DrAshrafElsafty-ESLSCA-RM-45A-Yasser Hassan El Sayed-Research Problem 7

Master of International Business Administration
Business Research Methods for Managers-Fall 14086
THE REASONS BEHIND EMPLOYEE TURNOVER, ITS’

EFFECT AND THE METHODS TO REDUCE IT
Supervised By
Dr. Ashraf Elsafty
Presented by:
Yasser Hassan El Sayed

Created Date: Oct 10, 2014
Last updated: Dec 11, 2014
DrAshrafElsafty-ESLSCA-RM-45A-Yasser Hassan El Sayed-Research Problem Page |1
Table of Contents
LIST OF ABBREVIATIONS ........................................................................................................ 3
1. CHAPTER 1: INTRODUCTION ........................................................................................... 4

1.1. AN OVERVIEW ........................................................................................................ 4
1.2. PROBLEM DEFINITION ............................................................................................ 4
1.3. RESEARCH OBJECTIVE ............................................................................................. 4
1.4. THEORETICAL FRAMEWORK .................................................................................... 5
1.4.1 MODEL VARIABLES.............................................................................................. 6
1.4.1.1 Dependent variable ............................................................................................ 6
1.4.1.2 Independent variables ........................................................................................ 6
1.4.2 RESEARCH ASSUMPTIONS ................................................................................... 6
1.4.3 RESEARCH LIMITATIONS ..................................................................................... 6
1.5. RESEARCH QUESTIONS............................................................................................ 7
1.5.1 MAJOR QUESTIONS............................................................................................. 7
1.5.2 MINOR QUESTIONS ............................................................................................. 7
1.6. RESEARCH METHODOLOGY ..................................................................................... 7
1.6.1 RESEARCH TYPE .................................................................................................. 7
1.6.2 SAMPLING .......................................................................................................... 7
1.6.3 DATA ANALYSIS METHODS .................................................................................. 8
1.6.4 DATA ANALYSIS METHOD ................................................................................... 8
1.7. THESIS STRUCTURE ................................................................................................. 8
2. CHAPTER 2: LITERATURE REVIEW ................................................................................... 9

2.1. INTRODUCTION ...................................................................................................... 9
2.1.1 SCOPE OF THE STUDY .......................................................................................... 9
2.1.2 SIGNIFICANCE OF THE RESEARCH ........................................................................ 9
2.2. PREVIOUS STUDIES ................................................................................................. 9
2.2.1 REASONS BEHIND EMPLOYEE TURNOVER ............................................................ 9
2.2.2 SYMPTOMS THAT ORGANIZATION FACE IN RESPONSE OF TURNOVER ............... 10
2.2.3 COSTS OF EMPLOYEE TURNOVER ...................................................................... 11
2.2.4 MANAGING TURNOVER THROUGH SELECTION .................................................. 11
2.2.5 THE FORMATION OF AN EFFECTIVE RETENTION MANAGEMENT PROGRAM ....... 11
3. CHAPTER 3: THEORETICAL FRAMEWORK AND RESEARCH DESIGN ................................. 12

3.1. INTRODUCTION .................................................................................................... 12
3.2. PROBLEM DEFINITION .......................................................................................... 12
3.3. RESEARCH OBJECTIVE ........................................................................................... 12
3.4. THEORETICAL FRAMEWORK .................................................................................. 13
3.4.1 DEPENDENT VARIABLES .................................................................................... 14
3.4.2 INDEPENDENT VARIABLES ................................................................................. 15
3.4.3 MODERATING VARIABLES ................................................................................. 15
3.4.4 RESEARCH ASSUMPTIONS ................................................................................. 15

3.4.5 RESEARCH LIMITATIONS ................................................................................... 16
3.5. RESEARCH QUESTIONS.......................................................................................... 16
3.5.1 MAJOR QUESTIONS........................................................................................... 16
3.5.2 MINOR QUESTIONS ........................................................................................... 16
3.5.3 HYPOTHESIS...................................................................................................... 16
3.6. RESEARCH METHODOLOGY ................................................................................... 18
3.6.1 RESEARCH TYPE ................................................................................................ 18
3.6.2 DATA COLLECTION INSTRUMENT AND SOURCE ................................................. 18
3.6.2.1 Exit Interviews:.................................................................................................. 18
3.6.2.2 Questionnaire: .................................................................................................. 19
3.6.3 SAMPLING METHODS........................................................................................ 19
3.6.3.1 Exit interviews ................................................................................................... 19
3.6.3.2 Questionnaire ................................................................................................... 19
3.6.4 DATA ANALYSIS METHODS ................................................................................ 20
REFERENCES ........................................................................................................................ 21
APPENDIX A: EXIT INTERVIEW.............................................................................................. 22

OBJECTIVES AND OUTCOMES ........................................................................................... 22
QUESTIONS...................................................................................................................... 22
APPENDIX B: QUESTIONAIRE ............................................................................................... 23

MAPPING BETWEEN QUESTIONNAIRE QUESTIONS AND HYPOTHESES .............................. 23
CONSTRUCT QUESTIONNAIRE QUESTIONS ....................................................................... 24
LIST OF ABBREVIATIONS
WFC Work family conflict
RA Role Ambiguity
JS Job satisfaction
OC Organizational commitment
WS Work stress
PMO Project Management Officer
IT Information Technology
HR Human Resource
1. CHAPTER 1: INTRODUCTION
1.1. AN OVERVIEW
We are a Software firm based in Egypt; we have other two branches in Saudi Arabia and
Canada, the Company is an established e-business solutions provider delivering web solutions &
services of any complexity to clients. In business for over 14 years, the company has a strong
management and a team of skilled and experienced IT experts who are ready to serve.
The mission of the company is to provide high quality, cost effective and customized software
products and services to the customers based locally, regionally and worldwide
Recent years we face a significant problem regarding employee turnover and the negative
impact in sustaining the business due to the cost of turn over.
1.2. PROBLEM DEFINITION

As a PMO, I believe that the overall culture of an organization has a lot to do with
employee satisfaction and turnover, although achieving 0% employee turnover is unrealistic,
high turnover can cause major drawbacks to an organization.
I worked with the human resources to find out why there is a very high turnover in the
organization. This paper discusses research on the subject of employee turnover. It also
suggests the changes that the management could use to reduce this turnover from several
sources of information. If strongly considered, these suggestions will help save the company a
lot of money through employee retention.
Me as a PMO and the HR manager developed the following problem statement: “What are the
reasons behind employees’ turnover, and what should be done to reduce it in order to
increase company effectiveness by increasing the productivity”.
1.3. RESEARCH OBJECTIVE

This research aimed at the achieving productivity gains in organization by reducing the cost
of turnover through an improved understanding of causes and effects of turnover, specifically,
the study subjected to:-
 Verify the problem of turnover.

 Examines and analyze the relationship of the major contributing factors and the
turnover intentions of Employees in the company
 To identify the relationship of turnover and the overall cost of the projects
 Offer recommendation for corrective action.
1.4. THEORETICAL FRAMEWORK

Factors affecting employee turnover today have become increasingly complex. The
variables affecting Employee Turnover are numerous and complex in relation to each other.
Nevertheless, among all the possible factors affecting employee Turnover, the selected model
suggest that factors work family conflict (WFC) , Role Ambiguity (RA),work stress (WS), job
satisfaction (JS) and organizational commitment(OC)
Repetitive tasks, flexible working hours, room for growth (predefined career path) and
coaching/mentoring are also influential factors and have relationships that are important to
turnover intention.
The proposed model for this Thesis illustrated in the next figure
Work Family
Work Stress (WS)
Conflict (WFC)
Flexible Working
Role Ambiguity
Hours (RA)
organizational EMPLOYEE
commitment(OC) TURNOVER
Coaching and
Mentoring
job Satisfaction
(JS)
Repetitive Tasks Room for Growth

1.4.1 MODEL VARIABLES
1.4.1.1 Dependent variable
Employee turnover: The ratio of the number of employees that leave a company through
attrition, dismissal, or resignation during a period to the number of employees on payroll
during the same period
1.4.1.2 Independent variables
Work family conflict (WFC): When there are incompatible demands between the work and
family roles of an individual that makes participation in both roles more difficult therefore, the
conflict takes place at the work–life interface.
Conflict between work and family is important for organizations and individuals because it is
linked to negative consequences especially employee turnover
Role Ambiguity (RA): It occurs due to lack of clarity of one’s duties, plans, goals and uncertainty
about the amount of authority granted to perform tasks
Work stress (WS): described as an employee’s affective reaction to elements of the workplace
and work environment.
Job satisfaction (JS): is an attitude that individuals have about their jobs. It results from their
perception of their jobs, including the overall satisfaction of individual psychology, physical
environment and working environment.
Organizational commitment (OC): Can be defined as a bond or linking of the individual to the
organization
1.4.2 RESEARCH ASSUMPTIONS
Assumption 1: Social and economic factors are assumed constant during the survey
Assumption 2: Research is limited to employees who are in early career or mid management
1.4.3 RESEARCH LIMITATIONS
Limit 1: Limited to Egypt as applied research

Limit 2: The theoretical framework is limited to the variables included in the model.
1.5. RESEARCH QUESTIONS

1.5.1 MAJOR QUESTIONS
MjRQ1: What are the reasons behind employees’ turnover?
MjRQ2: What should been done to reduce employee Turnover in order to increase company
effectiveness by increasing the productivity?
1.5.2 MINOR QUESTIONS

MinRQ1: Does work family conflict (WFC) affect turnover intentions?
MinRQ2: Does Role Ambiguity (RA) affect turnover intentions?
MinRQ3: Does work stress (WS) affect turnover intentions?
MinRQ4: Does job satisfaction (JS) affect turnover intentions
MinRQ5: Does organizational commitment (OC) affect turnover intentions?
1.6. RESEARCH METHODOLOGY

1.6.1 RESEARCH TYPE
Paradigm: Quantitative
Purpose: Exploratory, Descriptive
Logic: Deductive
Process: Quantitative
Outcome: Applied
Time horizon: Cross-Sectional
1.6.2 SAMPLING
POPULATION I (FOR EXIT INTERVIEW)

Sampling method: Non-Probability Sampling
Sampling Criteria: convenience sampling
Sample Size: First 10 employees leave the company
POPULATION II (FOR THE QUESTIONNAIRE)

Sample Size: 60
1.6.3 DATA ANALYSIS METHODS
1.6.4 DATA ANALYSIS METHOD
1.7. THESIS STRUCTURE

The thesis delivered in three chapters; Chapter 1 is the introduction providing an
overview of the research, problem definition, and research objective. Then a brief description
of the theoretical framework, its components, research major and minor questions. Finally, the
research type, sampling, and data analysis methods used in the research mentioned.
Chapter 2 covers the state of the art, where relevant theories upon which the researcher will
base the research is shown, including the whole literature review supporting the further
research discussions and analysis; so that the reader will be properly oriented to go further into
the research.
Chapter 3 is the theoretical framework: it covers the research design, explained briefly in
Chapter one, and it will interpreted in depth including all justification needed for the relevant
model’s factors, and the resulting questionnaire that will be used to collect data required for
the analysis.
2. CHAPTER 2: LITERATURE REVIEW

2.1. INTRODUCTION
2.1.1 SCOPE OF THE STUDY
This thesis is evaluating the factors affecting employee turnover, it is an applied

quantitative research, the scope is to determine the percentage of each factor contributing in
this problem, the research conducted in Egypt, and data will collected from our company,
which is an IT firm.
2.1.2 SIGNIFICANCE OF THE RESEARCH

For a business owner or investor or a Manager, it would be necessary to check and
validate the existence of employee turnover problem and the factors cause this problem
2.2. PREVIOUS STUDIES

Under what circumstances enhance the employee satisfaction and increase work-life
balance will reduce employee turnover and yet decrease the overall cost of the organization?
2.2.1 REASONS BEHIND EMPLOYEE TURNOVER
To take care of their employees organizations are facilitating the employee even at work to
maximize the level of job satisfaction and to reduce turnover rate, Job satisfaction and turnover
intentions are the reflection of the viewpoint that employees have about their organizations in
which they work. Employees generally show high levels of job satisfaction and lower turnover
intentions, when their working environment helps them to satisfy their needs.
Work life balance has important consequences for employee attitudes towards their
organizations as well as for the lives of employees. The belief that organization cares about
Employee well-being has a positive impact for both employee and the employers that are
employee satisfaction, and the organizational commitment and intention to remain with the
organization.
DrAshrafElsafty-ESLSCA-RM-45A-Yasser Hassan El Sayed-Research Problem P a g e | 10
Organizations suffer the loss of job-specific skills trouble in production and incur costs of hiring
and training new workers. However, incoming workers may be educated, more skilled and have
greater imitative and enthusiasm than those who leave.
Another effect of labor turnover is that organizational effectiveness diminishes if employees

cannot stay on the job
Turnover has its consequences apart from the cost implication because of recruiting new staff
and training replacement. He also emphasized that the training giving to the departing staff
may not been realized and that this might encourage other staff in organization to resign their
appointment for other establishment.
Although, labor turnover increase organizational cost, affect organization plan, ongoing projects
and cause countless problems to organization, but there are some advantages to it. These
advantages are replacement of separated employees with new ones who could bring
Experiences, knowledge, practices and skills
Turnover can be driver to organizational renewal. Although high turnover is expensive, low rate
can cost saving. In addition, competent ones with lower salary could replace employees with
higher salary. The organization can undergo some form of restructuring, merger of some
positions, which can improve bottom line. Turnover can enable organization eliminate poor
performances, unmotivated workers and people who are difficult to get along with.
Controlling for job dissatisfaction is only option. Take a good look at employees who are
dissatisfied with their work and see if adjustments in hours, duties or work practices can
elevate the situation. Remember that the remaining dissatisfied employee may begin to
overreact and actually work against you. If you have high turnover among sales persons and
other such jobs even among your long term employees you had better take a hard look at how
employees feel about their supervision, work rules, work environment and the organization as
a whole.
2.2.2 SYMPTOMS THAT ORGANIZATION FACE IN RESPONSE OF TURNOVER

2.2.3 COSTS OF EMPLOYEE TURNOVER
 Direct Costs: Advertising, training, interview time, employment testing, new employees
processing, and backgrounds checks.
 Opportunity Costs: lose opportunities; delay the running projects, working overtime with
higher pay rates to deliver the project on time
2.2.4 MANAGING TURNOVER THROUGH SELECTION

One management option for addressing the issue of employee turnover is to change the
job to eliminate negative characteristics, but this often is not feasible or desirable. An
alternative method for reducing turnover is to screen out potential problems during the hiring
process. Organizations can use the information regarding negative job characteristics as part of
their pre-employment screening process in order to identify job candidates who are likely to
have particularly hostile reactions to these characteristics.
2.2.5 THE FORMATION OF AN EFFECTIVE RETENTION MANAGEMENT PROGRAM

The management of turnover will have the greatest organizational benefit when it targeted
at encouraging the retention of valued employees and facilitates the replacement of less
effective employees with more effective staff. Some general guidelines should been considered
to improve satisfaction and in return reduce the level of employee turnover:
1. Establish and maintain both the practice and the impression of fair treatment of all
employees, to help foster a positive, consistent and reassuring work environment.
2. Ensure that senior management and immediate supervisors demonstrate their own sense
of commitment to the organization.
3. Emphasize the need for a close match between the work-life Balance of employees with the
organization’s culture as well as providing employees with realistic job previews.
4. Properly fit new employees into the organization and manage their expectations– it could
effectively reduce employee turnover among new hires by fitting employees into the
corporate culture, particularly by the use of mentoring.
5. Give positive and constructive feedback on a regular basis, including through both formal
job performance reports and informal channels of communication with employees.
3. CHAPTER 3: THEORETICAL FRAMEWORK AND RESEARCH

DESIGN
3.1. INTRODUCTION
We are a Software firm based in Egypt; we have other two branches in Saudi Arabia and
Canada, the Company is an established e-business solutions provider delivering web solutions &
services of any complexity to clients. In business for over 14 years, the company has a strong
management and a team of skilled and experienced IT experts who are ready to serve.
The mission of the company is to provide high quality, cost effective and customized software
products and services to the customers based locally, regionally and worldwide
Recent years we face a significant problem regarding employee turnover and the negative
impact in sustaining the business due to the cost of turn over.
3.2. PROBLEM DEFINITION

We observed Egypt branch is facing the problem of turnover more than the other
branches ,To get in depth in the problem we collect the feedback from exit interviews, and
monthly meeting, we observed and analyzed the findings, realized that the employees have a
number of issues that are causing the high turnover. These include but not limited to
compensation, training, motivation, working hours and job satisfaction.
This information helped us to narrow the broad problem area and to refine the problem
statement: “To what extent do are repetitive tasks, flexible working hours, room for growth
(predefined career path) and coaching/mentoring reduce turnover. At what level do these
factors affect the company effectiveness and what should be done to reduce it in order to
increase company effectiveness by increasing the productivity”.
3.3. RESEARCH OBJECTIVE

This research aimed at the achieving productivity gains in organization by reducing the
cost of turnover through an improved understanding of causes and effects of turnover,
specifically, the study subjected to them.
3.4. THEORETICAL FRAMEWORK

The turnover of employees can create a serious problem for the development and
prosperity of organizations. To control this situation organizations are adopting the merging
concept of work – life balance to satisfy and retain their valued employees. Work life balance
considers attitude of employees towards their work and life affairs, so, good work life balance is
the need of the current era. Providing work life balance, allows employers to be loyal to the
company and sustaining them.
Improving the quality of work life balance not only helps in improving the productivity but also
helps increasing employee loyalty and job satisfaction, Healthy practices of work life balance
reducing trends in job dissatisfaction and turnover yield increase performance.
Work Family
Work Stress (WS)
Conflict (WFC)
Flexible Working
Role Ambiguity
Hours (RA)
organizational EMPLOYEE
commitment(OC) TURNOVER
Coaching and
Mentoring
job Satisfaction
(JS)
Repetitive Tasks Room for Growth

We can summarize the factors that affect employee turnover in these:
Work Family Conflict (WFC)
Work–family balance was been defined as the interference of work with family life and Family
work–conflict as the interference of family with work.
Work Stress (WS): It has found to be a crucial factor affecting the performance and tenure of IT
professionals, given the unique nature of the IT profession. Stress described as an employee’s
affective reaction to elements of the workplace and work environment.
Role Ambiguity (RA): It arises when individuals do not have clear authority or knowledge about
how to perform the assigned jobs. It occurs due to lack of clarity of one’s duties, plans, goals
and uncertainty about the amount of authority granted to perform tasks
Job Satisfaction (JS): is an attitude that individuals have about their jobs. It results from their
environment and working environment. JS generally defined as “a pleasurable or positive
emotional state resulting from the appraisal of one’s job or job experiences”, Dissatisfied
Employees with their work are likely to leave the organization as compared to those who think
they treated fairly and duly rewarded. Therefore, job satisfaction is negatively associated with
turnover
Organizational Commitment (OC): Can be defined as a bond or linking of the individual to the
organization. It is the “strong belief in and acceptance of the organization’s goals and values, a
willingness to exert considerable effort on behalf of the organization, and a definite desire to
maintain organizational membership” ,Affective commitment also negatively related to
intentions to “Quit” among IT professionals. Committed IT employees are less likely to leave the
organizations than those who are relatively uncommitted.
3.4.1 DEPENDENT VARIABLES

Employee turnover: The ratio of the number of employees that leave a company through
attrition, dismissal, or resignation during a period to the number of employees on payroll
during the same period
3.4.2 INDEPENDENT VARIABLES
Work family conflict (WFC): When there are incompatible demands between the work and
family roles of an individual that makes participation in both roles more difficult therefore, the
conflict takes place at the work–life interface.
Conflict between work and family is important for organizations and individuals because it is
linked to negative consequences especially employee turnover
Role Ambiguity (RA): It occurs due to lack of clarity of one’s duties, plans, goals and uncertainty about
the amount of authority granted to perform tasks
Work stress (WS): described as an employee’s affective reaction to elements of the workplace
and work environment.
Job satisfaction (JS): is an attitude that individuals have about their jobs. It results from their
environment and working environment.
Organizational commitment (OC): Can be defined as a bond or linking of the individual to the
organization
3.4.3 MODERATING VARIABLES
VAR (M1): Repetitive Tasks

VAR (M2): Flexible Working Hours
VAR (M3): Room for Growth (predefined career path)
VAR (M4): Coaching and Mentoring
3.4.4 RESEARCH ASSUMPTIONS
Assumption 1: Social and economic factors are assumed constant during the survey
Assumption 2: Research is limited to employees who are in first career or mid management
3.4.5 RESEARCH LIMITATIONS
Limit 1: Limited to Egypt as applied research

Limit 2: The theoretical framework is limited to the variables included in the model.
3.5. RESEARCH QUESTIONS

3.5.1 MAJOR QUESTIONS
MjRQ1: What are the reasons behind employees’ turnover?

MjRQ2: What should been done to reduce employee Turnover in order to increase company
effectiveness by increasing the productivity?
3.5.2 MINOR QUESTIONS
MinRQ1: Does work family conflict (WFC) affect turnover intentions?

MinRQ2: Does Role Ambiguity (RA) affect turnover intentions?
MinRQ3: Does work stress (WS) affect turnover intentions?
MinRQ4: Does job satisfaction (JS) affect turnover intentions?
MinRQ5: Does organizational commitment (OC) affect turnover intentions?
MinRQ6: Does Repetitive Tasks affect Job Satisfaction?
MinRQ7: Does Flexible Working Hours affect Work Stress?
MinRQ8: Does Room for Growth (predefined career path) affect Job Satisfaction?
MinRQ9: Does Coaching and Mentoring) affect Organization Commitment?
3.5.3 HYPOTHESIS
First, there is a need to make clear understanding with the term of Hypotheses. It means
“A formal testable statement” or “any assumption, claim and statement about population’s
characteristics are called Hypothesis”.
Here we have developed hypothesis statement on the bases of our theoretical framework, and
then we will try to proof these statements.
 H1o: Whether there is no relationship between work family conflict (WFC) and turnover
intentions
 H1a: Whether there is positive relationship between work family conflict (WFC) and
turnover intentions
 H2o: Whether there is no relationship between Role Ambiguity (RA)and turnover

intentions
 H2a: Whether there is positive relationship between Role Ambiguity (RA)and turnover
intentions
 H3o: Whether there is no relationship between work stress (WS) and turnover intentions
 H3a: Whether there is positive relationship between work stress (WS) and turnover
intentions
 H4o: Whether there is no relationship between job satisfaction (JS) and turnover intentions
 H4a: Whether there is negative relationship between job satisfaction (JS) and turnover
intentions
 H5o: Whether there is no relationship between organizational commitment(OC) and

turnover intentions
 H5a: Whether there is negative relationship between organizational commitment(OC) and
turnover intentions
 H6o: Whether there is no relationship between Repetitive Tasks and Job Satisfaction
 H6a: Whether there is negative relationship between Repetitive Tasks and Job Satisfaction
 H7o: Whether there is no relationship between Flexible Working Hours and Work Stress
 H7a: Whether there is negative relationship between Flexible Working Hours and Work
Stress
 H8o: Whether there is no relationship between Room for Growth (predefined career path)
and Job Satisfaction
 H8a: Whether there is Positive relationship between Room for Growth (predefined career
path) and Job Satisfaction
 H9o: Whether there is no relationship between Coaching and Mentoring) and Organization
Commitment
 H9a: Whether there is Positive relationship between Coaching and Mentoring) and
Organization Commitment
3.6. RESEARCH METHODOLOGY

3.6.1 RESEARCH TYPE
The thesis paradigm is quantitative, for an exploratory, descriptive purpose.

The logic of this thesis is deductive, as the proposed model was been built using established
theories and models
The used process is Quantitative and the outcome is applied, the findings is a set of
recommendations for turnover problem in IT companies in Egypt
Time horizon of this thesis is a cross-sectional study
3.6.2 DATA COLLECTION INSTRUMENT AND SOURCE
3.6.2.1 Exit Interviews:
In order to collect the most effective information from departing employees, employers
need to recognizes the need to conduct interview with departing employees in order to
revealing the full range of factors that led to their resignation and encourages them to give an
honest critique of the expectations, conditions and requirements of their jobs. With the use of
an exit interview, we can obtain the opinions and attitudes of departing employees, a wide
range of operational, organizational and personal variables affecting the decision to leave are
likely to be uncovered. It is this information that is essential to highlighting the areas of
perceived deficiency in the organization’s working environment and can used to plan effective
retention strategies and actions.
The Exit interview questionnaire detailed in Appendix A: Exit Interview

3.6.2.2 Questionnaire:
A self-administered questionnaire used; the respondents were targeted through e-mails.

A first pilot questionnaire sent to five persons; individual comments collected from them via e-
mails regarding unclear questions or typing corrections, enhancements were introduced in the
second version, which sent to 10 persons in a second round of questionnaire testing, again
feedback was used to enhance it, and it launched in its final form on the internet.
Week to observe any abnormalities, when seemed to be fine, the invitation then extended to
another 75 persons, in a week timeframe, a reminder was sent to respondents in which they
were asked to respond if not done yet
Appendix B provide the mapping allocation of questionnaire questions to each Hypothesis and
Construct questionnaire questions
3.6.3 SAMPLING METHODS
3.6.3.1 Exit interviews
POPULATION I (FOR EXIT INTERVIEW)

Sample Size: First 10 employees leave the company
The following criterion were used for selecting the Exit interview
 Junior or senior level employee
 Works in Egypt branch
 The interviews done by the HR Manager and the researcher will contribute according to
planned meetings with the employee
 The interviews guided by the questionnaire in appendix A.
 Interviews lasted from 30 to 45 minutes, ended with grateful thanks from the
researcher and the HR manager
3.6.3.2 Questionnaire
POPULATION II (FOR THE QUESTIONNAIRE)

Sampling method: whole population

Sampling Criteria: whole population
Population =75
Sample Size= 75
The target population for this thesis satisfies the following criterion:
 Junior or senior level employee
 Works in Egypt branch
Note: Internet access assumed because the questionnaire will distributed via the Internet
3.6.4 DATA ANALYSIS METHODS

REFERENCES
FROM PROBLEM STATEMENT TO RESEARCH QUESTIONS NOVA Southeastern University
“Abraham S. Fischler” Scholl of education
Job Stress, Workload, Environment and Employees Turnover Intentions: Destiny or Choice
Archives Des Sciences Vol 65, No. 8; Aug 2012
Leadership Behavioral Strategies for Employee Retention “Dr. C Chendroyaperumal” and

“N Bhuvanadevi”
Retention and engagement “Dr. BASSAM SHAFIQ HASAN ABURUB”
Indian Journal of Science and Technology, Vol 6(12), 5612–5624, December 2013
JOB SATISFACTION AND WORK PERFORMANCE A CASE STUDY OF THE AMERICAN

UNIVERSITY IN CAIRO” May Ramy Younes”
Employee retention within the Information Technology Division of a South African Bank,
“Joy Mohlala, Geoff A. Goldman, Xenia Goosen”
Use of Structural Equation Modeling to Empirically Study the Turnover Intentions of

Information Technology Professionals in Pune City “R. Raman, S. Vijayakumar Bharathi, V.
Sesha2 and Shaji Joseph”
APPENDIX A: EXIT INTERVIEW

OBJECTIVES AND OUTCOMES
 Exit interviews seen by existing employees as a sign of positive culture.
 Exit interviews accelerate participating managers' understanding and experience of
managing people. Hearing and handling feedback is a powerful development process.
 Exit interviews provide valuable information as to how to improve recruitment.
 Exit interviews provide direct indications to improve staff retention.
 Exit interviews are an excellent source for identifying specific mistakes and
improvement opportunities in management development.
QUESTIONS
1. Did anything trigger your decision to leave?
2. What was most satisfying about your job?
3. What was least satisfying about your job?
4. What would you change about your job?
5. Did your job duties turn out to be as you expected?
6. Did you receive enough training to do your job effectively?
7. Did you receive adequate support to do your job?
8. Did you receive sufficient feedback about your performance between merit reviews?
9. Did the company help you to fulfill your career goals?
10. What would you improve to make our workplace better?
11. Were you happy with your pay, benefits and other incentives?
12. What was the quality of the supervision you received?
13. Would you consider working again for this company in the future?
14. How do you generally feel about this company?
15. What did you like most about this company?
16. What did you like least about this company?
17. What does your new company offer that this company does not?
18. Can the company do anything to encourage you to stay?
APPENDIX B: QUESTIONAIRE
MAPPING BETWEEN QUESTIONNAIRE QUESTIONS AND HYPOTHESES
Questionnaire
Research Question Hypothesis Model Variables
questions
MjRQ1 Employee Turnover ET1-ET5

MinRQ1 H1 Work family conflict (WFC) WFC1-WFC5
MinRQ2 H2 Does Role Ambiguity (RA) RA1-WA3
MinRQ3 H3 work stress (WS) WS1-WS2
MinRQ4 H4 job satisfaction (JS) JS1-JS4
MinRQ5 H5 organizational commitment (OC) OC1-OC3
MinRQ6 H6 Repetitive Tasks
MinRQ7 H7 Flexible Working Hours
MinRQ8 H8 Room for Growth
MinRQ9 H9 Coaching and Mentoring

CONSTRUCT QUESTIONNAIRE QUESTIONS

Construct Construct variables Code
I have ideas of quitting my line of work. ET1
I often think about quitting my present line of work. ET2
I am constantly searching for a better alternative to the
ET3
Employee Turnover present company.
I am actively seeking an alternative work role within the
ET4
present company.
I feel to quit the organization due to lack of sense of fulfillment
ET5
of personal goals.
My work makes me change my plans for family activities. WFC1
The demands of my work interfere with my home and family
WFC2
life.
Work family
My job produces strain that makes it difficult to fulfill family
WFC3
conflict (WFC) duties.
Time spent in my job makes it difficult to fulfill family
WFC4
responsibilities.
Work at home suffers due to the demands my job puts on me. WFC5
feel certain about how much control I have on the work RA1
assigned to me
Does Role
I get assignments without the manpower or adequate RA2
Ambiguity (RA) resources to complete it
I believe that there is a “right job–right person” fit in this
RA3
organization
I receive incompatible requests from more than two higher WS1
work stress (WS) ups.
I get assignments without adequate resources and materials to WS2
execute it.
I feel that I have grown along with my organization. JS1
I am satisfied with the compensation I receive from my job. JS2
job satisfaction (JS) My superiors provide enough information about my job JS3
performance.
I believe that my skills are used for the better development of
the company JS4
Organizational I feel I am loyal to this organization. OC1

This organization inspires the best in me in job performance. OC2
Commitment (OC)
Deciding to work for this organization was a mistake. OC3

DrAshrafElsafty-ESLSCA-RM-45A-Yasser Hassan El Sayed-Research Problem 7

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Master of International Business Administration

Business Research Methods for Managers-Fall 14086

THE REASONS BEHIND EMPLOYEE TURNOVER, ITS’

Dr. Ashraf Elsafty

Yasser Hassan El Sayed

1. CHAPTER 1: INTRODUCTION ........................................................................................... 4

2. CHAPTER 2: LITERATURE REVIEW ................................................................................... 9

3. CHAPTER 3: THEORETICAL FRAMEWORK AND RESEARCH DESIGN ................................. 12

3.4.4 RESEARCH ASSUMPTIONS ................................................................................. 15

APPENDIX A: EXIT INTERVIEW.............................................................................................. 22

APPENDIX B: QUESTIONAIRE ............................................................................................... 23

WFC Work family conflict

PMO Project Management Officer

1.2. PROBLEM DEFINITION

1.3. RESEARCH OBJECTIVE

 Verify the problem of turnover.

1.4. THEORETICAL FRAMEWORK

Repetitive Tasks Room for Growth

1.4.1 MODEL VARIABLES

1.4.1.1 Dependent variable

1.4.1.2 Independent variables

1.4.2 RESEARCH ASSUMPTIONS

1.4.3 RESEARCH LIMITATIONS

Limit 1: Limited to Egypt as applied research

1.5. RESEARCH QUESTIONS

1.5.2 MINOR QUESTIONS

1.6. RESEARCH METHODOLOGY

POPULATION I (FOR EXIT INTERVIEW)

Sampling Criteria: convenience sampling

1.6.3 DATA ANALYSIS METHODS

1.6.4 DATA ANALYSIS METHOD

1.7. THESIS STRUCTURE

2. CHAPTER 2: LITERATURE REVIEW

This thesis is evaluating the factors affecting employee turnover, it is an applied

2.1.2 SIGNIFICANCE OF THE RESEARCH

2.2. PREVIOUS STUDIES

2.2.1 REASONS BEHIND EMPLOYEE TURNOVER

Another effect of labor turnover is that organizational effectiveness diminishes if employees

2.2.2 SYMPTOMS THAT ORGANIZATION FACE IN RESPONSE OF TURNOVER

2.2.3 COSTS OF EMPLOYEE TURNOVER

2.2.4 MANAGING TURNOVER THROUGH SELECTION

2.2.5 THE FORMATION OF AN EFFECTIVE RETENTION MANAGEMENT PROGRAM

3. CHAPTER 3: THEORETICAL FRAMEWORK AND RESEARCH

3.2. PROBLEM DEFINITION

3.3. RESEARCH OBJECTIVE

3.4. THEORETICAL FRAMEWORK

Repetitive Tasks Room for Growth

We can summarize the factors that affect employee turnover in these:

Work Family Conflict (WFC)

3.4.1 DEPENDENT VARIABLES

3.4.2 INDEPENDENT VARIABLES

3.4.3 MODERATING VARIABLES

VAR (M1): Repetitive Tasks

3.4.4 RESEARCH ASSUMPTIONS

3.4.5 RESEARCH LIMITATIONS

Limit 1: Limited to Egypt as applied research

3.5. RESEARCH QUESTIONS

MjRQ1: What are the reasons behind employees’ turnover?

3.5.2 MINOR QUESTIONS

MinRQ1: Does work family conflict (WFC) affect turnover intentions?

 H2o: Whether there is no relationship between Role Ambiguity (RA)and turnover

 H5o: Whether there is no relationship between organizational commitment(OC) and

3.6. RESEARCH METHODOLOGY