Topic Name

Consultancy Project Submitted to

The Superior College, Lahore

In Partial fulfillment of the

Requirement for the Degree of

Master in Business Administration

By

Roll No.

Session: 2014-2016

The Superior College (School of Management Sciences), Lahore

May-2016
 Topic Name

By

Roll No.

Session: 2014-2016

Consultancy Project Submitted to

The Superior College, Lahore

In partial fulfillment of the

Requirements for the degree of

Master in Business Administration

Approved By:

_________________________ ________________________
Kashif Mahmood
Shahzad Ali Prof. Research Supervisor
Program Manager

________________________
Khawaja Hisham Ul Hassan
Controller Examination
 DEDICATION

To our Beloved Parents whose utmost love and encouragement for us brought us

to this height of knowledge with the blessings of Allah Almighty.

 ABSTRACT

The purpose of this study is to investigate employee retention problems in PTCL.

The objective of this study was to determine factors affecting employee turnover at

PTCL. The population of the study was 346 employees of PTCL; a simple random

technique was used. The study primarily used data collected through a structured

questionnaire with the sole aim of establishing factors related to employee retention.

The literature review consists of articles written by industry professionals who discuss

Employee retention issues.

The study utilized a simple random sampling for picking out respondents. Data was

collected using structured questionnaires, and was analyzed using the Statistical

Package for Social Sciences (SPSS) version 21. A total of (346) questionnaires were

dispatched to respondents, and all 346 were received back from respondents giving the

study a response rate of 100%. Descriptive statistics utilized in this study include

frequencies, percentages, for inferential statistics, correlation analysis, regression and

multivariate analysis was done to enable easy data interpretation. Data presentation

was done using tables, according to each research question.

In conclusion, the relationship between Training and development and employee

turnover was statistically significant. Performance equally had a significant relationship

with employee turnover, finally, the relationship between Compensation reward systems

and job satisfaction of employees also significant. Both salaries and bonus payments

are key factors influencing employee turnover. The results of the study revealed that

most of the
employees consider organizational culture and job satisfaction as the key factors that

influence employee retention in the sector.

Recommendations for improvement at PTCL include development of training programs

that enriches employee’s career goals as much as organizational objectives. On

Compensation rewards systems PTCL should develop competitive salaries that lead that

market. Equally bonus payments should be done in a way that rewards and recognizes

effort, performance and excellence.

 Acknowledgment

I offer my sincerest gratitude to my supervisor, Mr. Kashif Mahmood

who has supported me throughout my Consultancy Project with his patience and

knowledge

I would also like to thank Mr. Mohsin Ali, Supervisor IT Department at LUMS University,

He supported me during my project and was always there to guide and help

me whenever needed.

Lastly, I would like to thank my family and my friends who supported

and helped me in completing my work.

Table of Content
Chapter ONE

Introduction
Background:

Today’s competitive business world, it is considered to be an important task to retain the human

resources for any organization. Naturally people want diversities in their everyday life; seeks for

new and challenging jobs and good working environment its job places. To empower people such

kind of economic way is very difficult and unmanageable. But it is also crucial for any organization

to retain its talented employees. Every organization wishes to have high productivity, fewer

turnovers and to be profitable. Managing turnover successfully is a mandatory to achieve the above

goals.

There is a general consensus that there exists a managerial problem of finding successful

mechanism of retaining employees especially in a job environment that is characterized by constant

yearnings for pay rise. Employee job satisfaction has influence on employee retention in

organizations.

Job satisfaction can be defined as how an individual feels towards work, in other words, it is

people’s feelings and attitudes about verity of intrinsic and extrinsic elements towards jobs and the

organization. The elements of job satisfaction are related to pay, promotion, benefits, work nature,

supervision and relationship with colleagues (Mosadeghard, 2003). Job satisfaction means a

function which is positively related to the degree to which one’s personal needs are fulfilled in the

job situation (Simatwa, 2011). Job satisfaction means pleasurable emotional state of feeling that

result from performance of work (Simatwa, 2011). Employees are the most satisfied and highly

productive when their job offers them security from economic strain, recognition of their effort

clean policy of grievances, opportunity to contribute ideas and suggestions, participation in

decision making and managing the affairs, clean definitions of duties and responsibilities and

opportunities for promotion, benefits, incentive plans and profit sharing activities, health and safety

measures, social security, compensation, communication and respect (Kuria, 2011).

This is that the extent to which an organization is able to retain its employees depends on the level

of job satisfaction that is made available to these workers. Job satisfaction is known to have
positive impact on employee retention. It means that dissatisfaction on the job increases or will

increase the rate of employee retention in organization.

Importance of Job Satisfaction:

Job satisfaction maintains productivity by keeping the workforce constantly engaged and

motivated. A work environment is made up of a range of factors, including company culture,

engagement styles, hierarchy and human resource policies. Job satisfaction is the degree which

employees feel personally attachment in their job roles.

Employee retention is the rate at which employees leave their employer, weather voluntarily or

involuntarily. These three distinct concepts are inseparably linked; workplace environments,

employees satisfaction and employee retention. Knowing how to develop a positive work

environment to increase employee satisfaction and reduce retention is a key to developing a high

performance workforce.

Telecommunication Industry:

In 2008 Pakistan was the world’s third fastest growing telecommunications market. Pakistan's

telecom infrastructure is improving dramatically with foreign and domestic investments into fixed-

line and mobile networks.

The telecommunications industry contributes around 45% of the country’s Gross Domestic Product

(GDP) and might therefore be considered of relatively minor importance to the country. However,

its own GDP does not reflect the wider importance that telecommunications plays in the economic

and social wellbeing of the country. Almost every UK business is dependent on

telecommunications to transact business, as is every branch of central and local government and

related public bodies. The social life of the country is highly dependent on telecommunications too,

be it the capability to broadcast TV to every home, for friends to ‘text’ one another to arrange their

appointments or for anyone to summon the emergency services via 999. The defense and security

of the nation is also highly dependent on reliable communications.

For many years prior to 1984, telecommunications was run by the government as a statutory

monopoly. It could ensure that the General Post Office (GPO) took due account of the requirement

to serve the country in an appropriate way, with adequate provision for the resilience of the system.

Since 1984, not only has telecommunications been provided in an increasingly competitive

commercial environment, but also a much wider range of services has become available.

Problem Statement

PTCL (Pakistan Telecommunication Company Limited) Company’s call centre has been selected

for our project that how we can increase all employees’ performance, make strong communication

system between management and employees, increase motivation level and control high attrition

rate in call centre.

It is not hard for a competitor to compete with individual elements of employment such as salaries

and benefits. The problem statement of our project is;

“To what extent has been control PTCL Call Centre problems, “low interest of employees to

perform their challenging performance, Employee Turn over, how we can increase employees

motivation, why low growth opportunities exist in organization and find the reason about high

attrition rate”.

PTCL an Introduction:

From the humble beginnings of Posts & Telegraph Department in 1947 and establishment of

Pakistan Telephone & Telegraph Department in 1962, Pakistan Tele Communication Company

Limited (PTCL) has been a major player in telecommunication in Pakistan. Despite having

established a network of enormous size, PTCL workings and policies have attracted regular

criticism from other smaller operators and the civil society of Pakistan.
Pakistan Telecommunication Corporation (PTC) took over operations and functions from Pakistan

Telephone and Telegraph Department under Pakistan Telecommunication Corporation Act 1991.

This coincided with the Government's competitive policy, encouraging private sector participation

and resulting in award of licenses for cellular, card-operated pay-phones, paging and, lately, data

communication services.

Pursuing a progressive policy, the Government in 1991, announced its plans to privatize PTC, and

in 1994 issued six million vouchers exchangeable into 600 million shares of the would-be PTCL in

two separate placements. Each had a par value of Rs. 10 per share. In 1995, Pakistan

Telecommunication (Reorganization) Ordinance formed the basis for PTCL monopoly over basic

telephony in the country. It also paved the way for the establishment of an independent regulatory

regime. These vouchers were converted into PTCL shares in mid-1996.

The provisions of the Ordinance were lent permanence in October 1996 through Pakistan

Telecommunication (Reorganization) Act. The same year, Pakistan Telecommunication Company

Limited was formed and listed on all stock exchanges of Pakistan.

PTCL launched its mobile and data services subsidiaries in 2001 by the name of Ufone and PakNet

respectively. None of the brands made it to the top slots in the respective competitions. Lately,

however, Ufone had increased its market share in the cellular sector.

The PakNet brand has effectively dissolved over the period of time. DSL services launched by

PTCL reflect this by the introduction of a new brand name and operations of the service being

directly supervised by PTCL instead of Paknet.

As telecommunication monopolies head towards an imminent end, services and infrastructure

providers are set to face even bigger challenges. Pakistan also entered post-monopoly era with

deregulation of the sector in January 2003. On the Government level, a comprehensive

liberalization policy for telecom sector is in the offing.

Research Aim

The project general aim is about examine the relationship between job satisfaction and employees

performance. Organization’s communication system, compensation plan, performance review,

motivation and why high attrition rate exist within the company.

Modern technological changes posed a lot of challenges to the organizations for better management

of their human resources. Nowadays, downsizing, rightsizing, shortage of skilled workforce are

tough tasks for many organizations. Formulating good Human Resource management practices

help organizations increase their key performance indicators by creating more staff satisfaction

which automatically translate into Employees satisfaction and create good image of the

organization in the industry (Robert & Johnson, 2012).

Research Objective

In today’s competitive business world, it is unavoidable that Telecommunication has to give

credence to employee career development, coaching and mentoring, and job satisfaction factors in

order to reduce turnover and remain competitive. Retention of employees is not so easy,

particularly in the competitive telecommunication sector that is plagued with employee poaching

instead of employee career development.

It has certain observations/objectives such as;

 Observe the existing structural and functional set up of organization.

 Point out the difficulties and problems employee faced by organization.

 Chapter TWO

Literature Review

Introduction:

In Pakistan the concept of HR is also flourishing day by day and employers as well as the

employees are getting awareness of their rights and demands. The telecommunication sector in

Pakistan’s economy has started from establishment of Pakistan and this is one of the most growing

sector is Pakistan. Telecommunication sector brought a new culture for employees which is based
on performance based rewards and compensations. This has brought higher employment

opportunities, increases in income level, and changes in consumption pattern and consequently

there emerges a competitive environment in the telecommunication industry.

We will discuss about the factors that affect on employee job satisfaction. The variables include:

talent development, reward, organization structure, organization commitment and influence of

management on job satisfaction. The chapter also provides the conceptual frame work that shows

the relationship between the variables.

Researchers and scholars have produced comprehensive theories based on job satisfaction. It

determined what people actually want from their jobs. The respondents had to describe work

situations in which they felt satisfied or dissatisfied in their jobs. The characteristics related to job

satisfaction include advancement, recognition, the work itself, achievement, growth and

responsibilities refers as “Motivators”. The characteristics related to dissatisfaction, which included

work conditions, supervision, interpersonal relationships, company policy and administration were

referred as “hygiene” factors (Robbins, 2001).

Motivation can be illustrated in the following example: two employees perform the same task at the

same place of work may experience the same level of satisfaction but in totally different ways. The

one employee may be strongly influenced by the physical parts of the job while the other employee

may be influenced by the challenge and variation in the job (Baron and Greenberg 2003).

Lack of personal growth in organizations results in career plateau which in tend leads to increased

employees intentions to quit. Many employees find themselves in jobs that offer them limited

mobility opportunities in terms of upward movement in the organization. Career plateau is thus

seen as a major contributing factor to employees to quit in organizations. Human Resource

professionals thus have a greater responsibility of managing career plateau and hence minimize

employee turnover Ongori & Agolla (2009).

Career opportunities encourage workers to make longer-term commitments to their workplace; it

permits them to see a future with the company. Organizations need talented employees for

maintaining the sustainable competitive advantage (Prince, 2005). The dramatic difference in

higher rates of job satisfaction for employees in small companies relative to large companies could

be attributed to the extent of workplace learning opportunities available in small companies Taylor

(2004). Studies have shown that if employers do not attend to employees training needs they leave

(Hay Group, 2007).

Rewards are very important for job satisfaction because it fulfills the basic needs as well as helps to

attain the higher level of goals. Earnings is the way by which employee get to know how much they

are gaining by dedicating their time, effort and skill in a job (Armstrong, 2010).

An organizations reward system can affect the performance of the employees and their desire to

remain employed (Robinson & Pillemer, 2007). Employee performance appraisal is used to

measure employee workplace performance and improving performance (Taylor, 2004). It is

asserted that the impact of fair performance appraisal process on employee retention is positive as

Kuvaas (2008) contends. Performance appraisals are designed to relate pay to performance

irrespective of intensity of performance and goal achievement Memon et al. (2010).

It is observed that the clear and well-articulated career growth strategy mitigates the effect of

employee intention to leave typically at the time when employees have an unclear career

expectation. In this context, clearly defined job growth and advancement opportunities affect

employee–employer relationship in many positive ways and it leads to reduced turnover (Samuel &

Chipunza, 2009).

Monetary benefit alone is not worth mentioning and employees are more focused towards non-

monetary rewards because these are more attractive therefore, retention strategies should focus on

more than just financial compensation Kim (2008). The function of job description also signifies

another aspect of employee retention. Undecided goal alignment, regular performance

disparagement and blurred organizational objectives create workplace anxiety, aggravation and

dissatisfaction (Silbert, 2005).

The concept of organizational commitment has attracted considerable interest in an attempt to

understand and clarify the intensity and stability of an employee’s dedication to the organization

(Lumley 2010). Organizational commitment is most probably affected by factors such as type and

variety of work, the autonomy involved in the job, the level of responsibility associated with the

job, the quality of the social relationship at work, rewards and remuneration, and the opportunities

for promotion and career advancement in the company (Riggio 2009).

People recognize the value of working for a company that is willing to invest money in them, even

if that investment ultimately benefits the organization (Wilson, 2000). Two factors that impact

employee satisfaction and commitments are, “feelings that the organization can be relied on to

carry out its commitments to its employees and feelings that the individual is of some importance to

the organization” (Carole Jurkiewicz, 2000).

Not only do organizations need their employees to help them be successful, employees need to feel

like they are making a difference in reaching business goals (Gerbman, 2000). Companies utilizing

employee development programs are experiencing higher employee satisfaction with lower

turnover rates (Wagner, 2000). According to Stacey Wagner, a director with the American Society

for Training and Development, training builds company loyalty because employees know the

organization is investing in their futures (Rosenwald 2000)

A huge concern to most companies, employee turnover is a costly expense especially in lower

paying job roles, for which the employee turnover rate is highest (Samuel, 2012). In turnover

process everyone usually points out one factor for their turnover choice, but there are always more

factors on the back hand that works as push-cart or driving force for that factor (Jaffari, 2011). If

you pay less than other employers for similar work, employees are likely to jump ship for higher

pay, if other factors are relatively equal." (Handelsman, 2009)

The most common reason for employee turnover rate being so high is the salary scale because

employees are usually in search of jobs that pay well. (Hissom, 2009) Nature of management

influence the individuals in terms of values of organization, image and existence or firm (Gregory

and Henry, 2005). Employer-employee relationship plays a vital role on turnover. (Nawaj, 2007).

Career growth is much more important than salary in Europe or America but it is counted

equivalent to salary in Asian context (Europhia, 2008).

“Moving Up or Moving Out” counts career growth as basic for turnover (Europhia, 2008).

The motivational effect is underpinning that the goals need to be achieved, and a potential threat

can occur when employees is taking shortcuts to achieve the goals, which results in performance

that is less qualitative (Heedgard Hein, 2012). Classical theories concerning motivation are

misrepresentative (Maccoby, 2010).

According to Maccoby, managers should primarily engage in four mechanisms to improve the

work motivation within the firm. These mechanisms are called the “four R’s of motivation”. The

R’s is consisting of Responsibilities, Relationships, Rewards and Reasons (Maccoby, 2010).

The core of the expectancy theory is relying on employees’ willingness to perform a certain

activity. This is depending on the extent to which a specific target is rewarded, which for example

could be a higher salary or a promotion within the organization. If the employee within the

organization perceive the reward as valuable, the performance will be greater. On the other hand, if

the rewards are demotivating the employee, the performance will be poorer. (Alvesson &

Sveningson, 2008)

Describes how the theory of expectancy is reflecting the fact that if employees’ motivation is zero,

the expected performance will as well be zero Jacobsen & Thorsvik (2002). Rewards that are non-

financial in nature, such as the provision of an increase in holidays, and increases in family

benefits, contribute towards the employee perceiving his/her workplace as a ‘supporting and

caring’ organization Chiang & Birtch (2009). managers need to understand the kind of role that the
provision of rewards to employees’ service quality orientation, which in turn, is crucial towards

fostering service excellence Chiang & Birtch (2010).

Conceptual Frame Work:

An effective employee is a combination of good skill set and productive work environment. Below

diagram shows the relationship of two variables, dependent variable and Independent variables;

Independent Variables: Mediating Dependent Variables:

Training and Development Job Satisfaction Employee Performance

Compensation and Rewards Employee Motivation Employee Turn over

Employee Engagement

Training and Development

Human Resource Training and Development function plays an important role in developing a

learning organization which exploits full potential of its people at an individual, team and

organization level.

In an organization where employees receive the proper training needed to assume greater

responsibilities, turnover rates are generally lower” (Somaya & Williamson 2008).

Lack of personal growth in organizations results in career plateau which in tent leads to increased

employees intentions to quit”. Many employees find themselves that offer them limited

opportunities in term of upward movement in the organization Ongori & Agolla (2009).

An organization that wants to strengthen its bond with its employees must invest in the

development of their employees (Woodruffe, 1999).

It entails creating opportunities for promotion within the company and providing opportunity for

training and skill development that let employees to improve their employability on the internal and

the external labor market (Meyer & Smith, 2003). More often people leave for advanced career

opportunities and development and not necessarily for monetary factors such as compensation

(Johnson, 2004).

Employee training considerably mitigates employee desire to leave the organization particularly for

the new employees Lambert et al. (2002). Career development is important for both the

organization and individual. It is a mutual benefit process because career development provides the

important outcomes for both parties (Wright et al., 2005).

Studies have shown that if employers do not attend to employees training needs they leave (Hay

Group, 2007). The more employable organizations makes their employees through training and

development opportunities the more their mobility capital increases (Cappelli, 2000).

Human Resource Training and Development function plays an important role in developing a

learning organization which exploits full potential of its people at an individual, team and

organization level.

Compensation and Rewards:

It is something that an organization gives to the employees in response of their contribution and

performance. It can be a cash reward such as bonuses or it can be recognition such as naming a

worker an employee of the year. The extrinsic rewards are most tangible, such as salaries, bonuses,

promotions etc, as compare to intrinsic. People who feel appreciated are more positive about

themselves and their ability to contribute; employees who understand how their efforts contribute

to the success of the organization overall are the most engaged, and therefore the least likely to

leave. Recognition is one of the most important methods of rewarding people. Employees need to

know not only how well they have achieved their objectives or carried out their work, but also that

their achievements are appreciated.

It has been asserted that, when pay and benefits are comparable to the market, it is the intangibles

that make for a dedicated workforce (Shechtman, 2008). Reward is something that an organization

gives to the employee so that the employees become motivated for future positive behaviors

(Ongori, 2008).

It is important to note that the rewards have a lasting impression on the employee and it will

continue to substantiate the employees perception that they are valued (Johnson, 2004).

By saying “thank you” to employees for a job well done or a pat on a shoulder to show

appreciation, an organization is reinforcing ideal behavior and encouraging more of the actions that

will make it successful (Johnson, 2004).

Rewards and recognition as a key driver of employee retention, as it create a culture that motivates

and supports employees (Hay Group, 2007). Recognition can be provided by positive and

immediate feedback and praises where it is well observed (Armstrong & Murlis, 2008).

Employees always look for career growth opportunities and in this context Human Resource policy

functions stimulate employees to stay in the current job. Large number of research has been

conducted on the role of Human Resource policies in mitigating voluntary turnover, and in each of

the studies, the conclusion is that Human Resource policies go a long way to affect employee

retention. Employees are looking for clearly defined job responsibilities along with exciting work
environment that makes good use of their knowledge, skills and abilities. Decision making process

can be personally satisfying and contribute on involvement and identification with company. The

work environment can make employee motivated towards work. It should comfortable, appropriate

temperature, adequate privacy, attractive and well coming. Opportunities of growth and promotion

should always be available for well performing staff.

Employee performance appraisal is used to measure employee workplace performance and

improving performance (Taylor, 2004).

The function of job description also signifies another aspect of employee retention. Undecided goal

alignment, regular performance disparagement and blurred organizational objectives create

workplace anxiety, aggravation and dissatisfaction (Silbert, 2005).

It is observed that clear and well-articulate career growth strategy mitigates the effect of employee

intention to leave typically at the time when employees have an unclear career expectation (Samuel

& Chipunza, 2009).

In an organization where employees receive the proper training needed to assume greater

responsibilities, turn over rates are generally lower. (Somaya & Wiliamson, 2008)

People recognize the value of working for a company that is willing to invest money in them, even

if that investment ultimately benefits the organization (Wilson, 2000).

Companies utilizing employee development programs are experiencing higher employee

satisfaction with lower turnover rates (Wagner, 2000).

Organizational commitment is regarded as an attitude, as it relates to individuals mindsets about the

organization. Employee recognition policy will help to retain quality employees and encourage low

performers to improve with the changing scenario. Effective implementation of the employee

recognition function will play a key role in enhancing motivation within the organization. When

human resource practices are clear on the rights of and opportunities for employees, it prevents internal

conflicts and boosts the motivational aspects of work. These policies, when organized and disseminated

in an easily used form; such as an employee manual or large posting, can go far toward eliminating any
misunderstandings between employees and employers about their rights and obligations in the business

environment

The concept of organizational commitment has attracted considerable interest in an attempt to

understand and clarify the intensity and stability of an employee’s dedication to the organization

(Lumley 2010). Strong positive relationships have been observed between organizational

commitment and desirable work outcomes such as performance, adaptability and job satisfaction

(Hunt, Chonko & Wood 1985).

Satisfied employees tend to be committed to an organization, and employees who are satisfied and

committed are more likely to attend work, stay with an organization, arrive at work on time,

perform well and engage in behaviors helpful to the organization (Aamodt 2007).

Organizational commitment is most probably affected by factors such as type and variety of work,

the autonomy involved in the job, the level of responsibility associated with the job, the quality of

the social relationship at work, rewards and remuneration, and the opportunities for promotion and

career advancement in the company (Riggio 2009).

The more favorable an individuals attitudes toward the organization, the greater the individuals

acceptance of the goals of the organization, as well as their willingness to exert more effort on

behalf of the organization Gbadamosi (2003).

Employee recognition based on his performance beside with role and value admirations persuades

and supports a satisfying personal life and inspire worker loyalty and commitment, Kim (2008).

The individuals’ acceptance of the goals of organization as well as their willingness to exert more

effort on behalf of the organization (Gbadamosi, 2003)

Here are many researchers views about independent variables description and due to researchers we

realizing the importance of these factors and find out the gap within the organization.
Employee Engagement & Job Satisfaction

Job satisfaction has remained a remarkable area of discussion in the field of management,

psychology and especially in organizational behavior and human resource management, for a long

period. Many economists have paid attention and inclination towards this subject in recent years

(Kosteas, 2009). job attitude and employees performance concluded that job satisfaction contains

positive influence on the performance of the employees as it enhances job involvement and the

higher performance also makes people feel more satisfied and committed to the organization. The

satisfaction and Performance of the employee works in a cycle and are interdependent. Job

satisfaction and involvement of the employee leads him to have high levels of performance

Velnampy (2008).

Effects of job satisfaction on performance, satisfaction should be considered by the organization as

important plan which needs to be extend in order to improve employees performance and where

employees can put their best performance. Performance level lowers with lower level satisfaction

scores. There should be some awareness programs, pertaining to the stress & satisfaction level in

Organization. It will help organizations to understand the benefits of stress knowledge in relation to

satisfaction and goal achievement in the industry Shahu & Gole (2008)

“job satisfaction and fatigue" found the negative relationship between the fatigue and satisfaction

from the job. The fatigue has found as negative predictor of Job Satisfaction. The study clearly

indicates the different issues for Call Centre employees in the context of economy in which the

researcher said that there are various factors leading to dissatisfaction that are "on the job" and "off

the job". It's also been discussed in the study that if fatigue get minimized, job satisfaction can be

improved by various innovative and encouraging strategies Shah & Shah (2008).

Managers have to be very careful about their own attitudes. If they demonstrate a negative attitude

toward their workers, their impact can be tremendously negative for the organization. That's

because poor management attitudes negatively affect their employees' motivation to work.

Therefore, they should monitor their personal communications with employees, even emails and
phone calls, and seek feedback from employees on how they are perceived as managers. Feedback

helps managers to pinpoint problem areas in which they must improve.

Employee Motivation

Emotional attachment and loyalty is one of the most important factors of employee motivation that

binds the employee to stick to the organization, many other benefits associated with the

organization are also part of motivation. Employees get high motivation through challenging work

environment and support of the top management. If the employees are competitive and want to do

work with full efficiency as it will utilize all their capabilities, then challenging work is the best

motivator. Many of the employees like to make relationships and thus need to contact more and

more to the higher authorities, so making more regular contacts make them feel that they are been

observed and work with more motivation. Wright and Pandey (2005) Horwitz et al (2003).

Extrinsic rewards, like monetary benefits may interact negatively with the intrinsic work

motivation. It has just seen that there is crucially dependence of intrinsic motivation on the extrinsic

incentives Frey (1997). Motivation is the process that arouses, energizes, directs, and sustains

behavior and performance. Motivation encourage people internally towards the actions which helps

them to achieve a preferred task employ effectiveness is a way which can inspire people to their

work and can bring more work motivation to their commitment of their jobs Luthans (1998).

The worker would rather desire working conditions that will result in greater physical comfort and

convenience. The absence of such working conditions, amongst other things, can impact poorly on

the worker’s mental and physical well-being (Baron and Greenberg, 2003). Working conditions

will influence job satisfaction and Career Opportunity, as employees are concerned with a

comfortable physical work environment. In turn this will render a more positive level of job

satisfaction Robbins (2001). Temperature, lighting, ventilation, hygiene, noise, working hours, and

resources are all part of working conditions. Employees may feel that poor working conditions will

only provoke negative performance, since their jobs are mentally and physically demanding Arnold

and Feldman (1996).

Fairness as equal treatment, receiving the same services and benefits as other people James Brown

(2007), Fairness means different things to different people, and our view of whether or not

something is fair often depends on the circumstances (Klesh, J. 1979). Competent employees are

essential to the success of any organization.

This is because satisfaction derives from various sources, such as service encounter satisfaction and

overall satisfaction. In other words, a little satisfaction from each service encounter leads to overall

satisfaction with the service. Various studies discussed shows that job satisfaction has been studied

with relevance to co-worker behavior supervisor behavior, pay and promotion, organizational

factors and other work related factors. In some studies the employees were highly satisfied or

otherwise. The aim of this study is to determine the factors affecting employee job satisfaction in

pharmaceuticals Companies. It has been argued that satisfaction is generally viewed as a broader

concept and service quality is a component of satisfaction (Zeithaml & Bitner, 2003).

Employee Performance &Turn Over

Employee turnover is expensive from the view of the organization. Pay and pay-related variables

have a great effect on employee turnover. Management must compensate employees adequately.

They should pay employees based on their performance and in addition they should given

employees incentives like individual bonus, lump sum bonus, sharing of profits and other benefits.

Hence, if these are put in place they would minimize employee turnover Griffeth et al. (2000).

The experience of job related stress is because of lack of commitment in the organization; and job

dissatisfaction make employees to quit Firth et al. (2004). This clearly indicates that these are

individual decisions which make one to quit. They are other factors like personal agency refers to

concepts such as a sense of powerlessness, locus of control and personal control. Locus control

refers to the extent to which people believe that the external factors such as chance and powerful

others are in control of the events which influence their lives Firth et al. (2004).

Job Stress role also lead to employees’ turnover. Role ambiguity refers to the difference between

what people expect of us on the job and what organization feels should do Trevor (2001).
Organizational instability has been shown to have a high degree of high turnover. Indications are

that employees are more likely to stay when there is a predictable work environment and vice versa

(Zuber, 2001). Therefore, in situations where organizations are not stable employees tend to quit

and look for stable organizations because with stable organizations they would be able to predict

their career advancement.

Chapter THREE

METHODOLOGY

Introduction

Motivation of employee performance in PTCL Call Centre, we choose descriptive research design

to determine the relationship between the dependent and the independent variables and to establish

any association between these variables. The chapter focuses on Research Design, variables,

Target Population, Sampling Technique, Data Collection Procedure, Research Procedure and Data

Collection and presentation.

The objective of this research is to portray accurately the characteristics of a particular group,

situation or individual. Our data collection method for prepare a questionnaire that we do meetings

many time to HR-Coordinator and randomly available employees.

For this, we use questionnaire that is a quantitative research method. A well defined questionnaire

used effectively to gather information on both overall performances.

Research Paradigms

The way we do things more formally establishes, a set of practices. This can range from thoughts

and patterns to action.

Positivism

The principle of positivism is difficult to be explained in a precise and succinct manner because

there are vast differences between settings in which positivism is used by researchers. The number

variations in explaining positivism may be equal to the number of authors who addressed the area

of research philosophy. Nevertheless, in its essence, positivism is based on the idea that science is

an only way to learn about the truth. If you assume a positivist approach to your study, then it is

your belief that you are independent of your research and your research can be purely objective.

Independent means that you maintain minimal interaction with your research participants when

carrying out your research (Wilson, 2010, p.10).

Thus, they take a controlled and structural approach in conducting research by identifying a clear

research topic, constructing appropriate hypotheses and by adopting a suitable research

methodology (Churchill, 1996;Carson et al., 2001). Positivist researchers remain detached from the

participants of the research by creating a distance, which is important in remaining emotionally

neutral to make clear distinctions between reason and feeling (Carson et al., 2001). They also

maintain a clear distinction between science and personal experience and fact and value judgments.

It is also important in positivist research to seek objectivity and use consistently rational and logical

approaches to research (Carson et al., 2001).

Moreover, in positivism studies the researcher is independent form the study and there are no

provisions for human interests within the study. Crowther and Lancaster (2008) inform that as a
general rule, positivist studies usually adopt deductive approach, whereas inductive research

approach is usually associated with a phenomenology philosophy. Moreover, positivism relates to

the viewpoint that researcher needs to concentrate on facts, whereas phenomenology concentrates

on the meaning and has provision for human interest.

Positivism is a form of philosophical realism adhering closely to the hypothetico deductive method

(Cacioppo, Semin, & Berntson, 2004; McGrath & Johnson, 2003; Sciarra, 1999). Enlightenment

brought with it the notions of the centrality of the individual, the world as objectively knowable,

and the use of language (including numerical language) as the conveyor of truth (Gergen, 2001;

Hansen, 2004; McGrath & Johnson, 2003).

Interpretivism

Reeves and Hedberg (2003, p. 32) note that the “interpretivist” paradigm stresses the need to put

analysis in context. The interpretive paradigm is concerned with understanding the world as it is

from subjective experiences of individuals. Interpretivists avoid rigid structural frameworks such as

in positivist research and adopt a more personal and flexible research structures (Carson et al.,

2001) which are receptive to capturing meanings in human interaction (Black, 2006) and make

sense of what is perceived as reality (Carson et al., 2001). Therefore, the goal of interpretivist

research is to understand and interpret the meanings in human behaviour rather than to generalize

and predict causes and effects (Neuman, 2000; Hudson and Ozanne, 1988). For an interpretivist

researcher it is important to understand motives, meanings, reasons and other subjective

experiences which are time and context bound (Hudson and Ozanne, 1988; Neuman, 2000).
According to Hamilton (1994, p. 63), Kant’s position was that “human perception derives not only

from evidence of the senses but also from the mental apparatus that serves to organize the incoming

sense impressions” and that “human claims about nature cannot be independent of inside-the-head

processes of the knowing subject. Essentially, constructivists hold that reality is constructed in the

mind of the individual, rather than it being an externally singular entity (Hansen, 2004). The

constructivist position espouses a hermeneutical approach, which maintains that meaning is hidden

and must be brought to the surface through deep reflection (Schwandt, 2000; Sciarra, 1999). This

reflection can be stimulated by the interactive researcher participant dialogue. Thus a distinguishing

characteristic of constructivism is the centrality of the interaction between the investigator and the

object of investigation. Only through this interaction can deeper meaning be uncovered. The

researcher and her or his participants jointly create (co-construct) findings from their interactive

dialogue and interpretation.

Pragmatism

The word "pragmatism" as a piece of technical terminology in philosophy refers to a specific set of

associated philosophical views originating in the late nineteenth century. Pragmatism is a

reasonable and logical way of doing things or thinking about the problems that are based on

specific situations instead of theories. Pragmatism rejects the idea that the function of thought is to

describe, represent, or mirror reality. Pragmatists would meet Pring’s concern (Pring, 2000) that a

false dualism has arisen in research between scientists/positivists and constructivists by stressing

that they would not privilege any one paradigm or methodology over another. They would argue

that both science and constructivism offer different sets of tools for investigating the world and

different vocabularies for describing it. Whilst one major pragmatist, Dewey (1916), endorsed

scientific method as a suitable model for all inquiry, another, Rorty, is inclined to see the language

and methods of science as just one more vocabulary and one more tool for achieving some of our

human purposes (Rorty in Murphy, 1990, p. 14). Indeed pragmatism views literature and the arts
also as inquiries on the same footing as scientific inquiries and it sees ethics, for example, as

neither more relative or subjective than scientific theory nor even as requiring to be made more

scientific: ‘physics is a way of trying to cope with various bits of the universe; ethics is a matter of

coping with other bits. Some of these inquiries come up with propositions, some with narratives,

and some with paintings’ (Rorty, 1982, p. xliii). Pragmatists see no point in making one form of

inquiry any more important or valuable than any other since they are all ways of helping us to cope

with aspects of the world. As far as Rorty is concerned, we need, for example, to treat both literary

criticism and physics as producing truth (Rorty, 1999a, p. 13), although we should also note that by

‘truth’ Rorty means no more than inter subjective agreement’ and he has no truck with ‘truth’ as

‘corresponding to reality’. For Rorty, ‘modern science is a gloriously imaginative way of

describing things, brilliantly successful for the purpose for which it was developed namely,

predicting and controlling phenomena’ (Rorty, 2000, p. 12). However, he rejects the idea that

science provides ‘redemptive truth’ a set of beliefs which would end, once and for all, the process

of reflection on what to do with ourselves or that it presents us with the reality behind the

appearance, the one true description of what is going on, the final secret (2000, p. 2).

Research Paradigm Chosen

We choose positivism because generalizing theory can be generalized at a larger degree, with

which the data for the same issue with different social context can be collected. “Due to

quantitative approach, future predictions can be made. The precision of the Parsimony helps

making it useful for studying large number of people, therefore saves time. Quantitative data

provides objective information that researchers can use to make scientific assumptions. Reliability

maintains consistency, dependence and reliability in its data collection. Reliability is a measure of

consistency over time and over similar samples. A reliable instrument is a piece of research will

yield similar data from similar respondents. Validity is a very extensive area, in positivism it is
retained by the vigilant use of the methods. Quantitative data validity might be improved through

careful sampling, appropriate instrumentation and appropriate statistical treatments of the data.

Ontology & Epistemology

We can say that when we discuss about the ontology/epistemology they have different views about

reality and how the reality is judged by apply different tools and techniques. There are seven

different philosophical assumptions in research regarding all three paradigms i-e Positivism,

Interpretivism and realism. Most importantly, we are taking into consideration two main

assumptions which are Ontology and Epistemology. Ontology deals with the nature of reality about

the concept of knowledge whereas Epistemology deals with the connection between the researcher

and the subject or the topic that is going to be researched by remaining objective or subjective in

external environment (Cresswell & Clark, 2007).

Discuss about the general things or what truth is or what exists while in epistemology we discuss

about what is reality and how we can reach to reality, what and how the specific things exists. In

general we can say that ontology deals with “what is true” On the other hand epistemology deals

with “methods to figuring out the truth” epistemological assumptions deal with subjective evidence

that is collected from field study, (Dazeley et al.) Many issues have often different ontologies and

epistemologies, for example science and religion have different views about existence of God and

universe. As the positivist paradigm of research seems the most relevant paradigm for this research

because researcher aims to collect the data being objective, so particularly these two concepts i-e

Ontology and Epistemology are also studied in this paradigm. On the basis of these assumptions

can we identify a research design? Or if we apply the ontology& epistemology can we figure out

any research design that can help us to figure out research discussion. On the basis of these

assumptions, two different approaches or research designs are used (Quantitative, Qualitative).

Philosophical Assumption Chosen

Positivist Ontology & Epistemology

The quest for universal laws leads to a disregard for historical and contextual conditions as possible

triggers of events or influences on human action. The design and use of information technology in

organizations however, is inevitably embedded in social contexts, marked by time, locale, politics,

and culture. Neglecting these influences can only reveal an incomplete picture of information

systems phenomena Likewise, the positivist aim to explain and predict external reality implies that

people are not active makers of their physical and social reality. Positivistic research techniques

encourage deterministic explanations of phenomena, in that these explanations emerge from

interactions between the researcher and his subjects, where the researcher, by definition, dominates

the relationship. In the search for causal relations the positivist researcher focuses on the validity

and control of the research procedures, and hence adopts a predefined and circumscribed stance

towards the phenomenon being investigated. As Markus & Robey I9881 elucidate, there is no

reason to suspect that this is the case with information technology and human life.

Research Approach

Main distinction between inductive and deductive research approach relates to the existence and

placement of hypotheses and theories. Specifically, if the researcher adopts a range of hypotheses

the research is aimed to explore, then it will be deductive research. On the other hand, if hypotheses

are absent at the start of the research then it will be the case of inductive research. In other words,

the relation of hypotheses to the study can serve as the main point of difference between these two

approaches. Specifically, it has been noted that “two important functions that hypotheses serve in

scientific inquiry are the development of theory and the statement of parts of an existing theory in

testable form” (Singh and Bajpai, 2008, p.11).

Inductive Approach
The collection of qualitative data in evaluation is common. However, knowledge about strategies

for efficient and defendable procedures for analyzing qualitative data is less common. A wide range

of literature documents the underlying assumptions and procedures associated with analyzing

qualitative data, including evaluation data (e.g., Patton, 2002). Many of these are associated with

specific approaches or traditions, such as grounded theory (Strauss & Corbin, 1998),

phenomenology (e.g., van Manen, 1990), discourse analysis (e.g., Potter & Wetherell, 1994), and

narrative analysis (e.g., Leiblich, 1998). However, some analytic approaches are generic and are

not labeled within one of the specific traditions of qualitative (e.g., Ezzy, 2002; Pope, Ziebland, &

Mays, 2000; Silverman, 2000). In working with researchers who adopt what has been described as

a “critical realist” epistemology (Miles & Huberman, 1994), I have found that many researchers

and evaluators, who are unfamiliar with any of the traditional approaches to qualitative analysis,

wish to have a straightforward set of procedures to follow without having to learn the underlying

philosophy and technical language associated with many qualitative analysis approaches. Such

researchers often find existing literature on qualitative data analysis difficult to understand and use.

This article has evolved from the need to provide evaluators and other researchers analyzing

qualitative data with a brief, nontechnical set of data analysis procedures.

Deductive Approach

Introduced plants and animals are serious threats to global biodiversity, second in importance only

to habitat loss (Baltz, 1991). Despite attempts at control, marine introductions continue to threaten

the marine environment and the industries that depend on it. The total number of introduced marine

species in Australian waters is unknown, but the list has grown from 55 species (Pollard and

Hutchings, 1990) to over 250 species, (Thresher, 1999), 178 of these found in Victorias Port Phillip

Bay (Hewitt et al., 1999). The total number is probably even higher because the taxonomy (and

hence the identification) of some species is not clear. Various Australian agencies use lists of

noxious marine organisms for management and riskassessment purposes. These lists, however, are
usually developed in an ad hoc fashion, reside only in the grey literature and are rarely made

available to the wider scientific community.

Research Approach Chosen

We use deductive approach in my research because A deductive approach is concerned with

developing a hypothesis (or hypotheses) based on existing theory, and then designing a research

strategy to test the hypothesis. Deductive approach can be explained by the means of hypotheses,

which can be derived from the propositions of the theory. In other words, deductive approach is

concerned with deducting conclusions from premises or propositions. Generally, studies using

deductive approach follow the following stages: Deducing hypothesis from theory, Formulating

hypothesis in operational terms and proposing relationships between two specific variables, Testing

hypothesis with the application of relevant method(s), Examining the outcome of the test, and thus

confirming or rejecting the theory and Modifying theory in instances when hypothesis is not

confirmed

Pilot Testing:

To see how actually the questionnaire works a pilot/ pre-testing of questionnaire conduct, which

distributed to some people who are expert in the field and then all of them were collected back as

completed questionnaires and take their feedback. As a result of the pilot test, minor changes in

word selection and instructions were made to the questionnaire.

Research Collection Limitation:

There were some limitations for data collections are below:

Get Permission from HR Department of PTCL to fill Questionnaire.

The time of was limited.

Study based on a sample size.

The employees were chosen randomly.

Research Collection Method:

We collect data through by two ways, firstly from the primary sources and this source consists of

the data analyzed from questionnaire and interaction with the user at that time and secondly for

secondary data we collect from records, company website, books and magazines, internet.

The questions have been designed to consist of five sections. Section A consists of general/personal

information from respondents. The other four Sections deal with questions to test the research

hypothesis. Some of the questions indicate their level of training needs and development towards

tasks; some are related to compensation and rewards, some about organization structure and

commitments. Questionnaire will be measured using a five-point Likert Scale, with 1 representing

“strongly disagree” and 5 representing “strongly agree”.

To understand the use of statistics, one needs to know a little bit about experimental design or how

a researcher conducts investigations. A little knowledge about methodology will provide us with a

place to hang our statistics. In other words, statistics are not numbers that just appear out of

nowhere. Rather, the numbers (data) are generated out of research. Statistics are merely a tool to

help us answer research questions. As such, an understanding of methodology will facilitate our

understanding of basic statistics. Be aware that this represents a cursory discussion of the concept

of validity. Each type of validity has many threats which can pose a problem in a research study.

Examples, but not an exhaustive discussion, of threats to each validity will be provided. For a

comprehensive discussion of the four types of validity, the threats associated with each type of

validity, and additional validity issues see Cook and Campbell (1979).

Qualitative Method
Qualitative methods refer to a broad class of empirical procedures designed to describe and

interpret the experiences of research participants in a context-specific setting (Denzin & Lincoln,

2000b). Qualitative findings are generally presented in everyday language and often incorporate

participants’ own words to describe a psychological event, experience, or phenomenon (Taylor &

Bogdan, 1998). More specific defining characteristics of qualitative methods are dependent on the

particular research paradigm undergirding a chosen inquiry approach (which are discussed

throughout this article). Both qualitative and quantitative approaches are empirical methods in that

they involve the collection, analysis, and interpretation of observations or data.

Quantitative Method

Generally speaking, quantitative methods focus on the strict quantification of observations (data)

and on careful control of empirical variables. Quantitative research often incorporates large scale

sampling and the use of statistical procedures to examine group means and variances (Ponterotto &

Grieger, 1999). Quantitative studies stress the measurement and analysis of causal or correlational

relationships between variables (Denzin & Lincoln, 2000b).

Mixed Method

For more than a century, the advocates of quantitative and qualitative research paradigms have

engaged in ardent dis-pute.1 From these debates, purists have emerged on both sides (cf. Campbell

& Stanley, 1963; Lincoln & Guba, 1985).2 Quantitative purists (Ayer, 1959; Maxwell & Delaney,

2004; Popper, 1959; Schrag, 1992) articulate assumptions that are con-sistent with what is

commonly called a positivist philosophy.3 4 That is, quantitative purists believe that social

observations should be treated as entities in much the same way that physical scientists treat

physical phenomena. Further, they contend that the observer is separate from the entities that are

subject to ob-servation. Quantitative purists maintain that social science inquiry should be

objective. That is, time- and context-free gen-eralizations (Nagel, 1986) are desirable and possible,
and real causes of social scientific outcomes can be determined reliably and validly. According to

this school of thought, educational re-searchers should eliminate their biases, remain emotionally

de-tached and uninvolved with the objects of study, and test or empirically justify their stated

hypotheses. These researchers have traditionally called for rhetorical neutrality, involving a formal

EducationalR esearcher,V ol. 33, No. 7, pp. 14-26 writing style using the impersonal passive voice

and technical ter-minology, in which establishing and describing social laws is the major focus

(Tashakkori & Teddlie, 1998). These purists contend that multiple-constructed realities abound,

that time- and context-free generalizations are neither desirable nor possible, that research is value-

bound, that it is impossible to dif-ferentiate fully causes and effects, that logic flows from specific

to general (e.g., explanations are generated inductively from the data), and that knower and known

cannot be separated because the subjective knower is the only source of reality (Guba, 1990).

Research Methods Chosen

In this study Quantitative method has been chosen because I selected positivism philosophy and

deductive method so quantitative method has a strong association with both of them. In this study

we use quantitative technique by utilizing some statistical tools to analyze the data.

Research Design

The research study is quantitative in nature; Quantitative data that was collected was used to

advance statistical analysis of the study. This study has utilized multiple methodologies to achieve

an optimum representative sample. The mix consists of Cluster sampling, Stratified sampling, and

simple random sampling. According to Cox and Hassard (2005) a survey is a method of carrying

out research using a structured questionnaire that is given to a sample of a population and designed

to elicit specific information from the respondents. The survey questions are designed to gather

information on things such as attitudes, intentions, awareness, behaviors and motivations.

Sample Size:
It was very difficult to get the information from the primary sources due to busy scheduling.

There are 1415 employees currently working in PTCL call centre all over in Pakistan. And out of

these employees 25 are working on permanent basis and 1390 on temporary basis, with average of

more than 60 employees hired every month. There are 346 employees working in Lahore. So the

population of our project is 346.

Sampling Technique:

Random sampling will be used since the population consists of top management, middle and lower.

(Sarantokos, 1998).

Then simple random sampling used to ensure that all employees stand equal chance of being

selected to avoid sample bias and ensure that the results are reliable enough to be generalized.

Data Collection Instruments

We obtain an introduction letter to PTCL HR department for permission to identify the motivation

gap of employees. we approach respondents to provide relevant information for achieving the

research objectives. Questionnaire will be distributed to eligible staff through the heads of the

various departments. A cover letter will be attached to the questionnaires to introduce the

respondents to the research topic to avoid any suspicion or mistrust respondents might have about

the survey. The questionnaires will be distributed among the employees through their departments.

The survey period for data collection would span over a period of four weeks. The advantage of

selecting this method is that, it will ensure confidentiality and keep track on those who may not

return the questionnaire on time and need to be reminded .After collecting data from the

representative sample through the questionnaire, data will be edited the same day to check for

completeness, consistency and reliability of data.

Data Collection Techniques

In this section, the strengths and drawbacks common to both interviews and questionnaires are

discussed. Each technique is then described individually. Both interviews and questionnaires are
centered on asking a series of questions. Questions can be closed-ended to implement interviews

and questionnaires effectively; questions and forms must be crafted carefully to ensure that the data

collected is meaningful (DeVaus, 1996; Foddy, 1994). A poorly worded question results in

ambiguous responses that cannot be interpreted or analyzed. It is highly advisable to pilot test the

questions or forms and then re-design them as you learn which questions unambiguously attack the

pertinent issues with the interviews providing additional information to the answers from the

questionnaires. In shadowing, the experimenter follows the participant around and records their

activities. Shadowing can occur for an unlimited time period, as long as there is a willing

participant. Shadowing and observation are easy to implement, give fast results, and require no

special equipment. So in our study we use three data collection techniques which are: Interview,

Questionnaires & Surveys and observations

Data Analysis

Data analysis that was conducted involved reducing the collected data to a manageable size, by

developing summaries, through the utilization of data analysis techniques (Cooper and Schindler,

2008). The quantitative data was analyzed using both descriptive and inferential statistics.

Descriptive statistics was utilized for measures of central tendencies (Mean, Median and Mode),

and measures of dispersion (Variance, Standard deviation, Standard Error, and Percentiles). On the

other hand inferential statistics was utilized for correlations, linear and multiple regression. Linear

regression was used on factors that indicated significant correlation. Multiple regression was then

administered to the list of factors that had indicated significant correlation with employee turnover.

In order to analyze data, appropriate tools and techniques shall be used. Statistical tools like

average, standard deviation, coefficient of standard deviation, correlation shall be used.

Appropriate financial tools, like ratio analysis, shall also be used. SPSS program shall be

extensively used to analyze and interpret data. Tables, charts, graphs, pie charts etc. shall be used

whenever required to exhibit and analyze the data.

Ethical Consideration

First of all, researcher has remained honest and collected the data with honesty and accordingly

analysis has been done on the data. Then objectivity is also kept in mind. Researcher has tried his

level best to add only relevant and unbiased data so that the objective of this research can be

achieved. Furthermore, the element of confidentiality is also kept in mind and all the details have

kept confidential about respondents. Finally the concern of legality is also considered and code of

conduct set by the institution with regard of conducting this study is kept in mind. The study will

observe the non-negotiable value of honesty and fairness. Respect for persons will be maintained

properly.

Data Analysis in SPSS (Statistical program for Social Science):

The next step will involve coding the responses in the coding sheets by transcribing the data from

questionnaire by assigning characters symbols (numerical symbols). This will be followed by

screening and cleaning of data to make sure there no errors. Data transferred to SPSS (Statistical

program for Social Science) for analysis. Descriptive statistics used to describe the basic features of

the data. We provide simple summaries about the sample and the measures. Together with simple

graphics analysis, we form the basis of virtually every quantitative analysis of data. Histogram a

bar graph of frequency distribution in which the widths of the bars are proportional to the classes

into which the variable has been divided and the heights of the bars are proportional to the class

frequencies. The scatter-plot matrix is used to view the relationships among the used variables. This

matrix shows all the possible two dimension plots of the variables. A table of correlations among

variables is also a part of the study. This table provides the values and signs of the coefficients of

correlations. This table also provides the values of the test of the null hypothesis which states that

the said variables are not correlated to each other.

Research Questionnaire

The questionnaire basis Independent Variable, Mediating & Dependent Variables Like;
 Training & Development, Compensation & Reward, Organizational Structure, Organization

Commitment, Employee Loyalty, Job Satisfaction, Managers Attitude, Employee Engagement,

Employee Performance, Employee Motivation, Low Growth Opportunity, Employee Turnover and

General/personal information about the employees.

For each statement circle the number to indicate your degree of agreement or disagreement

Strongly
strongly disagree Disagree Neutral Agree
Agree

1 2 3 4 5

Training and Development

1. My Organization runs on-the-job training programs for employees. 1 2 3 4 5
2. I will leave my current organization for other organizations where I can get
promotional and Learning opportunities. 1 2 3 4 5

3. I am generally satisfied with the kind of training provide me.. 1 2 3 4 5

4. My job makes good use of my skills and abilities. 1 2 3 4 5
5. Considering everything, how much satisfied are you with your job? 1 2 3 4 5
Compensation and Reward
2. I Perceive my promotion and grade as fair. 1 2 3 4 5
3. My organization has a sponsorship programs that assist employees to pursue
academic and professional education programs. 1 2 3 4 5

My organization recognizes and awards employees through annual awards

celebrations. 1 2 3 4 5

9. My organization recognizes my contributions in the form of paying annual

bonuses and other benefits. 1 2 3 4 5

13. My organization has a system of promotion that is followed for promoting

employees. 1 2 3 4 5

Job Satisfaction
1. I feel very positive and favorable about my job. 1 2 3 4 5
2. As soon as I can find a better job, I’ll leave. 1 2 3 4 5
3. I frequently think of quitting this job. 1 2 3 4 5
4. How much satisfied are you with the information you receive from
management on what’s going on in the company? 1 2 3 4 5
5. How much satisfied are you with your opportunity to get a better job in this
1 2 3 4 5
company?
Employee Engagement
1. I perceive my career to be growing with my current organization. 1 2 3 4 5
2. I have sense of worthwhile accomplishment in my work. 1 2 3 4 5
3. I know and understand my job responsibilities 1 2 3 4 5
4. I know what my supervisor expects of me in my job 1 2 3 4 5
5. I would encourage friends and others to work with my organization 1 2 3 4 5
Employee Performance
1. Fewer opportunities for promotion. 1 2 3 4 5
2. I am generally satisfied with my daily work. 1 2 3 4 5
3. I feel that there is a match between my tasks and my personal skills. 1 2 3 4 5
4. All in all, my job gives me the opportunity for personal development. 1 2 3 4 5
5. My job gives me the opportunity for promotion. 1 2 3 4 5
Employee Motivation
1. My salary level motivates me to stay with my current organization. 1 2 3 4 5
2. I perceive my salary to be equitable with my colleagues on the same scale in
1 2 3 4 5
my organization and those in different organization within the industry.
3. I enjoy discussing my Organization with outsiders. 1 2 3 4 5
4. I feel my job is secure 1 2 3 4 5
5. I like my job. It is enjoyable and challenging 1 2 3 4 5
Employee Turnover
1. I am stressed at work 1 2 3 4 5
2. My job is Insecure 1 2 3 4 5
3. My Work Environment is satisfactory for the employees 1 2 3 4 5
4. Working hours are satisfactory in the organization. 1 2 3 4 5
5. Salary and bonuses are good as compare work conditions. 1 2 3 4 5
Personal Information
1. Gender Male Female
2. Age (In Years) 18-28 29-39 40-50 Above 50
3. Length of work in this organization (In Years) 1-10 11-20 21-30 Above 30
4. Qualification Intermediate Graduation Masters Others
If Others Specify Please;
Team Team
5. Your Job Role Supervisor
Member Leader
6. Your Salary/Wage Range (In Rs.) 15001-18000 18001- 20001- Above
 20000 22000 22000

CHAPTER FOUR

ANALYSIS AND RESULTS

Introduction

This chapter contains findings on the respondents and various factors that influence

employee retention in PTCL. It captures demographic profiles of the respondents,

factors influencing employee retention, and factors influencing employee turnover

Software that has been used for data analysis is SPSS v. 20.0. A descriptive statistics

was used for variable descriptive and analysis. On the other hand correlation, regression

were used for analyzed variables of the study.

Inferential Statistics
The inferential statistics done for this study is composed of the various aspects such as

Reliability test of the instrument, Correlation analysis to check correlation among

variables, and regression analysis.

Reliability Test

In order test the reliability of the questionnaire, the technique of pilot study was adopted.

This study included sample size of 346 respondents. Pilot study is vital because it is

important to get the accuracy of the research tool before conducting actual research on

a large scale. The reliability of questionnaire was assessed by selecting a group of

people and then the results were measured. The valid questionnaire provided the

consistent result with actual questionnaire was adopted and some questions were

altered.

Bivariate correlation cronbach‘ salpha(cronbach and shavelson 2004) are most

famous techniques and also a widely used method of checking reliability. The

cronbach‘s alpha of pilot study is .850.

Reliability

Reliability Statistics
Cronbach‘s N of
Alpha Items
.819 5

Statistics
Age Qualificati
on
Valid 346 346
N Missin
4 4
g
 Frequency Table
Age
Frequen Percent Valid Cumulative
cy Percent Percent
Less than 35
88 57.1 58.7 58.7
years
35 to 45 years 34 22.1 22.7 81.3
Valid
45 to 55 years 18 11.7 12.0 93.3
Above 55 10 6.5 6.7 100.0
Total 150 97.4 100.0
Missin
System 4 2.6
g
Total 154 100.0

Qualification
Frequen Percent Valid Cumulative
cy Percent Percent
Attended High
1 .6 .7 .7
School
Attended College 17 11.0 11.3 12.0
Valid
Graduate 49 31.8 32.7 44.7
Post Graduate 83 53.9 55.3 100.0
Total 150 97.4 100.0
Missin
System 4 2.6
g
Total 154 100.0
Bar Chart
Descriptive Statistics

N Minimu Maximu Mean Std.

m m Deviation
Training 346 1.60 5.00 3.6453 .73609
Develpment 346 1.20 5.00 3.5667 .78216
compensation 346 2.00 5.00 3.4400 .68149
reward
346 1.00 5.00 3.6200 .68923
motivation
Job satisfaction 346 2.20 5.00 3.7053 .58925
performance 346 2.00 5.00 3.7067 .59783
employee_retens
ion 346
Valid N (listwise)

4.2.2 Normality Test of the Data

The Q-Q plot clearly shows the values being dispersed with, which signifies the

normality. The curve of the histogram shows the normal and perfect curve indicating the

normality of the data.

 Training
Development

Compensation
reward

39
Job satisfaction

40
41
Correlations

Table 4.1: Training and Development and Employee Retention Correlation

Training Development Employee Motivation performance job satisfaction

Retention
Employee Pearson 1
Turnover Correlatio
n Sig. (2- 102
tailed) N

Motivation Pearson .272** 1

Correlatio
n Sig. (2- .006
tailed) N 102
102

.952** .249**
1
Performan Pearson
ce Correlatio .000 .012
n Sig. (2- 102
102 102
tailed) N
Job
satisfaction Pearson .510** .403** .493**
Correlatio 1
n Sig. (2- .000 .000 .000
tailed) N 102 102 102 102

Correlation is significant at 0.01 level (2-tailed).

Correlation is significant at 0.05 level (2-tailed).

Table 4.1 above indicates a strong significant positive correlation exists between

Training and development and employee turnover. Correlation coefficient r= 0.952; P

value = 0.000. This variable met the threshold since it was less than 0.05. Table 4.1

also indicates a strong positive correlation between job satisfaction and employee

turnover. Correlation coefficient r = 0.272; P value = 0.006. This met the threshold since

it was less than 0.05. All the two variables were statistically significant.

42
Since the findings between training and development and employee turnover had

a significant correlation, the relationship was subjected to regression analysis to

determine the percentage contribution to the significance. The linear regression model

used was:

Y= β0 + β1X1 + e

Table 4.2: Training and Development

ANOVA

Model Sum of df Mean Square F Sig.

Squares

1 Regressio 7.041 1 7.041 7.081 .000

n
95.751 100 .958
Residual
102.792 101
Total

a. Dependent Variable: Employee Turnover

b. Predictors: (Constant), Training and Development

Analysis of variance indicates that three variables were statistically significant at F=

7.081 at df=101 The P value was 0.000. This met the threshold since it was less than

0.05. Therefore the relationship was significant.

The formula used to compute the relationship was;

Employee Turnover= 0.095+X1

43
Table 4.3: Correlation between Performance and Employee Turnover

Performance Employee Mentoring Relationship of Performance

Retention supervisor
withemployees

Employee 1
Pearson
Turnover
Correlatio
n Sig. (2- 102
tailed) N
Mentoring
Pearson
Correlatio .571** 1
n Sig. (2- .000**
tailed) N
102 102
of 1
Relationship of Pearson
supervisor with
with
Correlatio .405** .712**
employees n Sig. (2- .000 .000 102
tailed) N 102 102
.388**
Pearson
Performance Correlatio .368** .764**
n Sig. (2- .000 .000
.000 1
tailed) N 102 102 102
102

Table 4.3 above indicates a strong significant positive relationship exists between

mentoring and coaching and employee turnover. Correlation coefficient for mentoring

was r = 0.571; P value = 0.000. Correlation coefficient for employee supervisor

relationship was r = 0.405; P value = 0.000. Correlation coefficient for performance

evaluation was r = 0.368; P value = 0.000. For all the three variables, the P value was

less than 0.05; all the three variables met the significance level, Since the findings

between mentoring and employee turnover had a significant correlation, the relationship

was subjected to regression analysis to determine the percentage contribution to the

significance. The regression formula used was:

Y= β0 + β2X2 + e

44
Table 4.4: Performance and Employee Turnover
ANOVA

Model Sum of Squares df Mean Square F Sig

Model

1 Regression 1.170 1 1.170 1.176

.000

Residual 95.623 100 .966

Total 96.792 101

Dependent Variable: Employee Turnover

b. Predictors: (Constant), Performance

The Analysis of variance in Table 4.4 previous page indicates that F = 7.081 df= 101.

The P value was 0.000. This met the threshold since it was less than 0.05. Therefore

the relationship was statistically significant.

The formula used to compute the relationship was;

Employee Turnover =2.315+0.395𝑿

45
Reward system Employee salaries bonuses
Retention

Employee
Pearson 1
Correlatio
Turnover
n Sig. (2-
tailed) N 102

salaries
Pearson .506** 1
Correlatio .000
n Sig. (2-
tailed) N 102 102

bonuses Pearson
Correlatio .528** .535**
n Sig. (2- 1
.000 .000
tailed) N
102 102
102

**. Correlation is significant at the 0.01 level (2-tailed).

Table 4.5 above indicates a strong significant positive relationship exists between

bonuses and employee turnover. Correlation coefficient for salary and employee

turnover was r = 0.528; P value = 0.000. Correlation coefficient for bonuses was r =

0.506; P value = 0.000. For all the two variables, the P value was less than 0.05; all the

two variables met the significance level, therefore the relationships were statistically

significant.

Since the findings between reward system and employee turnover had a significant

correlation, the relationship was subjected to regression analysis to determine the

percentage contribution to the significance.

Regression model was Y= β0 + β3X3 + e

46
Compensation Reward System and Employee Turnover ANOVA

Model Sum of Squares df Mean Square F Sig

1 Regression 1.8641 1.864 1.900 .000

Residual 94.929 .959

Total 100

96.792

a. Dependent Variable: Employee Turnover

b. Predictors: (Constant), Compensation

Reward System

The Analysis of variance in Table 4.6 above indicates that F (1, 100) = 1.900. The P

value was 0.000. This met the threshold since it was less than 0.05. Therefore the

relationship was statistically significant.

The formula used to compute the relationship was;

Employee Turnover=0.𝟕𝟓1+0.𝟕𝟕0𝑿3

A multiple regression test was conducted to determine level of significance when all

variables are combined. Regression model was:

Y= β0 + β1X1 + β2X2 + β3X3+ e.

Multiple Regression Analysis Model Summary:

Model R R Square Adjusted R square Std. error of the estimation

1 .638a .407 .389 .49918

a. Predictors: (Constant), Reward System, Training Development, Performance

47
ANOVA for All Variables

Model Sum of squares df Mean square F Sig.

1 Regression 1.498 3 .499 .513 .674

Residual 95.294 98 .972

Total 96.792 101

a. Dependent Variable: Employee Turnover

b. Predictors: (Constant), Reward system, Performance, Career
Development

Table 4.7 above shows an R adjusted square of 0.389, which indicates that 38.9% of

variation in employee turnover can be explained with variation in training and

development, Performance and rewards system.

The Analysis of variance above indicates that F (3, 98) = 0.513. The P value was 0.674.

This means that the mean differences between and within the variables did not meet the

significance threshold since it was more than 0.05. Therefore the mean between the

variables was not statistically significant.

The formula used to compute the relationship was;

Employee Turnover = 0.716 + 0.060X1 + .0215X2+0.540X3

Where X1 = Training and Development

X2=
Performance

X3 = Compensation
Reward System

48
Chapter Summary

The major of the study shows that respondents indicate a correlation exists between

Training and Development and employee turnover. Correlation coefficient for training r=

0.952; P value = 0.000. This variable met the threshold since it was less than 0.05;

while the correlation coefficient for Job satisfaction r = 0.272; P value = 0.006.

This met the threshold since it was less than 0.05. All the two variables were

statistically significant. On Performance and employee turnover, the study indicates a

strong significant positive relationship exists between mentoring and employee

turnover. Correlation coefficient for mentoring was r = 0.571; P value = 0.000.

Correlation coefficient for employee supervisor relationship was r = 0.405; P value =

0.000. Correlation coefficient for performance evaluation was r = 0.368; P value =

0.000. For all the three variables, the P value was less than 0.05; all the three

variables met the significance level, therefore the relationships were statistically

significant. Regression coefficient for Compensation reward system was R = 0.413;

P value = 0.000. This met the threshold for significance since P value was less than

0.05.

49
 CHAPTER FIVE

DISCUSSION

The study findings indicated that training and development, Performance and

Compensation rewards system have a great influence on employee turnover at PTCL.

According to Bandura(2003), Training and Development can be built on the concept of

self-efficacy based on social cognitive theory. Bandura argues that self-system of an

employees‘ ability to exercise control over their career is critical. Employees‘ self-

efficacy is the lenses through which employees‘ evaluate the job environment and

make determination on whether the job fulfills their career desires or not. This is

consistent with Bandura(2003), who asserts that self-efficacy beliefs in the training

and development are the most influential predictors of employees turnover from an

organization. The study found a strong positive correlation exists between Training and

Development and employee turnover where r= 0.952; P value was 0.000. This met the

threshold level of significance of less than 65 Wright, 2006).

According to Baruch (2009), Training and Development is an ongoing, often interactive

developmental process that an individual or an organization engages in revamping

personal or organizational goals; this is done through education for labour market

opportunities. He argued that in the globalized dynamic job market, employers can no

longer promise job security, Choiet al.,(2012) argues that employees dissatisfaction with

career planning and development opportunities are negatively associated with high

employee turnover.

50
According to Jones and McIntosh(2010) understanding the worth of employees career,

and enhancing mechanisms for Training and development can significantly

influence employee turnover. Duffyet al., (2011) argues that organizations that place

obstacles in employee‘s Training and development stand a greater chance of funneling

disgruntled employees who would quit the organization at any available opportunity for

growth. Regression analysis was conducted on Training and development and employee

turnover indicated the existence of a positive correlation where R= 0.763; P value

was 0.000. This met the threshold of significance since it was less than 0.05. The

study also showed that 58.2% of variation in employee turnover could be explained

with variation in Training development at PTCL.

The study findings indicates that Performance strategies, employee supervisor

relationships, and fair performance evaluations influence employee turnover at PTCL

According to Richard et al., (2009) mentoring is a reciprocal, usually long-term

relationship that exists between a protégé and mentor. The study indicates that 41.2%

of respondents agree that PTCL has a mentoring program, with a further 46.1% of

respondents agreeing that mentoring program enhances employee‘s skills. However,

there seems to be a contradiction when respondents were asked if mentoring and

coaching program is conducted excellently at PTCL.

According to Jaffari, (2011) the educational industry‘s high level systematic approach to

rules, financial prudence, and Job satisfaction, often cripples the concept of

supervisors- employee autonomy.. Lack of this autonomy leads to micro-management

which breeds supervisor contempt, and hence increases in employee turnover (Khattak,

2011). Various researchers such as Allen et al., (2004); Butler (2001); Choi et al.,

(2012) found out that employees perception of the nature of supervisory support had

51
direct impact on turnover intentions, and eventual turnover of employees from their

organizations. An argument can therefore be made that supervisors knowledge in

guiding, shaping and transforming employees as well as their perceived attitude and

behaviour towards employees has significant impact on employee turnover. According

to the study findings mentoring, supervisor relationship, and evaluation and employee

turnover. Mentoring had the highest correlation where r = 0.571; P value was 0.000.

This met the threshold level for significance since it was less than 0.05. 67 The study

findings indicates that salaries and bonuses at PTCL greatly influence turnover at

PTCL. Job satisfaction that comes through income earned further leads to

employee retention. employees who quit search for jobs that would pay them better than

the previous ones. Franken argues that disparities with un-equal wage structures not

only leads to demotivation and poor performance, but also employee turnover.

According to the study findings, bonus payments largely influence employee turnover at

PTCL. Bonus payments are annual or by-annual payments that organizations give to

their employees as a tokens of appreciation for good performance (Murphy, 1999). This

findings are consistent with Keep et al., (2008), who argue that there exists a strong

positive correlation between bonuses and employee turnover.

According to the study findings, it indicates a strong significant positive relationship

exists between bonuses and employee turnover where r = 0.528; P value was 0.000.

This met the significance threshold level of 0.05. This is in line with Keep et al., (2008)

research findings as indicated in the previous paragraph. On regression analysis, a

positive correlation was found to exist between reward system and employee turnover,

52
where regression coefficient R= 0.590; PValue was 0.000. This met the threshold

level of significance since it was less than 0.05.

53
 CHAPTER SIX

CONCLUSION & RECOMMENDATIONS

Globally, employee turnover worries most organizations in terms of costs and other

related organizational pressures that are occasioned when employees leave

organizations. The study findings indicate a strong positive correlation between

training and development and the relation between training and development is

significant. Job satisfaction, employee compensation reward and employee turnover,

contribute significantly to reducing employee turnover.

The study findings on Performance indicate a strong positive correlation with

employee turnover. The strong correlation existed between mentoring, employee

supervisor relationship, and performance evaluations.

The study revealed the existence of a strong positive relationship between

Compensation reward with employee turnover. Fair bonus structures, fair salary

structures, and fair reward system are all essential in reducing employee turnover.

Equally, motivating employees through various rewards and benefits enhances their

morale to innovate, and build sustainable organizational employee commitments.

PTCL should establish and enhance a Training and Performance based program

within the organization that assimilates employees from the moment they join. For the

already existing employees this can be done through pairing lower ranked employees

with higher level staff or supervisors for guidance, mentoring, and training. Equally,

supervisors should undergo supervision training to ensure that they can be able to

offer better working environment to the employees they are supervising.

54
Mutual relationships should also be enhanced between managers and the general

employees. PTCL should institute a salary structure, job grades, and job descriptions

that match the competitive market structure. This can be done by conducting market

salary surveys to establish the competitive salaries structures offered in the

industry. Similarly, they should conduct a market survey on Reward system

structures within the industry. This will enhance PTCL capability to develop a

competitive package that will make it hard for employees to leave the PTCL.

Consequently, this will not only result in reduced turnover, but increased loyalty and

employee engangement and performance.

Recommendations for Future Research

Researchers and academicians, and the government can utilize this research for

testing hypothesis, or for enhancing further research, particularly in Communication

sector. Conducting further research will enable researchers to establish other factors

that influence employee turnover in the Communication sector.

55
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59
Appendix A:

Questionnaire

60
Appendix B:

CONFIDENTIALLITY AGREEMENT:

61
Appendix C:

MBA CONSULTING PROJECT DESCRIPTION OUTLINE

Please submit the completed application to the student

office or
email to kashif.mahmood@superior.edu.pk

1. COMPANY / ORGANIZATION INFORMATION

Company Name PTCL

Mailing Address

Contact Person

Contact Phone Fax

Website Email

Project Supervisor Kashif Mahmood

Title of Supervisor Consultancy

Type Communication
of Business Institute

Location
Lahore

62
2. DESCRIPTION OF ORGANIZATION

3. PROJECT DESCRIPTION

The objective of this study was to determine factors affecting employee turnover at

PTCL. The population of the study was 346 employees of PTCL; a simple random

technique was used. The study primarily used data collected through a structured

questionnaire with the sole aim of establishing factors related to employee retention.

PTCL includes development of training programs that enriches employee‘s career

goals as much as organizational objectives. On Compensation rewards systems

PTCL should develop competitive salaries that lead that market. Equally bonus

payments should be done in a way that rewards and recognizes effort, performance

and excellence.

63