Find out morescribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd. scribd.    A STUDY OF FACTORS AFFECTING HIGHTURNOVER AMONG THE JANITORSAT ABC COMPANYChamalie Ahangama WithanageB.Sc (Hons) Facilities ManagementUniversity of Moratuwaa.w.chamalie@gmail.comSri lankaInstitute of Personnel Management 

   Acknowledgements Institute of Personnel Management I AcknowledgementsThis research is accomplished to be indebted much dedication and admiration of manypeople who have contributed in numerous ways. I express my gratitude to each andevery individual for their encouragement, values and ideas, assistance and especiallytheir commitment towards this research to make it a success.First and most respectively, I am greatly indebted my supervisor, Mr.Mahendra Silvafor the given interest, encouragement, gentle guidance and support offered through outof this study. I extend my sincere thanks to Mr. Suneth Hitihamu for his interest,encouragement and the guidance towards this work as research coordinator.It is my foremost duty to pay my gratitude to Head, Air Vice Marshal RohithaRanasinghe and all other staff members of IPM for the endorsement they gave meduring the final year as well as during the research period. Also another word of thanks must go to all non academic staff members of the IPM for valuable help givenwhenever I required.I express my indebtedness to all participants in the survey for their encouragement,contribution, values and ideas, valuable assistance and especially their commitmenttowards this research and the valuable time they spent to make this researchsuccessful. I

pay special flourishing thanks to Mr. Sudath Berugoda Arachchi (head of HR - Abans Environmental (Pvt) Ltd) for special assistance of this research.Finally I express my heartfelt thanks for my family members, relations, colleagues forgiving me an outstanding company to make this research possible.Chamalie Ahangama Withanage15thSeptember 2012

   Dedication… Institute of Personnel Management II Dedication...To MyBeloved Parents…

   Declaration Institute of Personnel Management III DeclarationI hereby declare that this submission is my own work and that to the best of myknowledge and belief, it contains neither materials published or written by anotherperson nor material which to a substantial extent has been accepted for the award of any other degree or diploma or university or other institute of higher studies, exceptwhere an

acknowledgement made in the text.…………………..…… ……………………..Chamalie Ahangama Withanage DateInstitute of Personnel Management

 Abbreviations Institute of Personnel Management IV AbbreviationsAES- ABC Enviromental Services (Pvt) Ltd

 Abstract  Institute of Personnel Management V AbstractABC is janitor based company and the performance of janitor is a significantcomponent towards the overall company performance. Company performance cancertainly be enhanced by doing labour turnover analysis and diagnostics, leading toenhance efficiency of labours. . Labour turnover has been one of the major researchareas in janitorial industry. The reason is that, in almost janitorial industry is a majorindustry which seriously affected by labour turnover issue.The attempts were made to identify and analyze the factors of labour turnover among janitors in ABC company according to managers’ perspective and janitors’ perspectivecriteria of personal reason, salary, organizational reason and management style.Questions were then formulated to extract a

set of exclusive factors and their levels of influence on labour turnover and distributed among janitors and managers who work in janitorial sites. Level of influence of each factors of labour turnover were analyzedthrough the mean value of the factors and significance factors were identified throughpercentage of importance.It is very important to select the suitable strategies to overcome increasing labourturnover issue. Efficiency of labours has a close link to quality and productivityimprovements of the company. Therefore, managing labour turnover in successfulmanner is essential for surviving and it will enhance company’s marketcompetitiveness.Keywords:Labour turnover, Factors affecting, sources of turnover, ABC company(janitorial industry)

T a b l e o f C o n t e n t s Institute of Personnel Management VI Table of ContentsAcknowledgements ......................................................................................................... I Dedication... ................................................................................................................... II Declaration .................................................................................................................... III

 Abbreviations ............................................................................................................... IV Abstract .......................................................................................................................... V Table of Contents ......................................................................................................... VI List of Figures ............................................................................................................ VIII List of Table ................................................................................................................. IX Chapter 01.....................................................................................................................1 1 Introduction ............................................................................................................. 1 1.1

 Background ......................................................................................................... 1 1.2 Problem Statement .............................................................................................. 2 1.3 Objectives ........................................................................................................... 2 1.4 Scope and limitation ........................................................................................... 2 1.5 Methodology ....................................................................................................... 2 1.6 

Chapter Breakdown ............................................................................................ 3 Chapter 02.....................................................................................................................5 2 Sources of Labour Turnover ................................................................................... 5 2.1 Introduction ......................................................................................................... 5 2.2 Approaches to Employee Turnover .................................................................... 5 2.3 

Overview of company ......................................................................................... 6 2.4 Types of Turnover ............................................................................................... 9 2.5 Methods of Identifying Reasons for Staffs Turnover ....................................... 10 2.6 Relationships among Turnover and Productivity ............................................. 11 2.7 Effects of turnover on an organization .............................................................. 12 2.8 

Measuring Turnover .......................................................................................... 12 2.9 Factors Leading to Turnover ............................................................................. 13 2.10 Preventive actions to reduce turnover ............................................................... 20 2.11 Strategies to overcome employee turnover ....................................................... 21 2.12 Summary ........................................................................................................... 22 Chapter Three.............................................................................................................23

 3 Research Methodology ......................................................................................... 23 3.1 Introduction ....................................................................................................... 23 3.2 Research Design/Methodology ......................................................................... 24 3.3 Summary ........................................................................................................... 28 

T a b l e o f C o n t e n t s Institute of Personnel Management VII Chapter 04...................................................................................................................

29 4 Research Findings and Analysis ........................................................................... 29 4.1 Introduction ....................................................................................................... 29 4.2 Details of the Sample ........................................................................................ 29 4.3 Results of Questionnaire and Interview ............................................................ 30 4.4 Data analysis techniques ................................................................................... 31 

4.5 Sources of labour turnover janitors’ perspective Vs. Managers’ perspective .. 41 4.6 Summary ........................................................................................................... 42 Chapter 05...................................................................................................................43 5 Conclusions and Recommendations ..................................................................... 43 5.1 Recommendations for managers ....................................................................... 45 5.2 

Recommendations for Academic Researchers .................................................. 45 5.3 Contribution to Knowledge ............................................................................... 46 References....................................................................................................................47 

L i s t o f F i g u r e s Institute of Personnel Management VIII List of FiguresFigure 1.1: Chapter Breakdown ......................................................................................4 Figure 2.1: Organization structure of ABC Company ....................................................8 Figure 2.2: Type of turnover ...........................................................................................9 

Figure 3.1: Research Process ........................................................................................23 Figure 3.2: Nested Research Methodology (Kagioglou et al., 2000) ............................24 Figure 4.1: Labour turnover factors in personal reason ...............................................32 Figure 4.2: Percentage Labour composition for age group ..........................................33 Figure 4.3: Labour turnover factors in work environment ............................................35 Figure 4.4: Labour turnover factors in salary and recognition......................................37 Figure 4.5: Labour turnover factors in organizational management style ....................38 

L i s t o f T a b l e s Institute of Personnel Management IX List of TableTable 2.1: Employee turnover statistical data .................................................................... 7 

Table 4.1: Out put of Cronbach’s Alpha test for perspectives ......................................... 30 Table 4.2: Significance of factors influencing labour turnover in personal reason ......... 32 Table 4.3: Percentage Labour composition for age group ............................................... 33 Table 4.4: Significance of factors influencing labour turnover in work environment ..... 34 Table 4.5: Significance of factors influencing labour turnover in salary and recognition37 Table 4.6: Factors influencing labour turnover in organizational management style ...... 38 Table 4.8: Ranking of factors – Janiors’ perspective Vs Managers’ .............................. 41 

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C H A P T E R O N E  I n t r o d u c t i o n  Institute of Personnel Management 1Chapter 011 Introduction1.1 BackgroundThe term “turnover” is defined by Price (1977) as: the ratio of the number of organizational members who have left during the period being considered divided bythe average number of people in that organization during the period. Managers refer toturnover as the entire process associated with filling a vacancy: Each time a position isvacated, either voluntarily or involuntarily, a new employee must be hired and trained.This replacement cycle is known as turnover (Woods, 1995).These employees are extremely crucial to the organisation since their value to theorganization is essentially intangible and not easily replicated (Meaghan et al, 2002).Therefore, managers must recognize that employees as major contributors to theefficient achievement of the organization’s success (Abbasi et al, 2000). 

Organizations invest a lot on their employees in terms of induction and training,developing, maintaining and retaining them in their organization. Therefore, managersat all costs must minimize employee’s turnover. Although, there is no standardframework for understanding the employees turnover process as whole, a wide rangeof factors have been found useful in interpreting employee turnover (Kevin et al,2004). Therefore, there is need to develop a fuller understanding of the employeeturnover, more especially, the sources what determines employee turnover, effects andstrategies that managers can put in place minimize turnover.ABC Environmental Services (Pvt) Limited is the market leader in janitorial andrelated services and the position they have maintained since 1994. Being the onlyJanitorial and Housekeeping service provider in the country with ISO 9001certification since 1999, has helped us to deliver a consistent and tested service whileadding value to our clients’ service requirements. According labour turnover statisticaldata, labour turnover is over 30% in last decade in ABC company. It is significantfigure that need to be examined root causes and find out strategies to overcome. 

C H A P T E R O N E  I n t r o d u c t i o n  Institute of Personnel Management 21.2 Problem StatementTurnover of janitors is over 30% in last decade and it becomes severe issue of smoothoperation of company. Labour turnover rate has a close link to the quality andproductivity improvements of the organization. Therefore, managing labour turnoveris essential to survive in the industry and ensure industrial competitiveness.1.3 Objectives1.3.1 General ObjectiveTo find out factors affecting labour turnover among janitors in the ABC company.1.3.2 Specific ObjectivesI. Identify various factors affecting for labour turnover among janitors in ABCcompany.II. 

Analyze factors which affecting for labour turnover among janitorsIII. Ranking the factors affecting for labour turnover according to level of perspective of janitors’ and manager’.IV. Identify compatibility of perspective level of janitors’ and managers’ towarsfactors affecting for labour turnover among janitors in ABC company.1.4 Scope and limitation The research will be carried out within the ABC company and it is limited to janitors and operation managers who work in janitorial sites. Utilizing only two data collection method (interview and survey) Gathering actual turnover information is not easy task because there is noproper data base in ABC Company.1.5 Methodology

Literature survey and reviewA comprehensive literature review has been carried out using various books, journals,research papers, conference papers, and electronic media as well as through

C H A P T E R O N E  I n t r o d u c t i o n  Institute of Personnel Management 3discussions with experts to identify the concept of sources of labour turnover andstrategic approaches to overcome the issue. Questionnaire SurveyA comprehensive questionnaire survey has been carried out to obtain views about thesources of labour turnover and strategic approaches to overcome the issue. AnalysisStatistical test has been carried out to rank the sources of labour turnover and strategicapproaches to overcome the issue according to the level of importance.1.6 Chapter BreakdownChapter One: General Introduction 

Chapter one consists of the background to the study, aim and objectives, scope of thestudy, organization of the report with a brief introduction to the research methodology.Chapter Two:Literature Review This chapter presents a comprehensive literature review on factors affecting for labourturnover and strategic approaches which relates to the turnover management process.Chapter Three:Research Process and Methodology Explain about the research methodology and statistical analysis methods adopted forthis study.Chapter Four:Analysis and Research Findings Described the survey findings on researchChapter Five:Conclusions and Recommendations The conclusions derived from the research findings and recommendations forpromoting good practice are presented in this chapter. Suggested recommendationsfor further researches are also included.

C H A P T E R O N E  I n t r o d u c t i o n  Institute of Personnel Management 4Chapter BreakdownFigure 1.1: Chapter BreakdownChapter 04Analysis of dataLiteraturereviewQuestionnaire surveyInterviewChapter 01IntroductionObjective 04Prioritizinginfluential(strong)solution forsuccessfullabourturnovermanagementChapter 05Conclusion,recommendationand further researchdirectionObjective 03Identifyrelativeimportance of factorsaffecting forlabourturnoverObjective 02To find out thecompatible andstrategicapproacheswhich relatesto the turnoverObjective 01

Identify andanalyze factorsaffecting forlabour turnoverChapter 03MethodologyChapter 02Literature survey

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C H A P T E R T W OS o u r c e s o f L a b o u r T u r n o v e r    Institute of Personnel Management 5Chapter 022 Sources of Labour Turnover2.1 IntroductionEmployee turnover has become an important area of research from both a theoreticaland practical standpoint. It is important from a theoretical perspective, inunderstanding how the underlying causes of turnover can provide insights into how tocontrol the phenomenon. In this chapter the researcher reviewed a variety of publishedliterature dealing with employee turnover in general and some more specific toemployee turnover in the janitorial industry.2.2 Approaches to Employee Turnover

According to Ivancevich and Glueck, staff turnover is the net result of the exit of someemployees and entrance of others to the organization. Singh et al, 1994, alsodefine staff turnover as the rate of change in the working staffs of a concern during adefinite period. Kossen defined the staff turnover as it is the amount of movement inand out (of employees) in an organization. Turnover, as per Wikipedia (the freeencyclopedia), in a human resources context refers to the characteristic of a givencompany or industry, relative to rate at which an employer gains and loses staffs. Price(1977) defines turnover as the degree of individual movement across the membershipboundaries of a social system. Macy & Mirvis (1976) viewed turnover as anydeparture beyond organizational boundaries. Mobley stated that turnover is thecessation of membership in an organization by an individual who received monetarycompensation from the organization. Organizations invest a lot on their employees in terms of induction and training,developing, maintaining and retaining them in their organization. Therefore, managersat all costs must minimize employee’s turnover. Although, there is no standardframework for understanding the employees turnover process as whole, a wide rangeof factors have been found useful in interpreting employee turnover Kevin et al.(2004). Therefore, there is a need to develop a fuller understanding of the employee

C H A P T E R T W OS o u r c e s o f L a b o u r T u r n o v e r    Institute of Personnel Management 6 turnover, more especially, the sources what determines employee turnover, effects andstrategies that managers can put in place to minimize turnover.These employees are extremely crucial to the organisation since their value to theorganization is essentially intangible and not easily replicated (Meaghan et al, 2002).Therefore, managers must recognize that employees as major contributors to theefficient achievement of the organization’s success (Abbasi et al, 2000). Managersshould control employee turnover for the benefit of the organization success.Denvir & McMahon (1992) reported that "High levels of turnover can becomesubstantial and detrimental to the organization. It prevents relationships betweenemployees and employers. It involves heavy administrative costs and a substantial lossof productivity through the breaking up of teams who are used to working together.Yet managers may have difficulty understanding and or accepting employee turnoverwithin their organization, due to a myopic perspective of the situation. However,identifying the underlying causes,

quantifying the problem, and identifying possiblesolutions to high employee turnover can prove to be valuable information formanagers who wish to make a difference (Mobley, 1982).2.3 Overview of companyABC Environmental Services (Pvt) Ltd commenced business in 1985, as a jointventure company between ABC Limited and International System of Denmark. ABCLimited is one of the largest privately held group of companies operating in Sri Lanka,having more than 27 independently operating companies organized under 4 strategicbusiness units with a turnover of over Rs. 10 Billion (US$ 100 Million).ABC Environmental Services (Pvt) Limited is the market leader in janitorial andrelated services and the position they have maintained since 1994. The company hassales has sales of over Rs. 01 Billion per annum and employ over 8,000 staff on apermanent basis and service over 1,400 customers on regular contract.Being the only Janitorial and Housekeeping service provider in the country with ISO9001 certification since 1999, has helped us to deliver a consistent and tested servicewhile adding value to our clients’ service requirements.

C H A P T E R T W O

S o u r c e s o f L a b o u r T u r n o v e r    Institute of Personnel Management 7 They provide services to most of the banks and private hospitals in the country andthey also provide Solid Waste Management Services to the Colombo MunicipalCouncil and other Local Authorities.2.3.1 ABC Environmental (Pvt) Ltd – AimWe aim to be the leading Facilities Management Specialists.To achieve this, we will develop services, superior to those of The competition and match them to the local needs of our customers In order to provide them with peace of mind peace of mind and enhance their business. By delivering on thing commitment at the highest standardsOf performance, we will achieve sustained profitable growthEmployee turnover statistical dataTable 2.1: Employee turnover statistical dataYear % of Labour Turnover2011 302010 282009 252008 202007 222006 272005 242004 252003 232002 252001 32According to table 2.1 average labour turnover is 25% in last decade in ABCCompany. It is significant figure that need to be examined root causes and find outstrategies to overcome. Managers are struggling to manage

labour turnover issueamong janitors in ABC company from last ten years. But still they are unable to findsound solution to overcome issue successfully. So this study has been conducted lastthree months to find out factors affecting for labour turnover among janitors.

 SupervisorJanitorSite ManagerOperational ManagerSnr. Project ManagerChief ExecutiveOfficer

C H A P T E R T W OS o u r c e s o f L a b o u r T u r n o v e r    Institute of Personnel Management 9General formal reporting relationship is shown in organization chart. There nearly4000 janitors work under 300 supervisors. Nearly hundred managers managingsupervisors and janitors. Ten operational

managers are leading according to areaswise. Four senior operational managers are directing the sites located in the country.Duputy Genaral Manager is responsible for overall strategic approaches of thecompany.2.4 Types of TurnoverVoluntary turnovers are those caused by the interest of the employee whileinvoluntary turnovers are the decision of management to quit employees from work.Voluntary turnovers are further distinguished between functional and dysfunctionalturnovers.Functional turnovers are the resignation of substandard performers and dysfunctionalturnovers refer to the exit of effective performers. Dysfunctional turnover, which is themost concerning factor, of the management, since it is affecting negatively toorganization’s general performance, into avoidable turnover (caused by lowercompensation, poor working condition, etc) and unavoidable turnovers (family moves,serious illness, death, etc) over which the organization has little or no influence.Therefore, management should give special attention to avoidable turnover which ithas a control and improves the situation and then staffs retention. The following chartgives a clear picture of staff turnover ladder (Yared, 2007, p.10).Figure 2.2: Type of turnover

(Source: Loquercio Yared, 2007, p.10)TurnoverVo luntar Invo luntarFunctionalUnavoidableD s f u n c t i o n a l Avoidable Turnover

C H A P T E R T W OS o u r c e s o f L a b o u r T u r n o v e r  

  Institute of Personnel Management 102.4.1 Voluntary Turnover Decision ProcessAs explained by Stephen, employees may become bored with the content of job,frustrated by lack of promotion, fed up with their supervisors or irritated by changes intheir working environment. The following ten steps are the decision process for thevoluntary turnover (Yared, 2007, p.10).a. Evaluate existing job,b. Experience job dissatisfaction,c. Think of quitting,d. Evaluate expected utility of search for a new job and the cost of quitting,e. Decide to search for alternatives,f. Search for alternatives,g. Evaluate alternativesh. Compare best alternative with present jobi. Decide whether to stay or quit j. Quit2.5 Methods of Identifying Reasons for Staffs TurnoverSince turnover involves the most important resource of an organization, it needs to beexamined and monitored. Several different methods are available to researchersseeking to investigate why employees choose to leave.I - Exit InterviewUndertaking formal interviews with employees before they leave the organization is acommon

method used to develop an understanding of their motivation for resigning.The most straightforward approach is to take the designer through a questionnaire of direct questions concerning his/her satisfaction with pay, supervisor, developmentopportunities, relationships with colleagues and job content (Orton, M. (1971).II - Surveys of Ex-employeesAnother way of collecting information about the reason for staff resignation is tocontact former employees some months after they left the organization and ask themfor a considered view of their reasons for resignation (Yared, 2007, p.10).

C H A P T E R T W OS o u r c e s o f L a b o u r T u r n o v e r    Institute of Personnel Management 11III - Attitude SurveysA third approach is to seek the views of employees before they leave and so provide abasis for the development of policies and practices that will deter them from so doing.Questions can also be asked about their current intentions as regards the future andabout their perception of alternative career paths open to them. Such approachesenable employers to anticipate in which

areas future turnover is most likely to occur,and to gain an insight into the main causes (Yared, 2007, p.10).IV Quantitative ApproachesQuantitative approaches are unlikely in themselves to give a particularly clear pictureof reasons for turnover, they may reveal some general trends and can usefullysupplement information gathered using the three other methods outlined above. Anynumber of ratios can be investigated using quantitative analyses. Examples mightinclude comparing leavers with stayers in terms of their ages, the distance they travelto work, their shift-patterns, pay levels, performance record or length of service. It isalso possible to use these techniques to identify the extent to which turnover varieswith the type of job undertaken or with the supervision of different managers (Yared,2007, p.10).2.6 Relationships among Turnover and ProductivityTurnover deeply related with the productivity of an organization. Employee turnovercan hamper the overall productivity of an organization and is often a symptom of otherdifficulties.During the time of replacement the co-worker faces problems due to the vacancy.After the replacement the co-worker have to spend time from their task to help thenew

worker. Newly appointed employee may not be trained properly for the newposition and needed time consuming training for settle down with the new job place.There may be cultural differences between new employees with the previous onewhich slows down his job performance. Demographic position also influences workersperformance and characteristics. The market reputation of the employer is adverselyaffected due to high staffs turnover. May not be able to meet customer orders andexpectations on timely manner. All the causes mentioned above contribute hugely tothe damage of productivity of any organizations or service sectors. Care therefore

C H A P T E R T W OS o u r c e s o f L a b o u r T u r n o v e r    Institute of Personnel Management 12must be taken to reduce or minimize turnover rate as minimum as possible(Shamsuzzoha & Rezaul, 2007, 65).2.7

 Effects of turnover on an organizationAn excessive turnover rate regardless of cause has an enormous negative impact onthe company and those employed with the organization. Sometimes even consumerand customers suffer by the amount of change in the business. Employee turnover canhave a negative effect on the performance of the business. The most common find of the effects turnover has on an organization is financial loss. These costs can beseparated into two categories. Tangible costs include the time spent in recruiting,selecting, interviewing, and training new employees. These expenses are visible andnoted in the cost of advertising and manpower expenses. A manager spends time awayfrom his principal duty to be involved in the hiring process. A certain amount of capital is lost due to the time devoted to other functions instead of managing everydayfunctions (White, 1995). Employee turnover can become expensive if not controlledby the company. Intangible losses include the lost of the knowledge the person leavingis taking with them.The greater the intellect of the person, the larger the loss. The workload of theremaining employees is increased due to the missing person (René, 2003). Coworkersmust now pick up the slack and work longer or more shifts until a new employee ishired, which also creates overtime in certain industries. Companies may

have to dealwith the negative publicity which follows businesses with high turnover rates (White,1995).2.8 Measuring TurnoverThe commonly used formula to calculate a crude turnover rate for any given period isdescribed as shown below by theTotal leavers over period x 100Average no. of employees

C H A P T E R T W OS o u r c e s o f L a b o u r T u r n o v e r    Institute of Personnel Management 13The employee turnover rate is usually calculated by dividing the number of employeesseparated from the company they were working for by the base number of jobs duringthe period (CIPD, 2006).2.9 Factors Leading to TurnoverEmployees move from one organization to the other and from one industry to the otherfor different reasons. It is the attraction of a new job or

the prospect of a period outsidethe workforce which 'pulls' them like higher salary or better benefits; on otheroccasions they are 'pushed' due to dissatisfaction in their present jobs to seek alternative employment. It may be mixtures of both pull and push factors.According to the recent research conducted by CIPD, (2006), push factors play amajor role in most resignations than pull factors. CIPD also emphasized that it isrelatively rare for people to leave jobs in which they are happy, even when offeredhigher pay elsewhere. Human resource management is one of the most importantfunctions that should be carried out with care and consciously in order to motivatestaffs for better productivity and serve the organization for long time. The cause of staff turnover should be studied by management carefully. From the control point of view the staff turnover may either be avoidable or unavoidable. They also furtherelaborated that unavoidable causes are not fault of management but due to otherfactors which are not under organizations control like employees personal betterment,domestic affairs such as marriage and pregnancy, illness, retirement, death, etc. andavoidable causes are like employees dissatisfaction with job, low remuneration, longhour of work and poor working conditions, bad relation with supervisors and fellowworkers and redundancy of activities.

2.9.1 Work environment related reasonI - Lack of TrainingNew-hire orientation and skills training are two required components of jobpreparation for which employers are responsible. Job preparation begins with theinitial step in training during new-hire orientation. Employees who start new jobswithout any kind of orientation or training are often unaware of workplace policiesand processes that would benefit their job performance. Additional training throughoutthe employment relationship keeps employee skill sets up-to-date and enables a more

C H A P T E R T W OS o u r c e s o f L a b o u r T u r n o v e r    Institute of Personnel Management 14productive and efficient workforce. When employees lack the training necessary tobecome more productive, their performance suffers and they will either leave of theirown volition for jobs that provide training and employee support or they will beterminated for poor performance. A lack of proper training and development is alsomajor cause for voluntary turnover (James, 2004, 13).

II - Poor Working ConditionsEmployees must have the necessary tools to perform their duties. This includes theproper equipment, machinery as well as adequate lighting, work. Poor workingconditions due to physical elements lead to low productivity and overall jobdissatisfaction. The latter, particularly when left unaddressed leaves employees feelingunappreciated and they ultimately leave (Alan & Rita, 2002)III - Workplace ConflictEmployees involved in workplace conflict especially when management or humanresources fails to investigate or resolve the issues. Unresolved workplace conflict has adetrimental effect on employee morale. Employer precautions include enforcingworkplace policies that support fair employment practices and implementing a processfor employees to report incidents that often rise to the level of workplace conflict, suchas harassment or bullying (Edmund & Bradley, 1988).IV - Employee CommunicationEmployers who communicate regularly with employees lessen the risk of creating aworkforce that feels undervalued and unappreciated. Keeping employees informedabout organizational changes, staffing plans and fluctuating business demands is oneway to ensure employees remain with the company. Neglecting employee concernsabout job security through lack of communication or

excluding employees fromdiscussions that can affect their job performance, such as policy or proceduralchanges, negatively impacts the way employees view their employer. Their viewstransform to dissatisfaction and finally low productivity due to low morale anddisengagement. The negative relationship between instrumental communication andturnover (Helen, 2007).

C H A P T E R T W OS o u r c e s o f L a b o u r T u r n o v e r    Institute of Personnel Management 15V - Job DissatisfactionJob dissatisfaction has been found to be a common occurrence with several levels of severity. A direct positive correlation was found in the employee’s level of dissatisfaction and the chance that the employee would leave the organization (Henry,2007).VI - Role StressorsStaw (1980) identified three role stressors, which contribute to employee turnover.These three role stressors are role ambiguity, role conflict, and role overload. Almostthe opposite of lack of responsibility, role stress is a result of work environmentperceptions and thus, influences

affective responses such as organizationalcommitment. Role ambiguity results when an employee is uncertain how to performthe job. Role conflict is experienced when an employee receives two or more sets of expectations or demands that are incompatible and cannot be simultaneously satisfied(Churchill, Ford, & Walker 1976).VII - Lack of RespectCertain businesses have been criticized for not giving employees the respect that theyfeel they deserve. Employees expect to be treated with dignity and respect at all levelsof the job. Employees can be the deciding factor in an organization’s success. For thisreason, employers should treat employees with respect and in the same manner inwhich they would like to be treated. If management does not realize that employeesare its most important assets. Since employees generally want to do a good job, itfollows that they also want to be appreciated and recognized for their works. Even themost seasoned employee needs to be told what he or she is doing right once in a while(James, 2004, 14).VIII - Lack of ResponsibilityIndividuals perceive that they are ready to make the decisions yet, management maynever give them the chance. Responsibility is a major factor that can provide a lastingchange of attitude. Therefore, empowering the employee could be a

critical investmentin a company’s future (James, 2004, 13).

C H A P T E R T W OS o u r c e s o f L a b o u r T u r n o v e r    Institute of Personnel Management 16 IX - Job securityJob security is the probability that an individual will keep his or her job; a job with ahigh level of job security is such that a person with the job would have a small chanceof becoming unemployed. Employees have a preference for security of their jobs(Hokey, 2007),X - Degree of autonomy Researchers on turnover recognize that the relationship between the degree of autonomy and turnover is based on the assumption that a high degree of autonomy is apositive outcome for the

member of the organization. It is assumed that individualswill negatively evaluate controls in the form of orders and rules imposed on them bythe organization. Several studies have reported data on the relationship between jobautonomy and turnover and all have found that lower amounts of autonomy areassociated with higher turnover (Adel & Roger,1985, ).XI - Feedback on performance There are a few studies reported supporting a negative relationship between feedback on performance and turnover. Ross and Zander (1997) mention in their study thatfeedback represented a significant factor in the employee's decision to participate.XII - The organizational cultureThe reward system, the strength of leadership, the ability of the organizations to elicita sense of commitment on the part of employees, and its development of a sense of shared goals, among other factors, will influence such indices of job satisfaction asturnover intentions and turnover rate (Samson, 2012, 314).XIII - A bad match between the employee's skills and the jobEmployees who are placed in jobs that are too difficult for them or whose skills areunderutilized may become discouraged and quit the job.

XIV - Substandard equipment, tools or facilitiesIf working conditions are substandard or the workplace lacks important facilities suchas proper lighting, furniture, restrooms and other health and safety provisions,employees will not be willing to put up with the inconvenience for long time (Holden,1980).

C H A P T E R T W OS o u r c e s o f L a b o u r T u r n o v e r    Institute of Personnel Management 17 2.9.2 

Management style related factorsI - Ineffective LeadershipIneffective leadership results from employers’ failure to provide support foremployees who demonstrate aptitude and interest. Promoting employees without thebenefit of basic leadership training puts the employer at risk for high turnover and lowproductivity. It’s akin to setting the supervisor up for failure and it jeopardizesemployee-supervisor relationships. Leadership training and employee developmentcan help the new supervisor understand how to balance his dual responsibilities –managing department functions and managing people. Without leadership training,however, the supervisor can fail because he did not receive the training he needed andemployees who report to him suffer because of potentially poor employee-supervisorrelationships (Holden, 1980).II - Poor relationship with the managementPoor relationship with the management can be an important reason for the employeesto leave their jobs. These may include providing training to the line managers for aneffective supervision before appointing or upgrading them, providing security of jobswith good working environment etc. There may be an offer for re-training the existingmanagers who have a poor record at keeping their staff happily. Supervising managerscould be

accountable for employee turnover in their teams (René, 2003).III - Inadequate or lackluster supervision Employees need guidance and direction. New employees may need extra help inlearning an unfamiliar job. Similarly, the absence of a training program may causeworkers to fall behind in their level of performance and feel that their abilities arelacking (René, 2003).IV - Supervisory styleSeveral studies have explored the relationship between aspects of supervisory styleand turnover. The general conclusion is that employees who have supervisors high onhuman relations ability are less likely to quit. Related aspects of supervisory style havebeen found to be associated with turnover in many other studies. Also some previousstudies found a negative relationship between satisfaction with supervisor andturnover (René, 2003).

C H A P T E R T W OS o u r c e s o f L a b o u r T u r n o v e r    Institute of Personnel Management 182.9.3

 Salary / career advancement related factorsI - Lack of AdvancementWhen employees perceive no growth areas/future or desire to advance within thesystem, they have no reason to remain in the current work situation. Poor promotionalopportunities are associated with higher rates of turnover. There are many researchresults supporting the negative relationship between promotional opportunities andturnover. If the job is basically a dead-end proposition, this should be explained beforehiring so as not to mislead the employee. The job should be described precisely,without raising false hopes for growth and advancement in the position (James, 2004,13).II - IncomeMany studies have established that there is a strong relationship between pay levelsand turnover rates. Armknecht and Early, in their analysis of manufacturing quit rates,found that the level of earnings is the most important single factor affecting voluntaryseparation. Other studies have reached similar conclusions about the negativerelationship between pay levels and turnover (Samson, 2012, 314).III - Unequal or substandard wage structures–Inequity in pay structures or low pay is great causes of dissatisfaction and can drivesome

employees to quit. Again, a new worker may wonder why the person next to himis receiving a higher wage for what is perceived to be the same work.2.9.4 Personal reasons related factorsI - Reallocates with their spouse or partner -Employee also pushed to leave job due to the dissatisfaction in their present workplaceor by domestic circumstances when someone reallocates with their spouse or partner(Adel, 1985).II - AgeReviewers of the turnover literature report a consistent negative relationship betweenage and turnover younger employees have higher rates of turnover than older ones(Adel, 1985).

C H A P T E R T W OS o u r c e s o f L a b o u r T u r n o v e r    Institute of Personnel Management 19III - Length of serviceAs with age, reviewers of the turnover literature report a consistent negativerelationship between

length of service and turnover, turnover being relatively high inthe early years of employment (Adel, 1985).IV - Marital status There are contradictory results reported in the literature on the relationship betweenmarital status and turnover. However some researchers pointed out in their studies thatfamily responsibilities, assessed by marital status and number of dependents, havegenerally been associated with decreased turnover (Adel, 1985).V - SexNo simple pattern emerges when we examine the literature on the relationshipbetween the sex of the employees and turnover. However, Marsh and Mannari foundin their study that women had higher turnover rates than men.VI - Unrealistic expectationsAnother factor is the unrealistic expectations and general lack of knowledge that many job applicants has about the job at the time that they receive an offer. When theseunrealistic expectations are not realized, the worker becomes disillusioned and decidesto quit (Samson, 2012, 314).V - The personThese include both personal and trait-based factors. Personal factors include thingssuch as changes in family situation, a desire to learn a new skill or trade, or anunsolicited job offer. These traits

are some of the same characteristics that predict jobperformance and counterproductive behaviors such as loafing, absenteeism, theft,substance abuse on the job, and sabotage of employer's equipment or production.These traits can be measured and used in employee screening to identify individualsshowing lower probability of turnover (Samson, 2012, 314).

C H A P T E R T W OS o u r c e s o f L a b o u r T u r n o v e r    Institute of Personnel Management 202.10 Preventive actions to reduce turnoverManagement needs the appropriate training in order to detect and be able to deal withcertain situations that may arise in order to prevent the

person from leaving. Employeeissues should be taken care of before resignation is given. Company leadership shouldbe involved in practicing good personnel management techniques which will assist inthe reduction of job dissatisfaction and thus turnover. Poor management is a cause of dissatisfaction, and can be resolved by using good management skills. Companytraining should be evaluated periodically as well as occasional audits of employeeperformances and standards evaluations should be conducted to gain a betterperspective on employee satisfaction (René, 2003).Management should be involved in finding out the reasons people are leaving. Theyshould also work to promote job satisfaction and create a stronger company loyalty.This information can be gathered by using exit interviews and surveys. Exit interviewsmay be too late for the person leaving, but it may help to keep others. Employeeattitude surveys give the manager a better understanding of how the employees feelabout their jobs and can help gage job satisfaction. Managers should recognize thatpreventing turnover is a difficult task which requires knowledge of certain issuesleadership should learn in order to be more successful at keeping employees andreducing the turnover rate. Open door policies are another form of gatheringinformation and possible insight into employee job satisfaction and receive innovativeand productive ideas to help keep the

company at a healthy stage ( René, 2003).Companies attempt to keep salary and compensation information private, which canreduce dissatisfaction and animosity between employees. The solution tocompensation issues might be easily resolved if that is the sole reason for leaving acompany; pay employees more than competitors do.Another factor of turnover is the fact that many managers are unaware of the true costof turnover, and others do not know the general core causes and those causes specificto their areas of responsibility, therefore cannot take action. Poor managementdeteriorates employee morale, and cannot determine the reasons people do not want towork there anymore. In addition, some managers are under the mistaken impressionthat turnover is simply going to happen and there is nothing to do to stop it (René,2003).

C H A P T E R T W OS o u r c e s o f L a b o u r T u r n o v e r    Institute of Personnel Management 212.11 Strategies to overcome employee turnoverI - Recognize AccomplishmentsFor some employees, acknowledgment of a job well done can mean almost as much asa pay increase.

When employees do a good job, praise them in front of their peers.You can also thank the whole staff by taking them to lunch or dinner after thesuccessful completion of a difficult project (James, 2004, 438).II - Treat People FairlyAn employee who perceives unfairness, is highly likely to resign. Do not discriminateagainst employees and treat them at all times.III - Job SecurityIf people feel secure within their role, they are less likely to feel the need to look elsewhere for employment. Security and stability are greatly valued by mostemployees.IV - CommunicateGood communication is vital within any business. If communicate regularly withemployees, they are more likely to feel like a true member of the team. Opencommunication channels such as consultative bodies, performance appraisals, attitudesurveys and grievance systems will give your staff the opportunity to raise any issuesthey may be having and will help to prevent a problem escalating to the point of leaving the business (Muhammad, 2005).V - Promote EngagementKeep employees engaged to prevent them from becoming bored and losing interest intheir work. Seek their input to determine ways you can keep the job interesting andfresh and provide new

challenges by creating special projects that make use of theirparticular skills and interests. Work with those who desire advancement to create anaction plan to get to the next level (Naresh, 1999)

C H A P T E R T W OS o u r c e s o f L a b o u r T u r n o v e r    Institute of Personnel Management 22VI - People Management Skills for Line Managers –Ensure that all line managers are fully trained in people management and developmentskills. Re-training may be required for any line manager who has a high level of staff turnover.VII - Be FlexibleIf people are forced to work hours which do not suit them, they may well look for a job which fulfills their requirements, therefore, it may be needed to accommodateflexible working hours/times, if practicable within your organization (Leonard, 2008).2.12 Summary

In this chapter the researcher reviewed a variety of published literature dealing withemployee turnover in general and some more specific to employee turnover in the janitorial industry.

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C H A P T E R T H R E E   Research Methodology  Institute of Personnel Management 23Chapter Three 3 Research Methodology3.1 Introduction

The research methodology is the process followed to achieve the aims and objectivesof the research. The aim of this chapter is to give an outline view of the process thatwill be used in this research. The chapter illustrates the research methodology,research design and the arguments for selecting the methodology. The chapterelaborates the research methodology using the research processFigure 3.1: Research ProcessFurtherResearchData CollectionGuide to samplingand identificationQuestioner SurveyData AnalysisConclusion & RecommendationSample selectionPreliminarResearch problemEstablish aim & obectivesL i tera ture snthes isBackground study

C H A P T E R T H R E E   Research Methodology  Institute of Personnel Management 24The objectives of this research were to identify and rank the factors affecting laborturnover among ABC company. Further to test out whether any distinction existsbetween the perspective of labours and managers of factors affective labour

turnover.The main factors for labour turnover were identified through a literature search.Questions were formulated according to the factors, which distributed amongmanagers and janitors.3.2 Research Design/MethodologyFigure 3.2: Nested Research Methodology (Kagioglou et al., 2000)Research design or research methodology of any research consists of identifying thefollowing three key factors.1. First, identifyresearch philosophyon which the research will be premised.2. Then, select an appropriateresearch approachfor theory testing and/or building.3. Finally, selectresearch techniquesfor data collectionand data analysis. The final outcome of the research depends highly on this research design. Therefore itis of paramount importance to develop the most

appropriate research design for theparticular research study.(Source: Kagioglouet al. 2000 cited Senarathna, 2005)RESEARCH PHILOSOPHYRESEARCH APPROACHRESEARCH TECHNIQUES

C H A P T E R T H R E E   Research Methodology  Institute of Personnel Management 253.2.1 Survey Research Approach

There is an important distinction between surveys and survey research. A survey is ameans of "gathering information about the characteristics, actions, or opinions of alarge group of people, referred to as a population". Surveys that are conducted toadvance scientific knowledge are referred to as survey research (Kraemer, 2002).3.2.2 Research TechniqueAfter selecting the research approach, appropriate research techniques had to beidentified to operate the research. These techniques could be discussed under twobroad types as data collection techniques and data analysis techniques. Commonlyused data collection techniques are interviews, questionnaires, document surveys,observation and participation (Tan, 2002). The method of data analysis is alsoimportant because there should be a way to interpret of the collected data and come toa conclusion. The data analysis technique will act as the media to interpret the dataand give the conclusion. Statistical analysis, Content analysis, Pattern-matching andCognitive mapping are the commonly used techniques in data analysis. This researchhas referred to statistical analysis following headings discuss those technique.3.2.2.1 

Data Collection TechniqueDetailed Questionnaire SurveyDetailed questionnaire survey was the most important part of this data collection. Theresearch identified factors affecting labour turnover.Format of questionnairesQuestionnaire one- Factors affecting for labour turnover according to janitors’perspectiveThis questionnaire included some of the factors identified from the previous researchstudies and literature for their references. Janitors have been asked to indicate therelative effect of those factors using a simple 5 – level scale.Questionnaire two– Factors affecting for labour turnover according to managers’perspective

C H A P T E R T H R E E   Research Methodology  Institute of Personnel Management 26 This questionnaire included some of the factors identified from the previous researchstudies and literature for their references. Managers have been asked to indicate therelative effect of those factors using a simple 5 – level scale.

 Interview with managersInterview with managers to identified general background of them, managerialcapability, educational level and perspective towards labor turnover. Interview with janitorsInterview with janitors to identified background information, root cause for turnoverwith description.SamplingSampling can be defined as the method of selecting a representative sample from apopulation. But selecting most appropriate sample for the study is quite difficult (Tan2002). 30 numbers of janitors and managers were selected from ABC company. Agroup of managers and janitors had been selected to provide opinions on the labourturnover in ABC company.Following criteria is used to correctly identify eligible participants for the surveys.Janitors who left from the company in the period of research conducted. Managerswho directly managing janitors in janitorial sites.3.2.3 Data Analysis TechniquesThe questionnaires has used likert scale (1 to represent less important and 5 torepresent most important) and the results received by the survey

was analyzed usingstatistical software package (SPSS).3.2.3.1 Coefficient of Variation (COV)Coefficient of Variation (COV) expresses the standard deviation as a percentage of themean and it is useful to compare relative variability of different responses.%100×= X S COV Where,

C H A P T E R T H R E E  COV - CoefficiS - StandardX - Weighte3.2.3.2 Internal ConsCronbach's alpha is a tidentified as 'scale reliaeach individual item imeasures consistency a(Nunnally and BernsteiThe standardized CronbWhere N is the numbeaverage of all covarianNunnally and Bernsteinand 0.9.3.2.3.3 

Hypothesis TeIn attempting to reachassumptions, which mainstances researchers foit or nullifying it. Suchdenoted by H0. Any halternative hypothesis.So, in this research theH0:There is no cperspective.H1:There is correperspective Researchnt of VariationDeviationMean of Samplestency Analysis (Cronbach’s Alpha)st for a model or survey's internal consistencybility coefficient'. Cronbach's Alpha is a measa scale correlates with the sum of the remong individual items in a scale (Streiner and, 1978).ach'sαcan also be defined as;r of components equals the average varianes between the components (Cronbach, 1951(1978), in a reliable data set the alpha shouldstingdecisions, it is useful to make assumptions oror may not be true, are called

Statistical Hypormulate a statistical hypothesis for the sole purphypotheses are often called Null Hypothesisapothesis which differs from a given hypotheull Hypothesisis,rrelation between the janitors’ perspectivelation between the janitors’ perspective Methodology . In addition, itre of how wellining items. Itorman, 1989),e and is the. According tobe between 0.7guesses. Suchthesis.In manyose of rejectingd are normallyis is called anand managers’nd managers’

C H A P T E R T H R E E   Research Methodology  Institute of Personnel Management 28Test Statistics to Test Rank Correlation Coefficient (rs

)Rank correlation measures the difference between the ranks for each pair.)1(61212−−=∑=nnd r niiS  212sscalr nr t −−= rs- Rank Correlation Coefficientdi- Difference between each rankingsn - Number of objectives Null Hypothesis H0:0= ρ 

(There is no correlation between rankings of  janitors and manager)Alternative Hypothesis H1:0≠ ρ (There is a correlation between rankingsof janitors and mangers)“ ρ ” is the standard symbol of Correlation Coefficient. In this hypothesis “ ρ ” is theRank Correlation Coefficient.3.3 SummaryThis chapter discussed the methodology and the design of this particular research. Thesurvey method and questionnaire survey is considered to collect data from janitors andmanagers who work in ABC company. Data were analyzed through mean andpercentage of importance. Hypothesis test was conducted to find out compatibility of managers’ perspective and janitors’ perspective.Distributed “t” with “n-2” degree of freedom

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DATA ANALYSIS

C H A P T E R F O U R Research Findings and Analysis  Institute of Personnel Management 29Chapter 042 Research Findings and Analysis2.1 IntroductionA proper data collection and adhering to advanced methods to analyze the data areparamount important in a research to achieve worthy outcomes. This chapterillustrates the findings and analysis of the survey and finding and analysis regardingthe factors affecting labour turnover. Prior preparing the questionnaire the researcherhas referred many research articles in the source of lobour turnover.2.2 Details of the SampleThere are nearly 4,000 labours in ABC. It is very difficult to identify the wholepopulation because

there is no proper documentation method within the company.However, janitors who are in remote areas are disregarded. The questionnaires weredistributed among 30 janitors who are working in ABC in the Western province. Thereare many sampling techniques in the theory of statistics to select a sample. Basicallythose techniques are discussing how to select a sample without being bias to anyrespondent and to give same opportunity for each respondent to be selected in to thesample. But without knowing the whole population those techniques cannot be usedeffectively. Hence this research had selected a representative random sample for datacollection.2.2.1 Data Analysis for ReliabilityThe data set has to check the reliability before use for the analysis. When doingquestionnaire surveys sometimes there may be questions, which are not consistent tothe issue, or sometimes received data may have lot of variations within respondents.Therefore, internal consistency should be checked and variables which reduce thereliability of the test should be disregarded from the analysis.Cronbach’s Alpha has used to check the internal consistency in this research. A lowcoefficient alpha indicates that the sample of items performs inadequately in

C H A P T E R F O U R Research Findings and Analysis  Institute of Personnel Management 30understanding the idea given by the measure. Conversely, a large alpha indicates thatthe identified variables correlate well with true scores (Gilbert and Churchill, 1979).The 16thversion of Statistical Package for Social Science (SPSS 16) software wasused to carry out this test. The receivedCronbach's Alphavalue is 0.724 for the dataset for perspectives and this shows the reliability of the data set according to theGilbert and Churchill’s interpretation.Table 2.1: Out put of Cronbach’s Alpha test for perspectivesSources of labour Turnover Cronbach's Alpha if Item DeletedSalary / Recognition 0.721Personal Reason 0.707Work Environment 0.719Organizational management situation 0.782Above table 4.1 indicates the resultant Cronbach's Alpha value. If the received value isvery much lower than 0.724 that corresponding factor should be removed from theanalysis. That is because this situation shows a low reliability. In this case neitherperspective received values greater than Cronbach's Alpha value and therefore can beconcluded as the data set is reliable and

each perspective has a strong relationship forthe issues specified.2.3 Results of Questionnaire and InterviewThe labours were asked to consider factors in the questionnaires which had beenidentified from the literature review. Labours and managers were asked to indicate therelative effect of those factors using a simple 5–level scale:,1 Least affected2 - Fairly affected3 - Moderately affected4 - Significantl affected5 - Extremely affected

C H A P T E R F O U R

 Research Findings and Analysis  Institute of Personnel Management 31Purpose of this questionnaire was to find out relative effect of sources of labour turnover to turnover in ABC. Results of interview received from janitors and mangers areanalyzed in qualitative method2.4 Data analysis techniquesPercentage =All together there were 30 respondents .Factors which obtained as a percentage valueof less than 50% were disregarded and the factors which obtained a percentage valueof more than 50% were considered as significance factors of labour turnover. Abovecalculations is carried out for the factors, for the identification of the significantfactors.A mean for each factor is computed to deliver an indication of the importance of thefactor. The mean computation is used to rank the factors according to theirsignificance in affecting labour turnover. The factors having mean ratings of higherthan the neutral point 3, this indicates that these factors are seen by labours as highlyaffected in labour turnover.Coefficient of Variation (COV) expresses the standard deviation as a percentage of themean and it is useful to compare relative variability of

different responses. Statisticalresult obtained through coefficients of variations is a good indication of the agreementbetween responses of the labours. Low coefficient of variations indicates higher levelof agreement between respondents. Among the above identified factors havecoefficient of variations ranging between 20%-40%. These are comparatively lowercoefficient of variations; hence indicate higher agreement between labours.Total no. of respondentsNo. of respondents whostated the criteria isaverageNo. of respondents who stated“Significantly affected” and“Extremely affected”+

C H A P T E R F O U R Research Findings and Analysis

  Institute of Personnel Management 32Table 2.2: Significance of factors influencing labour turnover in personal reasonVariable COV% Importance % Janitor Manager Mean Rank Rank Mean 1 Health-related issues 20 90 

4.35 1 5 3.01 2 Difficulty travelling to andfrom work  24 88 4.03 2 4 3.89 3 Difficulty balancingwork/life issues 30 

85 3.95 3 2 4.26 4 Childcare issues 32 84 3.92 4 1 4.32 5 Elder care issues 

27 83 3.59 5 6 2.89 6 Relocation to followspouse 29 80 3.41 6 9 2.22 7 

Maternity 21 48 2.92 7 3 4.04 8 Retirement 33 45 2.78 8 8 2.41 

9 Other domestic reasons 34 40 2.32 9 7 2.61 Figure 2.1: Labour turnover factors in personal reasonAccording to the table 4.2 health-related issues, difficulty travelling to and from work and difficulty balancing work/life issues have mean value above three in perspectiveof janitor and manager and are becoming extremely affected factors under personalreason. Retirement and other domestic reasons have the low mean value (below 2.78)in janitors’’ perspective and managers’ perspective.Regarding the ranking of personal reason section, enormous rank difference betweenfactors of maternity and health-related issues indicates the incorrect

managementperspective towards labour turnover. There are no huge differences in rankingdifficulty balancing work/life issues, elder care issues and retirement.00.511.522.533.544.51 2 3 4 5 6 7 8 9 Mean (Janitor)Mean (Manager)

C H A P T E R F O U R Research Findings and Analysis  Institute of Personnel Management 33The indicators which are health-related issues and difficulty travelling to and fromwork have received low ranks in the manager’s perspective are the significant factorsfor labour turnover according to the labours’ perspective.According to the

percentage of importance significantly affected has received morethan 80%. That indicates the significance of particular factors is high comparing toother factors under personal reasons. The averaged affected factors were in range of 60% - 80% in and percentage of importance.Table 2.3: Percentage Labour composition for age groupFigure 2.2: Percentage Labour composition for age group1. Health related issuesExposure to chemicals, working with machinery and sharp tools, work long hours andworking in risky working conditions are causing to health related issues. Sleepdisorders, depression, hearing loss, lung disease, diabetes, vision & eye diseases, heartdisease, and cancer are mainly stated diseases which most elder janitors are suffering.According to figure 4.2 54 percent of janitors are over 55. Most of janitors join in theirmiddle ages since they need to be independent and live separately without being aburden to their children. They are not capable enough to do careers which need moretalents and skills. So they have to leave service with a short period of time. They askedinsurance system or allowance for medical.There are above 50 percent female labours who have worked nearly 10 years. Amongthem more than 67 percent are widowed or

divorced. Literacy of around 61 percent of labours are illiterate or under grade 5.AgeNumber of labours %Under 25 725-34 835-44 1345-54 1855-64 35Over 64 197813183519Percentage Labourcomposition for agegroupUnder 2525-3435-4445-5455-64

C H A P T E R F O U R Research Findings and Analysis  Institute of Personnel Management 342. Difficulty travelling to and from workMost of the respondents travel more than 20km daily from home to workstations. Thatis the reason this factor takes higher mean value of 4.03 among responses of janitors.When compare to their salary

and cost for bus fare, it is very hard to afford. So theyasked travelling facility or travelling allowance to stay with company and theirargument is no point of staying with company with affording all expenses.3. Difficulty balancing work/life issuesCause of child care issues, elder care issues, relocation to follow spouse and maternitymost of the employees leave company. Pregnant ladies are unable to perform janitorrole in the pregnancy period. Since they have to perform some hard work. Thereforethey request light weight work in that period for pregnant ladies in the interviewprocess. Since they are daily paid wagers, working hours are laid on 7am- 7pm or 7pm– 7am in whole week. That 12 hour shifts put off them their private life and unable toattend to child care issues and elder care issues. So they ask a flexible policy from thecompany in order to balnce the work and life issue.Table 2.4: Significance of factors influencing labour turnover in work environmentFactorCOV%Importance%Janitor ManagerMeanRank Rank Mean1Poor fit between the employee and the job31.0 97.67 4.34 1 5 3.212 Job dissatisfaction 23.5 90.75 4.12 2 6 3.183 Workload/stress 20.9 83.83 3.62 3 2 3.874 Work environment 24.9 80.37 3.46 4 4 3.655 Risky

working conditions 20.8 76.91 3.41 5 7 3.026Inadequate employeeorientation and training25.4 73.45 3.27 6 8 2.977 Inferior facilities and tools 22.5 69.99 3.43 7 11 2.318 Worried about job security 23.6 56.15 3.12 8 1 4.269 Way work is organized 23.6 43.4 2.68 9 9 2.7510 Insufficient challenge 25.6 40.15 2.60 10 10 2.5611 Lack of meaningful work 24.6 36.91 2.46 11 3 3.76

C H A P T E R F O U R Research Findings and Analysis  Institute of Personnel Management 35Figure 2.3: Labour turnover factors in work environmentAccording to the figure 4.3 poor fit between the employee and the job, jobdissatisfaction and workload/stress can be identified as highly affected factors forlabour turnover for janitors who are currenltly working for ABC (mean values forparticular factors 4.34, 4.12 and 3.62 respectively).Issues about job security, workload/stress and lack of meaningful work factors havealso received high mean value in managers’ perspective level but low in

janitor’sperspective. Way work is organized and insufficient challenges have received lowmean value in both perspective levels. This represents inappropriate factors inaffecting labor turn over in ABC company. The indicators have shown high meanvalues in janitors’ perspective which are poor fit between the employees and the joband job dissatisfaction have average probability in affecting according to themanagers’ perspective.According to the percentage of importance, eight factors become the critical factors inlabour turnover. Their mean values are more than three according to janitor’sperspective. Therefore those indicators should be systematically studied by managersto overcome issues in a logical manner. According to the results obtained from theinterview, about 60 percent of labors think, that their working environment bad orworst. More that 56 percent of labours never obtained a proper training from ABCcompany. Over 71 percent said that their work load is very much high.0.00.51.01.52.02.53.03.54.04.51 2 3 4 5 6 7 8 9 1 0 1 1 Mean (Janitor)Mean (Manager)

C H A P T E R F O U R Research Findings and Analysis  Institute of Personnel Management 36 Poor fit between the employee and the jobCleaners are responsible for maintaining the cleanliness of the building and to performother related cleaning tasks including cleaning disinfect sinks, toilets, floors, wastebaskets and etc. But some workers do not perform their work at the requiredasatisfatory level. So after getting knows

the real picture of janitors’ role, most of workers leave company. So managers need to be careful when recruiting janitors andthey have to make sure that the recruited janitor is best fit to workstation to avoidunnecessary issues.Employee orientation and trainingAccording to results of interviews with janitors, there should be an orientation andtraining program for safety orientation, chemical hazards, electrical hazards,ergonomic hazards and injuries on the Job. Because substantial deaths have beenreported due to unawareness of the safety processes. Knowing safety techniques leadto minimize the risks in working environment in janitorial field. Most of janitors don’tknow how to perform the cleaning taskes in a systematic way. Therefore on the jobtraining is essential for enhancing job satisfaction and minimizing labour turn over.Work environmentBased on the interview results, there should be a reasonable temperature, circulationof fresh air and sufficient and suitable lighting in janitors rest rooms. The drinkingwater and washing facility should be available in the operational units. The operativeswho finish their shift work in the night, relevant facilities should be provided.Managers should recruit sufficient labours to perform job, because insufficient staff lead to increase workload of single janitor and that factor leads to turnover intention.Further, mangers should provide tools

and equipment to carry out work effortlesslyand effectively.

C H A P T E R F O U R Research Findings and Analysis  Institute of Personnel Management 37 Table 2.5: Significance of factors influencing labour turnover in salary and recognitionFigure 2.4: Labour turnover factors in salary and recognitionAccording to the figure 4.4 all indicators become significantly affected factors forlabour turnover because they have received higher mean value (above 3.95) andpercentage of importance (above percentage of 78). Even less or no appreciation forwork done and internal pay inequity have received higher mean value according to janitors’ perspective; while those factors have received very low mean value frommanagers. Managers don’t believe appreciation is essential factor for keeping labourswith company in the long term. Further they need to come across solution to solveissues

regarding internal pay inequities.According to an interview with janitors, salary is the main issue that is leading forleaving organization. So researcher suggests that, managers should be capable enoughto manage organizational operational and overhead cost to increase labours salary.Since in janitorial field success is mainly depends on performance of janitors. Thereshould be an organizational culture that appreciates janitors makes sure recognition to janitors.0.01.02.03.04.05.01 2 3 4 Mean (Janitor)Mean (Manager)No Variable COV% Importance% Janitor Manager Mean Rank Rank

 Mean 1 Dissatisfaction with pay 17.31 92.34 4.59 1 1 4.12 2 Less or no appreciation forwork done 18.95 83.00 4.11 2

 3 2.98 3 Internal pay inequity 20.68 87.67 4.02 3 4 2.76 4 Lack of career development 20.51 78.33 3.95

 4 2 3.97 

C H A P T E R F O U R Research Findings and Analysis  Institute of Personnel Management 38Their monthly salary is below 10 000 LKR and they are getting nearly 12 000- 13 000LKR with overtime payments. 80 percent of labours believe that they are not paid wellwhen comparing to other companies who is having similar working environment. Somore than 85 percent of them are planning to resign and join other companies wherethe wages are high.

Table 2.6: Significance of factors influencing labour turnover in organizational management styleNo Factor COV% Importance% Janitor Manager Mean Rank Rank Mean 1 Conflicts with supervisors orco-workers 31.0 97.67

 4.34 1 1 4.13 2 Management inability to solvemajor administrative problems 23.5 90.75 4.12 2 5 2.67 3 Perceptions of unfair treatment 

20.9 87.83 4.02 3 2 3.12 4 Ineffective communication. 24.9 85.37 3.96 4 3 3.01 5 

Poor supervision 20.8 78.78 3.71 5 4 2.86 6 Management dishonest indealing with employees 22.5 75.23 3.63 6 7 2.48 

7 Dissatisfaction withmanagement style 23.6 69.56 3.52 7 6 2.59 Figure 2.5: Labour turnover factors in organizational management styleReceiving higher mean value (above 3.52) and higher importance of percentage(above 69 percentages) for all factors indicates organizational management stylesignificantly affected for higher labour turnover.0.00.51.01.52.02.53.03.54.04.51 2 3 4 5 6 7 Mean (Janitor)Mean (Manager)

C H A P T E R F O U R Research Findings and Analysis  Institute of Personnel Management 39Huge mean value difference indicates in management inability to solve majoradministrative problems, perceptions of unfair treatment and ineffectivecommunication. Management doesn’t believe above factors affect significantly forhigh turnover that is showing in their low mean for the

factors. Janitors and managersbelieve conflicts with supervisors or co-workers are the major factor for higherturnover under management style.According to results, getting through interview with janitors management andsupervisors should keen enough for janitors issues regarding their jobs. For that thereshould be a sound communication system between janitors and management. Headoffice staff should be supportive to solve janitor’s issues in a rapid manner and shouldbe treated them friendly manner in such situation. All the janitors should be treated inthe same and fair manner to minimize bad image towards the management.78 percent of labours feel that they are treated as slaves by the management though54% of managers believe that the labour- management interaction is good. While 56percent of labors feel that relationship with supervisors is bad, 53% managers statedthat the relationship is good. Around 67 percent of labours have had conflicts with thesupervisors and they have got any inquiries to solve their problems. The relationshipamong labours is bad according to 55 % of labours, but 67% managers believe that therelationship is good. According 64 percent of labours, supervisors’’ leadership skillsare bad.90 percent of managers are male and there 70 percent of mangers are in the age groupof 36-40. 88 percent of managers have their highest education qualification as G.C.EA/L.The managers

never obtained a proper training to develop their management skills;they have leadership skills only by experience. 63 percent of managers are confidentwith their leadership skills. 81 percent of managers have got their position bypromotions with experience.

C H A P T E R F O U R Research Findings and Analysis  Institute of Personnel Management 402.4.1 Test Statistics to Test Rank Correlation Coefficient (rs))1(61212−−=∑=nnd r niiS  212sscalr nr t −−=

 Null Hypothesis H0:0= ρ (There is no correlation between rankings)Alternative Hypothesis H1:0≠ ρ (There is a correlation between rankings)“t” value was calculated using the SPSS computer package and the result of the testhypothesis as follows,Organizational Management styleDecision Rule : Reject H0if Tcal> 2.365 or Tcal< -2.365Value of “T” 0.177Decision Since -2.365< Tcal<2.365, there are no enough evidence to reject H0 Conclusion : The null hypothesis is accepted. According to that there is norelationship between

the rankings. Therefore there to a 95% confidence interval it canbe stated that the ranking the factors of janitors’ perspective and managers’perspective is differentSection T-Cal T(28)Personal reason 3.453 2.120Work environment 0.847 2.228Salary / Recognition 2.658 2.179Management style -0.177 2.365Distributed “t” with “n-2” deree of freedom

C H A P T E R F O U R Research Findings and Analysis

  Institute of Personnel Management 412.5 Sources of labour turnover janitors’ perspective Vs. Managers’perspectiveAccording to the results of the test statistic of rank correlation coefficient, to a 95%confidence interval there is no correlation between the rankings of Work environmentand Management style in janitor’s perspective and managers’ perspective but there iscorrelation between the ranking of personal reason and salary/ recognition. Followingare the sources of labour turnover which have recorded the highest difference inranking:Table 2.7: Ranking of factors – Janiors’ perspective Vs Managers’Section FactorRankDifferenceJanitor ManagerPersonalreasonHealth-related issues 1 5 4Maternity 7 3 -4Childcare issues 4 1 -3Work environmentLack of meaningful work 11 3 -8Worried about job security 8 1 -7Inferior facilities and tools 7 11 4Salary / RecognitionCareer development 4 2 -2ManagementstyleManagement inability to solvemajor administrative problems2 5 3Considering the difference of ranking factors such as health-related issues, inferiorfacilities and tools inferior facilities and tools and management inability to solvemajor administrative problems have significant important in janitors’ perspective

thanmanagers perspective in labour turnover. Factors such as, maternity, childcare issues,lack of meaningful work, worried about job security and career development havesignificant importance in managers’ perspective than janitors’ perspective in labourturnover.

C H A P T E R F O U R Research Findings and Analysis  Institute of Personnel Management 422.6 SummaryThis chapter discusses the accomplished methodology of this research and the resultsof the survey. Then detailed survey was carried out among janitors and managers whoare working in ABC. The respondents were prioritizing according to each perspectiveand rank the differentiation was done in the analysis. Finally combinations betweentwo responses were identified.

 CCHHAAPPTTEERR0055 1

 CONCLUSIONS AND RECOMMENDATIONS

C H A P T E R F I V E  C o n c l u s i o n s a n d R e c o m m e n d a t i o n s  Institute of Personnel Management 43Chapter052 Conclusions and RecommendationsABC is janitor based company and the performance of janitor is a significantcomponent towards the overall company performance. Company performance cancertainly be enhanced by doing labour turnover analysis and diagnostics, leading toenhance efficiency of labours. Labour turnover has been one of the major researchareas in janitorial industry. The reason is that, in almost janitorial industry is a majorindustry which seriously affected by labour turnover issue. It is very important toselect the suitable strategies to overcome increasing labour turnover issue. Efficiencyof labours has a close link to quality and productivity improvements of the company.Therefore, managing labour turnover in successful manner is essential for survivingand it will enhance company’s market competitiveness. Labour turnover is a burningissue for any

organizations. For the steady productivity of an organization it isessential to maintain its skilled workforce. But most of the times it is very difficult tocontrol the turnover rate within organizations.It can be argued that the managing labour turnover is the best human resourcespractice. Managing labour turnover has been identified as a good managementpractice, which is facilitated to achieve organizational goals. Most of the companiesincluding ABC have identified the importance of managing labour turnover in order toachieve their business objectives. In past, managing labour turnover consists of responsibility of administrative department, but nowadays several human resourcespractices have established to reduce the labour turnover.This particular research is aimed at identified sources of labour turnover according to janitors’ perspective and managers’ perspective. But it is identified that there is a gapof perspective level. Although anybody can argue that already sources of labourturnover has been identified, but due to incorrect identification and poor managementdecisions lead to unsuccessful labour turnover management.

C H A P T E R F I V E  C o n c l u s i o n s a n d R e c o m m e n d a t i o n s

  Institute of Personnel Management 44The attempts were made to identify and analyse the factors which are highlyinfluencing in labour turnover in labors’ perspective and janitors perspective anddifference in perspective levels were analysed in four categories. The identification of the influencing factors in personal reason, management style, salary and work environment were achieved through a comprehensive literature review and survey.This study was based on the questionnaire survey and interview to extract a set of exclusive factors which are highly influencing labour turnover and to determine thelevel of influence of each factor for labour turnover. Level of influence of each factorswere analyzed through the mean value of the factors and significant factors wereidentified through percentage of importance.Through the ranking of the significant factors affecting labour turnover in ABC,ranking correlation coefficient was calculated. Result of the test hypothesis provedthat there is no correlation among the ranking of factors for two section of turnover(management style and work environment). Salary/ recognition and personal reason of  janitors have correlation among the ranking of factors. Therefore it can be concludedthat the identification of sources of labour turnover is different from managers’perspective from janitors’ perspective

exclude salary/ recognition and personal reasonof janitors.Under the personal reasons of janitors section health-related issues, difficultytravelling to and from work and difficulty balancing work/life issues have becomesignificant factors. Poor fit between the employees and the job, job satisfaction andworkload/stress are considerable factors under work environment section. As thesignificant factors of salary and recognition dissatisfaction with pay and less or noappreciation for work done are also important. Conflicts with supervisors or co-workers, management inability to solve major administrative problems andperceptions of unfair treatment are major factors under management style.According to results from interview process, most of them are elder female janitorswho travel long distance to work station. They need considerable salary to survive andexpect good recognition from management and supervisors. Further they are lookingforward for a sound working environment with enough staff to carry out functions in asmooth manner. Further good supervision and training are expected by janitors. Itappears that managers in ABC have limited knowledge of janitors’ requirements.

C H A P T E R F I V E  C o n c l u s i o n s a n d R e c o m m e n d a t i o n s

  Institute of Personnel Management 45Since managers should have extensive knowledge of the factors affecting turnover tosolve the issues in a systematic manner. Findings of this research can be used by allthe managers who are working in ABC to successfully manage turnover issuesuccessfully.2.1 Recommendations for managersThrough the industry survey, it has been found out that the proper identification of sources of labour turnover are in a very poor stage because most of managers are busywith routine work, Therefore they lack of opening for strategic approach. Through thisresearch it is strongly recommended for mangers to implement labour turnovermanaging strategies after an appropriate evaluation of sources of labour turnover.Unless otherwise they would not be able to achieve target for afford.There is no panacea for achieving eliminating turnover in ABC company. With theactual identification of sources of turnover, it is important to grasp the current turnoverrates and actual condition in detail, set goals and achieve the goals through a soundstrategic approach as far as possible.Employees are the backbone of business success and therefore, they need to bemotivated and maintained in organization at all cost in terms

of providing qualityproducts and services to the society. Managers must understand that employees intheir organizations must be treated as the most valuable assets of the organization.This asset needs to be monitored with due care, otherwise their organizations wouldcease to exist.Managers should examine the sources of employee turnover and recommend the bestapproach to fill the gap of the source. In most situations the causes of staff turnoverare a combination of one or more factors. Therefore, the best solution for the problemis to identify the major causes and treating them to reduce.2.2 Recommendations for Academic ResearchersThis research was carried out to identify sources of labour turnover among janitors inABC Company in janitors’ perspective and managers’ perspective. This research waslimited to the turnover among janitors in ABC Company. Also due to the time

C H A P T E R F I V E  C o n c l u s i o n s a n d R e c o m m e n d a t i o n s  Institute of Personnel Management 46 limitation the sample was limited to thirty and all of them are in western province.Therefore followings

are recommended as further extensions of this research.1. Case study can be conducted to check the validity of the proposed sources of turnover introduced by this research.2. Extend this research and develop a novel tool to mange turnover issue in ABCCompany in successful manner.3. Can extend this research to identify the relationship of managing employeeturnover and overall performance of the organization and develop a model todemonstrate the relationship.4. In the increasing competition and when going for the competition of janitorialindustry, this research outcome can be further improved and develop as costdeclining tool.2.3 Contribution to KnowledgeThis research has identified the inadequateness of researches in the area of identification of sources of labour turnover among janitors as the knowledge gap.Proper identification of sources of labour turnover needed to be managing issue hasbeen introduced by this research to fill that gap through a comprehensive literaturesurvey and

evaluation of managers’ and labors’ perspective. Therefore those factoridentification and evaluation of relationship between perspective levels can beconsidered as contribution to knowledge by this research.

 REFERENCES

  References  Institute of Personnel Management 47 References1. Adel, H., & Roger, M. (1985). Some factors influencing labour turnover:personnel managers.Personnel Review, 14, 22-282. Alan, K., & Rita, M. (2002). Past work experience, present opportunities andturnover decisions.Personnel Review, 31, 518-5393. Birgit, S., & Nicole, T. (2007). Turnover intention and preparedness forchange:Exploring leader-member exchange and occupational self-efficacy asantecedents of two employability predictors.

CareerDevelopment International,12, 660-6794. Edmund, H., & Bradley, J. (1988). Labour turnover in UK manufacturing. International Journal of Manpower , 9, 8–11 5. Helen, R. (2007). Can training remove the glue from the sticky floor of low-paidwork for women?. Equal Opportunities International, 26, 555-5726. Henry, O. (2007). A review of the literature on employee turnover. African Journal of Business Management,23, 49-547. Hokey, M. (2007), Examining sources of warehouse employee turnover. International Journal of Physical,37, 375–388 8. Hokey, M., & Ahmed, E. (2003). Developing the profiles of truck drivers for theirsuccessful recruitment and retention.

 International Journal of Physical Distribution & Logistics Management , 33, 149-162.9. Holden, D. A. (1980), Industrial Structure and Labour Turnover, International Journal of Manpower,1, 3–6 10. Ian, M. T., & Jonathan, W. (2007). The importance of management style in labourretention. International Journal of Sociology and Social Policy, 27, 5-1811. James, H. (2004). A review of a multiple retailer's labour turnover, International journal of retai & distribution management , 32, 434 – 441

  References  Institute of Personnel Management 4812. 

Jason, H. H. (2002). Reasons given for employee turnover in a full priceddepartment store. Home economics,23, 19-4413. John, J. R., & James, E. S. (1977). Sources of professional staff turnover in publicAccounting firms revealed by the exit interview. Accounting Organizations and Society, 2, 165-17514. John, S. (2002), Job-to-job turnover and job-to-non-employment movement: Acase study investigation.Personnel Review, 31, 710–72115. Leonard, k. (2008). An analysis of labour turnover: causes and effects.MBA,Egerton University16. Luisito, B., & Olivier C. (2009). The determinantsof excess worker turnover inLuxembourg. International Journal of Manpower , 30, 253-26817. Michael, C.G., & Davidson, N. (2010). How much does labour turnover cost?: Acase study of Australian four- and five-star hotels. International Journal of Contemporary Hospitality Management 

, 22, 451-46618. Muhammad, A. B., & Muhammad, J. (2005). Human resource practices asdeterminants of employee turnover: an empirical investigation. Asian Academy of  Management Journal,10, 69-8019. Naresh, K. (1999). Employee turnover bad attitude or poor management.Singapore, Nanyang technology university.Organization.Addis Ababa University 20. Orton, M. (1971). The Costing of Labour Turnover.Personnel Review, 1, 85-8821. Peter, B., & Keith, M. (2003). Labour turnover and retention in New Zealand: Thecauses and consequences of leaving and staying with employers. Asia Pacific Journal of Human Resources,41, 195-214 22. 

René, C. (2003). Employee turnover.MBA, Capella University23. Richard, P (1974). People &amp; jobs: the perennial problem: labour turnover indistribution. International Journal of Retail & Distribution Management , 2, 18-22

  References  Institute of Personnel Management 4924. Rosalind, C. (1993), Excessive Labour Turnover: The Case of Clerical Staff inSingapore. International Journal of Manpower , 14, 32–4025. Samson, K. (2012). Assessment of causes of labour turnover in three and five star-rated hotels in Kenya. International Journal of Business and Social Science, 15,311-31726. Sandra, R. C. (2012).

 Assessing employee turnover in the language servicesSection of parliament of the republic of South Africa. MPA, University of Stellenbosch27. Sarah, B., & Gaia, G. (2004). Labour turnover and firm performance.Workplaceemployee relations survey, 23, 7-3128. Simon, B., & Kristian, H. (2007). Labour turnover in the retail industry Predictingthe role of individual, organisational and environmental factors. International Journal of Retail & Distribution Management , 35, 289-30729. Shamsuzzoha, A. H. M., & Rezaul, H. S. (2007). Employee Turnover-a Study of its Causes and Effects to Different Industries in Bangladesh. Employee Turnover,64- 6830. Employee Turnover-a Study of its Causes and Effects to Different Industries inBangladesh. Employee Turnover,64- 6831. Yared, D. (2007).Staff turnover in international non-governmental.

MBA, AddisAbaba University

 APPENDICES

  Institute of Personnel Management 1 A study of factors affecting high turnover among the Janitors at ABC CompanyDear Sir / Madam,Research – PQHRM 47I am a student of Institute of Personnel Management, undertaking the PQHRM. In fulfillment of this program, I am required to conduct a research and produce a research.Research Topic:A study of factors affecting high turnover among the janitors at ABC companyPurpose of the Research:To find out factors affecting labour turnover and analyze factorsaffecting for labour turnover related to ABC CompanyI would be grateful if you could complete this questionnaire within your busy work schedule. Theinformation gathered through this survey will be only used for this particular research, they willnot be used for any other purpose, and also results would be summarised, and therefore nospecific referees will be made to individuals. I assure you that, all your responses

will be kept inabsolute confidentiality and you will not be held responsible for the research outcome.Yours faithfully,DissertationSupervisor Madhubhashanie.A.W.C Mr. Mahendra Silva Final year student Senior ManagerPQHRM 47 Insurance CorporationInstitute of Personnel Management Colombo 02

  Institute of Personnel Management 2 A study of factors affecting high turnover among the Janitors at ABC CompanyA study of factors affecting high turnover among the Janitors at ABCCompanyPurpose Questionnaire: To Identify and extract maximum amount of unbiased informationfrom the janitors in the ABC company regarding the factors affectingturnover among janitors.This Questionnaire Survey is designed to carry out in among the Janitors in ABC company

Option which cause to sources of employee turnover are extracted from your responses. Read thestatement carefully and express your opinion regarding the factors affecting labour turn overamong janitors in ABC company by marking√ in the relevant cage regarding each statementPlease assign each option a scorewhich reflect your opinion on scale by using 1 to 5 whereas:1 - Least affected2 - Fairly affected3 - Moderately affected4 - Significantl affected5 - Extremely affectedWould you please list out any other criteria, which you believe that should be included in this list,as sources of employee turnover ? Note: Following are the identified some of the selection criteria from the literature and past research studies.The higher the score, the extremely affected sources of employee turnover

  Institute of Personnel Management 3 A study of factors affecting high turnover among the Janitors at ABC CompanyGeneral InformationName: ...............................................................................................................................................Age Group: Under 25 25-34 35-44 45-54 55-64 Over 64Length of Service: Under 5 6-10 11- 15 16-20 21-25 Over 25Gender: Female MaleMarital Status: Single Married Widowed DivorcedEducation qualification Illiterate Under grade 5 Under grade 101.

 What was the most important reason for your leaving?……………………………………………………………………………......................2. Your current salary/grade?Below 10,000 10,001-15,000 15,001-20,0003. Your physical working environment?Very Good Good Average Bad Worst4. The training you have received?Always Often Sometimes Rarely Never5. Did you feel that you were marginalized by the management?Yes No a. If yes, what could be the reason?………………………………………………………………………......................

  Institute of Personnel Management 4 A study of factors affecting high turnover among the Janitors at ABC Company6. How was your relationship with your supervisors?Excellent Very good Good Fair Bad7. Have you ever made any grievance to your supervisor?Yes No a. If yes, how do you feel about the response?Very satisfied Satisfied Not satisfied No reply at all8. Do you think that you have been paid well?Yes No

 9. How was the work load in terms of normal working hours (i.e. 8 hour per day)?Normal Beyond Under10. Do you think that the environment condition had impact for your resignation?Yes No 11. Do you think that the salary that you get compensate your work load?Yes No 12. How was the relationship among labours?Excellent Very good Good Fair Bad13. How do you rate the leadership skill of your supervisors?Excellent Very good Good Fair Bad14. How do you rate the benefits and compensation of the ABC in comparison with othersimilar organizations?Excellent Very good Good Fair Bad

  Institute of Personnel Management 5 A study of factors affecting high turnover among the Janitors at ABC Company15. What should be done to improve the working situations in general?………………………………………………………………………………………………16. What negative situations did you experience while working for the organization?…………………………………………………………………………………….17. 

What kind of organization do you intend to work for in the future?………………………………………………………………………………………18. Is there anything that would change your mind about leaving the organization?……………………………………………………………………………………….19. Is there any health related issues lead to leave from the company?Yes Noa. If yes, what are they?………………………………………………………………………..............20. Why did you join to this company?……………………………………………………………………………………….21. What is the distance that you travel daily from home to workstation? (In km)………………………………………………………………………………………22. What are the facilities you expect from the company to stay with?……………………………………………………………………………………....23.

 What is your working shift? Are you satisfied with the current shift hours?………………………………………………………………………………………24. What kind of training you need to perform your job well?……………………………………………………………………………………….25. What kind of working environment that you need, to perform job effectively?……………………………………………………………………………………….

  Institute of Personnel Management 6 A study of factors affecting high turnover among the Janitors at ABC CompanyNo

 Sources of Employee Turnover Assign a score torepresent the relativeimportance I Personal Reason 1 Maternity 1 2 3 4 5 2 Difficulty in balancing work and life issues 1 

2 3 4 5 3 Childcare issues 1 2 3 4 5 4 Elder care issues 1 2 

3 4 5 5 Health-related issues 1 2 3 4 5 6 Retirement 1 2 3 

4 5 7 Relocation to follow spouse/partner 1 2 3 4 5 8 Difficulty travelling to and from work  1 2 3 4 

5 9 Other domestic reasons 1 2 3 4 5 II Work Environment 1 Way work is organised 1 2 3 

4 5 2 Workload/stress 1 2 3 4 5 3 Work environment 1 2 3 4 5 

4  job satisfaction 1 2 3 4 5 5 Insufficient challenges 1 2 3 4 5 6 

Worried about job security 1 2 3 4 5 7 Poor fit between the employee and the job 1 2 3 4 5 8 Inferior facilities, tools, etc 

1 2 3 4 5 9 Risky working conditions 1 2 3 4 5 10 Inadequate employee orientation and training 1 

2 3 4 5 11 Lack of meaningful and challenging work. 1 2 3 4 5 III Salary / Recognition 1 Dissatisfaction with pay 

1 2 3 4 5 2 Internal pay inequity 1 2 3 4 5 3 Lack of promotion/career development 1 

2 3 4 5 4 Less or no appreciation for work done 1 2 3 4 5 IV Oraganizational management style 1 Conflicts with supervisors or co-workers 

1 2 3 4 5 2 Dissatisfaction with management style 1 2 3 4 5 3 Perceptions of unfair treatment 1 

2 3 4 5 4 Ineffective communication. 1 2 3 4 5 5 Poor supervision 1 2 3 

4 5 6 Management care how you really felt about your work? 1 2 3 4 5 7 Management open and honest in dealing with employees 1 2 3 

4 5 8 Management ability to solve major administrative problems 1 2 3 4 5 

  Institute of Personnel Management 1 A study of factors affecting high turnover among the Managers at ABC CompanyDear Sir / Madam,Research – PQHRM 47I am a student of Institute of Personnel Management, undertaking the PQHRM. In fulfilment of this program, I am required to conduct a research and produce a research.Research Topic:A study of factors affecting high turnover among the janitors at ABC companyPurpose of the Research:To find out factors affecting labour turnover and analyze factorsaffecting for labour turnover related to ABC CompanyThe purpose of this questionnaire is exclusively for academic purpose as a requirement forPQHRM. It's administered to assess your views about your working conditions, experience, staffsthat have been working under your supervision and general working environment about yourorganization. I assure you that, all your responses will be kept in absolute confidentiality and youwill not be held responsible for the research outcome. Therefore, your genuine, frank and timelyresponses are quite vital to determine the success of this study. So, I kindly request

yourcontribution in filling the questionnaire honestly and responsibly.Yours faithfully,Research Supervisor Madhubhashanie.A.W.C Mr. Mahendra Silva Final year student Senior ManagerPQHRM 47 Insurance corporationInstitute of Personnel Management Colombo 02

  Institute of Personnel Management 2 A study of factors affecting high turnover among the Managers at ABC CompanyA study of factors affecting high turnover among the Janitors at ABCCompanyPurpose Questionnaire: To Identify and extract maximum amount of unbiased information fromthe managers in the ABC company regarding the factors affectingturnover among janitors.This Questionnaire Survey is designed to carry out in among the Managers in ABCCompanyOption which cause to sources of employee turnover are extracted from your responses. Read thestatement carefully and express your opinion

regarding the factors affecting labour turn overamong janitors in ABC company by marking√in the relevant cage regarding each statementPlease assign each option a score which reflect your opinion on scale by using 1 to 5 whereas:1 - Least affected2 - Fairly affected3 - Moderately affected4 - Significantly affected5 - Extremely affectedWould you please list out any other criteria, which you believe that should be included in this list,as sources of employee turnover? Note: Following are the identified some of the selection criteria from the literature and past research studies.The higher the score, the extremely affected sources of employee turnover

  Institute of Personnel Management 3 A study of factors affecting high turnover among the Managers at ABC CompanyPersonal Profile1. Gender: Female Male2. Age Group: 20-25 26-30 31-35 36-40 Over 403. 

Educational Qualification12 grade or below Diploma Degree4. Work experience in the ABC (in years)Less than one year 1-2 Years 2-3 Years 3-5 Years > 5 years5. Total work experience including other organizationsLess than one year 1-2 Years 2-3 Years 3-5 Years > 5 years6. Total managerial experienceLess than one year 1-2 Years 2-3 Years 3-5 Years > 5 years7. Position in the ABCManager Coordinator If other, please specify ……………8. How you get your current positions?Initial Employment By Promotion If other, please specify ……………9. How do you rate your own leadership skill?Excellent Very good Good Fair Bad

  Institute of Personnel Management 4 A study of factors affecting high turnover among the Managers at ABC Company10. How you developed your leadership skill? (Select one or more)Through experience Through trainingIf other, please specify:……………………………………………………………………………………11. Did you have human resource management practice before joining ABC?Yes No 

12. Did you take human resource management training after joining ABC?Yes No 13. How do you rate your relationship with your janitors?Excellent Very good Good Fair Bad14. How do you judge the work load of your janitors in terms of the normal workinghours?(i.e. 8 hour per day)Normal Beyond Under15. What do you think about the working condition of the ABC?Excellent Very good Good Fair Bad16. How do you rate the relationship between janitors?Excellent Very good Good Fair Bad17. How do you rate the relationship between supervisors and janitors?Excellent Very good Good Fair Bad

  Institute of Personnel Management 5 

A study of factors affecting high turnover among the Managers at ABC CompanyNo Sources of Employee Turnover Assign a score torepresent the relativeimportance I Personal Reason 1 Maternity 1 2 3 4 5 2 Difficulty in balancing work and life issues

 1 2 3 4 5 3 Childcare issues 1 2 3 4 5 4 Elder care issues 1

 2 3 4 5 5 Health-related issues 1 2 3 4 5 6 Retirement 1 2

 3 4 5 7 Relocation to follow spouse/partner 1 2 3 4 5 8 Difficulty travelling to and from work  1 2 3

 4 5 9 Other domestic reasons 1 2 3 4 5 II Work Environment 1 Way work is organised 1 2

 3 4 5 2 Workload/stress 1 2 3 4 5 3 Work environment 1 2 3 4

 5 4  job satisfaction 1 2 3 4 5 5 Insufficient challenges 1 2 3 4 5

 6 Worried about job security 1 2 3 4 5 7 Poor fit between the employee and the job 1 2 3 4 5 8

 Inferior facilities, tools, etc 1 2 3 4 5 9 Risky working conditions 1 2 3 4 5 10 Inadequate employee orientation and training

 1 2 3 4 5 11 Lack of meaningful and challenging work. 1 2 3 4 5 III Salary / Recognition 1

 Dissatisfaction with pay 1 2 3 4 5 2 Internal pay inequity 1 2 3 4 5 3 Lack of promotion/career development

 1 2 3 4 5 4 Less or no appreciation for work done 1 2 3 4 5 IV Oraganizational management style 1

 Conflicts with supervisors or co-workers 1 2 3 4 5 2 Dissatisfaction with management style 1 2 3 4 5 3 Perceptions of unfair treatment

 1 2 3 4 5 4 Ineffective communication. 1 2 3 4 5 5 Poor supervision 1 2

 3 4 5 6 Management care how you really felt about your work? 1 2 3 4 5 7 Management open and honest in dealing with employees 1 2

 3 4 5 8 Management ability to solve major administrative problems 1 2 3 4 5