Proceedings 2nd CBRC, Lahore, Pakistan November 14, 2009
DETERMINANTS OF EMPLOYEE RETENTION IN TELECOM SECTOR OF PAKISTAN
Madiha Shoaib Army Public College of Management Sciences (APCOMS) Ordnance Road, Rawalpindi email@example.com
Ayesha Noor Army Public College of Management Sciences (APCOMS) Ordnance Road, Rawalpindi firstname.lastname@example.org
Syed Raza Tirmizi Army Public College of Management Sciences (APCOMS) Ordnance Road, Rawalpindi email@example.com
Sajid Bashir Army Public College of Management Sciences (APCOMS) Ordnance Road, Rawalpindi firstname.lastname@example.org
ABSTRACT PURPOSE The past few years have been the most threatening period for the Telecom sector of Pakistan in retaining their employees. This research has been conducted to study the impact of career development opportunities, supervisor support, working environment, rewards and work-life policies on employee retention in Telecom sector of Pakistan. METHODOLOGY The data collected through questionnaire from 130 respondents was used to test the proposed hypothesis. FINDINGS The result reveals the positive relationship of career development opportunities, supervisor support, working environment, rewards and work-life policies with employee retention. Strategies and implications that can help Telecom sector of Pakistan in retaining their employees have also been discussed. RESEARCH LIMITATIONS There are many other factors which may affect the level of employee retention but due to time constraint others are not taken for research. More over the sample was also limited as the only focus was on the Middle and Upper level of management. The accuracy of the results may be
influenced by biases. The study is exclusive of any intervening or moderating variables. The response from participants may be lower than expected, which may interfere with their willingness to participate. VALUE The results of this study have clearly shown that the independent variables which are career opportunities, supervisor support, working environment, rewards and work-life policies have a direct and positive impact on the dependent variable that is employee retention which means the enhancement of one independent variable causes the enhancement in the employee retention which is the dependent variable.
A considerable amount of literature has been published on retention. It means the existence of an ongoing employment relationship. With today's high employment levels, organizations find out that balance of power has shifted from the employer to the employee since the turn over impact have not be administered well. Excessive turnover is often a symptom of fundamental problems within the business. It’s critically important to retain them; to do this, one must know how an employee can remain in the particular company. A recent study by Raikes & Vernier (2004) analyzed retaining employees is considered as a key strategy to achieve financial success. The challenge might well be increasing day by day. Morgan (2008) advises, “Do not make the headhunters’ job easy”. Recent evidence by Raudenbush & Bryk (2002) suggests that retention is very important for every organization, whereas it has nested relationship within them, and is part of external environment. Previous studies indicate Cappelli (2000:104) that several factors are considered important in a well-functioning of employee retention. The determinants that are considered to have a direct affect are career opportunities, work environment and work-life balance. Cole (2000) suggests that people stay at such companies where there is a sense of pride and will work to their fullest potential. The reasons to stay are work environment, rewards, growth and development and worklife balance. In today’s competitive scenario, as the awareness and technology plays a vital role in developing the competition more vigorous and intense. Retention becomes one of the biggest issues...
Please join StudyMode to read the full document