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BY QADRIA ALKANDARI AMANI ABDULLAH HAMMAD
OPEN UNIVERSITY MALAYSIA
EMPLOYEES RETENTION IN PRIVATE SECTOR AN EXPLORATORY STUDY IN THE STATE OF KUWAIT
BY QADRIA ALKANDARI AMANI ABDULLAH HAMMAD
Project paper submitted in partial fulfillment of the requirement for the degree of master of business administration
Open University Malaysia (2009)
Student’s Name Matric . Number Student’s Name Matric . Number
: QADRIA ALKANDARI : 51070485 : AMANI ABDULLAH HAMMAD : 51070784
We hereby declare that this project paper is the result of my own work, except for quotation and summaries which have been duly acknowledge.
QADRIA ALKANDARI AMANI ABDULLAH HAMMAD MBA MBA 2009 2009 OUM OUM IV .
Topic Chosen: Acceptable / Not Acceptable 2. Number : QADRIA ALKANDARI : 51070485 Student’s Name Matric .APPLICATION TO CONDUCT RESEARCH PAPER PART A: STUDENT'S PARTICULARS Student’s Name Matric . The study focuses on the private sector employees of the state of Kuwait and aims to determinate those workforce retention sector. Title of the project: "Employees Retention in Private Sector (An Exploratory Study in the State of Kuwait)" 2. Proposed Research Method: "quantitative methodology" PART C: FACULT"S INPUTS 1." 3. Number : AMANI ABDULLAH HAMMAD : 51070784 PART B: PARTICULAR ABOUT THE PROJECT 1.Isa Al-Jeran I . Suggested Supervisor for the student: Dr. Research Objectives: "The current study is attempts to enhance our understanding and improve the shortage of retention literature.
citation and others. It is also free from major grammatical errors. Attached are the following documents of your evaluation and approval Chapter 1: Introduction Chapter 2: Literature Review Chapter 3: Research Method Chapter 4: Data and Analysis Chapter 5: Discussion Chapter6: Summary and conclusion References Appendixes We have thoroughly checked my work and we are confident that it is free from major grammatical errors.RESEARCH PAPER SUBMSSION FORM Project Paper Title: "Employees Retention in Private Sector (An Exploratory Study in the State of Kuwait)" Director Open University of Malaysia (OUM) Bahrain Branch Dear Sir. We have checked with OUM MBA program guideline for writing project paper and we are satisfied that the project paper proposal satisfies most of its requirements. Supervisor's Signature: II . referencing mistake and others. Student Signature: Qadria We have read the student's research proposal and we are satisfied that it is line with the OUM MBA program guideline for writing project proposal. sentence construction weaknesses. weaknesses in sentence construction. Thank You. spelling mistakes.
Persevered and prepared us to face challenges with faith and humility.DEDICATION We dedicate this thesis to: • Our Parents. • Our Husbands. Grow up and bloom our lovely flowers. It was your support and encouragement to persist and continue our journey till the end. You who taught. • Our children. III .
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 Dr. Eisa Al-Jeran, without his 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.
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 in the state of Kuwait. 125 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 the state of Kuwait 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 in state of Kuwait are based on openness and trusts, effectively communication and good deal of time spent from supervisor listening to employees ideas and suggestions. finally The result employees 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
CAREER PLANS CHAPTER 5 (DISCUSSION) DATA ANALYSIS AND RESULTS CHAPTER 6 (SUMMARY AND CONCLUSION) SUMMARY AND CONCLUSION FUTURE STUDIES REFERENCES APPENDIX 1 . BENEFITS B.CHAPTER 4 (DATA RESULTS) DATA ANALYSIS A.SURVEY VII . STRATEGIES C. ORGANIZATION CULTURE E.
value of diversity Organizational Culture.New project assignment Organizational Culture.openness and trust Organizational Culture.LIST OF TABLE Table 1: Table 2: Table 3: Table 4: Table 5: Table 6: Table 7: Table 8: Table 9: Table 10: Table 11: Table 12: Table 13: Table 14: Table 15: Table 16: Benefits Factors Organizational strategies factors organizational culture factors Demographic Factors Survey Responses – Benefits Survey Responses – Strategies Organizational Culture.Career development program Organizational Culture.supervisor listening Organizational Culture.Supervisor communication Organizational Culture.supervisor empowers VIII .development Plan Organizational Culture.task group assignments Organizational Culture.fairness and respect Organizational Culture.
New project assignment Organizational Culture.supervisor listening Organizational Culture.Career development program Organizational Culture.fairness and respect Organizational Culture.development Plan Organizational Culture.openness and trust Organizational Culture.value of diversity Organizational Culture.task group assignments Organizational Culture.Supervisor communication Organizational Culture.supervisor empowers Workforce of private sector employees IX .LIST OF FIGURES Figure 1: Figure 2: Figure 3: Figure 4: Figure 5: Figure 6: Figure 7: Figure 8: Figure 9: Figure 10: Figure 11: Figure 12: Figure 13: Figure 14: Figure 15: Figure 16: Figure 17: Gender Age Years of Service Career plans Benefits Strategies Organizational Culture.
under paid or unmotivated (Coff 1996). 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. trade agreements. changes in technology. and the like are directly affecting employee/employer relationships. not comply with 1 . and while trying to retain employees within the organization they may present other challenges as well. loyalty was the cornerstone of that relationship. Today. purpose and significant of the study reviled in the third section. “Until recently. The loss of talented employees may be very detrimental to the company’s future success. It is divided into four sections. This study attempted to explore the main factors that contribute to employee retention existing in the private sector in Kuwait. Out standing employees may leave an organization because they become dissatisfied. The next paragraphs discuss the background of the study by clarifying the theoretical framework for the main problems with employee retention. The final section presents how this study is organized.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. the second part presents the problem statement. Retention of employees can be a vital source of competitive advantage for any organization. The first section presents Background of the study the. the objective. They may demand higher wages. global economics.
productive workers cannot distinguish them selves from nonproductive coworkers. This is especially possible when due to inadequate in formation out standing performance is not rewarded. Therefore. In many in stances companies may reward or punish employees for an organization out come for which they had no impact (Kerr 1975). The better employees may move to other organizations for better opportunities. With out adequate in formation an organization may not be able to distinguish productive workers from non-productive ones. The coworkers who cannot improve their positions are more likely to stay. Employees often may take credit for the successes and deflect failures to other employees. 2 .organization practices. Insufficient information about employees’ performance may result in adverse selection by them (Gross man & Hart 1986). and not interact well with their coworkers or comply with their managers’ directions. 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. 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). 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. This is known as a moral hazard problem.
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. shirking of job responsibilities and poor in vestment decision making. This divergence of interests results in costs to the organization in the form of excessive perquisite consumption.Even if an organization is fortunate enough to retain talented employees. the employee may be motivated to act in his own interest which may diverge from the interest of the organization. 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. which may fizzle out later for the firm. This is done to reduce the risk of failure by the company. which protects the no diversified employee from loss of wealth. When in formation about an employee’s activities are difficult to gather. 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. This in vestment strategy may also reduce the re turn on investment that the diversified owners of the firm desire (Murphy 1985). The employee can signal the labor market his superiority through the selection of a fast starting project. 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). 3 . the company may still have to cope with agency costs resulting from them and their colleagues.
For 4 . they increased training budgets for new hires and first-level supervisors. However. 1995). Many questions related to private sector workforce retention have not been reported yet. First. Many studies concerning employees retention have been conducted in mainly U.Another area contributing to decreased employee satisfaction is that of a company’s motivational style. If that did not work. an employee interprets their organizational environment through his or her own mental model. creating his or her own world. In Kuwait. 1979. One of the regions that lack such studies is the Gulf region (Kuwait. Qatar. and Oman and Bahrain).S and Europe to determine the main factors that contribute to their satisfaction and motivation to exist. scarcity of researches are indicated. These solutions do not work anymore. 1989). few of these researches have conducted in Middle East. 1978). 1990). a reality of the second order thus arises (Watzlawick. United Arab Emirates. 1976) that is in some way imperfect (Senge. they raised wages until the situation stabilized. Weinberg (1997) states that “Most companies relied in the past on two traditional strategies for managing turnover. It is the understanding of the situation that provokes an action (Weick. thus. For example. PROBLEM STATEMENT understanding employee perspectives and measuring their retention factors are critical to an organization success. Saudi Arabia. each employee in an organization creates his or her own understanding of a phenomenon and assumptions (Argyris and Schon. the retention of private sector employees has not been fully addressed. It is one of the most prosperous regions in the world (Azzam. Replication of such studies in other regions is highly justifiable.
5 . The main research objectives can be summaries as follows: • Explore what types of benefits those are most important for the private sector workforce in the state of Kuwait. is most appealing to workforce? Thus.example.g. • Explore the future plan of Private sector workforce that contribute to their retention. 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. 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. • 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. supervisory style. work itself. RESEARCH OBJECTIVE Thus. the present study aimed to enhance our understanding and improve the shortage of literature by focus on the state of Kuwait to explore the main private sector workforce retention factors that lead to their existing in their work place.
The study designed to explore the main retention factors for Private sector employees. ORGANIZATION OF STUDY This study comprises six major chapters. PURPOSE OF THE STUDY This paper aims to attempts to determine employee's retention in the private sector in the state of Kuwait. background and problems of the study and its objectives. the present study is expected to bridge a gap in the literature for empirical research focusing on employee's retention in the state of Kuwait. 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. conclusion and other implications of the study. Chapter V reveals the discussion of the study. data collection procedures.SIGNIFICANCE OF THE STUDY This study derives its significant from its potential contribution at two primary levels: theoretical and practical. At the theoretical level. Chapter VI presents Summary. 6 . The paper attempts to deepen our understanding about employee's satisfaction and in private filed. Chapter IIII presents the finding and result of data analysis. questions of the research and instrumentation. it discuses the population and sampling. this study is expected to provide new solutions and evidence on the usefulness of segmentation techniques for human resource management. Chapter III presents research methodology. For the practical contributions. Chapter I provide a discussion of nature.
Studies have indicated that retention driven by several key factors. 2001). 2000. p. readiness to recommend. strategy. Hammer 2000). is even truer these days than ever before because the job market is becoming increasingly tight (Eskildesen 2000. and career development systems (Fitzenz 1990).CHAPTER II LITERATURE AND THEORETICAL BACKGROUND In this chapter. 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. 7 . and repurchase intentions. employees are now making strategic career moves to guarantee employment that satisfy their need for security. good help is hard to find. identification. and the last two being behavioral intentions” (Stauss et al. with the first four being emotional-cognitive retention constructs. On the other hand. commitment. pay and benefits philosophy. Retention defined as “an obligation to continue to do business or exchange with a particular company on an ongoing basis” (Zineldin. employers have a need to keep their stuff from leaving or going to work for other companies. the previous studies for employee’s retentions are presented to be the framework to understand and systematically analyze factors the affect employee’s intentions. 28). trust. which ought to be managed congruently: organizational culture. This is true because of the great expenses associated with hiring and retraining new employees. The adage.. A more detailed and recent definition for the concept of retention is “customer liking. 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. As a result.
with the capability to enhance interaction with customers rather than 8 . 1995). 1979).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. 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.. Denton 2000). there is a straight line linking employee satisfaction and customer satisfaction. better service. 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. 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. 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. lower price sensitivity. Employees retention also attain benefits such as customers satisfaction. higher market share. Thus. Marini 2000. higher productivity and higher efficiency (Zineldin. lower costs (Reichheld. 1989). which results in decreased turnover rate (Mobley et al. Anderson and Sullivan (1993) and Rust and Zahorik (1993) believe that. Based on a review of the literature. Employees who are satisfied have higher intentions of persisting with their organization. positive word-of-mouth. 2000). many studies has investigate employees intentions to exist. Mark Parrott (2000). high satisfaction has been associated to retention of both customers and employees. and the initial cost of attracting the new employees has already been expended (Davidow and Uttal. In the same bases.
companies must continually develop their products and services so as to meet the evolving needs of customers. in their study. Gerpott et al. and not simply retained because of habit. However. but rather by examining the relationship between them. The authors recommended that in order to retain employees. He explain that an understanding of the two concepts cannot always be achieved by isolating them from each other. price and 9 . The fining of his study shows that product innovativeness. indifference or inertia.endanger them. but causally inter-linked constructs. (2001) in his research attest Johnston (2001) as he mentioned that customer retention and customer satisfaction should be treated as distinct. Rust and Subramanian (1992). 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. In the same bases Athanassopoulos (2000) explain satisfaction as an antecedent of customer retention. link quality to customer satisfaction and argue that this has a direct effect on customer retention and market share. In the same research. Johnston (2001) in his research negated the relationship between customer's satisfaction and their retention clarifying that such relation is very weak. thus satisfaction is a component of retention. Desai and Mahajan (1998) assumed that retained customers are in fact satisfied. The authors study customer satisfaction cues in retail banking services in Greece. staff service. convenience. Included in retention strategies are the development of new products and services to meet and satisfy the evolving required of the customers.
This explanation is consistent Morgan and Hunt (1994) research on marketing channel. 1993. Other studies have proposed that the cost of replacing lost talent is even higher.g. Instead. 2000). Anderson and Sullivan. Expanding on these thoughts.000 full-time employees. 1998. Rucci et al. Heskett et al. Indeed. satisfaction itself may not be sufficient enough to ensure long-term workers commitment to an organization. as much as 70 to 200 percent of that employee’s annual salary (Kaye. Thus. the probability of either party ending the relationship decreases because of high termination costs. the difference between a 15. Further. 2000). service suppliers may be unable to retain even those employees who are satisfied. in some cases. Cronin et al.business profile are dimensions of customer satisfaction. the EPF (2004) stated that “for a firm with 40. which shows that organizations often look beyond the concept of satisfaction to developing trust and ensure long term relationships with their employees. (1994) and Schneider and Bowen (1999) suggested that. 1999.percent turnover rate and a 25percent turnover rate is over $50 million annually. it may be essential to look beyond satisfaction to other variables that strengthen retention such as conviction and trust (Hart and Johnson. this link is essential to the 10 . Bansal and Taylor. 1999). this suggestion is based on the principle that once trust is built into a relationship. The divergence between a 15percent 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. The authors also mentioned that customers do not consider switching banks until they have encountered a series of negative effects..
young female may want different things from what young male want (Beck 2001).. decreased productivity until the new employee is up to speed. Numerous studies explain the importance of high employees involvement and how it could enhance their retention (Arthur 1994. a corporation namely Kimko. advancement opportunities and time off. most of the workforce is at an entry level stage of production. and loss of customers who were loyal to the departing employee”. only a small share of the workforce takes advantage of them (Perry Smith and Blum 2000). Additionally..marketing concept. Kay (2000) describe costs as in “…advertising and recruiting expenses. 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. 2002). which holds that satisfying employee’s needs and wants is the key to exist in the organization (Kotler et al. When high level of employees turnover existed. however. Such differences may reflect stages in the career plan or deeper generation differences. A very high cost is associated with large numbers of employees who have not accomplish full productivity. 1995). Further. e. orientation and training of the new employee. This cycle continues with very few employees performing at maximum productivity. as earlier studies indicated that young employees are more interested in payment.g. Koch and McGrath 1996). the lack of opportunities to learn and develop in the work can be the top reason for employee dissatisfaction and thus turnover.. there are often gender differences within demographic groups. Huselid 1995. implemented this information and provide a training program that gave employees 11 . The costs and expenses mentioned above open another area of concern which is productivity. Flexible work schedules and assistance programs need to be considered.
Levine 1995). and changes that may affect employees enthuse (Gopinath and Becker 2000.an opportunities to develop their path and career direction. In summary. studies indicated that employees stay when they have strong relationships with others with whom they work (Clarke 2001). 12 . Increasingly. The relationship between satisfaction and retention in many studies has described as weak. The benefits of retention are lower costs for their agent. improve productivity. mission. less price sensitivity. the literature defines retention as continuing relation between customers (employees) and their organization. Turnover tumbled from 75 percent to 50 percent (Withers 2001). organizations provide information on values. and researches shows that satisfaction does not necessarily cause to retention. strategies.. competitive performance. increase employees performance and thus increase profits and meet their organizational goals and objectives. Other studies indicated that effective communications improve employee identification with their agency and build openness and trust culture. 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. this explain the efforts of organizations to encourage team building. greater market share. project assignments involving work with colleagues and opportunities for interaction both on and off the job (Johns et al 2001).
DATA COLLECTION PROCEDURES To accomplish the aforementioned research objectives. As mentioned in the first chapter. • Investigate what issues related to organizational culture contribute to the retention of the private sector workforce.CHAPTER III RESEARCH METHODOLOGY In this chapter. 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. By referring to the literature review on this topic. • Assess the most important organizational strategies that contribute to the retention of the private sector workforce. the first section presents the data collection procedures. the data for this study was collected through self-administered questionnaires. the authors presents the methodology for the present study. many items in the organizational culture and retention strategies sections of the survey were adapted 13 . The researchers divided the chapter into three sections. the objectives of the current study is to: • Explore what types of benefits those are most important for the private sector workforce in the state of Kuwait. the second section presents study population and sampling. • Explore the future plan of Private sector workforce that contribute to their retention. 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. the final section presents data analysis.
on their retention.from Griffeth and Horn (1983). using a five-point Likert type importance scale ranging from “very important” to “not important at all”. paid holidays). vision. personal. Retirement plan Health and other benefits (health insurance. dental. 4. Table 1 show these factors. prescription). Deferred compensation. 3. 6. 14 . 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. 2. respondents asked to rate the relative importance of 13 potential strategies factors on their retention. sick. The Second part elicited retention strategies factors. 5. Employee assistance program. Table 2 show Organizational strategies factors. using a five-point Likert type importance scale ranging from “very important” to “not important at all”. Table 1: Benefits Factors Benefits Factors Salary and monetary compensation Leave benefits (including vacation. The primary aim of this study is to explore the factors that affect private sector workforce attention in their work place. 1.
15 . 5. Help with career planning 8. Voluntary Reduction in Work Schedule 3. 3. My agency has a career development program that helps people become more aware of and responsible for their own career development. Table 3: organizational culture factors Organizational culture Factors 1. Training opportunities . Rewards and recognition 10. Working on a new projector assignment is an open process with few barriers. Job Rotation and New Assignments 7. Alternative Work Schedule 2. respondents asked to rate the relative importance of 10 organizational culture factors on their retention.Table 2: Organizational strategies factors Organizational strategies Factors 1. 4. Wellness Programs 5. Supervisors communicate effectively with employees. Annual Performance Appraisal The third part of the survey address the organizational culture factors. 4. Employee Suggestion Program 11. On-site day care 9. Education opportunities 12. Employees are often given the opportunity to be part of task groups and assignments outside their core job responsibilities. Mentoring and coaching 6. The following table shows the organizational strategies factors. using a five-point scale type agreement scale ranging from “Strongly Agree” to “Strongly disagree”. Supervisors in my workplace sit down with employees and discuss their development plans at least every 6 months. 2. Telecommuting/Work at Home.job related 13.
The focus group participants completed the survey for practical purpose of this study. the workplace where I work has a culture that recognizes and values diversity. Supervisors have a style that empowers people to take responsibility and authority. thus the findings cannot be generalized to the entire GCC countries. four options are given as follows: leave workplace employment within 1-2 years. The final section of the survey collects demographic information.00 am. Monday and Wednesday. A total of 145 surveys were distributed in equal numbers to the private organizations of these cities (29 survey per location). the results provide a snapshot of opinions from a small sample of Kuwaiti private sector employees who conduced their work in the state of Kuwait. 8. 3-5 years. 10. There is an environment of openness and trust in my agency. 10 am and 1 pm on a particular Tuesday. One section of the survey ask respondents about their retirement plan. 7. commencing at 8. STUDY POPULATION AND SAMPLING In convince approach. 610 years or no plans to retire or leave work place in the foreseeable future. In convenience method. private sector employees who conducted their work in the sampling location during the chosen time intervals were selected. 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. with few lines space. Employees in my workplace are treated with fairness and respect. the authors selected five main cities to distribute the survey where private sector workforce conducted their work. 9. 16 .6. Supervisors spend a good deal of time listening to employees' ideas. Rather.
the data were analyzed using descriptive statistics and factor analysis. To ascertain which of the private sector workforce retention factor criteria are perceived as more or less important. 125 were returned (only 25 surveys were collected from each city). private sector workforce were approached.2 percent. out of which 20 were usable (valid and completed). The survey took approximately 10-15 minutes to complete.Distribution process took place in a two week period in the early part of April 2009. This relatively high response rate attributed to the self-administered approach undertaken in distributing questionnaires and approaching respondents at the various locations. 2002). thereby yielding a response rate of about 86. 1996. The survey was designed to obtain information about the main determinants of employees retention to exist. METHODS The responses obtained were analyzed using SPSS V. a response rate considered sufficiently large for statistical reliability and generalizability (Tabachnick and Fidell. Stevens. 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. 17 . From a total of 145 questionnaires distributed. explaining the nature of the study and asked if they would be prepared to fill in the questionnaire.17.
The following figures and Table represent the demographic factors.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 in state of Kuwait. The entire sample are Kuwaiti nationality and it consist of 55 percent male and 70 percent female. and their average age was 35. Figure1: Gender Figure2: Age Age Gender 55 Between 18 to 25 9 3 17 70 Male Female Between 26 to 35 Between 36 to 45 Between 46 to 55 Above 55 40 56 Figure3: Years of Service Years of Service 3 32 Between 0 -5 years Between 6 -10 years Between 11 -15 years Between 16 -20 years over 25 Years 50 19 21 18 .
8 32.4 40.2 Retire or leave within 6-10 years 23 18.0 7.2 25.Figure 4: career plans Career Plans Retire or leave State employment within 1-2 years Retire or leave State employment within 3-5 years Retire or leave State employment within 6-10 years No plans to retire or leave State employment in the foreseeable future 5 14 23 83 Gender Career Plans Table 4: Demographic Factors Demographic factors Frequency Percent Male 55 44.4 85.2 3.2 2.8 15.6 44.6 11.4 19 .4 No plans to retire or leave State employment in the foreseeable future Position Age Years of Service Total Employees Managers Head Manager Total Between 18 to 25 Between 26 to 35 Between 36 to 45 Between 46 to 55 Above 55 Total Between 0 -5 years Between 6 -10 years Between 11 -15 years Between 16 -20 years over 25 Years Total 83 125 107 14 4 125 17 56 40 9 3 125 50 21 19 32 3 125 66.6 2.0 Female 70 56.0 Total 125 Retire or leave within 1-2 years 5 4.0 Retire or leave within 3-5 years 14 11.0 16.2 13.
865 124 122 3. with means of 4.098 Figure 5: Benefits The Salary and compensation were rated as most important. vision.52) and Differed Compensation 20 .A. followed by leave benefits (4. Table 5: Survey Responses – Benefits Descriptive Statistics Salary and Compensation Leave benefits (including sick.534. paid holidays) Deferred Compensation Health and related benefits (health insurance. prescription) Employee Assistance Program Retirement plan N 125 124 Mean 4.52 Std.950 1. Benefits The first section of the survey asked respondents to rate the benefits of state employment on a scale from 1 to 5.18 .72 and SD 0.87 . where 1 = not very important and 5 = very important. personal.656 125 124 4.22 4. vacation.98 3.822 . Deviation . dental.534 . The results are illustrated in table 1.75 4.
employee of the year) Annual Performance Appraisal Training opportunities .119 .276 21 .776 . rated as least important by Private sector workforce in Kuwait.89).980 .32 3.864 1.72 3. Deviation .43 4.919 1.82 3.00 Std. service awards. and how important each strategy was to them.017 1. B.41 4.16 4..22).017 1. Table 6: Survey Responses – Strategies Descriptive Statistics Rewards and recognition (e. STRATEGIES The next section of the survey asked respondents to indicate what retention strategies were being used in their agencies.925 1.g.83 3.945 .job related Education opportunities Employee Suggestion Program Help with career planning On-site day care Job Rotation and New Assignments Mentoring/Coaching Wellness Programs Alternative Work Schedule Voluntary Reduction in Work Schedule Telecommuting/Work at Home N 125 125 125 122 124 125 122 125 124 124 125 123 125 Mean 4.78 3. The items with the lowest means.(4. were the retention Plan (3.96 3.112 .22 3.08 3.872 .28 4.019 1. Complete results for this section can be found in table 2 .87) and the Employee Assistance Program (3. whether it was available.
The importance of education and training benefits is not surprising. Telecommuting/Work at Home (3.00). 22 .28).Figure 6: Strategies The three strategies rated most important to workforce of private sector are Rewards and recognition (4.43). since workforce of private sector emphasis on growth and development through a variety of training.32) were rated as least important.22) and Alternative Work Schedule (3. Another reason this benefit may be important is because they are generally younger and in an early phase of their career with private sector. Annual Performance Appraisal (4. Voluntary Reduction in Work Schedule (3.other (4.41) and Training Opportunities .
6 100. where 1 = strongly disagree and 5 = strongly agree.development Plan Supervisors in my agency sit down with employees and discuss their development plans at least every 6 months. comparing the responses of each group for each statement can be found in table 3.0 37. 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 5.0 5. The next table and figure present these percentages.0 9. 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.4 62.C.8 are nature.0 Cumulative P 4.0 Valid Percent 4.6 % percent disagreed or disagreed strongly with that notion and 24.6 24. Frequency Strongly Disagree Disagree Neutral Agree Strongly Agree Total 5 7 31 35 47 125 Percent 4.6 24.8 28. Table 7: Organizational Culture.6 34. only 9.0 Figure 7: Organizational Culture.0 5.development Plan 23 .6 100.8 28.4 100.0 37.
0 33.4 24.6 17.2 % 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.0 Figure 8: Organizational Culture.0 33.6 100.4 100.6 17.4 24.The result show 51.6 100. Table 8: Organizational Culture.4 22.task group assignments 24 .8 % disagree and strongly disagreed with this statement.4 22. while 24 % are natural. Only 24.0 Valid Percent 2.0 Cumulative P 2.task group assignments Employees are often given the opportunity to be part of task groups and assignments outside their core job Frequency Strongly Disagree Disagree Neutral Agree Strongly Agree Total 3 28 30 42 22 125 Percent 2.8 82.8 48. The next table and figure present these percentages.4 24.
6 28.Career development program 25 .6 are disagreed and strongly disagreed.8 16.8 100.2 100.6 71. Frequency Disagree Neutral Agree Strongly Agree Total 16 21 52 36 125 Percent 12.8 29.8 16.About 70. The next table and figure present percentages. 16.8 41.6 28. Table 9: Organizational Culture.8 % of workforce are neither agreed nor disagreed with this statement and 29.8 41.0 Figure 9: Organizational Culture.0 Valid Percent 12.Career development program My agency has a career development program that helps people become more aware of and responsible for their own career development.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.0 Cumulative P 12.8 100.
Frequency Strongly Disagree Disagree Neutral Agree Strongly Agree Total 3 21 45 37 19 125 Percent 2.8 100.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.0 Cumulative P 2.6 15.2 84.New project assignment Working on a new project assignment is an open process with few barriers.2 100. 36 % are nature and 19.0 29.2 100. The next table and figure present percentages.0 Figure 10: Organizational Culture.6 15.2% disagreed strongly or disagreed with this statement.4 19.4 16.New project assignment 26 .0 Valid Percent 2.4 16.2 55. Table 10: Organizational Culture.0 29.8 36.8 36.
Table 11: Organizational Culture.2 32.5 72.Supervisor communication Supervisors communicate effectively with employees. while another 5. Frequency Strongly Disagree Disagree Neutral Agree Strongly Agree Missing Total 3 4 40 41 34 3 125 Percent 2.5 5.4 3.2 2. The next table and figure present percentages.9 Cumulative P 2.6 % disagreed or strongly disagreed and 32 % are nature with that statement.5 3.7 38.Supervisor communication Fifty-nine percent of private sector workers agreed or strongly agreed that their agency had a culture that recognizes and values diversity.1 100.0 Valid Percent 2.0 Figure 11: Organizational Culture.Sixteen percent of workforce agreed that supervisors communicate effectively with employees.4 100.8 27. Only seven percent 27 .6 27.8 33.3 32.0 32.
The next table and figure present percentages.8 97.4 32.0 27.4 100.9 32.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.4 100.4 4.4 39. Table 12: Organizational Culture.6 100.8 31.0 Cumulative P 2.3 66.0 Valid Percent 2.6 2.2 26.0 Figure 12: Organizational Culture. 31% of the respondent are neutral related to this statement.5 7.5 4.0 33. Only 12% percent 28 .disagreed or strongly disagreed that employees in their agency are treated with fairness and respect.value of diversity My agency has a culture that recognizes and values diversity Frequency Strongly Disagree Disagree Neutral Agree Strongly Agree Total Missing 3 6 39 33 41 122 3 125 Percent 2.
0 39.8 7.2 100.8 12. which creates a sense of commitment and belonging.0 36.8 7.2 24.2 100.0 Figure 13: Organizational Culture. Frequency Strongly Disagree Disagree Neutral Agree Strongly Agree Total 6 9 31 30 49 125 Percent 4.8 60.openness and trust the figure represent good percentage that reflect the sense of openness and trust between employees and their agency.2 24. so does a feeling of community in the workplace.disagreed or strongly disagreed while 24.8 100.0 Valid Percent 4. The next table and figure present percentages. Table 13: Organizational Culture. Efforts to enhance both openness and 29 .0 39.0 Cumulative P 4.8 % of the respondent are neutral. the more likely they are to stay.8 24.openness and trust There is an environment of openness and trust in my agency.8 24. 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.
0 Figure 14: Organizational Culture.4 36.8 12.2 13. Frequency Strongly Disagree Disagree Neutral Agree Strongly Agree Missing Total 17 21 16 23 45 3 125 Percent 13.0 2.fairness and respect Employees in my agency are treated with fairness and respect. About 54.9 Cumulative P 13.1 100. However 30.8 % of the respondent are neutral.4% of private sector workers in the state of Kuwait 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.4 % percent disagreed or strongly disagreed and 12.3 63.6 16. such as after-hour get-togethers and departments caring for employees during life crises.8 18.9 17. Table 14: Organizational Culture.9 31.trust culture include supporting activities that create personal connections.0 Valid Percent 13.fairness and respect 30 .9 36.1 18.4 100. The next table and figure present percentages.1 44.
0 10.0 65. only 14.6 34.6 21.6 100.4 29.supervisor listening Supervisors spend a good deal of time listening to employees' ideas.0 Figure 15: Organizational Culture. The next table and figure present percentages. Table 15: Organizational Culture.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.4 44.0 10.6 21.0 Valid Percent 4.6 34.4 % percent disagreed or strongly disagreed and 29.6 % are neutral.4 100. Frequency Strongly Disagree Disagree Neutral Agree Strongly Agree Total 5 13 37 27 43 125 Percent 4.0 14.supervisor listening 31 .4 100.0 Cumulative P 4.4 29.
0 17.supervisor empowers 32 .0 23.supervisor empowers Supervisors have a style that empowers people to take responsibility and authority. The next table and figure present percentages.0 Figure 16: Organizational Culture.0 23.0 17.2 % employees agreed and strongly agreed that their supervisor have a style that empowers people to take responsibility and authority.0 25.2 100. 15.2 100.0 Cumulative P 8.2 36.2 % are neutral.8 84.6 % percent disagreed or strongly disagreed and 15.0 Valid Percent 8.6 15.6 56.8 100. Frequency Strongly Disagree Disagree Neutral Agree Strongly Agree Total 10 22 19 45 29 125 Percent 8.2 36. the result of organizational culture shows that only 63.Finally.6 15. Table 16: Organizational 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. This could be explain that private sector in the state of Kuwait provide good retention to their employees that lead to improve their existence as well as their satisfaction. 5 % present of workforce said they planned on retiring or leaving state employment within 1-2 years. lack of promotional opportunity. Figure 6 graphically present the result of career plans for workforce. 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. such as private sector workers career ladders and work groups created to solve departmental problems. E. Another 23% said they planned to leave within 6-10 years. The eighty-three percent presented high awareness of the importance of retention to the private sector organizations. The result of career plans shows that the workforce aimed to build long-term relationship and developed their career in the private sector. the length of time it would take to get from a grade to higher grade within their organization. This fosters Kuwaiti 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.The figure represent good percentage of agreement indicating well participation and supervisor empowerment culture. and lack of meaningful professional development. and an additional 14% said they planned to leave state employment within 3-5 years. CAREER PLANS When asked about future career plans. 33 .
can be powerful retention tools. 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 . The result of the current study indicate clearly high retention efforts provided private sector in the state of Kuwait to retain workforce. thereby. thus. high percentage of career plan to exist in the state of employment are not surprising.Figure 17: workforce career plans Careful career development and planning. as well as the more typical rewards and incentives. 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.
Kuwait private sector currently provide numerous benefits or practices attractive to workforce. In addition to using pay incentives to reward the employee for reaching company goals and demonstrating loyalty to the organization. Delaney and Huselid 1996. provide a competitive wage so the employee is paid fairly. Incentive pay may also give the employee the incentive to stay in the organization. Incentive pay may consist of cash bonuses for employees upon reaching pre determined goals. the agency problems of excessive perquisite consumption. 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.CHAPTER V DISCUSSION In this chapter. Prior literature shows that HRM practices in compensation and reward sharing can lead to reduced turnover. The bonus is normally tied to accounting measures and many times specifically to the employee’s job area. This may also in crease the numbers of talented employees who stay in the company. efforts can be made by the organization to improve job sat is faction. improve the quality work. Meyer and Allan 1991). and encourage the employee to comply to organizational practices. shirking and poor in vestment decision making may be reduced. By aligning the interests of the employees with the owners of the firm through pay incentives. Huselid 1995 and MacDuffie 1995. Some are negotiated benefits and some are optional and may vary by agency and bargaining unit. 35 . the authors discuss the main retention factors to the private sector workforce. and better financial performance (Arthur 1994.
Kuwaiti Private sector workforce clearly explain that in order to develop their intention such compensation should be meet their satisfaction. 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. It in essence makes the employee a involve and have empowerment to aligning the interests of their organizations. Pay incentives will help align the employees’ interests with those of the organization's owners and efforts to improve job satisfaction through employee autonomy. and pleas ant working conditions will help retain talented 36 . The result of this study indicate that private sector should improve retirement plan as to motivate employees and reduce agency costs and retention problems. extra compensation and salary. An adequate base salary al lows the organization to compete for talents in the labor market effectively.The study also indicate that sharing responsibility by private sector workforce is an other type of pay incentive.g. 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. So far. 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. retirement plan). 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. This may be the reason that employees in many organizations have complex pay pack ages. One possible way to reduce the short comings of each pay component is to pay organization employees with a combination of bonuses. training.
retaining skilled employees may also be accomplished through improving organization culture. 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. other organizations use other methods to support education in an effort to increase workforce job satisfaction. and they can give them meaning full assignments as well. Besides using compensation.employees. improving the working conditions can also inveigle productive workers to exist in their organization and reduce their turnover. the authors suggested that Kuwaiti 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. Management can give capable employees the autonomy in their job functions. In addition to compensation. Gen tile. One retention strategies that the authors argues its importance to increase selfactualization through 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. another suggestion is to provides a day off every four weeks for education.their employees to be involved in the decision making for their area of expertise. But be cause of asymmetric in formation it may be difficult to en courage poor per formers to leave the organization. Most of organizations in private sector in Kuwait now reimburse tuition for employees. Taking this proactive stance toward 37 . Manager should allow –partially. & McFarlin 1991). Better monitoring of employees through audits and surveillance may help distinguish productive from non productive employees.
These methods go beyond simply letting an employee pick the schedule that is best for him from existing options. if not eliminate. Both flexible and self-scheduling are significant ways to increase worker satisfaction. resulting in improved job satisfaction and job retention (AFSCME. Kuwaiti private sector workforce want jobs that accommodate their family needs and personal activities. The finding of the current study assisted by many finding who argue to minimize. the current study have found that private sector workforce workers for a schedule that fits their needs. Finally. A department that offers a variety of schedules increases its appeal to a wide spectrum of staff. These innovative scheduling methods allow employees to adjust their work schedules to the rest of their lives. they allow employees to self-determine their schedule by providing the latitude to individually tailor their work hours.2009). giving private sector workforce more say in departmental decisions because of their expert knowledge and increased satisfaction with their current workplace. shift rotation and allow creative and flexible staffing arrangements that are tailored to meet staff needs. 38 .education would yield the same results.
The result of benefits retention factors shows that the salary and compensation were rated as most important to the private sector workforce in the state of Kuwait followed by leave benefits and differed compensation. The value of creating diverse strategies should manifest itself through increased employee satisfaction and an increased sense of belonging to the organization. Section one presents recommendation of the research and section present suggestion for future studies. voluntary Reduction in Work Schedule and alternative work schedule were rated as least important. 39 . 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. It divided into two sections. Telecommuting/Work at Home. 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 literature shows that retention factors are critical and should be well addressed by any organization in order to meet its goals and objectives. The heart of this study has been to explore Kuwaiti private sector workforce in the state of Kuwait. The items needed to be improved in private sector are retirement plan and the employee assistance program.CHAPTER VI SUMMARY AND CONCLUSION This chapter intended to summaries the main finding. Improving these benefits will improve private sector workforce retentions and thus ensure meeting organizational goals and objectives.
Only twelve percent disagreed or strongly disagreed and twenty-four percent are neutral. while thirty percent are disagreed and strongly disagreed. More than half of private sector workforce agreed that supervisors communicate effectively with employees. 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. while twenty-four percent Kuwait private sector workforce disagree and strongly disagreed with this statement. About fifty-four percent of private sector workforce in the state of Kuwait has agreed and 40 . while only seven percent disagreed or strongly disagreed and thirty-one percent are neutral related to this statement. Fifty-nine percent of private sector workforce agreed or strongly agreed that their agency had a culture that recognizes and values diversity.The result of organizational culture shows that Sixty-five percent of Kuwaiti private sector workforce agreed or strongly agreed that supervisors in their agencies discussed development plans with employees at least every six months. The study indicated high percentage of agreement of private sector workforce in the state of Kuwait 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 only six percent of the sample disagreed and the rest are nature with that statement. 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. Sixty-three percent of private sector workforce agreed or strongly agreed that in their organization an environment of openness and trust in is existed.
and only five present Kuwaiti private sector workforce are planned on retiring or leaving state employment within 1-2 years. twenty-three percent are planned to leave within 6-10 years. the study fills an important gap in the literature. while fifteen percent disagreed or strongly disagreed and thirty-one are neutral. only fourteen are percent disagreed or strongly disagreed and thirteen percent are neutral. forty-three private sector workforce agreed and strongly agreed that their supervisor have a style that empowers people to take responsibility and authority. The study found high efforts provided by private sector in the state of Kuwait to attain and attract existed employees. that is. Finally. The result of private sector workforce career plan shows that high percent (eightythree) of private sector workforce had no plans to leave or retire from State employment within the foreseeable future. fourteen percent private sector workforce are planned to leave state employment within 3-5 years. exploring private sector workforce retention factors in 41 . The importance of this study can be viewed from two dimensions: theoretical contributions and practical implications. Theoretically. In summary. employees who have high retention factors have good and long-term relationship with his agency. this explain the high percentage of why workforce have no intention to leave their organization and have long-term career plan.strongly agreed that there is a fairness in treatment and respect in their organization an environment of openness and trust in is existed. the purpose of this study was to explore how private sector workforce dealing with the concepts of employees retention. 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.
Such information should help human resource management of private sector in devising appropriate human resource strategies for attaining and attracting Kuwaiti private sector workforce. 42 . For example.(Jinnett and Alexander 1999. On the practical side. gender and age. Our results revealed that although private sector workforce tended to think that satisfaction and retention are enhanced in similar ways. nationality. 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. FUTURE RESEARCH For future research. this study can help the top-management decision makers of private sector to enhance the major factors that may better develop their employees retention and thus meeting organizational goals and objectives. there were wide differences between how individual employees perceived the two concepts. 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. 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. Miller and Wheeler 1992).the state of Kuwait. Further studies may need to classify the sample by employee position. income. the relation between private sector workforce retention and their satisfaction need to be focused and studied. Therefore.
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where 1 = not at all important and 5 = very important. service awards. Strategies ()إﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﺸﺮآﺔ Please indicate if any of the following strategies are available in your agency.. employee of the year) ﻣﻜﺎﻓﺂت وﺗﺸﺠﻴﻊ Employee Suggestion Program ﺗﻮﻓﺮ ﺑﺮﻧﺎﻣﺞ ﻻﻗﺘﺮاﺣﺎت اﻟﻤﻮﻇﻔﻴﻦ Education opportunities ﻓﺮص ﺗﻌﻠﻴﻤﻴﺔ Training opportunities . dental. اﻟﺮﺟﺎء ﺗﺤﺪﻳﺪ ﻣﺪى ﺗﻮاﻓﺮ آﻞ ﻣﻦ اﻻﺳﺘﺮاﺗﻴﺠﻴﺎت اﻟﺘﺎﻟﻴﺔ ﺑﺎﻟﺸﺮآﺔ اﻟﺘﻲ ﺗﻌﻤﻞ ﻓﻴﻬﺎ، ﺑﺤﻴﺚ ﻳﻌﺒﺮ اﻟﺮﻗﻢ 1 ﻋﻦ . اﻟﺮﺟﺎء ﺗﺤﺪﻳﺪ أهﻤﻴﺔ آﻞ ﻋﻨﺼﺮ ﻣﻦ اﻟﻌﻨﺎﺻﺮ اﻟﻤﺘﻌﻠﻘﺔ ﺑﺎﻟﺮواﺗﺐ واﻟﻔﻮاﺋﺪ اﻟﻤﺎﻟﻴﺔ وﻣﺪى ﺟﺬب هﺬﻩ اﻟﻌﻨﺎﺻﺮ إﻟﻴﻚ . Then rate how important each item is to you.Appendix Employee Retention Survey A. whether it's available or not. prescription) (ﻓﻮاﺋﺪ اﻟﺼﺤﺔ )اﻟﺘﺄﻣﻴﻦ، اﻟﻌﻼج Deferred Compensation اﻟﻔﻮاﺋﺪ اﻟﺘﻌﻮﻳﻀﻴﺔ )ﺑﺪﻻت، ﺳﺎﻋﺎت ﻋﻤﻞ (إﺿﺎﻓﻴﺔ Employee Assistance Program ﺑﺮﻧﺎﻣﺞ ﻣﺴﺎﻋﺪة اﻟﻤﻮﻇﻔﻴﻦ 1 1 1 1 1 1 2 2 2 2 2 2 3 3 3 3 3 3 4 4 4 4 4 4 5 5 5 5 5 5 B. Benefits ()اﻟﺮاﺗﺐ واﻟﻔﻮاﺋﺪ اﻟﻤﺎﻟﻴﺔ Please rate the following benefits of state employment on a scale of 1 to 5.ﻋﺪم أهﻤﻴﺔ اﻟﻌﻨﺼﺮ وﻳﻌﺒﺮ اﻟﺮﻗﻢ 5 ﻋﻦ اﻷهﻤﻴﺔ اﻟﺸﺪﻳﺪة ﻟﻠﻌﻨﺼﺮ Very Not at All Not Very Neutral Somewhat Important Important Important Important ﻣﺤﺎﻳﺪ ﻣﻬﻢ ﻣﻬﻢ ﺟﺪا ﻏﻴﺮ ﻣﻬﻢ ﻏﻴﺮ ﻣﻬﻢ ﻋﻠﻰ اﻹﻃﻼق Alternative Work Schedule ﺟﺪول ﻋﻤﻞ ﺑﺪﻳﻞ )آﺎﻟﻌﻤﻞ ﺑﺄوﻗﺎت أﺧﺮى (إذا ﻟﻢ ﻳﺘﻢ اﻟﺤﻀﻮر ﺻﺒﺎﺣﺎ Voluntary Reduction in Work Schedule ﺗﺨﻔﻴﺾ ﺗﻄﻮﻋﻲ ﻓﻲ ﺟﺪول اﻟﻌﻤﻞ Telecommuting/Work at Home اﻟﺘﻮاﺻﻞ ﺑﺎﻟﻬﺎﺗﻒ اﻟﻌﻤﻞ ﻓﻲ اﻟﻤﻨﺰل Wellness Programs ﺑﺮاﻣﺞ ﺻﺤﻴﺔ Mentoring/Coaching ﻣﺮاﻗﺒﻪ وﺗﺪرﻳﺐ Job Rotation and New Assignments اﻟﺘﺪوﻳﺮ وإﻋﻄﺎء ﻣﻬﺎم ﺟﺪﻳﺪة Help with career planning اﻟﻤﺴﺎﻋﺪة ﻓﻲ اﻟﺘﺨﻄﻴﻂ اﻟﻤﻬﻨﻲ On-site day care رﻋﺎﻳﺔ ﻓﻲ اﻟﻤﻮﻗﻊ Rewards and recognition (e.g. paid holidays) (اﻹﺟﺎزة )اﻹﺟﺎزة اﻟﻤﺪﻓﻮﻋﺔ اﻷﺟﺮ، اﻟﻤﺮﺿﻴﺎت، اﻟﻌﻄﻼت Retirement plan ﺧﻄﺔ اﻟﺘﻘﺎﻋﺪ Health and related benefits(health insurance. on a scale from 1 to 5 where 1 = not at all important and 5 = very important.ﻟﻠﻌﻤﻞ ﺑﻬﺬﻩ اﻟﺸﺮآﺔ، ﺑﺤﻴﺚ ﻳﻌﺒﺮ اﻟﺮﻗﻢ 1 ﻋﻦ ﻋﺪم أهﻤﻴﺔ اﻟﻌﻨﺼﺮ وﻳﻌﺒﺮ اﻟﺮﻗﻢ 5 ﻋﻦ اﻷهﻤﻴﺔ اﻟﺸﺪﻳﺪة ﻟﻠﻌﻨﺼﺮ Not at All Not Very Somewhat Neutral Important Important Important ﻣﺤﺎﻳﺪ ﻏﻴﺮ ﻣﻬﻢ ﻋﻠﻰ اﻹﻃﻼق ﻏﻴﺮ ﻣﻬﻢ ﻣﻬﻢ Very Important ﻣﻬﻢ ﺟﺪا Salary and Compensation اﻟﺮاﺗﺐ اﻷﺳﺎﺳﻲ Leave benefits (including sick. vacation. personal.job related ﻓﺮص ﺗﺪرﻳﺐ Annual Performance Appraisal ﺗﻘﻴﻴﻢ اﻷداء ﺳﻨﻮي 1 1 1 1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 5 5 5 5 49 . vision.
ﺑﺮﻧﺎﻣﺞ ﺗﻄﻮﻳﺮ وﻇﻴﻔﻲ Working on a new projector assignment is an open process with few barriers. Organizational Culture ﺛﻘﺎﻓﺔ اﻟﺸﺮآﺔ Please rate the following statements on a scale of 1 to 5. اﻟﻤﺸﺮﻓﻮن ﻳﺼﻐﻮن ﻟﻠﻤﻮﻇﻔﻴﻦ Supervisors have a style that empowers people to take responsibility and authority.C. اﻟﺮﺟﺎء ﺗﺼﻨﻴﻒ اﻟﻌﻮاﻣﻞ اﻟﺘﺎﻟﻴﺔ اﻟﺘﻲ ﺗﺘﻌﻠﻖ ﺑﺜﻘﺎﻓﺔ اﻟﺸﺮآﺔ، ﺑﺤﻴﺚ ﻳﻌﺒﺮ اﻟﺮﻗﻢ 1 ﻋﻦ ﻋﺪم ﻣﻮاﻓﻘﺘﻚ وﺑﺸﺪﻩ . اﻟﻤﺸﺮﻓﻴﻦ ﻳﺘﻮاﺻﻠﻮن ﻣﻊ اﻟﻤﻮﻇﻒ ﺑﻔﻌﺎﻟﻴﺔ My agency has a culture that recognizes and values diversity اﻟﺸﺮآﺔ ﺗﺘﻤﻴﺰ ﺑﺜﻘﺎﻓﺔ وﺗﻘﻴﻢ اﻟﺘﻨﻮع There is an environment of openness and trust in my agency.وﻳﻌﺒﺮ اﻟﺮﻗﻢ 5 ﻋﻦ ﻣﻮاﻓﻘﺘﻚ Strongly Neither Strongly Disagree Disagree Agree nor Agree Agree ﻏﻴﺮ ﻣﻮاﻓﻖ ﻏﻴﺮ ﻣﻮاﻓﻖDisagree ﻣﻮاﻓﻖ ﻣﻮاﻓﻖ ﺑﺸﺪة ﻣﺤﺎﻳﺪ ﺑﺸﺪﻩ Supervisors in my agency sit down with employees and discuss their development plans at least every 6 months. اﻟﻤﺸﺮﻓﻴﻦ ﺑﺎﻟﺸﺮآﺔ ﻳﻨﺎﻗﺸﻮن ﻣﻊ اﻟﻤﻮﻇﻒ ﺧﻄﻂ ﺗﻄﻮرهﻢ ﻋﻠﻰ اﻷﻗﻞ آﻞ 6 ﺷﻬﻮر Employees are often given the opportunity to be part of task groups and assignments outside their core job responsibilities. where 1 = strongly disagree and 5 = strongly agree. اﻟﺸﺮآﺔ ﺗﺘﻤﻴﺰ ﺑﺎﻻﻧﻔﺘﺎح واﻟﺜﻘﺔ Employees in my agency are treated with fairness and respect. اﻟﻤﻌﺎﻣﻠﺔ ﻓﻲ اﻟﺸﺮآﺔ ﺗﺘﻤﻴﺰ ﺑﺎﻟﻌﺪاﻟﺔ Supervisors spend a good deal of time listening to employees' ideas. اﻟﻤﻮﻇﻔﻴﻦ ﻋﺎدة ﻳﺘﻮﻓﺮ ﻟﺪﻳﻬﻢ وﻓﺮص ﻓﻲ اﻟﻤﺸﺎرآﺔ ﻓﻲ اﻟﻌﻤﻞ اﻟﺠﻤﺎﻋﻲ ﺧﺎرج ﻧﻄﺎق اﻟﻌﻤﻞ My agency has a career development program that helps people become more aware of and responsible for their own career development. اﻟﻌﻤﻞ ﻓﻲ ﻣﺸﺮوع ﺟﺪﻳﺪ ﻳﻌﺘﺒﺮ ﻓﺮﺻﻪ وﻣﺸﺎآﻠﻬﺎ ﻗﻠﻴﻠﻪ Supervisors communicate effectively with employees. ﻳﻤﻨﺢ اﻟﻤﺸﺮﻓﻮن اﻟﻤﺴﺌﻮﻟﻴﺔ واﻟﺴﻠﻄﺔ ﻟﻠﻤﻮﻇﻔﻴﻦ 1 2 3 4 5 1 2 3 4 5 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 50 .
ﺧﻄﻂ ﺣﺎﻟﻴﺔ ﻟﺘﺮك اﻟﻮﻇﻴﻔﺔ F. Demographics اﻟﺒﻴﺎﻧﺎت اﻟﺸﺨﺼﻴﺔ Please provide us with the following demographic information (All responses will be kept confidential and reported in the aggregate only): – اﻟﻌﻤﺮ – اﻟﺠﻨﺲ – اﻟﻮﻇﻴﻔﺔ ﺳﻨﻮات اﻟﺨﺒﺮة • Age: اﻟﻌﻤﺮ Gender: اﻟﺠﻨﺲ Years of Service: ﻋﺪد ﺳﻨﻮات اﻟﺨﺒﺮة 18-25 Male ذآﺮ 0-5 26-35 36-45 Female أﻧﺜﻰ 46-55 over 55 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 51 . which of the following best describes your career plans at this time? أي ﻣﻦ اﻟﻌﺒﺎرات اﻟﺘﺎﻟﻴﺔ ﺗﺼﻒ ﺧﻄﻄﻚ اﻟﻤﺴﺘﻘﺒﻠﻴﺔ ﻟﻌﻤﻠﻚ اﻟﺤﺎﻟﻲ؟ Retire or leave State employment within 1-2 years اﻟﺘﻘﺎﻋﺪ أو ﺗﺮك اﻟﻌﻤﻞ ﺧﻼل 1-2 ﻋﺎم Retire or leave State employment within 3-5 years اﻟﺘﻘﺎﻋﺪ أو ﺗﺮك اﻟﻌﻤﻞ ﺧﻼل 3-5 ﻋﺎم Retire or leave State employment within 6-10 years اﻟﺘﻘﺎﻋﺪ أو ﺗﺮك اﻟﻌﻤﻞ ﺧﻼل 6-01 ﻋﺎم No plans to retire or leave State employment in the foreseeable future ﻻ ﺗﻮﺟﺪ ﻟﺪي . Career Plans ﺧﻄﻂ اﻟﻌﻤﻞ As you think to the future.E.