Avinash Project

EMPLOYEES RETENTION IN PRIVATE SECTOR AN EXPLORATORY STUDY

BY

AVINASH KUMAR SRIVASTAVA MBA (HR & IR) SEM IV ROLL NO.901116008

INSTITUTE OF MANAGEMENT SCIENCES LUCKNOW UNIVERSITY

I

Institute of management sciences, Lucknow Universituy

(2011)

DECLARATION

Student’s Name : AVINASH KUMAR SRIVASTAVAROLL . Number : 901116008

We hereby declare that this project paper is the result of my own work,

except for quotation and summaries which have been duly acknowledge.

Signature Date:

APPLICATION TO CONDUCT RESEARCH PAPER

PART A: STUDENT'S PARTICULARS

Student’s Name : AVINASH KUAMR SRIVASTAVAROLL. Number : 901116008

PART B: PARTICULAR ABOUT THE PROJECT

1. Title of the project: "Employees Retention in Private Sector (An Exploratory Study)"

2. Research Objectives: "The current study is attempts to enhance our

understanding and improve the shortage of retention

literature. The study focuses on the private sector

employees of and aims to determinate those workforce

retention sector."

3. Proposed Research Method: "quantitative methodology"

PART C: FACULT"S INPUTS

1. Topic Chosen: Acceptable 2. Suggested Supervisor for the student: Mrs. Swati Raman

RESEARCH PAPER SUBMSSION FORM

Project Paper Title: "Employees Retention in Private Sector (AnExploratory Study)"

DirectorMBA (HR & IR)IMS LU

Dear Sir,Attached are the following documents of your evaluation and approval

Chapter 1: IntroductionChapter 2: Literature ReviewChapter 3: Research MethodChapter 4: Data and AnalysisChapter 5: DiscussionChapter6: Summary and conclusionReferencesAppendixes

We have thoroughly checked my work and we are confident that it is free from major grammatical errors, weaknesses in sentence construction, spelling mistakes, referencing mistake and others.

We have read the student's research proposal and we are satisfied that it is line with the LUIMS MBA program guideline for writing project proposal. It is also free from major grammatical errors, sentence construction weaknesses, citation and others.

Student Signature

ACKNOWLEDGMENT

So many people have encouraged and supported us throughout the writing of

this project. We would like to acknowledge their contribution by mentioning

their names.

First and foremost, we would like to thank to Mrs. Swati Raman, without her

senior advices such work could not have been accomplished. Finally, thank

to all individuals who sacrificed their time to speak to me during the

interviews.

ABSTRACT

The retention of human resources has been shown to be momentous to the

development and the accomplishment of the organization’s goals and objectives.

The primary aim of this study is to explore the main factors that affect private

sector workforce retention. 10 surveys distributed to private sector workforce. The

survey questions designed to determine three elements of retention; Benefits

factors, strategies factors and organizational culture factors.

The result of the study shows that benefits factors such as salary and compensation

were rated as most important to the private sector workforce in followed by leave

benefits and differed compensation. The three strategies rated most important to

private sector workforce are rewards and recognition, annual performance

appraisal and training opportunities. While work at home, voluntary reduction in

Work schedule and alternative work schedule were rated as least important. The

culture of private sector organizations * are based on openness and trusts,

effectively communication and good deal of time spent from supervisor listening to

employee’s ideas and suggestions. Finally the result employee’s career plan shows

that high percentage of private sector workforce had no plans to leave or retire

from state employment within the foreseeable future.

Keywords: Retention, Human Resource Management, Asymmetric Information, Kuwait

TABLE OF CONTENT

ABSTRACT

CHAPTER 1

(INTRODUCTION)

• BACKGROUND OF THEY STUDY

• PROBLEM STATEMENT

• RESEARCH OBJECTIVE

• SIGNIFICANCE OF THE STUDY

• PURPOSE OF THE STUDY

• ORGANIZATION OF STUDY

CHAPTER 2

LITERATURE REVIEW

CHAPTER 3

(RESEARCH METHODOLOGY)

• DATA COLLECTION PROCEDURES

• STUDY POPULATION AND SAMPLING

• METHODS

CHAPTER 4

(DATA RESULTS)

DATA ANALYSIS

A. BENEFITS

B. STRATEGIES

C. ORGANIZATION CULTURE

E. CAREER PLANS

CHAPTER 5

(DISCUSSION)

DATA ANALYSIS AND RESULTS

CHAPTER 6

(SUMMARY AND CONCLUSION)

SUMMARY AND CONCLUSION

FUTURE STUDIES

REFERENCES

APPENDIX 1 - SURVEY

VII

LIST OF TABLE

Table 1: Benefits Factors

Table 2: Organizational strategies factors

Table 3: organizational culture factors

Table 4: Demographic Factors

Table 5: Survey Responses – Benefits

Table 6: Survey Responses – StrategiesTable 7: Organizational Culture- development Plan Table 8:

Organizational Culture- task group assignments

Table 9: Organizational Culture- Career development program

Table 10: Organizational Culture- New project assignment Table 11:

Organizational Culture- Supervisor communication Table 12:

Organizational Culture- value of diversity

Table 13: Organizational Culture- openness and trust

Table 14: Organizational Culture- fairness and respect

Table 15: Organizational Culture- supervisor listening

Table 16: Organizational Culture- supervisor empowers

VIII

LIST OF FIGURES

Figure 1: Gender

Figure 2: Age

Figure 3: Years of Service

Figure 4: Career plans

Figure 5: Benefits

Figure 6: Strategies

Figure 7: Organizational Culture- development Plan

Figure 8: Organizational Culture- task group assignments

Figure 9: Organizational Culture- Career development program

Figure 10: Organizational Culture- New project assignment

Figure 11: Organizational Culture- Supervisor communication

Figure 12: Organizational Culture- value of diversity

Figure 13: Organizational Culture- openness and trust

Figure 14: Organizational Culture- fairness and respect

Figure 15: Organizational Culture- supervisor listening

Figure 16: Organizational Culture- supervisor empowers

Figure 17: Workforce of private sector employees

IX

CHAPTER I

INTRODUCTION

This chapter is an introduction and intended to provide background information on

the nature of the present study and its objectives and purpose. It is divided into four

sections. The first section presents Background of the study the, the second part

presents the problem statement, the objective, purpose and significant of the study

reviled in the third section. The final section presents how this study is organized.

BACKGROUND OF THEY STUDY

The retention of employees has been shown to be significant to the development

and the accomplishment of the organization’s goals and objectives. Retention of

employees can be a vital source of competitive advantage for any organization.

This study attempted to explore the main factors that contribute to employee

retention existing in the private sector. The next paragraphs discuss the

background of the study by clarifying the theoretical framework for the main

problems with employee retention.

Today, changes in technology, global economics, trade agreements, and the like are

directly affecting employee/employer relationships. “Until recently, loyalty was the

cornerstone of that relationship. The loss of talented employees may be very

detrimental to the company’s future success. Out standing employees may leave an

organization because they become dissatisfied, under paid or unmotivated, and while

trying to retain employees within the organization they may present other challenges

as well. They may demand higher wages, not comply with

Organization practices, and not interacts well with their coworkers or complies

with their managers’ directions.

Besides these problems asymmetric in formation or lack of in formation about the

employees’ performance may complicate an organization’s Endeavour to retain

productive employees. With out adequate in formation an organization may not

be able to distinguish productive workers from non-productive ones. Employees

often may take credit for the successes and deflect failures to other employees.

This is known as a moral hazard problem. In many in stances companies may

reward or punish employees for an organization out come for which they had no

impact (Kerr 1975).

Insufficient information about employees’ performance may result in adverse

selection by them (Gross man & Hart 1986). The better employees may move to

other organizations for better opportunities. The coworkers who cannot improve their

positions are more likely to stay. This is especially possible when due to inadequate

in formation out standing performance is not rewarded. Non productive and

productive workers end up receiving the same or nearly the same compensation and

pack age of perks be cause of management’s in ability to distinguish talented

employees from the rest of the labor force in the organization.

The problem of attempting to keep talented members of the work force is further

complicated be cause of bounded rationality (Simon 1976). It is another result of

asymmetric in formation where both the manager does not know the information

for which to ask from the employee and the employee does not know what to

provide. Therefore, productive workers cannot distinguish them selves from non-

productive coworkers.

Even if an organization is fortunate enough to retain talented employees, the

company may still have to cope with agency costs resulting from them and their

colleagues. When in formation about an employee’s activities are difficult to gather,

the employee may be motivated to act in his own interest which may diverge from

the interest of the organization. This divergence of interests results in costs to the

organization in the form of excessive perquisite consumption, shirking of job

responsibilities and poor in vestment decision making. Jensen and Meckling (1976)

explained that it is in an employee’s interest to over consume perks and shirk job

responsibilities of the firm if they are not sole owners of the organization. Employees

may also be enticed to make suboptimal in vestment decisions for the firm. Since

most company employees have their wealth tied up in the organization for which

they work, employees may at tempt to make in vestment decisions which are less

risky than the stock holders of the firm would prefer. This is done to reduce the risk

of failure by the company, which protects the no diversified employee from loss of

wealth. This in vestment strategy may also reduce the re turn on investment that the

diversified owners of the firm desire (Murphy 1985).

The employees or agents of the organization may also use a short sighted

approach in investment selection to enhance their own career chances (Narayanan

1985). The employee can signal the labor market his superiority through the

selection of a fast starting project, which may fizzle out later for the firm. This

strategy may cause the firm to miss profitable long-term projects or much needed

research and development. Employees may also at tempt to in crease the size of

the firm through acquisitions and project selection regard less of the effect on

company profitability in order to in crease their own power base within the firm.

Another area contributing to decreased employee satisfaction is that of a

company’s motivational style. For example, Weinberg (1997) states that “Most

companies relied in the past on two traditional strategies for managing turnover.

First, they raised wages until the situation stabilized. If that did not work, they

increased training budgets for new hires and first-level supervisors. These

solutions do not work anymore.

PROBLEM STATEMENT

Understanding employee perspectives and measuring their retention factors are

critical to an organization success. However, each employee in an organization

creates his or her own understanding of a phenomenon and assumptions (Argyris

and Schon, 1978). It is the understanding of the situation that provokes an action

(Weick, 1979, 1995). an employee interprets their organizational environment

through his or her own mental model, creating his or her own world; a reality of

the second order thus arises (Watzlawick, 1976) that is in some way imperfect

(Senge, 1990).

Many studies concerning employees retention have been conducted in mainly U.S

and Europe to determine the main factors that contribute to their satisfaction and

motivation to exist, few of these researches have conducted in India, thus, scarcity of

researches are indicated. Replication of such studies in other regions is highly

justifiable.). It is one of the most prosperous regions in the world (Azzam, 1989)..

Many questions related to private sector workforce retention have not been reported

yet. For

example, how are the private sector workforce aware of any retention efforts in

their agency? What make private sector workforce think about leaving their

work? How do private sector workforce feels unique about their agency’s

retention situation? Does private sector organizations discuss with the workforce

specific reasons why they were leaving or not? Do private sector workforce in

know of specific retention problems in their agency? What type of work

environment or organizational culture e.g. supervisory style, work itself, is most

appealing to workforce?

Thus, the present study aimed to enhance our understanding and improve the

shortage of literature by focus on to explore the main private sector workforce

retention factors that lead to their existing in their work place.

RESEARCH OBJECTIVE

Thus, the present study aimed deepens our understanding and improve the

shortage of literature by focus on state of Kuwait to the main determinate of

employee retention to existing in private sector. The main research objectives can

be summaries as follows:

• Explore what types of benefits those are most important for the

private sector workforce.

• Assess the most important organizational strategies that contribute to

the retention of the private sector workforce.

• Investigate what issues related to organizational culture contribute to

the retention of the private sector workforce.

• Explore the future plan of Private sector workforce that contributes to

their retention.

SIGNIFICANCE OF THE STUDY

This study derives its significant from its potential contribution at two primary

levels: theoretical and practical. At the theoretical level, the present study is

expected to bridge a gap in the literature for empirical research focusing on

employee's retention. For the practical contributions, this study is expected to

provide new solutions and evidence on the usefulness of segmentation techniques

for human resource management.

PURPOSE OF THE STUDY

This paper aims to attempts to determine employee's retention in the private

sector. The study designed to explore the main retention factors for Private sector

employees. The paper attempts to deepen our understanding about employee's

satisfaction and in private filed.

ORGANIZATION OF STUDY

This study comprises six major chapters. Chapter I provide a discussion of nature,

background and problems of the study and its objectives. Chapter II presents an

extensive review of the literature on employee's intention for the purpose of laying

out the theoretical foundation of the study. Chapter III presents research

methodology, it discuses the population and sampling, data collection procedures,

questions of the research and instrumentation. Chapter IV presents the finding and

result of data analysis. Chapter V reveals the discussion of the study. Chapter VI

presents Summary, conclusion and other implications of the study.

6

CHAPTER II

LITERATURE AND THEORETICAL BACKGROUND

In this chapter, the previous studies for employee’s retentions are presented to be

the framework to understand and systematically analyze factors the affect

employee’s intentions.

Retention defined as “an obligation to continue to do business or exchange with

a particular company on an ongoing basis” (Zineldin, 2000, p. 28). A more

detailed and recent definition for the concept of retention is “customer liking,

identification, commitment, trust, readiness to recommend, and repurchase

intentions, with the first four being emotional-cognitive retention constructs, and

the last two being behavioral intentions” (Stauss et al., 2001). Studies have

indicated that retention driven by several key factors, which ought to be managed

congruently: organizational culture, strategy, pay and benefits philosophy, and

career development systems (Fitzenz 1990).

The above mentioned definitions explain many situations in our contemporary life

while many employees are no longer having the sense of organization loyalty once

they leaved. Increasing numbers of organization mergers and acquisitions have left

employees feeling displeased from the companies that they work and haunted by

concerns of overall job security. As a result, employees are now making strategic

career moves to guarantee employment that satisfy their need for security.

On the other hand, employers have a need to keep their stuff from leaving or

going to work for other companies. This is true because of the great expenses

associated with hiring and retraining new employees. The adage, good help is

hard to find, is even truer these days than ever before because the job market is

becoming increasingly tight (Eskildesen 2000, Hammer 2000).

Literature of employees retaining again show that attracting existed employees

costs less than acquiring new talents as organizations know their employees and

what they want, and the initial cost of attracting the new employees has already

been expended (Davidow and Uttal, 1989). Employees retention also attain

benefits such as customers satisfaction, better service, lower costs (Reichheld,

1995), lower price sensitivity, positive word-of-mouth, higher market share,

higher productivity and higher efficiency (Zineldin, 2000).

Based on a review of the literature, many studies have investigated employee’s

intentions to exist, for example Eskildsen and Nussler (2000) in their research

suggested that employers are struggling to be talented employees in order to

maintain a successful business. In the same bases, Mark Parrott (2000), Anderson

and Sullivan (1993) and Rust and Zahorik (1993) believe that, there is a straight

line linking employee satisfaction and customer satisfaction. Thus, high

satisfaction has been associated to retention of both customers and employees.

The literature of employee retention clearly explain that satisfied employees who

are happy with their jobs are more devotion to doing a good job and vigorous to

improve their organizational customers satisfaction (Hammer2000; Marini 2000;

Denton 2000). Employees who are satisfied have higher intentions of persisting

with their organization, which results in decreased turnover rate (Mobley et al.,

1979). Fishbein and Ajzen’s (1975) attest the theory of reasoned action as the

heart retention of both the employee and the customer links between satisfaction

and behavior.

Potter-Brotman (1994) in his research explained how service could affect retention

and may result in improving the value of teaching employees to be service providers,

with the capability to enhance interaction with customers rather than

endanger them. In the same research, the authors recommended that firms should

focus on hearing customers unique voices as result to find out what kind of

service they consider to be extraordinary.

The earlier efforts of Desai and Mahajan (1998) in examine the concepts of

acquiring customers from a rational and affective perspective provides us with

different approaches of how cognition and affects are implemented to increase

retention. The authors recommended that in order to retain employees, companies

must continually develop their products and services so as to meet the evolving

needs of customers. Desai and Mahajan (1998) assumed that retained customers

are in fact satisfied, and not simply retained because of habit, indifference or

inertia. Included in retention strategies are the development of new products and

services to meet and satisfy the evolving required of the customers; thus

satisfaction is a component of retention.

However, Johnston (2001) in his research negated the relationship between

customer's satisfaction and their retention clarifying that such relation is very weak.

He explain that an understanding of the two concepts cannot always be achieved by

isolating them from each other, but rather by examining the relationship between

them. Gerpott et al. (2001) in his research attest Johnston (2001) as he mentioned

that customer retention and customer satisfaction should be treated as distinct, but

causally inter-linked constructs. Rust and Subramanian (1992), in their study, link

quality to customer satisfaction and argue that this has a direct effect on customer

retention and market share. In the same bases Athanassopoulos (2000) explain

satisfaction as an antecedent of customer retention. The authors study customer

satisfaction cues in retail banking services in Greece. The fining of his study shows

that product innovativeness, convenience, staff service, price and

Business profile is dimensions of customer satisfaction. The authors also

mentioned that customers do not consider switching banks until they have

encountered a series of negative effects.

Heskett et al. (1994) and Schneider and Bowen (1999) suggested that, in some

cases, service suppliers may be unable to retain even those employees who are

satisfied. Thus, satisfaction itself may not be sufficient enough to ensure long-

term workers commitment to an organization. Instead, it may be essential to look

beyond satisfaction to other variables that strengthen retention such as conviction

and trust (Hart and Johnson, 1999). This explanation is consistent Morgan and

Hunt (1994) research on marketing channel, which shows that organizations

often look beyond the concept of satisfaction to developing trust and ensure long

term relationships with their employees. Further, this suggestion is based on the

principle that once trust is built into a relationship, the probability of either party

ending the relationship decreases because of high termination costs.

Other studies have proposed that the cost of replacing lost talent is even higher,

as much as 70 to 200 percent of that employee’s annual salary (Kaye, 2000).

Expanding on these thoughts, the EPF (2004) stated that “for a firm with 40,000

full-time employees, the difference between a 15- percent turnover rate and a 25-

percent turnover rate is over $50 million annually. The divergence between a 15-

percent turnover rate and a 40-percent turnover rate is over $130 million

annually”.

Abundant studies have hypothesized and empirically validated the link between

satisfaction and behavioral intentions and behaviors such as employee’s retention

and word of mouth (e.g. Anderson and Sullivan, 1993; Rucci et al., 1998, Bansal

and Taylor, 1999, Cronin et al., 2000). Indeed, this link is essential to the

marketing concept, which holds that satisfying employee’s needs and wants is the

key to exist in the organization (Kotler et al., 2002). Further, the importance of

satisfaction on retention is well recognized that some major economies now

measure satisfaction at the industry level using large sample surveys to predict

employee's retention and future financial performance (Fornell et al., 1995).

Kay (2000) describe costs as in “…advertising and recruiting expenses, orientation

and training of the new employee, decreased productivity until the new employee is

up to speed, and loss of customers who were loyal to the departing employee”. The

costs and expenses mentioned above open another area of concern which is

productivity. When high level of employees turnover existed, most of the workforce

is at an entry level stage of production. A very high cost is associated with large

numbers of employees who have not accomplish full productivity. This cycle

continues with very few employees performing at maximum productivity.

Numerous studies explain the importance of high employees involvement and how it

could enhance their retention (Arthur 1994; Huselid 1995; Koch and McGrath 1996).

Flexible work schedules and assistance programs need to be considered, however,

only a small share of the workforce takes advantage of them (Perry Smith and Blum

2000). as earlier studies indicated that young employees are more interested in

payment, advancement opportunities and time off. Such differences may reflect

stages in the career plan or deeper generation differences. Additionally, there are

often gender differences within demographic groups; e.g., young female may want

different things from what young male want (Beck 2001).

the lack of opportunities to learn and develop in the work can be the top reason for

employee dissatisfaction and thus turnover. a corporation namely Kimko,

implemented this information and provide a training program that gave employees

An opportunities to develop their path and career direction. Turnover tumbled

from 75 percent to 50 percent (Withers 2001).

Studies indicated that employees stay when they have strong relationships with

others with whom they work (Clarke 2001). this explain the efforts of

organizations to encourage team building, project assignments involving

Work with colleagues and opportunities for interaction both on and off the job

(Johns et al 2001).

Other studies indicated that effective communications improve employee

identification with their agency and build openness and trust culture.

Increasingly, organizations provide information on values, mission, strategies,

competitive performance, and changes that may affect employees enthuse

(Gopinath and Becker 2000; Levine 1995). Many companies are working to

provide information that employees want and need in better way of

communication, through the most credible sources (e.g., CEO and top

management strategies) on a timely and consistent basis.

In summary, the literature defines retention as continuing relation between

customers (employees) and their organization. The benefits of retention are lower

costs for their agent, less price sensitivity, greater market share, improve

productivity, increase employee’s performance and thus increase profits and meet

their organizational goals and objectives. The relationship between satisfaction

and retention in many studies has described as weak, and researches shows that

satisfaction does not necessarily cause to retention.

CHAPTER III

RESEARCH METHODOLOGY

In this chapter, the authors presents the methodology for the present study. The

researchers divided the chapter into three sections; the first section presents the

data collection procedures, the second section presents study population and

sampling, the final section presents data analysis.

As mentioned in the first chapter, the objectives of the current study are to:

• Explore what types of benefits those are most important for the private

sector workforce.

• Assess the most important organizational strategies that contribute to the

retention of the private sector workforce.

• Investigate what issues related to organizational culture contribute to the

retention of the private sector workforce.

• Explore the future plan of Private sector workforce that contributes to

their retention.

DATA COLLECTION PROCEDURES

To accomplish the aforementioned research objectives, the data for this study was

collected through self-administered questionnaires. As part of its data gathering

efforts, the researchers asked the focus group participants to complete a written

survey about various aspects of their work place. The questionnaire used in the

study was added and developed some factors through interviews with private

sector employees by visiting different organizations and workplace in the five

main areas. By referring to the literature review on this topic, many items in the

organizational culture and retention strategies sections of the survey were adapted

from Griffeth and Horn (1983). The primary aim of this study is to explore the

factors that affect private sector workforce attention in their work place. To

achieve this purpose the survey asked respondents to rate the degree of

importance and level of agreement with a number of statements related to:

• Benefits factors

• Retention strategies factors

• Organizational culture factors

The first part of the questionnaire asked respondents to rate the relative

importance of 6 potential benefits factors, on their retention, using a five-point

Likert type importance scale ranging from “very important” to “not important at

all”. Table 1 show these factors.

Table 1: Benefits Factors

Benefits Factors

1. Salary and monetary compensation 2. Leave benefits (including vacation, sick, personal, paid holidays). 3. Retirement plan 4. Health and other benefits (health insurance, vision,

dental, prescription). 5. Deferred compensation. 6. Employee assistance program.

The Second part elicited retention strategies factors, respondents asked to rate

the relative importance of 13 potential strategies factors on their retention, using

a five-point Likert type importance scale ranging from “very important” to “not

important at all”. Table 2 show Organizational strategies factors.

Table 2: Organizational strategies factors

Organizational strategies Factors

1. Alternative Work Schedule 2. Voluntary Reduction in Work Schedule 3. Telecommuting/Work at Home. 4. Wellness Programs 5. Mentoring and coaching 6. Job Rotation and New Assignments 7. Help with career planning 8. On-site day care 9. Rewards and recognition 10. Employee Suggestion Program 11. Education opportunities 12. Training opportunities - job related 13. Annual Performance Appraisal

The third part of the survey address the organizational culture factors, respondents

asked to rate the relative importance of 10 organizational culture factors on their

retention, using a five-point scale type agreement scale ranging from “Strongly

Agree” to “Strongly disagree”. The following table shows the organizational

Strategies factors.

Table 3: organizational culture factors

Organizational culture Factors

1. Supervisors in my workplace sit down with employees and discuss their development plans at least every 6 months.

2. Employees are often given the opportunity to be part of task groups and assignments outside their core job responsibilities.

3. My agency has a career development program that helps people become more aware of and responsible for their own career development.

4. Working on a new projector assignment is an open process with few barriers.

5. Supervisors communicate effectively with employees.

6. The workplace where I work has a culture that recognizes and values diversity.

7. There is an environment of openness and trust in my agency. 8. Employees in my workplace are treated with fairness and respect. 9. Supervisors spend a good deal of time listening to employees' ideas. 10. Supervisors have a style that empowers people to take

responsibility and authority.

One section of the survey ask respondents about their retirement plan, four options

are given as follows: leave workplace employment within 1-2 years, 3-5 years, 6-10

years or no plans to retire or leave work place in the foreseeable future. The final

section of the survey collects demographic information, with few lines space,

respondents are given an opportunity to provide general comments on any other

areas related to retention that they felt were not addressed in the focus groups or on

the survey. The focus group participants completed the survey for practical purpose

of this study, thus the findings cannot be generalized to the entire GCC countries.

Rather, the results provide a snapshot of opinions from a small sample of Indian

private sector employees who conduced their work in the state of Kuwait.

STUDY POPULATION AND SAMPLING

In convince approach, the authors selected five main cities to distribute the

survey where private sector workforce conducted their work. A total of 145

surveys were distributed in equal numbers to the private organizations of these

cities (29 survey per location), commencing at 8.00 am, 10 am and 1 pm on a

particular Tuesday, Monday and Wednesday. In convenience method, private

sector employees who conducted their work in the sampling location during the

chosen time intervals were selected.

Distribution process took place in a two week period in the early part of April

2011. Private sector workforce was approached, explaining the nature of the

study and asked if they would be prepared to fill in the questionnaire.

The survey took approximately 10-15 minutes to complete. The survey was

designed to obtain information about the main determinants of employee’s

retention to exist.

From a total of 145 questionnaires distributed, 125 were returned (only 25

surveys were collected from each city), out of which 20 were usable (valid and

completed), thereby yielding a response rate of about 86.2 percent, a response

rate considered sufficiently large for statistical reliability and generalizability

(Tabachnick and Fidell, 1996; Stevens, 2002). This relatively high response rate

attributed to the self-administered approach undertaken in distributing

questionnaires and approaching respondents at the various locations.

METHODS

The responses obtained were analyzed using SPSS V.17. To ascertain which of

the private sector workforce retention factor criteria are perceived as more or less

important, the data were analyzed using descriptive statistics and factor analysis.

These techniques were deemed to be appropriate for this particular analysis

because the main purpose of this thesis is to explore the main determinate of

employee exiting retention.

CHAPTER IIII

DATA RESULTS

This chapter prepared to give clear representation for the sample and presents the

data results from the study.

DATA ANALYSIS AND RESULTS

The sample of 125 represents the sample of private sector workforce *. The

entire sample are Indian nationality and it consist of 55 percent male and 70

percent female, and their average age was 35. The following figures and Table

represent the demographic factors.

Figure1: Gender

Gender55

70

Male

Female

Figure2: Age

Age3

9 17

Between 18 to 25

Between 26 to 35

Between 36 to 45

Between 46 to 55 40

Above 55 56

Figure3: Years of Service

Years of Service3

Between 0 -5 years32 50

Between 6 -10 years

Between 11 -15 years

Between 16 -20 years 19

over 25 Years 21

Figure 4: career plans

Career PlansRetire or leave State 5 14employment within 1-2years

Retire or leave Stateemployment within 3-5years

Retire or leave Stateemployment within 6-10years 23No plans to retire orleave State employment

83in the foreseeablefuture

Table 4: Demographic FactorsDemographic factors Frequency Percent

Gender Male 55 44.0Female 70 56.0Total 125

Retire or leave within 1-2 years 5 4.0

CareerRetire or leave within 3-5 years 14 11.2Retire or leave within 6-10 years 23 18.4

Plans No plans to retire or leave State83 66.4employment in the foreseeable future

Total 125Employees 107 85.6

Position Managers 14 11.2Head Manager 4 3.2

Total 125Between 18 to 25 17 13.6Between 26 to 35 56 44.8

Age Between 36 to 45 40 32.0Between 46 to 55 9 7.2

Above 55 3 2.4Total 125

Between 0 -5 years 50 40.0

Years ofBetween 6 -10 years 21 16.8

Between 11 -15 years 19 15.2Service Between 16 -20 years 32 25.6

over 25 Years 3 2.4Total 125

A. Benefits

The first section of the survey asked respondents to rate the benefits of state

employment on a scale from 1 to 5, where 1 = not very important and 5 = very

important. The results are illustrated in table 1.

Table 5: Survey Responses – Benefits

Descriptive Statistics N Mean Std. Deviation

125 4.75 .534Salary and Compensation

Leave benefits (including sick, vacation, personal, 124 4.52 .656

paid holidays)

Deferred Compensation 125 4.22 .822

Health and related benefits (health insurance, vision, 124 4.18 .865

dental, prescription)

Employee Assistance Program 124 3.98 .950

Retirement plan 122 3.87 1.098

Figure 5: Benefits

The Salary and compensation were rated as most important, with means of 4.72

and SD 0.534, followed by leave benefits (4.52) and Differed Compensation

(4.22). The items with the lowest means, rated as least important by Private

sector workforce in Kuwait, were the retention Plan (3.87) and the Employee

Assistance Program (3.89).

B. STRATEGIES

The next section of the survey asked respondents to indicate what retention

strategies were being used in their agencies, and how important each strategy was

to them, whether it was available. Complete results for this section can be found

in table 2 .

Table 6: Survey Responses – Strategies

Descriptive Statistics N Mean Std. Deviation

125 4.43 .776Rewards and recognition (e.g., service awards, employee of the year)

Annual Performance Appraisal 125 4.41 .872

Training opportunities - job related 125 4.28 .980

Education opportunities 122 4.16 .945

Employee Suggestion Program 124 4.08 .925

Help with career planning 125 3.96 1.019

On-site day care 122 3.83 1.119

Job Rotation and New Assignments 125 3.82 .919

Mentoring/Coaching 124 3.78 1.017

Wellness Programs 124 3.72 1.017

Alternative Work Schedule 125 3.32 1.112

Voluntary Reduction in Work Schedule 123 3.22 .864

Telecommuting/Work at Home 125 3.00 1.276

Figure 6: Strategies

The three strategies rated most important to workforce of private sector are

Rewards and recognition (4.43), Annual Performance Appraisal (4.41) and

Training Opportunities - other (4.28). Telecommuting/Work at Home (3.00),

Voluntary Reduction in Work Schedule (3.22) and Alternative Work Schedule

(3.32) were rated as least important. The importance of education and training

benefits is not surprising, since workforce of private sector emphasis on growth

and development through a variety of training. Another reason this benefit may

be important is because they are generally younger and in an early phase of their

career with private sector.

C. ORGANIZATION CULTURE

This next section asked respondents to rate their level of agreement or

disagreement with a number of statements related to organizational culture on a

scale of 1 to 5, where 1 = strongly disagree and 5 = strongly agree. comparing the

responses of each group for each statement can be found in table 3.

Sixty-five percent of private sector agreed or strongly agreed that supervisors in

their agencies discussed development plans with employees at least every six

months, only 9.6 % percent disagreed or disagreed strongly with that notion and

24.8 are nature. The next table and figure present these percentages.

Table 7: Organizational Culture- development Plan

Supervisors in my agency sit down with employees and discuss their development plans at least every 6 months.

Frequency Percent Valid Percent Cumulative P

Strongly Disagree 5 4.0 4.0 4.0

Disagree 7 5.6 5.6 9.6

Neutral 31 24.8 24.8 34.4

Agree 35 28.0 28.0 62.4

Strongly Agree 47 37.6 37.6 100.0

Total 125 100.0 100.0

Figure 7: Organizational Culture- development Plan

The result show 51.2 % percent agree and strongly agreed that they are often given

the opportunity to be part of task groups and assignments outside of their core job

responsibilities. Only 24.8 % disagree and strongly disagreed with this statement,

while 24 % are natural. The next table and figure present these percentages.

Table 8: Organizational Culture- task group assignments

Employees are often given the opportunity to be part of task groups and assignments outside their core job

Frequency Percent Cumulative PValid Percent

Strongly Disagree 3 2.4 2.42.4

Disagree 28 22.4 22.4 24.8

Neutral 30 24.0 24.0 48.8

Agree 42 33.6 33.6 82.4

Strongly Agree 22 17.6 17.6 100.0

Total 125 100.0 100.0

Figure 8: Organizational Culture- task group assignments

About 70.4 % of private sector workers has agreed and or strongly agreed that

their organization has a career development program that helps to become more

aware of and responsible for their career development. 16.8 % of workforce are

neither agreed nor disagreed with this statement and 29.6 are disagreed and

strongly disagreed. The next table and figure present percentages.

Table 9: Organizational Culture- Career development program

My agency has a career development program that helps people become more aware of and responsible for their own career development.


Disagree 16 12.8 12.8 12.8

Neutral 21 16.8 16.8 29.6

Agree 52 41.6 41.6 71.2

Strongly Agree 36 28.8 28.8 100.0

Total 125 100.0 100.0

Figure 9: Organizational Culture- Career development program

Forty-four percent of private sector workers agreed or strongly agreed that

working on a new project was an open process with few barriers; however, 36 %

are nature and 19.2% disagreed strongly or disagreed with this statement. The

next table and figure present percentages.

Table 10: Organizational Culture- New project assignment

Working on a new project assignment is an open process with few barriers.



Disagree 21 16.8 16.8 19.2

Neutral 45 36.0 36.0 55.2

Agree 37 29.6 29.6 84.8

Strongly Agree 19 15.2 15.2 100.0

Total 125 100.0 100.0

Figure 10: Organizational Culture- New project assignment

Sixteen percent of workforce agreed that supervisors communicate effectively

with employees, while another 5.6 % disagreed or strongly disagreed and 32 %

are nature with that statement. The next table and figure present percentages.

Table 11: Organizational Culture- Supervisor communication

Supervisors communicate effectively with employees.



Disagree 4 3.2 3.3 5.7

Neutral 40 32.0 32.8 38.5

Agree 41 32.8 33.6 72.1

Strongly Agree 34 27.2 27.9 100.0

Missing 3 2.4

Total 125 100.0

Figure 11: Organizational Culture- Supervisor communication

Fifty-nine percent of private sector workers agreed or strongly agreed that their

agency had a culture that recognizes and values diversity. Only seven percent

disagreed or strongly disagreed that employees in their agency are treated with

fairness and respect. 31% of the respondent are neutral related to this statement.

The next table and figure present percentages.

Table 12: Organizational Culture- value of diversity

My agency has a culture that recognizes and values diversity



Disagree 6 4.8 4.9 7.4

Neutral 39 31.2 32.0 39.3

Agree 33 26.4 27.0 66.4

Strongly Agree 41 32.8 33.6 100.0

Total 122 97.6 100.0

Missing 3 2.4

125 100.0

Figure 12: Organizational Culture- value of diversity

Sixty-three percent of private sector workers agreed or strongly agreed that in their

organization an environment of openness and trust in is existed. Only 12% percent

disagreed or strongly disagreed while 24.8 % of the respondent are neutral. The

next table and figure present percentages.

Table 13: Organizational Culture- openness and trust

There is an environment of openness and trust in my agency.



Disagree 9 7.2 7.2 12.0

Neutral 31 24.8 24.8 36.8

Agree 30 24.0 24.0 60.8

Strongly Agree 49 39.2 39.2 100.0

Total 125 100.0 100.0

Figure 13: Organizational Culture- openness and trust

the figure represent good percentage that reflect the sense of openness and trust

between employees and their agency, so does a feeling of community in the

workplace, which creates a sense of commitment and belonging. Closely linked to

community in the workplace is the concept of trust and openness, which reasons that

the more employees realize what they would be giving up if they leave an

organization, the more likely they are to stay. Efforts to enhance both openness and

trust culture include supporting activities that create personal connections, such

as after-hour get-togethers and departments caring for employees during life

crises. About 54.4% of private sector workers has agreed and strongly agreed that

there is a fairness in treatment and respect in their organization an environment of

openness and trust in is existed. However 30.4 % percent disagreed or strongly

disagreed and 12.8 % of the respondent are neutral. The next table and figure

present percentages.

Table 14: Organizational Culture- fairness and respect

Employees in my agency are treated with fairness and respect.



Disagree 21 16.8 17.2 31.1

Neutral 16 12.8 13.1 44.3

Agree 23 18.4 18.9 63.1

Strongly Agree 45 36.0 36.9 100.0

Missing 3 2.4

Total 125 100.0

Figure 14: Organizational Culture- fairness and respect

The result of organizational culture shows that 56 % of workforce agreed and

strongly agreed that their supervisor spend a good deal of time listening to their

ideas. only 14.4 % percent disagreed or strongly disagreed and 29.6 % are

neutral. The next table and figure present percentages.

Table 15: Organizational Culture- supervisor listening

Supervisors spend a good deal of time listening to employees' ideas.



Disagree 13 10.4 10.4 14.4

Neutral 37 29.6 29.6 44.0

Agree 27 21.6 21.6 65.6

Strongly Agree 43 34.4 34.4 100.0

Total 125 100.0 100.0

Figure 15: Organizational Culture- supervisor listening

Finally, the result of organizational culture shows that only 63.2 % employees

agreed and strongly agreed that their supervisor have a style that empowers

people to take responsibility and authority. 15.6 % percent disagreed or strongly

disagreed and 15.2 % are neutral. The next table and figure present percentages.

Table 16: Organizational Culture- supervisor empowers

Supervisors have a style that empowers people to take responsibility and authority.


Strongly Disagree 10 8.0 8.0 8.0

Disagree 22 17.6 17.6 25.6

Neutral 19 15.2 15.2 56.8

Agree 45 36.0 36.0 84.8

Strongly Agree 29 23.2 23.2 100.0

Total 125 100.0 100.0

Figure 16: Organizational Culture- supervisor empowers

The figure represent good percentage of agreement indicating well participation

and supervisor empowerment culture. The authors argue that this culture allow

employees to participate more in the decisions that affect them through additional

responsibilities that provide creative challenges, such as private sector workers

career ladders and work groups created to solve departmental problems. This

fosters Indian private sector workers development and reinforces the link

between the department and employees by demonstrating the value of the

organization for them and their abilities.

E. CAREER PLANS

When asked about future career plans, 5 % present of workforce said they

planned on retiring or leaving state employment within 1-2 years, and an

additional 14% said they planned to leave state employment within 3-5 years.

Another 23% said they planned to leave within 6-10 years. Roughly 83 %

indicated that they had no plans to leave or retire from State employment within

the foreseeable future. Reasons given for their intentions of leaving within 5

years included: salary, lack of promotional opportunity, the length of time it

would take to get from a grade to higher grade within their organization, and lack

of meaningful professional development.

The result of career plans shows that the workforce aimed to build long-term

relationship and developed their career in the private sector. This could be

explain that private sector in provide good retention to their employees that lead

to improve their existence as well as their satisfaction. The eighty-three percent

presented high awareness of the importance of retention to the private sector

organizations. Figure 6 graphically present the result of career plans for

workforce.

Figure 17: workforce career plans

Careful career development and planning, as well as the more typical rewards and

incentives, can be powerful retention tools. The result of the current study indicate

clearly high retention efforts provided private sector in to retain workforce, thus, high

percentage of career plan to exist in the state of employment are not surprising. In

general we can say that the result of career plan give good indication of the high efforts

of private sector to retain and build long-term relationship with their private sector

workforce. thereby, the authors argue that the 23 percent of workforce who intended to

leave the state of employment within 6-10 years are not necessary related to the

inefficiency of human resource management in the private sector to improve employee

retention but may be related to private sector workforce long-term life planning.

34

CHAPTER V

DISCUSSION

In this chapter, the authors discuss the main retention factors to the private sector

workforce. Private sector currently provides numerous benefits or practices

attractive to workforce. Some are negotiated benefits and some are optional and

may vary by agency and bargaining unit.

Prior literature shows that HRM practices in compensation and reward sharing

can lead to reduced turnover, improve the quality work, and better financial

performance (Arthur 1994; Delaney and Huselid 1996; Huselid 1995 and

MacDuffie 1995; Meyer and Allan 1991). The finding of this study assist

literature as it indicated that incentive compensation is one of the best method

which is used to reduce the problems surrounding the effort to retain employees.

By aligning the interests of the employees with the owners of the firm through

pay incentives, the agency problems of excessive perquisite consumption,

shirking and poor in vestment decision making may be reduced. Incentive pay

may also give the employee the incentive to stay in the organization, provide a

competitive wage so the employee is paid fairly, and encourage the employee to

comply to organizational practices. In addition to using pay incentives to reward

the employee for reaching company goals and demonstrating loyalty to the

organization, efforts can be made by the organization to improve job sat is

faction. This may also in crease the numbers of talented employees who stay in

the company. Incentive pay may consist of cash bonuses for employees upon

reaching pre determined goals. The bonus is normally tied to accounting

measures and many times specifically to the employee’s job area.

The study also indicate that sharing responsibility by private sector workforce is

an other type of pay incentive. It in essence makes the employee a involve and

have empowerment to aligning the interests of their organizations. Employee

involvement can come through openness and trust culture, which lead to improve

the organizational environment and cultures and build long-term relationship and

belonging to sense to the employees.

So far, we can say that some compensation that provided by private sector in

Kuwait is not being specific enough to truly motivate the employee to work hard

(e.g. retirement plan). The result of this study indicates that private sector should

improve retirement plan as to motivate employees and reduce agency costs and

retention problems. Indian Private sector workforce clearly explains that in order

to develop their intention such compensation should be meet their satisfaction.

One possible way to reduce the short comings of each pay component is to pay

organization employees with a combination of bonuses, extra compensation and

salary. An adequate base salary al lows the organization to compete for talents in

the labor market effectively. Including bonuses as a part of an employee’s

compensation package off sets the problems of employee retention and also may

motivate employees to focus on long-term relationship and high performance

while they conduct their work. The authors argue that cash bonuses based on

specific performance of the employee motivates the employees not to sit back

and relies on other productive colleagues. This may be the reason that employees

in many organizations have complex pay pack ages.

Pay incentives will help align the employees’ interests with those of the

organization's owners and efforts to improve job satisfaction through employee

autonomy, training, and pleas ant working conditions will help retain talented

Employees. But be cause of asymmetric in formation it may be difficult to en

courage poor per formers to leave the organization. Better monitoring of

employees through audits and surveillance may help distinguish productive from

non productive employees.

Besides using compensation, retaining skilled employees may also be

accomplished through improving organization culture. Management can give

capable employees the autonomy in their job functions, and they can give them

meaning full assignments as well. Manager should allow –partially- their

employees to be involved in the decision making for their area of expertise.

Improving the working conditions can also inveigle productive workers to exist in

their organization and reduce their turnover. In addition to compensation, the

study shows that offering these talented employees training to keep them current

on their job functions and allowing them to have the opportunities to develop

their skills can also be utilized to improve employee satisfaction with the

organization (Rice, Gen tile, & McFarlin 1991).

One retention strategies that the authors argue its importance to increase self-

actualization through education. Most of organizations in private sector in Kuwait

now reimburse tuition for employees; other organizations use other methods to

support education in an effort to increase workforce job satisfaction. the authors

suggested that Indian private sector organizations may provides a week per year for

education away from the facility as private sector workforce are paid both time off

and tuition. Another suggestion is to provide a day off every four weeks for

education. These programs allow private sector workforce the opportunity to develop

their skills and to bring new ideas and concepts back to the department that can be

used to improve their workplace. Taking this proactive stance toward

Education would yield the same results, giving private sector workforce more say

in departmental decisions because of their expert knowledge and increased

satisfaction with their current workplace.

Finally, the current study has found that private sector workforce workers for a

schedule that fits their needs. A department that offers a variety of schedules

increases its appeal to a wide spectrum of staff. Both flexible and self-scheduling

are significant ways to increase worker satisfaction. These methods go beyond

simply letting an employee pick the schedule that is best for him from existing

options; they allow employees to self-determine their schedule by providing the

latitude to individually tailor their work hours. Indian private sector workforce

wants jobs that accommodate their family needs and personal activities. The

finding of the current study assisted by many finding who argue to minimize, if

not eliminate, shift rotation and allow creative and flexible staffing arrangements

that are tailored to meet staff needs. These innovative scheduling methods allow

employees to adjust their work schedules to the rest of their lives, resulting in

improved job satisfaction and job retention (AFSCME,2009).

CHAPTER VI

SUMMARY AND CONCLUSION

This chapter intended to summaries the main finding. It divided into two sections,

Section one presents recommendation of the research and section present

suggestion for future studies.

The heart of this study has been to explore Indian private sector workforce. The

literature shows that retention factors are critical and should

be well addressed by any organization in order to meet its goals and objectives.

The result of benefits retention factors shows that the salary and compensation

were rated as most important to the private sector workforce in followed by leave

benefits and differed compensation. The items needed to be improved in private

sector are retirement plan and the employee assistance program. Improving these

benefits will improve private sector workforce retentions and thus ensure meeting

organizational goals and objectives.

Other objective of this study is to explore the retention strategies which are a

priority for Kuwait private sector organizations. The literature emphasis that

retention strategies must be broad and varied to address the variety of reasons

private sector workforce leave private organizations. The value of creating

diverse strategies should manifest itself through increased employee satisfaction

and an increased sense of belonging to the organization. The result of strategies

factors shows that the three strategies rated most important to private sector

workforce are rewards and recognition, annual performance appraisal and

training opportunities. Telecommuting/Work at Home, voluntary Reduction in

Work Schedule and alternative work schedule were rated as least important.

The result of organizational culture shows that Sixty-five percent of Indian

private sector workforce agreed or strongly agreed that supervisors in their

agencies discussed development plans with employees at least every six months.

Fifty-one percent of private sector workforce agree and strongly agreed that they

are often given the opportunity to be part of task groups and assignments outside

of their core job responsibilities, while twenty-four percent Kuwait private sector

workforce disagree and strongly disagreed with this statement.

The study indicated high percentage of agreement of private sector workforce in

who believe that that their organization has a career development program that

helps to become more aware of and responsible for their career development,

while thirty percent are disagreed and strongly disagreed. Almost have of the

population sample of private sector workforce agreed that the working on a new

project was an open process with few barriers while thirty-six percent are nature

and nineteen percent disagreed strongly or disagreed with this statement.

More than half of private sector workforce agreed that supervisors communicate

effectively with employees. While only six percent of the sample disagreed and

the rest are nature with that statement. Fifty-nine percent of private sector

workforce agreed or strongly agreed that their agency had a culture that

recognizes and values diversity, while only seven percent disagreed or strongly

disagreed and thirty-one percent are neutral related to this statement.

Sixty-three percent of private sector workforce agreed or strongly agreed that in their

organization an environment of openness and trust in is existed. Only twelve percent

disagreed or strongly disagreed and twenty-four percent are neutral. About fifty-four

percent of private sector workforce in has agreed and

Strongly agreed that there is fairness in treatment and respect in their

organization an environment of openness and trust in is existed. However thirty

percent disagreed or strongly disagreed and thirteen percent are neutral.

Half of private sector workforce agreed and strongly agreed that their supervisor

spend a good deal of time listening to their ideas, only fourteen are percent

disagreed or strongly disagreed and thirteen percent are neutral.

Finally, forty-three private sector workforces agreed and strongly agreed that

their supervisor have a style that empowers people to take responsibility and

authority, while fifteen percent disagreed or strongly disagreed and thirty-one are

neutral.

The result of private sector workforce career plan shows that high percent

(eighty-three) of private sector workforce had no plans to leave or retire from

State employment within the foreseeable future, twenty-three percent are planned

to leave within 6-10 years, fourteen percent private sector workforce are planned

to leave state employment within 3-5 years, and only five present private sector

workforce are planned on retiring or leaving state employment within 1-2 years.

In summary, the purpose of this study was to explore how private sector workforce

dealing with the concepts of employees retention. The study found high efforts

provided by private sector to attain and attract existed employees. Employees who

have high retention factors have good and long-term relationship with his agency,

this explains the high percentage of why workforce has no intention to leave their

organization and have long-term career plan.

The importance of this study can be viewed from two dimensions: theoretical

contributions and practical implications. Theoretically, the study fills an important

gap in the literature; that is, exploring private sector workforce retention factors.

Therefore, the findings of this study can add to the existing body of the literature

and can serve as a starting point on which future studies can be built. On the

practical side, this study can help the top-management decision makers of private

sector to enhance the major factors that may better develop their employee’s

retention and thus meeting organizational goals and objectives. Such information

should help human resource management of private sector in devising

appropriate human resource strategies for attaining and attractingIndianprivate

sector workforce.

FUTURE RESEARCH

For future research, the relation between private sector workforce retention and their

satisfaction need to be focused and studied. Our results revealed that although private

sector workforce tended to think that satisfaction and retention are enhanced in

similar ways, there were wide differences between how individual employees

perceived the two concepts. Questioners may be develop to give deep understanding

of private sector workforce feeling toward their agency’s and their expectations when

they conducted the work of private sector. For example, what were the expectations

you had when you first came to work for the private sector that haven’t been met yet?

Are the reasons you are staying with private sector different than the reasons why

you first came to? Finally Demographic factors were among the most common

predictors in the turnover literature. (Jinnett and Alexander 1999; Miller and Wheeler

1992). Further studies may need to classify the sample by employee position,

income, nationality, gender and age.

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A-Employee Retention Survey

Please rate the following benefits of state employment on a scale of 1 to 5, where 1 = not at all important and 5 = very important.

Not at

AllNot Very Neutral Somewhat Very

Important Important Important Important

Salary and Compensation 1 2 3 4 5

Leave benefits (including sick, vacation, personal, paid holidays) 1 2 3 4 5Retirement plan 1 2 3 4 5

Health and related benefits(health insurance, vision,dental, prescription) 1 2 3 4 5

Deferred Compensation 1 2 3 4 5

Employee Assistance Program 1 2 3 4 5

B. Strategies Please indicate if any of the following strategies are available in your agency. Then rate how important each item is to you, whether it's available or not, on a scale from 1 to 5 where 1 = not at all important and 5 = very important.

Not at

AllNot Very Neutral Somewhat Very

Important Important Important ImportantAlternative Work Schedule 1 2 3 4 5Voluntary Reduction in Work Schedule 1 2 3 4 5Telecommuting/Work at Home 1 2 3 4 5Wellness Programs 1 2 3 4 5Mentoring/Coaching 1 2 3 4 5Job Rotation and New Assignments 1 2 3 4 5Help with career planning 1 2 3 4 5On-site day care 1 2 3 4 5Rewards and recognition (e.g., service awards, employee of the year) 1 2 3 4 5Employee Suggestion Program 1 2 3 4 5Education opportunities 1 2 3 4 5Training opportunities - job related 1 2 3 4 5Annual Performance Appraisal 1 2 3 4 5

C. Organizational Culture

Please rate the following statements on a scale of 1 to 5, where 1 = strongly disagree and 5 = strongly agree.

Supervisors in my agency sit down with employees and discuss their development plans at least every 6 months.

Employees are often given the opportunity to be part of task groups and assignments outside their core job responsibilities.My agency has a career development program that helps people become more aware of and responsible for their own career development. Working on a new projector assignment is an open process with few barriers

Supervisors communicate effectively with employees.

My agency has a culture that recognizes and values diversity

Strongly Neither StronglyDisagree Disagree Agree nor Agree Agree

Disagree

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

There is an environment of openness and trust in my agency.Employees in my agency are treated with fairness and respectSupervisors spend a good deal of time listening to employees' ideas.

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5Supervisors have a style that empowers people to take

1 2 3 4 5responsibility and authority.

E. Career Plans

As you think to the future, which of the following best describes your career

plans at this time?

Retire or leave State employment within 1-2 years



No plans to retire or leave State employment in the foreseeable future

.

F. Demographics

Please provide us with the following demographic information (All responses

will be kept confidential and reported in the aggregate only

Age: 18-25 26-35 36-45 46-55 over 55

Gender: Male Female

Years of Service: 0-5 6-10 11-15 16-20 21-25 over 25

General Comments: Please note any other comments you have that weren't addressed in the sections above:

THANK YOU

Avinash Project

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