (19.5%) were highly satisfied, and 40 (16.6%) were

fairly satisfied with their current job. On the other hand, 17 (7.1%) were very less and 14 (5.8%)

were not at all satisfied with their recent job. In addition, 32 (13.3%) participants indicated that

they are moderately satisfied with their job.

5. Expecting a More Satisfying Job

In response to the question ‘To what extent do you feel that quitting the present job will

give you a satisfied job’, about 3 (1.2%) indicated very high, and 6 (2.5%) fairly enough

expectation of getting a more satisfying job. On the contrary, most of the participants, i.e. 75

(31.1%) showed very less and 42 (17.4%) not at all at expectation level of getting more

satisfying job. These results indicate that majority of the participants perceive their current job

as fairly satisfying which, according to literature review, is a sign of employee retention. These

employees are more likely to adhere to their current job.

6. Reward and Recognition

When the participants were inquired whether they receive reward and recognition for the

improved performance or achievement, most of the respondents, 138 (57.3%) indicated that they

do, whereas only 12 (5%) denied that their efforts are acknowledged though rewards or

recognition. These rewards can be (bonus, vacation, etc.) and recognition may include (praise,

promotion, more responsibilities etc.)

7. Importance of Appreciation

In response to the question, ‘Is it important that appreciation for your work by your

coworkers and supervisors is necessary?’ 141 (58.5%) agreed that these factors are significant at

workplace, whereas, only 9 respondents (3.7%) indicated that appreciation is not significant to

them. These results indicate the significance of appreciation of employees belonging to the

construction industry of Pakistan.

8. Satisfaction with the Provided Facilities

Surprisingly, the study found that majority of the respondents, i.e. 142 (58.9%) are satisfied

with the facilities provided to the employees belonging to the construction industry of Pakistan,

however, 8 (3.3%) indicated that they are not satisfied with these facilities. Majority of the

respondents indicated that suitable facilities are being provided to the executives in the

construction industry.

9. Quality of Infrastructure and Equipment

In response to the query, ‘How do you rate the infrastructure and equipment provided?’ 51

(21.2%) reported excellent and 58 (24.1%) indicated as very good. About 35 (14.5%) reported

good quality of infrastructure and equipment quality provided to them. On the contrary, 3 (1.2%)

reported poor and worst quality infrastructure and equipment used in the construction industry of

Pakistan. The study found that most of the respondents were satisfied with the quality of

infrastructure and equipment provided in the industry.

10. Impact of Bonus on the Motivation and Performance

In response ‘Does the retention bonus have any impact on the motivation levels and

performances of an associate?’ most of the participants, i.e. 136 (56.4%) reported that bonus had

an impact on their motivation and performance, however, 14 (5.8%) indicated that bonus merely

impacted employees performance and motivation. The study found that bonus positively impacts

employees motivation and performance.

11. Fun at Work and Its Impact on Employees Motivation

From a total of 150 participants about 140 (58.1%) reported that fun at workplace impacts

their performance. On the contrary, 10 (4.1%) participants held that employees motivation is

independent of fun related activities. The study found that huge majority of construction industry

employees are motivated by pleasant environment.

12. Opportunities of Growth and Development

From a sum of 150 participants, 126 (52.3%) reported that their company provides growth

and development opportunities, however, 24 (10%) indicated that their current job failed to offer

growth and development opportunities. The study found that most of the employees in the

construction industry avail growth and development opportunities in their respective firms.

13. Impact of Company Polices

From a total of 150 respondents, 138 (57.3%) reported that company polies or procedures

make their job more difficult, however, 12 (5%) believed that these policies and procedures do

not impact their job. The study found that company policies and procedures greatly impact

employees’ job.

14. Implication of three R’s (Recognition, Reward and Respect)

When respondents were inquired of the implementation of three R’s (Recognition,

Reward, and Respect), 6 (2.4%) do not believe it impacts employee retention, 7 (2.9%) indicated

that they sometimes effect employees embededness. In addition, most of the participants 83

(34.4%) indicated that most of the time these three R’s impact employee retention.

15. Level of Satisfaction with Welfare Measures

The study found that from a sample of 150 respondents, 4 (1.7%) are highly dissatisfied, 18

(7.5) are dissatisfied with the welfare measure of their firm. Nevertheless, 49 (20.3%) are

satisfied and 47 (19.5%) are highly satisfied with their company’s welfare measures. According

to the sum, majority of the respondents are satisfied with the welfare services.

16. Work Environment

In response to the satisfaction level of employees to the work environment, the study found

that 3 (1.2%) employees are highly dissatisfied, 4 (1.7%) are dissatisfied with the work

environment. On the other hand, 66 (27.4%) are satisfied and 52 (21.6%) are highly satisfied and

25 (10.4%) hold neutral opinion to their work environment.

17. Significance of Salary or Compensation

The study found that 22 (9.1%) believed that salary or compensation is not at all important.

About 22 (9.1%) hold that this factor is not very important in employee retention. On the other

hand, 23 (9.5%) believed that it is somewhat important. For 62 (25.7%) salary or compensation

is the most significant factor in employee retention. However, 21 (8.7%) hold neutral opinion.

The study revealed that it is a significant factor for most of the employees.

18. Significance of Leave Benefits

The study found that 1 (0.4%) believed that leave benefit is not at all important. Furthermore,

about 3 (1.2%) hold that this factor is not very important in employee retention. On the other

hand, 56 (23.3%) believed that it is somewhat important. For 49 (20%) leave benefit is the most

significant factor in employee retention. However, 41 (17%) hold neutral opinion. The study

revealed that it is a significant factor for most of the employees.

19. Significance of Retirement Plan

The study found that 11 (4.6%) believed that the retirement plan is not at all important.

Furthermore, about 18 (7.5%) hold that this factor is not very important in employee retention.

On the other hand, 42 (17.4%) believed that it is somewhat important. For 40 (16.6%) retirement

plan is the most significant factor in employee retention. However, 39 (16.2%) hold neutral

opinion. The study revealed that it is a significant factor for most of the employees.

20. Significance of Health and Related Benefits

The study found that 14 (5.8%) believed that health and related benefits are not at all

important. Furthermore, about 15 (6.2%) hold that this factor is not very important in employee

retention. On the other hand, 42 (17.4%) believed that it is somewhat important. For 42 (17.4%)

health and related benefits is the most significant factor in employee retention. However, 37

(15.4%) hold neutral opinion. The study revealed that it is a significant factor for most of the

employees.

21. Significance of Long-Term Insurance

The study found that 5 (2.1%) believe that long-term insurance is not at all important.

Furthermore, about 17 (7.1%) hold that this factor is not very important in employee retention.

On the other hand, 34 (14.1%) believe that it is somewhat important. For 58 (24.1%) long-term

insurance is the most significant factor in employee retention. However, 36 (14.9%) hold neutral

opinion. The study revealed that it is a significant factor for most of the employees.

22. Significance of Tuition Reimbursement

The study found that 14 (5.8%) believe that tuition reimbursement is not at all important,

Furthermore, about 17 (7.1%) hold that this factor is not very important in employee retention.

On the other hand, 36 (14.9%) believe that it is somewhat important. For 76 (31.5%) tuition

reimbursement is the most significant factor in employee retention. However, 7 (2.9%) hold

neutral opinion. The study revealed that it is a significant factor for most of the employees.

23. Significance of Deferred Compensation

The study found that 13 (5.4%) believe that deferred compensation is not at all important.

Furthermore, about 13 (5.4%) hold that this factor is not very important in employee retention.

On the other hand, 38 (15.8%) believe that it is somewhat important. For 45 (18.7%) deferred

compensation is the most significant factor in employee retention. However, 41 (17%) hold

neutral opinion. The study revealed that it is a significant factor for most of the employees.

24. Significance of Employee Assistance Program (EAP)

The study found that 18 (7.5%) believe that employee assistance program (EAP) is not at all

important. Furthermore, about 13 (5.4%) hold that this factor is not very important in employee

retention. On the other hand, 37 (15.4%) believe that it is somewhat important. For 51 (21.2%)

employees assistance program (EAP) is the most significant factor in employee retention.

However, 31 (12.9%) hold neutral opinion. The study revealed that it is a significant factor for

most of the employees.

25. Significance of Life Works (resource and referral)

The study found that 17 (7.1%) believe that life works (resources and referral) are not at all

important. Furthermore, about 17 (7.1%) hold that this factor is not very important in employee

retention. On the other hand, 39 (16.2%) believe that it is somewhat important. For 39 (16.2%)

life works (resources and referral) is the most significant factor in employee retention. However,

38 (15.8%) hold neutral opinion. The study revealed that it is a significant factor for most of the

employees.

Career Plan

In response to the query, ‘Would you like to plan your further career in this

organization?’ 134 (55.6%) respondents said they would like to continue their career in the

current organization. Nonetheless, 16 (6.6%) indicated that they would prefer switching their job.

The study found that most of the participants were willing to continue the job in their current

organization.

Section Two

26. Job Satisfaction and Age Group

The study found that with respect 14 participants form age group 26-35 were highly satisfied,

and 19 were fairly satisfied with the current job. In addition, 8 participants from age group of 36-

45 were very less and 6 were not at all satisfied with their current job. This trend shows that the

age group of 26-35 is the most and 36-45 is the least satisfied group in the selected sample of

employees working in construction industry of Pakistan.

27. Gender and Job Satisfaction

The study found that a total of 42 male participants are highly satisfied whereas, 12 males are

not at all satisfied. The study cannot conclude the job satisfaction with respect to gender because

of a huge portion of male respondents.

Section Three

28. Relationship between Job Satisfaction and Working Environment

The study found a weak but positive relationship between job satisfaction and the working

environment.

29. Relationship between Job Satisfaction and Gender

The study found a weak but positive relationship between job satisfaction and gender.

30. Relationship between Job Satisfaction and Age Group

The study revealed a weak but positive relationship between job satisfaction and age group.

31. Relationship between Job Satisfaction and Rewards and Recognition

The study revealed a weak but positive relationship between job satisfaction and rewards and

recognition.

32. Relationship between Job Satisfaction and Appreciation

The study revealed a weak but positive relationship between job satisfaction and

appreciation.

33. Relationship between Job Satisfaction and growth and development Opportunities

The study revealed a weak but positive relationship between job satisfaction and growth and

development opportunities.

34. Relationship between Job Satisfaction and Health and Related Benefits

The study revealed a weak but positive relationship between job satisfaction and health

and related benefits.