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Lahore university of Management Sciences
Superior University
University of Management and Technology
Dependent Variable: Loyalty of employees
Flexibility to balance work and personal demands
Change in Employees Loyalty
Employee’s Loyalty and Retention
Drivers of Retention
Correlation- Employee Loyalty & Extrinsic Retention Factors
Correlation- Employee Loyalty & Intrinsic Retention Factors
Correlation- Employee Loyalty & Age
Correlation- Employee Loyalty & Gender
Correlation- Employee Loyalty & Job Duration
Correlation- Employee Loyalty & Job Classification
Linear Regression- Employee Loyalty & Retention Factors
Variables Entered/Removedb
Model Summary
Linear Regression- Employee Loyalty & Age
Linear Regression- Employee Loyalty & Job Duration
Initiate preventative measures within the department to retain faculty
Provide collaborative work environments
Deans must be proactive as well as reactive
Actions should be taken to retain a valuable faculty member
The institution should carefully track the problem of faculty retention
Minimizing Work Overload:
Maximizing Autonomy:
Institute’s culture:
Role conflict:
Recommendations to management
Recommendations to academics
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Report - Final

Report - Final

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Published by Hafiz Umar

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Published by: Hafiz Umar on Nov 29, 2011
Copyright:Attribution Non-commercial


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