Pakistan Academy of Marketing Journal

2016, Vol. 01, No. 1, 2834.

Contribution of various Factors on employees Turnover Banking job in (Punjab) Pakistan

1 Rashid Saeed, 2 Syed Muzammal Hussain, 3 Shumyla Nawazish 4 Saadat Ali & 5 Sadique Hussain
Department of Business Administration, BZU-Bahadur Sub Campus Layyah, Pakistan
Email: rashid.saeed@bzu.edu.pk

Abstract
In the recent environment every corporate leader faces the turnover intention problems. Every organization tries to minimize it and
accumulate their cost. The purpose of the study is to face the find out how job satisfaction, employees demographic and family
commitment consequence on the employees turnover intention. We conduct a research assessment with the target population layyah,
D.G.Khan and Rajn Pur and took 150 quantities of sample sizes. All the data are collected from respondent through the questionnaires.
For find out the research objective 26 different types of the questionnaires are distributed. By using of the SPSS-19 we revile the
reliability test, descriptive test and correlation analysis for measuring the relationship of the dependent variable and independent
variables. Finding of our research provide complete understanding and clearly indicate that there is association between the dependent
variable and independent variables. Finding and recommendation will help the manager for decline the turnover intention rate in the
banking sector.
Key Words: Banking, Punjab, Turnover, factors, performance of employees

1.

Introduction

Pakistans banking industry is facing stiff competition in terms of its customer base, deposits, advances, or even banc assurance (a third party insurance
project deployed through branch banking counters). More than twenty banks with over ten thousands branches around the country are striving for their
growth and ultimately for their profits. In this scenario the need of trained and vigilant human resource has gained increased attention of the HR Personnels.
This need can be fulfilled in two ways i.e. recruiting new human resource, or, retaining the existing human resource. Recruiting new human resource is
costly as well as time consuming activity. Employee, who is newly hired, requires time and space in order to understand the organizational culture, his
functional requirements, reporting setup etc. And retaining the existing human resource means decreasing the employee turnover which is a ratio comparison
of the total of personnel an organization must replace within a specified time span to the average number of total employees. Employee turnover is a
critical anxiety for many companies given a huge expenses linked with appealing and replacing HR capital (Goodwin et al., 2011).
Turnover is also problematic for the employee leaving over. Each day completed by an employee is an investment; to leave before the full term is to get no
return on the investment (Newaz et al., 2007). Leftover may lead to personal and social problems for individual employees after leaving the organizations
(Goodwin et al., 2011). Banks are struggling to lower their turnover rates. Some banks have experienced very high turnover rate in Pakistan which not only
affected the growth as well as profit efficiency. This issue brought to our attention to the point that why employee leave the banks? For the purpose we
extensively reviewed the available literature and reached the conclusion that intention to leave leads to actual turnover. Intentions are the most immediate
factors of behavior. Intent to withdraw is apersons own assessedlikelihood that they are foreverseparating themselves from the company in near future
(Schalkwayk et al., 2010). Sharafi et al. (2011) explain intent to leave as a conscious and deliberate willfulness to leave the organization in near future.
This scenario gained our attention to the factors which may cause to increase the employees intention to leave.
For the purpose, we again reviewed the available literature on employee turnover intentions and reached to the point that job engagement (Schalkwyk et. al,
2010), manager-worker relationship (Morrow, 2005), supervisory style (Newaz et al., 2007), work recognition (Newaz et al., 2007), personality
characteristics (Oyry et al., 2014; Layman W. Porter & Richard M. Steers, 1973), pay (Shukla & Sinha, 2013; Newaz et al., 2007), , satisfaction with
company policies (Newaz et al., 2007), better job availability in market (Newaz et al., 2007), work environment (Arshadi &Shahbazi, 2013), family (Sharafi
et al., 2011; Karatepe et al., 2005), stress (Shukla & Sinha, 2013), age (Porter &Steers, 1973), tenure of employment (Porter &Steers, 1973), and promotion
(Shukla & Sinha, 2013; Newaz et al., 2007) are the factors which are closely linked with employee turnover intentions. Each of A huge distress to many
companies employee turnover is expensive especially in lower paying jobs (Shukla & Sinha, 2013). Employee turnover is an important concern for many
organizations, given the huge costs linked with appealing and substitutinghuman capital (Goodwin et al., 2011).
1.1. Research question
Pakistani banks are striving hard to maintain its customer base in terms of deposits, advances, or even bank assurance (a third party insurance project
deployed through branch banking counters). In continuity to the efforts, every bank has to maintain its services quality which would have not made possible
without trained workforce. Thus maintaining and retaining the trained human resources has become a thriving phenomenon for the banks.
What is the basic reason for leaving the job especially in the banking sector?
1.2. Research objective

The main objective of the our research is to find out

How job satisfaction effect on the employees turnover intention

How employees demographic effect on the rate of employees turnover

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Pakistan Academy of Marketing

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How family commitment can impact on the employees turnover

1.3. Problem Statement
This paper aims to investigating that why people intent to leave jobs in Pakistani banking sector. For the purpose, we will investigate different factors like
job satisfaction, employee demographics, work family conflict, and market employment opportunities and will check the corresponding impact of these
variables on employee intentions to leave and will try to explore that what are the most prominent factors which ae causing employees to leave jobs.

2.

Literature Review

Intentions are the most immediate factors of behavior. Intent to withdraw is a persons own assessed likelihood that they are forever separating themselves
from the company in near future (Schalkwayk et al., 2010).Sharafi et al. (2011) explains intent to leave as a conscious and deliberate willfulness to leave
the organization in near future. Intention to leave leads to actual turnover (Schalkwayk et al., 2010). Employee turnover which is a ratio comparison of the
total of personnel an organization must replace within a specified time span to the average number of total employees. Employee turnover is a critical
anxiety for many companies given a huge expenses linked with appealing and replacing HR capital (Goodwin et al., 2011). Turnover is also problematic for
the employee leaving over. Each day completed by an employee is an investment; to leave before the full term is to get no return on the investment
(Newaz et al., 2007). Leftover may lead to personal and social problems for individual employees after leaving the organizations (Goodwin et al., 2011). In
turnover progression everybody come only opinions out one aspect for their leftover choice but there are always more aspects behind that play as a driving
force for that aspect (Shukla &Sinha, 2013). Turnover is not a problem in itself, rather, its a symptom of one or many problems behind (Newaz et al., 2007).
Although there is no customary context for understanding employee leftover progression as a whole rather a widespread variety of aspects have been
identified as useful in understanding leftover intentions (Shukla &Sinha, 2013). Through previous researches, many factors have been identified that can
lead to turnover intentions. Job engagement (Schalkwyk, 2010), manager-worker relationship (Morrow, 2005), supervisory style (Newaz et al., 2007), work
recognition (Newaz et al., 2007), personality characteristics (Oyry et al., 2014; Porter & Steers, 1973), pay (Shukla & Sinha, 2013; Newaz et al., 2007), ,
satisfaction with company policies (Newaz et al., 2007), better job availability in market (Newaz et al., 2007), work environment (Arshadi &Shahbazi, 2013),
family (Sharafi et al., 2011; Karatepe et al., 2005), stress (Shukla & Sinha, 2013), age (Porter &Steers, 1973), tenure of employment (Porter &Steers, 1973),
and promotion (Shukla & Sinha, 2013; Newaz et al., 2007) were identified as major driving factors for employee turnover intentions. However, keeping in
view the Pakistans economic and banking environment we studied following factors in order to access branch banking employee turnover intentions.

2.1. Job Satisfaction

Work satisfaction is a persons subjective awareness and attitude towards work. Work satisfaction is influenced by many factors (Chen et al., 2013).
Particularly for our concern, job satisfaction can be influenced by extrinsic factors i.e. wages, supervision, working conditions and intrinsic factors i.e.
employee perception about his job, career growth, recognition (Zopiatis et al. 2014). There is an average correlation between satisfaction and actual turnover
(Dick et al. 2004) Pay in general can be seen as return received by workers. Pay satisfaction or dissatisfaction is the outcome of comparative and perceptual
processes of one's input/output ratio to certainbasis of references. Pay satisfaction have direct impact on withdrawal cognitions (Muliawan et al. 2009).
Management style refers to as the management approach to interact professionally with employees. Poor leadership, non-transformational leadership,
incapability of managers to resolve day to day problems, lack of professionalism, and negative perceptions about supervisors support were found related
with employee turnover (Oyry et al., 2014). The leaders who have scored high on leadership score card, their employees are more willing to perform the
tasks and are more satisfied at their jobs and will result in lower workforce job stress and lessemployees intent to leave. Personnelwho were working with
leaders were having a high score on leadership score card were feeling more satisfied less stressed and were willing to stay in the company (Chen &
Silverthrone, 2004). Porter & Steers (1973) found that higher turnover groups perceived significantly greater inequity with respect to the treatment they
received from their supervisors. They concluded that when ones expectations concerning what the nature of supervision should be like remain substantially
unmet, his propensity to leave increases.
Arshadi & Shahbazi (2013) indicate that favorable working environment can reduce workplace exhaustion which ultimately reduces employee intentions to
leave. They tested four workplace characteristics i.e. job security, team information sharing, trust in senior management, and reward fairness and found a
significant relationship between working environment and intention to leave. They found that increased job security, information sharing, trust in senior
management, and reward fairness decreases intention to quit. Moreover, employee relationships with co-workers and manager were also found associated
with employee intention to leave (Oyry et al., 2014). Employees relations with supervisors is addedaspect which appears to have a importantinfluence on
employees intention to leave(Mohsin et al., 2013).
Career-growth prospect is associated to organizational commitment, and is having association to employee intentions to leave. Effective training programs
and organizational prestige can enhance the employees beliefs regarding career growth opportunities (Nouri & Parker, 2013). Thus promotion opportunities
are importantforecaster of job satisfaction among study contestants (Rad & Yarmohammadian, 2006).

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Rashid Saeed, Syed Muzammal Hussain, Shumyla Nawazish Saadat Ali & Sadique Hussain

A role is a set of expectations about the conduct of a person having a certain position with-in a firm. Role ambiguity happens when the set of behavior
expected from a role is not clear (Muliawan et al. 2009) and vice versa is role clarity. Role states are correlated with job satisfaction (DeConinck et al., 2004).
Role overload is a type of person-role conflict.It is a perception that role work requirements are devastating related to givenresources. Role overload
includes time stress placed on those who are facing it (Jones et al. 2007). When people feel pressure, it is often demonstrated as negative experience about
work. Work pressure and turnover intentions are positively correlated; the higher the work pressure, the stronger the turnover intention (Chen et al., 2013).

2.2. Employee demographics

Demographics factors include characteristics relating to background of the employee (Oyry et al., 2014). Demographic factors may include age, gender,
tenure of employment (Khatri et al., 2001; Porter & Steers, 1973) and personality characteristics (Porter & Steers, 1973; Karatepe et al., 2006).
Porter & Steers (1973) in their review of literature regarding subject matter found a negative association among age and employee turnover. Takase (2009)
also found that age is associated with employee turnover. Cotton & Tuttle (1986) also found that age has negative relationship with employee turnover.
Moreover, Porter & Steers (1973) in their review of literature concluded that like age, tenure of employment was also negatively associated with employee
turnover. People with increased tenure in service are less likely to intent to leave the organization. Cotton & Tuttle (1986) also identified the same relation
among variables.
Gender seems associated with employee turnover intentions as turnover rate was found more in male workers rather than female workers (Oyry et al., 2014).
Personality characteristics like degree of achievement orientation, aggression, and self-confidence are likely to be associated with employee turnover. People
with more emotional stability, maturity, sincerity, stronger job identification, and moderate achievement orientation are more likely to stay in organization
rather than quitting (Porter & Steers, 1973). Oyry et al. (2014) also found that personality characteristics are associated with employee turnover.

2.3. Family commitments

Family commitments and time required to be spent with the family have an impact on employees intention to stay in the job (Mohsin et al., 2013).
Impact of family can be seen in two ways i.e. family size and work-family incompatibility. Porter & Steers (1973) found that size of the family had a mixed
impact. Family size was found positively related to employee turnover in female workers whereas the same relation was found negatively related among
male workers. This differential impact can easily be explained through traditional gender role differentiations in the past.
As like family work also demands workers time, presence, and psychological involvement (Sharafi et al., 2012). It is assumed that workfamily
conflict can influence the quality of employees' family relations as spending large time in work restrains high involvement in one's relationship (Andres et
al., 2012). Conflict arises when work and family demand are mismatched (Andres et al., 2012). It is normallybelievedamong banking industry that work
and family are two autonomous life domains (Sharafi et al., 2012). Andres et al. (2012) found that increased work-family conflicts result in increased
employee turnover intentions. Employees tended to express turnover intention when they perceived many external job opportunities. However, employees
could still intend to withdraw from jobs psychologically, even when there were a limited number of external jobs available (Takase, 2009). Based on above
literature, we believe that higher the availability of job opportunities in market higher will be the intentions to switch over from one organization to another
within or outside the industry.

Hypothesis development and theoretical framework

Hypothesis
Hypothesis 1: Job Satisfaction has a negative relationship with turnover intentions.

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Pakistan Academy of Marketing Journal

Hypothesis 2: Employees demographic have a negative relationship with employee intention.

Hypothesis 3: Family problem has a Positive relationship with turnover intentions.

3.

Research Methodology

For finding the purpose of the research survey consist on the primary data. The fundamental purpose of this research is to measure the relaionship among the
variables and check the hypothesis. Random sampling techniques are used in this research survey. The target population was layyah and Dera Ghazi Khan
and Rajn pur for the samples. This survey consists on the testing hypothesis like turnover employees, family conflict, demographic and job satisfaction.the
simple size of our research paper is 200 were distribute to the student employees and professional and get the response. All these questionnaires are filled
from the target cities. But 150 questionnaires are select for the further process because that was correct filled and put it itno the SPSS-19 and draw the
relaibility test for the further analysis. There are 26 different types of the questions relating with the employees turnover with the using of the three other
independent variables such as ( job satisfaction, employees demographic, employees commitment). All the data are collected from filling of questionnaires
which are developed having 5 questions on each variable. The questionnaire consist on the likert scale which have the 1 for strongly agree 2-agree, 3-neutral,
4 Disagree and 5- strongly Disagree. We collect the data from the target place by use of reference, diret mail, face to face meeting, spot filling , email and
source of friend. For the analysis of the data we draw the descirpative frequency test, raliability test and correlation analysis.

3.1. Validity and reliability

This collected data of the research relating the variables meet the standard level of the reliability which is 0.72 which is acceptable for the further research
purpose. The give table indicate Cronbachs alpha model score of the four variables.

Reliability Statistics
Cronbach's Alpha

N of Items

.72

26

Gender

Age

Occupation

Qualification

Frequency

Percent

Valid

Male

105

70

70

Female

45

30

30

Under 25

40

26.5

26.5

25 40

65

43.5

43.5

Up to 40

45

30

30

Student

20

14

14

Professional

60

40

40

Employees

70

46

46

Up to secondary school

60

40

40

Higher education

90

60

60

There are 150 response are used for the collection of the data. There are 105 male which are the 70% of the total respondents and 45 respondents are belong
from the females categories. 26.5 % respondent belong to the age of the under 25 years. 43.5% respondents having the age of the 25 to 40 and there are only
30% respondent which have the age up to 40 years. There are 14 percent of the students which give the response of the questionnaires. Total of the 40 %
respondent belong professional categories of the different Business and banks. There are 46 percent of the employees of the banking sector which give the
response by use of the questionnaire. This research survey consists 40 % respondent which has the up to secondary school education and 60 % percent
respondents have higher qualification.

4.

Results And Analysis

This research consists on the five dependent and independent variables which are ( employees turnover, job satisfaction, employees demographic and family
commitments. For checking the relationship among the variables correlation test are draw.

JS_mean
JS_mean

Pearson Correlation
Sig. (2-tailed)
N

Correlations
ED_mean
1
-.437**
.000
120
120

FC_mean
.766**
.000
120

ET_mean
-.343**
.000
120

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Rashid Saeed, Syed Muzammal Hussain, Shumyla Nawazish Saadat Ali & Sadique Hussain

ED_mean

Pearson Correlation
Sig. (2-tailed)
N
FC_mean
Pearson Correlation
Sig. (2-tailed)
N
ET_mean
Pearson Correlation
Sig. (2-tailed)
N
**. Correlation is significant at the 0.01 level (2-tailed).

.437**
.000
120
.766**
.000
120
-. 343**
.000
120

1
120
-.237**
.000
120
-.627**
.000
120

-.237**
.000
120
1
120
.412**
.000
120

-.627**
.000
120
.412**
.000
120
1
120

4.1. Correlation Analysis

The above table shows the correlation analysis among the independent and dependent variables. The level of the significance from 0.05 to 0.01.
There is negative relationship among the job satisfaction and employees turnover. The given above table show the value of the employees turnover with the
job satisfaction which is -.343** at P = 0.000. The given above table value clearly indicate that there no positive relationship as well as not have more strong
negative relationship among the job satisfaction and employees turnover. The give value show that P value is less than the alpha level which is 0.01 so we
accept the H1 hypothesis
H1: Job satisfactions have negative association with the employees turnover intention.
The above table value (r = -.625** at p= 0.000) in the table clearly show that there is negative relationship among the independent and dependent variables.
The value of the P is less than the alpha level so we cannot reject the H2. The values in the tables show that there is not more strong negative relationship
among employees demographic and employees turnover.
H2: There is negative relationship between employees demographic and employees turnover intention.
The give table shows the correlation of the two variables which is family commitment and employees turnover intention r =.412** at P = 0.000. The
correlation value shows that there is moderating relationship among the variables. We accept the hypothesis because its value is less than the alpha level
which is 0.01.
H3. There is positive impact of the family commitment on the employees turnover intention.

5.

Conclusion and recommendation

The objective of the survey is to find the impact of the job satisfaction, employees demographic and employees commitment on dependent variables the
employees turnover intention as well as finding the model of this research. Study also identifies various types of the employees demographic characteristics
which have positive association with the employees turnover intentions. By seeing of the correlation analysis it is conclude that HR practices and consider
as the fundamental sources for retention of employees in the banking sector. It is also concluded that increasing the job satisfaction decline the turnover rate
and decreasing the job satisfaction enhance the employees turnover intention so bank manager should improve their practices for enhance the job satisfaction.
Bank manager should provide the better working environment to the employees, give the performance reward and should be provided the opportunities of
careers development. HR department must pay focus on the turnover rate continually and should also recognize the importance of employees because those
are major assets for the productivity. The result of the current study found employees demographic and commitment must be considered an important
component in relationship with the employees turnover intention. But especially in the banking sector manager should pay the intention on the other
characteristics like age, gender and employees commitment.

Limitation and future Research

The elemental limitation our research consists on the three to four city of the west punjab which is (layyah and Dera Ghazi Khan and Rajn pur). There may
be change in the current market situation of other cities in result change employees intention. There are only 150 sample size which cover samll and limited
area of west punjab. We mostly focus on the employees of the bank turnover intention but the turnover intention of male and female are different.

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