The impact of Job satisfaction, Leadership style, organizational

Commitment, work family balance on Turnover Intention

By,
D.G.N.Sriyakanthi
Reg. No. MF/2009/2308

This report is submitted in partial fulfillment of the requirement of the degree of

BBA Bachelor of Business Administration (Specialization in Human Resource Management)

Of

Department of Management and Entrepreniurship

Faculty of Management and Finance
University of Ruhuna
 Letter of Authorization

I hereby that dissertation entitle “The impact of Job satisfaction, Leadership style, organizational
Commitment, work family balance on Turnover Intention” has been prepared by
D.G.N.Sriyakanthi(MF/2009/2308) under my supervision.

Approved by the Lecturer

…………………………………..

Mr.R.Fernando
Lecturer,
Department of Management and Entrepreneurship
Faculty of Management and Finance
University of Ruhuna
Matara.

Approved by the Head of the Department

……………………………
Mr.P.E.D.D.Silva
Head of the Department of management and Entrepreneurship
Faculty of Management and Finance
University of Ruhuna
Matara.

i
 ABSTRACT
The impact of Job satisfaction, Leadership style, organizational
Commitment, work family balance on Turnover Intention
MF/2009/2308
D.G.N.SRIYAKANTHI

The garment sector plays an important role for the economic development of the country.

Employeeturnover, which is considered to be one of the challenging issues in business

nowadays. High employee turnover rate is also a critical problem to the companies.

This study attempted to examine the impact of Job satisfaction, Leadership style, organizational

Commitment, work family balance on Turnover Intention in Stafford orient (pvt) ltd

Kaduruwana. Data were collected on employees’ perceptions about Job satisfaction, Leadership

style, organizational Commitment, and work family balance and turnover intention through

administered questionnaire. The sample consisted of 80 employees who are working in Stafford

Orient (pvt) ltd in Kaduruwana. Cronbach alpha, Pearson correlation coefficient, descriptive

statistics and regression analysis were used for various analyzes of this study. Considering the

relationship between Job satisfaction, Leadership style, organizational Commitment, work family

balance and turnover intention, the analysis represents that there is a negative relationship.

Keywords: Turnover intention, Job satisfaction Leadership style, organizational Commitment,

work family balance

ii
 ACKNOWLEDGEMENT

It is with the greatest respect and veneration that, I express my sincere thanks to my supervisor

lecturer, Mr. A.P.R Fenando, Faculty of Management, University of Ruhuna who has been a

source of personal encouragement, moral support, intellectual stimulation, and invaluable

guidance throughout the preparation of this thesis. As well as giving me extraordinary

experiences throughout the work and he provided me unflinching encouragement and support in

various ways.

I offer my obeisance to Miss MekhalaMadhumani, lecturer, Department of Management and

Entrepreneurship for her advice, supervision, and crucial contribution to this research, and all the

lecturers of the faculty of management and finance, University of Ruhuna.

Special word of mouth should be goes to Mr. Sithara Ishan Dilanka Jayasinghe , Technical

officer, Library , University of Ruhuna . For the IT support, without the support I would have

had a tough time.

I express my deepest gratitude to managers and employees who are working in different

departments of Stafford Orient (Pvt) Ltd in Kaduruwana for providing me the necessary data and

assistance to carry out this research successfully.

It is my obligation to express my indebtedness and heartfelt gratitude to my loving parents, for

their encouragement, guidance and sacrifice made throughout this course .As well as, I wish to

thank my friends who encouraged and supported me to complete this thesis successfully

Specially wish to thank my friend S. T. Nimesha Namali.

iii
 Table of content

Letter of Authorization .................................................................................................................... i

ABSTRACT .................................................................................................................................... ii

ACKNOWLEDGEMENT ............................................................................................................. iii

List of Tables ............................................................................................................................... viii

List of Figures ................................................................................................................................ ix

CHAPTER 01 ......................................................................................................................... 1

INTRODUCTION .......................................................................................................................... 1

1.1 Chapter introduction ......................................................................................................... 1

1.2 Background of the study .................................................................................................. 1

1.3 Research Problem and Questions ..................................................................................... 3

1.4 Objective of the Study ...................................................................................................... 3

1.5 Methodology .................................................................................................................... 4

1.6 Significance of the study .................................................................................................. 4

1.7 Scope of the study ............................................................................................................ 5

1.8 Limitations of the study.................................................................................................... 5

1.9 Chapter Organization ....................................................................................................... 6

1.9.1 Introduction ............................................................................................................... 6

iv
 1.9.2 Literature review ....................................................................................................... 6

1.9.3 Methodology ............................................................................................................. 6

1.9.4 Data interpretation and discussion ............................................................................ 7

1.9.5 Conclusion and Recommendation ............................................................................ 7

Chapter 02 ............................................................................................................................... 8

Literature Review............................................................................................................................ 8

2.1 Chapter Introduction ........................................................................................................ 8

2.2 Employee Turnover .......................................................................................................... 8

2.3 Job Satisfaction .............................................................................................................. 11

2.3.1 Relationship between job satisfaction and turnover ............................................... 14

2.4 Leadership Style ............................................................................................................. 15

2.5 Organizational Commitment .......................................................................................... 17

2.6 Work Life Balance ......................................................................................................... 19

2.7 Chapters Summery ......................................................................................................... 20

Chapter 03 ............................................................................................................................. 21

Methodology ................................................................................................................................. 21

3.1 Chapter introduction ....................................................................................................... 21

3.2 Population and sample of the study................................................................................ 21

3.3 Research Design ............................................................................................................. 21

v
 3.4 Research site ................................................................................................................... 22

3.5 Data collecting................................................................................................................ 22

3.5.1 Primary data ............................................................................................................ 22

3.5.2 Secondary data ........................................................................................................ 22

3.5.3 Questionnaire .......................................................................................................... 22

3.6 Data Analysis ................................................................................................................. 23

3.6.1 Correlation Coefficients Analysis ........................................................................... 24

3.6.2 Cronbach's alpha Reliability Test ........................................................................... 24

3.7 Conceptual Framework of the Study.............................................................................. 25

3.8 Hypothesis Generation ................................................................................................... 26

3.9 Chapter Summary........................................................................................................... 26

Chapter 04 ............................................................................................................................. 27

DATA ANALYSIS AND INTERPRETATION .......................................................................... 27

4.1 Chapter introduction ....................................................................................................... 27

4.2 Overview of the sample.................................................................................................. 27

4.3 Demographic Profile of the Respondents ...................................................................... 27

4.3.1 Gender ..................................................................................................................... 27

4.3.2 Educational level ..................................................................................................... 28

4.3.3 Age .......................................................................................................................... 29

vi
 4.3.4 Children................................................................................................................... 31

4.3.5 Income level of family ............................................................................................ 32

4.3.6 Period of Service ..................................................................................................... 33

4.4 Descriptive Analysis ...................................................................................................... 34

4.4.1 Correlations ............................................................................................................. 36

4.5 One Way ANOVA ......................................................................................................... 37

4.6 Regression Analysis ....................................................................................................... 38

4.7 Chapter summary ........................................................................................................... 39

CHAPTER 05 ....................................................................................................................... 40

Conclusion and Recommendation ................................................................................................ 40

5.1 Chapter Introduction ...................................................................................................... 40

5.2 Discussion ...................................................................................................................... 40

5.3 Conclusion of the Research Study ................................................................................. 42

5.4 Recommendation ............................................................................................................ 43

5.5 Direction for Future Research ........................................................................................ 45

5.6 Chapter Summary........................................................................................................... 45

Refferences ................................................................................................................................... 46

Appendixes ........................................................................................................................... 53

vii
 List of Tables

Table 3. 1 Reliability Test of Quesionaire................................................................................. 25

Table 4. 1 Gender ........................................................................................................................ 27

Table 4. 2 - Educational level ..................................................................................................... 28

Table 4. 3 Age ............................................................................................................................. 29

Table 4. 4. Marital Status ........................................................................................................... 30

Table 4. 5.Children ..................................................................................................................... 31

Table 4. 6Income level of family ................................................................................................ 32

Table 4. 7.Period of Service ........................................................................................................ 33

Table 4. 8– Mean and Standard Deviation of Turnover dimensions ..................................... 34

Table 4. 9- Mean and Standard Deviation of Turnover intention .......................................... 36

Table 4. 10- Correlation between Turnover Dimensions and Turnover intention ............... 36

Table 4. 11 - Table One Way ANOVA Test for Service Period .............................................. 37

Table 4. 12- Regression Analysis of TurnoverDimentionvs Turnover intention ................. 38

viii
 List of Figures

Figure 4. 1 Gender ...................................................................................................................... 28

Figure 4. 2 Educational level ...................................................................................................... 29

Figure 4. 3 Age............................................................................................................................. 30

Figure 4. 4 Marital Status .......................................................................................................... 31

Figure 4. 5 Children .................................................................................................................... 32

Figure 4. 6 Income level of family.............................................................................................. 33

Figure 4. 7 Period of Service ..................................................................................................... 34

ix
 1 CHAPTER 01

INTRODUCTION

1.1 Chapter introduction

The dissertations focus on finding out the courses to employee turnover and provide

some solution to reduce it. In this Chapter gave briefly explain about the background of

the study, problem identification, research objectives, significance and limitation of the

study, Scope of the Study. The first chapter of this research report summarizes the whole

research brief and thereby it provides some overlook to the research at a glance. In

conclusion the aim of this research is to identify the impact of Employee turnover.

1.2 Background of the study

Human Resource is a valuable and most significant in an Organization. Because of it play

a major role in the Organization. And also Human resources often account for a large part

of an organization’s cost structure. Therefore Organization should provide considerable

attention regarding personnel in the Organization.Organization's success is constraints on

employee and retaining the esteemed workforce. The high turnover rate is problematic

and have a negative impact on an organization’s performance.Butmany organizations

face a big problem because of the high employee turnover rate.

According to Beams (2009),"Employee turnover is a ratio comparison of the number of

employees a company must replace in a given time period to the average number of total

employees. A huge concern for most companies, employee turnover is a costly expense,

especially in lower paying job roles, for which the employee turnover rate is highest.

Many factors play a Role in the employee turnover rate of any company, and these can

1
stem from both the employer and the employees. Wages, company benefits, employee

attendance, and job performance are all factors that play a significant role in employee

turnover. Companies take a deep interest in their employee turnover rate because it is a

costly part of doing business."

And also Beams says that, Companies bear with direct and indirect expenses, which

include the cost of advertising, Replacement expenses, human resource costs, loss of

productivity, new hire,training, and customer retention, every time they have to replace

an employee. These expenses can add up to anywhere from 30 to 200 percent of a single

employee's annual wages or Salary, depending on the industry and the job role being

filled.

The Sri Lankans apparel industry has grown to be one of the largest contributors to the

export revenue of the country. According to the Central bank report 2010 Higher

contribution to Export basket from textiles and garments 42.2%.The country having

established itself as a reliable supplier of quality garments at competitive prices, also

upholds ethical practices backed by legislation, thus being identified as a producer of

“garments with no guilt” .Being the single largest employer in the manufacturing sector

the apparel industry provides close to 75% of Sri Lankans employment either directly or

indirectly. The industry has been positioned as a socially responsible and preferred

destination for apparel sourcing. According to the labor department of Sri Lanka there is

a huge employee turnover in the apparel industry in Sri Lanka. According to the

International Labor Organization, 2001 Average labor turnover rate 55% in the Sri

Lankan apparel industry.Therefore, this research attempts to find out how demographic

factors, Job satisfaction, Supervision Style, Organizational commitment, Work family

2
balance effect on employee turnover intention with special reference to Stafford Orient

(Pvt) Ltd.

1.3 Research Problem and Questions

In view of past empirical researches, opposing results have obtained. Previous researches

had linked various numbers of HR practices with the employee turnover intention. There

is a huge contextual difference in HR practices. As well as there are no previous

researches found regarding Job satisfaction, Leadership style, organizational

Commitment, and work, family balance effect on employee turnover intention in the

apparel industry. Also, it is difficult to find out literatures in Sri Lankan context.

Therefore researcher intends to investigate whether there is a relationship between HR

practices and employee turnover intention. Through this research, Researcher expects to

test,

H1: There is a negative relationship between job satisfaction and turnover intention

H2: There is a negative relationship between Leadership Style and turnover intention

H3: There is a negative relationship between organizational commitment and turnover

intention

H4: There is a negative relationship between work, family balance and turnover intention

H5: There is a relationship between service period and turnover intention

1.4 Objective of the Study

The purpose of this study is to undertake an empirical approach to investigate the

organization employee turnover. The primary objectives were defined as follows:

3
 1. Identifying Relationship between turnover dimensions (Job satisfaction,

leadership style, Organizational Commitment, Work life balance) and Turnover

intention.

2. Identifying highly affected factor on employee turnover intention.

3. Testing the alliance service period and turnover intention.

1.5 Methodology

The population of the research is all employees of Stafford Orient (Pvt) Ltd. Operational

level employees are used as sample unit. By using random sampling methods,

Predetermined 80 samples were selected from a garment factory. The research was used

primary data and data collected via questionnaire. Five points Likert scale method was

used to measure the each and every indicator of the particular dimension of the particular

variable. Descriptive analysis, Correlation coefficient and regression analysis were used

for analyzing the data By the methodology part, the researcher has explained in further.

And also a theoretical framework, dependent and independent variables and what are the

hypotheses and how it can be tested will be discussed.

1.6 Significance of the study

Today’s competitive business world, it is considered to be an important task to manage

employee turnover for every organization. Generally people need diversities in their

normal life; seeks for new and challenging jobs and good working environment in the job

place. To provide these things to the employees in an economic way is very difficult and

cumbersome. But it is also crucial for any organization to retain its talented employees.

Every organization wished to have high productivity, fewer turnovers and to be

profitable. Managing turnover, successfully is a must to achieve the above goals.

4
According to this study,

The researcher might be achieved and gathered quite a lot of knowledge regards the

different employees’ leaving employment reasons and expectations in Garment.

The study will guide to understand turnover problems in Garment field.

The reader would be benefited to study this research project because of the study found

several reasons that encourage employees to change jobs in Garment field and reader

also can be improved his/her self to motivate employees’ to continue their existing job.

Finally,

Would be assisted companies to increase awareness about employees’ expectation and

problems; maintain human resources and reduce employee turnover rate.

1.7 Scope of the study

This study collected for 80 employees information by using questionnaires. All questions

are Separated in the three parts that consisted of demographic factors; Independent

variables question, dependent variable question. The data variables will be analyzed by

using Statistical Package for Social Science (SPSS) version 16.0 windows and

hypotheses would be tested by using one-way ANOVA, Pearson correlation.

1.8 Limitations of the study

 Though, observation method was used to collect data this research was based on a

questionnaire. Hence, using only questionnaire method may not be sufficient.

Some time different outcomes can be achieved from questionnaire and non-

questionnaire method.

 There may be some bias information of workers due to their fear and doubt about

the top management’s response towards their worker answers, and job security.

5
  Since one organization selected for the research from Sri Lankan apparel

industry, It is limited the opportunity to express an opinion on whole apparel

industry and other business organizations.

 Lack of availability of previous research relating to this study, especially in Sri

Lankan context.

 The research was carried out in a short time period, wherein the researcher could

not widen the study.

1.9 Chapter Organization

1.9.1 Introduction

In the introduction chapter, researcher has mentioned the background of turnover

intention. And also research problem and objectives, significance of the study, limitation

of study, methodology, and scope of study have mentioned.

1.9.2 Literature review

This Chapter explained other aspect about the research terms. As we have seen in this

chapter there is plenty in the literature that describes employee turnover and job

satisfaction, employee retention. Many articles also repeat the same topics, but the

findings show conflicting ideas.

1.9.3 Methodology

This chapter discussed about sample technique and sample frame, how to measure

independent variables and dependent variables, methods of data collection and data

analysis.

6
1.9.4 Data interpretation and discussion

In this part researcher attempted to interpret data and provide comments from the output.

According to the output of descriptors, and Correlation coefficient, research will be

interpreted achieving research objectives.

1.9.5 Conclusion and Recommendation

Overall summary of the research and the major findings of the study will be here and

clearly mention whether objectives of this study have been achieved or not and

hypothesis are being supported by the data. Further, limitations and future research will

be mentioned.

7
 2 Chapter 02

Literature Review

2.1 Chapter Introduction

Various literatures can be seen regarding employee turnover intention. But limited

literatures are found in related to apparel industry. This chapter consists of past research

articles which are related to turnover intention and Job satisfaction, Organizational

commitment, Leadership style, and Work life balance. At the same time literature is

provided, different opinions regarding independent and dependent variables of particular

researches.

2.2 Employee Turnover

According to Noor &Maad (2008),Tutnover Intentionis positively related to actual

leaving.Villanueva &Djurkovic (2009), say that an individual’s Tutnover Intention their

organization has been included in multiple attitudinal models. Research into the

antecedents of labor turnover has, conventionally, focused on the effect that job attitudes

such as job satisfaction and organizational commitment have on an employee’s Tutnover

Intention Deery&Jago, (2009). Job satisfaction and organizational commitment

barelymediated the relationship between occupational stress and Tutnover Intention

Villanueva &Djurkovic (2009). According to Deery&Jago (2009), this is a highly

relevant finding of the this study, given that job satisfaction andCommitment are the

mediators and Tutnover Intention is the outcome variable to be checked. Much of this

research, however, is located within organizations where the aim is to develop strategies

to alleviate high levels of turnover at the company level.

8
Employee Turnover is the ratio of the number of workers that had to be replaced in a

given time period to the average number of workers (Agnes, 1999).According to

Glebbeek&Bax( 2004) ,Employee turnover is the series of actions that it takes from the

employee leaving to their being replaced. It is often used as anpointer of company

performance and can easily be predicated negatively towards the organization’s

efficiency and effectiveness. It is says Price(1977), as: the ratio of the number of

organizational members who have left during the period being considered divided by the

average number of people in that organization during the period. Woods (1995), define

turnover constants, managers refer to turnover as the integral process associated with

filling a vacancy: each time a post is vacated, either voluntarily or involuntarily, a new

employee must be hired and trained. This replacement cycle is known as a turnover.Turn

over the intention is conscious, useful to seek for other alternatives in another

organization. Research based on to identify the relationship between the job satisfaction,

organizational commitment, turnover intention, and turnover(Tett and Meyer, (1993).

Introduces what he calls a simple solution to the turnover problem, that being to pay

employees more than the competition. If it was solely about money that would be a great

solution, but unfortunately, employees, turnoverhave a number of sole and combined

causes depending on a variety of issues dealing with work-related and non-work-related

matters dealing (Gordon Bowden ,1952). According to Hom&Kinicki (2001),

Employees blame work and thus become dissatisfied with their jobs as part of the internal

conflict caused by the combined responsibilities of work, responsibilities of family,

responsibilities ofthe community, and responsibilities of personnel.

9
Employers should accept the fact that there are inevitable circumstances for turnover,

like that age, gender, and health. A minor employed by a company does not have much

input in the decision the adult caretaker makes in his or her life, like thatshifting to a new

place, moving schools, transportation, etc. The minor has certain house rules to obey

which may or may not increase work capability, availability, and flexibility. A certain

number of women will leave their jobs temporarily or permanently in order to complete

certain family responsibility. In present society, men may be the ones leaving work to fill

the shoes of the family caretaker.According to Bowden (1952), Another inevitable

turnover is due to illness, retirement, or death (Bowden, 1952). Retirement is something

that most employees look forward to. This type of turnover can at least be expected,

unlike illness or death. There are certain occasions during which turnover is inevitable,

therefore it's impossible to control it one hundred percent.

According to the Employee turnover 2000, Employee turnover costs the company money.

Companies may increase their stock price by reducing turnover. There are tangible and

intangible effects of turnover. Concrete costs can be seen at the time spent in recruiting,

selecting, and training new employees. These values can be accounted for and

calculated, as can the fees spent on advertising and the manpower used to conduct

interviews, review candidates, and conduct training. White (1995), says that Managers

instead of managing are spending time searching, interviewing, and hiring new

employees; not to mention the paperwork involved.(Kramer, 1999). Another effect that

turnover has on a company includes the loss of intellectual capital; this is losing people

that have been trained and know things about the job which may not be quickly replaced.

10
It reduces the morale while increasing the stress of those that stay because the remaining

workers must fill in the slot left open while a replacement is found. This might include

working long shifts and/or more days. All these intangible costs of increases workloads

create turbulence within companies with high turnover. Negative publicity may also

result from turnover being extremely at high levels offers various scenarios that may

cause employee turnover. It is perceived by most, even though it is still questionable,

that the main cause of turnover deals with salary issues. Shifting values may also have

something to do with turnover and the change in today’s work ethics. However, turnover

can be attributed tothree major causes: improper selection of personnel, the lack of an

adequate orientation and training program, and organizational personnel management

problems. White, (1995) and Stephen Laser (1980).

2.3 Job Satisfaction

An essential factor in an organization's success is job satisfaction and it is defined in

various contexts by different authors. Employee satisfaction describes how satisfied an

individual is with his or her job. According to Researcher perspective happier people are

more satisfied with their jobs. And it's used as independent variables for research.

According to Saifuddin, Hongkraclent and Sermril, (2008) and The Mobley model (Lee,

TW 1988), Low absenteeism is associated with higher job satisfaction while high

turnover and absenteeism are said to be related to job dissatisfaction.

Dunnette and Locke (1976), say that Job satisfaction may be defined as a pleasurable or

positive emotional state resulting from theAppraisal of one’s job or job experiences. This

positive feeling results from the perception of one’s job as fulfilling or allowing the

fulfillment of one’s important job values, provided these values are compatible with

11
one’s needs. Given that values refer to what one desires or seeks to attain (Locke, 1969),

job satisfaction can be considered as reflecting a person’s value judgment regarding work

related rewards. Job satisfaction is the pleasurable emotional state resulting from the

achievement of one’s job values in the work situation (Locke and Henne ,1986).

According to Kalleberg, 1977,Work rewards reflect the intrinsic and extrinsic benefits

that workers receive from their jobs.Katz and Maanan, 1977; andMottaz 1988, say that

Two important groups of work rewards that have been identified include task and

organizational rewards. Task rewards refer to those intrinsic rewards directly associated

with doing the job. They include such factors as interesting and challenging work, self-

direction and responsibility, variety and opportunities to use one’s skills and

abilities.Katz and Maanan 1977; and Mottaz, 1988, say that Organizational rewards, on

the other hand, refer to the extrinsic rewards provided by the organization for the purpose

of facilitating or motivating task performance and maintaining membership. They

represent tangible rewards that are visible to others and include such factors like pay,

promotions, fringe benefits, security and comfortable working conditions. Every working

person has a certain order of priorities with regard to what he or she seeks from work. It

is generally assumed that individual’s value extrinsic as well as an intrinsic job

reward(Loscocco, 1989). According to O’Reilly and Caldwell, (1980), Some workers

may strongly emphasize both types of rewards, some may place little value on other and

others may emphasize one type and de-emphasize the other. Although, both forms of

rewards contribute to job satisfaction. A job that entails high paying, high security,

greater promotional opportunities, interesting work and fair and friendly supervision, all

of which is judged as a way to achieve work and non-work goals, should lead to positive

12
feelings of well-being. Meanwhile, a relevant research by Spector (1997) and Hirschfeld

(2000) indicate that the different aspects of job satisfaction could be split according to

Herzberg’s two dimensions. The intrinsic satisfaction refers to job tasks and job content

such as variety, autonomy, skill utilization, self-fulfillment and self growth. Buitendach

and Witte (2005) And at the same time, state that extrinsic motivation refers to other

factors such as pays, co-workers and work conditions.

Job satisfaction has been defined as a pleasurable emotional state resulting from the

appraisal of one’s job or job experience as stated by Dunnette and Locke (1976). This

positive feeling results from the perception of one’s job as fulfilling or allowing the

fulfillment of

According to Dunnette and Locke (1976),One’s important job values, provided these

values are compatible with one’s needs, Given that values refer to what one desires or

seeks to attain, Job satisfaction can be considered as reflecting a person’s value judgment

regarding work-related rewards ( Dunnette and Locke ,1976). Locke and Henne (1986),

say job satisfaction as the pleasurable emotional state resulting from the achievement of

one’s job values in the work situation.

Locke, et. Al (1969) describes job satisfaction a pleasurable or positive emotional state

resulting from the appraisal of one's job and job experiences. According to Locke, 1969).,

employee satisfaction is a “function of the perceived relationship between what one

wants from one’s job and what one perceives it as offering” Judge, et. al, (1993),

maintains that employee satisfaction is positively correlated with motivation, job

involvement, organizational citizenship behavior, organizational commitment, life

satisfaction, mental health, and job performance, and negatively related to absenteeism,

13
turnover, and perceived stress and identify it as the degree to which a person feels

satisfied by his/her job. Cranny, et. al, (1992), suggests that employee satisfaction

encompasses a lot of different facets. Hence the overall employee satisfaction describes a

person’s overall affective reaction to the set of work and work-related factors, whereas

the facets of job satisfaction, involve workers’ feelings toward different dimensions of

the work and work environment. In contrast, Rousseau (1978) identified three

components of employee satisfaction: they are characteristics of the organization, job task

factors, and personal characteristics. Rousseau’s identification the character of the

organization and the job task factors can be regarded as work factors in job satisfaction,

while personal (Rousseau ,1978)

According to Hagihara, et. al,1998),Characteristics can be regarded as non-work factors

of job satisfaction Relationship between job satisfaction and turnover.

The relationship between job satisfaction and turnover is one of the most thoroughly

investigated topics in the turnover literature. Many studies revealed that negative

relationship between job satisfaction and turnover (e.g., Cotton & Tuttle, 1986; Arnold

&Feldman, 1982; Bluedorn, 1982; Mobley, 1982; Price, 1977, and many others), as

dissatisfied employees are more likely to leave an organization than satisfied ones.

Although past research reveald a stable negative relationship between job satisfaction

and turnover, job satisfaction alone has been found to account for a small percentage of

the total variance in a turnover model – less than 15% (Blau&Boal, 1989).

According to Mobley, (1982), the fact that the relationship (between job satisfaction and

turnover) is not stronger does not suggest that satisfaction should not be measured. It

14
does suggest that measures of satisfaction must be combined with other measures to

effectively predict and understand turnover.

A scrutiny of past research on job satisfaction suggests that most of the studies have

examined the effect of overall satisfaction on turnover with only a few investigating the

relationship between turnover and the specific aspects of job satisfaction such as pay,

supervision, and nature of work. According to Koh and Goh (1995) noted that the use of

overall satisfaction conceals the vitalizing effects of different job facets on turnover.

Before Porter et al’s (1974) study, scholars focused on job satisfaction as the major cause

of turnover.

Porter et al’s study highlighted the importance of organizational commitment in

explaining turnover. In their study, they demonstrated that organizational commitment

was a better predictor of turnover than job satisfaction. Since then organizational

commitment has been frequently explored in the turnover literature, and like job

satisfaction,has been shown to be negatively related to turnover (e.g., Arnold& Feldman,

1982; Bluedorn, 1982; Porter et. al, 1974, and many others).

2.4 Leadership Style

Leadership is extremely important, both as a social phenomenon and a subject for

scholarly investigation.Many authors have studied this topic, but there is no generally

accepted definition of what leadership is, no dominant paradigm for studying it, and little

agreement regarding the best strategies for developing and exercising it (Bennis, 2007;

Hackman and Wageman,2007; Vroom and Jago, 2007). Korabik and Ayman(2007) view

leadership as a transaction between one person (leader) and another person (subordinate),

whileNgodo (2008) perceives leadership to be a reciprocal process of social influence, in

15
which leaders and subordinates influence each other in order to achieve organizational

goals. Marturano and Gosling, (2008),define a leadership style is viewed as the

combination of traits, characteristics, skills andbehaviors that leaders use when

interacting with their subordinates.

There are many ways in which to conceptualize leadership. One of the best and most

relevant ways is through the analysis of behavior in leadership situations (Humphries

,2003).According to Humphries,(2003). Leadership is therefore viewed as a set of

behaviors by individuals in the context of the group or organization to which they belong

.The concept of leadership implies that leaders are individuals who, through their actions,

facilitate the movement of subordinates or group towards common or shared goals. Thus,

Hersey et al. (2008) also perceive leadership as a function, which mean that leaders are

viewed as individuals who create an environment that encourages trust, and build a

culture in which accountability enables the public disclosure of a leader’s behavior

(Wood and Winston, 2005).Research has indicated that leadership seems to be a

reflection of two schools of thought in organizational theory - scientific management and

human relations. The first school of thought emphasized tasks, and was criticized for

viewing employees as instruments or machines to be manipulated by their leaders. The

second school of thought focused on relationships with people. Smit et al. (2007) indicate

that it is people who can give a temporary competitive advantage to the organization, and

who constitute its intellectual value. In this regard, the fact is that employees are the life

force that drives companies forward. Recognizingthe way in which these behaviors are

combined in order to influence subordinates is the central purpose of leadership style.

16
According to Puccio (2007), leadership style therefore, refers to the way in which leaders

use their influence to lead those with whom they work through formal and informal

interactions. The behavior thatleaders use to interact with and lead their followers is

developed over a period of time, depending on the experiences, education and training to

which leaders have been exposed. According to Nelson and Campbell(2006)

2.5 Organizational Commitment

Hunt and Morgan (1994), state that organizational commitment has been operationally

defined as “Multidimensional in nature, involving an employee’s loyalty to the

organization, willingness to exert effort on behalf of the organization, degree of goal and

value congruence with the organization, and desire to maintain membership.”Allen&

Meyer (1990) define employee commitment as a psychological state that characterizes

the employee's relationship with the organization and has implications for the decision to

continue employment with the organization.

Meyer & Becker (2004) define a committed employee as being one “stays with an

organization, attends work regularly, puts in a full day and more, protects corporate

assets, and believes in the organizational goals”. This employee positively contributes to

the organization because of its commitment to the organization.

Organizational commitment is associated with increased satisfaction, performance, and

organizational adaptability (Lok& Crawford, 1999; Meyer & Becker, 2004), as well as

decreased absenteeism and employee turnover (Lo et al., 2010).Organizational

commitment has been defined and measured in several different ways.Attitudinal

organizational comitment is the strength of an individual's identification with,

andinvolvement in, a particular organization (Leong, Furnham& Cooper, 1996).The

17
greater the positive relationship, the more personal commitment there will be towards the

organization (Barge &Schlueter, 1988)Organizational commitment is as “a strong belief

in and acceptance of the organization’s goals and values; a willingness to exert

considerable effort on behalf of the organization; and a strong desire to maintain

membership in the organization” (Mowday, R.T., Steers, R.M., & Porter, L.W. (1979).

According to Meyer and Allen (1984), Becker‟s definition is the definition of

continuance commitment. However, this is not the only definition of commitment.

Buchanan, 1974; Porter, Crampton, & Smith, (1976) conceptualize commitment as “an

affective or emotional orientation to an organization.” Meyer and Allen (1984) refer to

this type of commitment as the “affective commitment.”

Allen and Meyer (1990) defined another type of commitment which is called “normative

commitment.” Normative commitment can be explained as remaining in the organization

for ethical reasons. Organizational commitment is related to specific employee behavior.

If employees are committed to the organization, turnover and absenteeism rates lower

(Igbaria and Greenhaus, 1992), while job and extra-role performance increase. Studies

have also shown that managers wishing to improve organizational efficiency and

effectiveness should ensure that employee commitment is optimal (Meyer and Allen,

1998; Ostroff, 1992).

Organizational commitment has typically been viewed as the relative strength of an

individual’s identification with the involvement in an organization as well as his or her

willingness to exert effort and remain in the organization. Commitment as an outcome

has been related to leadership (Walumbwa, Iowa, Wang, and Lawler, 2005).

Commitment is a sort of bond between an employee and the organization he is working

18
for (Buchanan, 1974). Commitment refers to an employee’s willingness to work

positively in an organization and his continuance to work for it (Mowday et al.,

1982).Commitment refers to the focus and the desire of attachment of an individual to a

certain task or his work. Organizational commitment has been a topic widely researched

over the years. Affective, continuance and normative commitment are the tools to

measure organizational commitment (Meyer & Allen, 1991; Dunham et al., 1994).

2.6 Work Life Balance

According to Jim Bird, CEO ofWorklifebalance.com (an international work-life balance

and consulting company),“Work-life balance is meaningful achievement and enjoyment

in everyday life”.Also, he believes that to achieve better work-life balance, each

individual needs to work smarter- to get more done in less time.Cultures to support

employees and managers who want to use work-life options. Research by

KenexaResearch Institute in 2007 shows that those employees who were more favorable

toward their organization’s efforts to support work-life balance also indicated a much

lower intent to leave the organization, greater pride in their organization, a willingness to

recommend it as a place to work and higher overall job satisfaction.Organizations can

implement various work-life balance initiatives that may

Assist employees to better balance their work and family responsibilities, gain

improvements in well-being and provide organizational benefits. There are a large variety

of family friendly policies which include, but are not limited to, the following: flexible

working hours, job sharing, part-time work, compressed work weeks,parental leave,

telecommuting, on-site child care facility, (Hartel et al 2007).

19
Mowday, Porter, and Steers (1982) argued that non-work factors, such as family issues

and responsibilities, may also influence turnover intentions. This may be due to

employees feeling that their job is of less importance to them than their family. For

example, seeing their current job may not fit their desired and appropriate work hours,

leading to less time with family. While empirical research has found strong support for

WFC influencing turnover intentions, studies exploring FWC have had mixed results. For

example, studies have tested conflict from both domains, but found only WFC to be a

significant predictor (e.g. Anderson, Coffey, &Byerly, 2002; Greenhaus, Parasuraman&

Collins, 2001; Pasewark&Viator, 2006). However, some studies have found both WFC

and FWC to be significant predictors of turnover intentions (e.g. Shaffer, Harrison,

Gilley, &Luk, 2001; Haar, 2004). Furthermore, Haar (2004) found WFC accounted for

more than twice the variance as FWC, hinting the influence may cross both domains but

is likely to be much stronger from the work domain. Overall, we know turnover

intentions are a seldom tested outcome of work-family conflict, and while WFC is likely

to be the dominant predictor, the influence of FWC has been mixed. We now proceed to

detail the employee group (Maori) the present study focuses on, particularly how their

cultural values and beliefs around family may alter the influence of FWC on their

turnover intentions

2.7 Chapters Summery

Based on the above-mentioned literature, Job satisfaction, supervision, Commitment, and

work family balance can be identified as Reasons that have mainly impacts on employee

turnover intention.

20
 3 Chapter 03

Methodology

3.1 Chapter introduction

In this chapter, the researcher presented in detail the adopted methodology, population

and sample selection, tool development-questionnaire- and design, including data

measurement and statistical tools, in addition, the researcher presented the result of tool

reliability and stability.

3.2 Population and sample of the study

This study focused on reasons for employee turnover of Stafford Orient (Pvt) Ltd in

Kaduruwana. According to the objective of the research, the target population was

Kaduruwana Stafford orient Garment employees. The sample size will be selected from

10 percentages (10%) from the garment. The sample is selected randomly. The sample of

this study consisted of 80 respondents and use simple random sample techniques for

selecting respondents in the sample.

3.3 Research Design

This study establishes find cause and effect of turnover intention. Hence, this study was

analytical in nature or purpose. The unit of analysis of this research is individual

production employees in the garment. The survey method equipped with a hand delivered

questioner enabled the researcher to tap each unit of analysis in the sample. The

population of the study consisted all the production employees in a Stafford Orient

garment factory in Kaduruwana and the survey were carried out among the sample of 800

production level employees of this garment factory.

21
3.4 Research site

Stafford Orient (Pvt) Ltd of Deniyaya which is located in the Matara district of southern

province was selected as the research site. It works about 800 employees. It started date

on the 8th of February 1998. This company is a one of leading garment factories in Sri

Lanka. This company has approved as a BOI investment also. They have offered most of

job opportunities to the rural area employees.

3.5 Data collecting

3.5.1 Primary data

Two sources used to gather data from the sample for the study. The questionnaire method

was used to collect the primary data. The main source was the questionnaire. The

researcher created a question paper.80 employees, were randomly selected to collect

primary data from 800 employees in the Garment. As Employees directly deal with the

Researcher who were selected to collect primary data.

3.5.2 Secondary data

Here, Researcherobtains the organizational information & other relevant data collect by

using organizational documents and the internet.

3.5.3 Questionnaire

Primary data are collected through self administered from questionnaires among

the employees in Stafford orient (pvt)ltd. The self administered questions were consisted

of three parts. Part A is consisted questions regarding demographic variables like gender,

age and education level. These questions help to express a simple overview of the

sample.

22
Part B is consisted questions regarding variances. These questions prepared for gathering

data about Job satisfaction, supervision, Organizational Commitment, and work family

balance. Those questions have created based on a five pointLikert scale in order to

identify the feeling that employees are having about turnover variables. The scale ranges

from strongly agree (SA) to strongly disagree (SD).

Part C is consisted questions regarding Thinking of quitting, Intention in search and

Intention to quit. This also containseightquestions for each based on a five point Likertrt

scale with the same ranging uses for turnover variables. The ranges are;

 Strongly agree - SA

 Agree - A

 Moderate -M

 Disagree - D

 Strongly disagree -DA

3.6 Data Analysis

This research included independent variables and the dependent variable, the existing

situation of those variables was analyzed by using descriptive analysis. The strength of

the relationship between independent and dependent variables was analyzed by the Karl

Pearson coefficient of correlation and One-Way ANOVA

23
3.6.1 Correlation Coefficients Analysis

Correlation analysis is a statistical analysis which statistically measures the extent and

nature of the relationship between two intervals or variables. A correlation coefficient of

independent and dependent variable shows how strongly the values of these variables are

related to one another. If the correlation coefficient is positive, then both variables are

simultaneously increasing (or decreasing).If the correlation coefficient is negative, then

when one variable increases while the other decreases, and reciprocally. According to this

study correlation is used to analyze the relationship between the dependent variable and

independent variable.

3.6.2 Cronbach's alpha Reliability Test

This test allows studying the properties of measurement scales and the items that

compose the scales. The Reliability Analysis procedure calculates a number of commonly

used measures of scale reliability and also provides information about the relationships

between individual items in the scale. The test will be significant when the alpha value

results more than 0.5. It assures the reliability of questions.

Alpha Reliability values were calculated for all the variables involved and they are

mentioned in the table below.

24
 Table 3.1Reliability Test of Quesionaire

Variable Cronbach's Alpha N of Items

Satisfaction .900 4

Leadership Style .574 5

Commitment .831 3

Work Life Balance .750 4

Turnover .658 8

Data Source: SPSS Output Details

The results of chronbach's alpha test are given in the table 3.6.2.1, which suggest that the

internal reliability of each instrument is satisfactory. All the alphas indicated strong

support for internal consistency reliability.

3.7 Conceptual Framework of the Study

The conceptual framework involves four influential factors that are associated with the

leaving employment reasons of employees in the Kaduruwana branch of Stafford Orient

(Pvt) Ltd. These four factors consist of Job satisfaction, supervision, Commitment, and

work family balance.

These elements will assist to develop a conceptual framework for this study.

25
Independent Variable Dependant Variable

Job Satisfaction

Leadership Style

Organizational Commitment Turnover Intention

Work life balance

Figure 3.1- Conceptual framework

3.8 Hypothesis Generation

Following hypothesis have been generated in context with the theoretical framework.

H1: There are negative relationship between job satisfaction and Turnover intention

H2: There are negative relationship between Leadership Style and Turnover intention

H3: There are negative relationship between Organizational Commitment and Turnover

intention

H4: There are negative relationship between Work Family Balance and Turnover

intention

H5: There is a relationship between service period and turnover intention

3.9 Chapter Summary

This chapter discussed about sample technique and sample frame, how to measure

independent variables and dependent variables, methods of data collection and data

analysis

26
 4 Chapter04

DATA ANALYSIS AND INTERPRETATION

4.1 Chapter introduction

Data analysis part includes the output of the research. According to this research, the

researcher analyzed course for the employee turnover. According to this research, the

researcher has used SPSS software version 16.0 and Microsoft excel software version of

the data analysis. Other than that, the researcher has used correlation coefficient,

regression analysis, descriptive statistic to identify also.

4.2 Overview of the sample

There 80 samples were used to analyze the data. Descriptive analysis was used to

summarize the demographic data, and other relevant data. Both graphical and tabulation

methods are used as descriptive statistics.

4.3 Demographic Profile of the Respondents

The demographic profile of the respondents is mentioned in the below tables and charts.

4.3.1 Gender

The sample can be categorized in gender wise as follows.

Table 4.1Gender

Gender Amount Percentage

Male 20 25%

Female 60 75%

GenderSource: Based on Primary data (Research findings 2013 November)

27
 Gender

25%

male
female

75%

Figure 4.1-Data Source: 4.1 table

According to the above pie chart, female employees were higher than the male in the

selected sample. As a percentage, female was 75% and male was 25%. The reason for its

selected organization was apparel organization

4.3.2 Educational level

The sample can be divided according to the educational level as follows.

Table 4.2- Educational level

Level of Education Amount Percentage

Pass the A/L 11 13.75%

Pass the O/L 30 37.5%

Up to O/L 39 48.75%

Educational level Source: Based on Primary data ((Research findings 2013

November)

28
 Educatonal level
45
40
35
30
Amount

25
20
15
10
5
0
Pass the A/L Pass the O/L Up to O/L
catergory

Figure 4.2- Data Source: 4.2 table

According to the above bar chart, passed only O/L employees were higher than the others

in the selected sample. As a percentage, passed only O/L employees were 37.5% and

employees who passed the A/L were 13.75%, and up to O/L employees were 48.75%.

The reason for its selected sample was included operational level employees only.

4.3.3 Age

Table 4.3Age

Age category Amount Percentage

Between 15-20 28 35%

Between 21-25 27 33.75%

Between 26-30 15 18.75%

Above 30 10 12.5%

Data Source: Based on Primary data (Research findings 2013 November)

29
 Age Distributon
30

25

20

15
Age Distributon

10

0
15-20 21-25 26-30 Above 30

Figure 4.3- Data Source: 4.3 table

The highest employees age group is 15 years – 20 years the amount accounted for 35

percent. The second highest group accounted for 33.75 percent deriving from 21-25 The

lowest age group is above 30 which explained 12.5 percent.

4.3.4 Marital Status

Table 4.4. Marital Status

MaritalStatus Amount Percentage

Married 28 35%

Unmarried 52 65%

Data Source: Based on Primary data(Research findings 2013 november)

30
 Marital Status

35%

Married
Unmarried

65%

Figure 4.4- Data Source: 4.4 table

According to the above graph from the selected sample most of them are bachelors and

that show 65% from sample and 35% are married.

4.3.4 Children

Table 4.5.Children

Children Amount Percentage

Yes 12 43%

No 16 57%

Data Source: Based on Primary data (Research findings 2013 November)

31
 Children

43%

Yes
No
57%

Figure 4.5- Data Source: 4.5 table

According to the above graph from the married people, most of them were without

children and that show 57% of the all married people and 43% were with children.

4.3.5 Income level of family

Table 4.6 -Income level of family

Income level Amount Percentage

High 0 0%

Middle 58 72.5%

Low 22 27.5%

Data Source: Based on Primary data (Research findings 2013 November)

32
 Income level of family
70

60

50

40

Income level of family

30

20

10

0
High Middle low

Figure 4.6- Data Source: 4.6 table

According to the above chart the highest number of employees are in low income level.it

percentage is 72.5 from the sample.And also no employees with high level income. The

reason for it most of production level employee's wage is very low.

4.3.6 Period of Service

Table 4.7.Period of Service

Period of Service Amount Percentage

Less than two month 25 31.25%

Between 2 month – 6 month 18 22.5%

Between 6 month –1 years 17 21.25%

Between 1 years – 5 years 10 12.5%

More than 5 years 10 12.5%

Data Source: Based on Primary data (Research findings 2013 November)

33
 Period of Service
30

25

20

15

10 Period of Service

0
Less than two Between 2 Between 6 Between 1 More than 5
month month – 6 month –1 years – 5 years
month years years

Figure 4.7- Data Source: 4.7 table

When considering about the period of employment 31.25% have been recently joined

which means they are less than one two month. 22.5% of employees are in between two

months - six month. There are 20% have completed the 1year, according to the this chart.

4.4 Descriptive Analysis

Table 4.8– Mean and Standard Deviation of Turnover dimensions

Dimension Mean Std. Deviation

Job Satisfaction 3.3875 .99482

Leadership Style 3.2675 .82918

Organizational commitment 3.4000 .99681

Work Family Balance 3.3406 .99066

All Dimension 3.3180 .81090

Data Source: SPSS Output from field information

34
According to the table 4.4.1 , almost all input, variables averages is falling under the

range of 2.5<X<3.5, this illustrates that almost all participants moderately agree with the

employee job satisfaction, Leadership style, employee organizational commitment, and

Work life balance.

If consider job satisfaction, it has 3.3875 of mean value and 0.99482 of a standard

deviation. This also implies that respondents agree with the current level of job

satisfaction, though it has dispersed by 0.99482 from its mean.

For Leadership style, it has 3.2675 of the men and 0.82918 of a standard deviation. It

shows that respondents have again agreed with the existing situation of the

organizations. However, Leadership style has been dispersed from the mean by 0. 82918.

If focus on employee organizational commitment, it has scored 3.4000 as mean value

while maintaining a 0.99681 value of standard deviation. It indicates that respondents

have again agreed with the existing situation of the organization. Still, 0.99681 of

employee organizational commitment has been dispersed from the mean.

For Work life balance, it has 3.3406 of mean value and 0.99066 of standard deviation

which implies that respondents are agreeing with the existing situation. But 0. 99066 of

Work life balance has been dispersed from the mean.

Given the consideration to the above information, it is clear that all variables have scored

the moderate value regarding the Stafford orient (pvt) ltd. Therefore, it has proved that

respondents are moderately agreeing with the current situation regarding the variables.

In addition, when comparing the standard deviations of these dimensions, leadership style

has a lower standard deviation. The overall variables accounts for mean value of 3.3180

and standard deviation of 0.81090. It shows that respondents almost agree with the

35
existing situation. However, 0.81090 of turnover dimensions has been dispersed from its

mean value.

Table 4.9- Mean and Standard Deviation of Turnover intention

Mean Std. Deviation

Turnover 3.3422 .70085

Data Source: SPSS Output from field information

The mean value of the turnover intention is 3.3422. Its value is at average level and it

varies about the 0.70085 from the expected level.

4.4.1 Correlations

Table 4.10- Correlation between Turnover Dimensions and Turnover intention

Dimension Correlation Significance

Satisfaction -.256* .022

Leadership Style -.341** .002

Commitment -.226* .044

Work Life Balance -.227* .043

Data Source: SPSS Output from field information

36
Above Table no 4.4.3 illustrates the correlation between Turnover dimensions and

Turnover intention. When consider Job satisfaction, it shows -0.256 amount of

correlation indicating a negative relationship with Turnover intention within a 0.022 of

significant level.

For Leadership style, it has -0.341 of correlation with Turnover intention and it also

implies a negative relationship with Turnover intention within a 0.002 of significance in

99% level. If consider the organizational commitment, it scored -0.226 amount of

correlation with Turnover intention, indicating a negative relationship once again within

the significance level of 0.044.

When focus on Work family balance, it has -0.227 of correlation with Turnover intention

which shows a negative relationship with Turnover intention at a significance level of

0.043. As a whole, it can state that all dimensions of turnover intention are having a

negative relationship with Turnover intention in the garment.

4.5 One Way ANOVA

Table 4.11 - Table One Way ANOVA Test for Service Period

Factor Sum of Squares df Mean Square F Sig.

Service Between Groups 7.107 4 1.777 4.204 .004

period

Within Groups 31.697 75 .423

Total 38.804 79

a. Dependent Variable: Turnover

Data Source: SPSS Output from field information

37
From the table represented the relationship between employees’ service period and

turnover intention Sig is 0.004, which is less than 0.05. The statistical significant level

expressed that employee's service period is an important factor to leave the job.

Therefore service period and turnover intention t has a significant relationship.

4.6 Regression Analysis

Table 4.12- Regression Analysis of Turnover Dimention vs Turnover intention

Variable B Std. Error T value P value

(Constant) 4.146 .346 11.996 .000

Job Satisfaction -.643 .585 -1.099 .275

Leadership Style -.389 .210 -1.855 .068

Organizational commitment -.689 .528 -1.305 .196

Work Family Balance -.091 .136 -.671 .504

a. Dependent Variable: Turnover

Data Source: SPSS Output from field information

According to the above table, it can be recognized that if Job satisfaction is increased by

one point, Turnover intention will be decreased by 0.643. The P- value of job satisfaction

is 0.275. Therefore, it states that Job satisfaction is not statistically significant at 5% of

significant level.

When it comes to Leadership Style, if Leadership Style is increased by one point

Turnover intention may decrease by 0.389. The P-value of Leadership Style, 0.068

indicated that the Leadership Style is not statistically significant at 5%significant level

38
When consider organizational commitment, it can recognize that when organizational

commitment is increased by one point Turnover intention may decrease by 0.689. The P-

value of organizational commitment, 0. 196 indicated that it is not significant at 5%

significance level

Moreover, it is identified that when Work Family balance increased by one point

Turnover intention may decrease by0.091.The P-value of Work Family balance, 0.504 is

not less than the significance level of 5%.

Given the consideration to the above information, the study revealed that four of

dimensions are not significant in the model. In addition to that organizational

commitment is having the highest value of correlation with Turnover intention.

Therefore, there is enough evidence to state that organizational commitment is the major

predictor of Turnover intention

4.7 Chapter summary

This chapter addressed the findings of the study. It was found that employees are almost

satisfied about the existing situation. Moreover, it revealed that changes in Job

satisfaction, Leadership style ,organizational Commitment, and work family balance are

effecting to employee turnover intention. Further, it was identified that variables are

affecting to employee turnover intention in a negative manner. Furthermore a multiple

regression analysis proved that organizational Commitment was the major predictor of

the turnover intention in the Stanford Orient garment. And also found that the service

period of the employee is the major factor affected to turnover intention. During the first

two months which employee joining to company turnover intention is very high.

39
 5 CHAPTER 05

Conclusion and Recommendation

5.1 Chapter Introduction

The focus of this chapter is to conclude the research findings by reviewing the statistical

output, which was obtained by analyzing the data.Thechapter is contained in the

discussion and findings, conclusion, recommendations and future direction. Under this

chapter expects to identify effects of selected variables on turnover intention in Stafford

Orient (Pvt) LtdKaduruwana.

5.2 Discussion

As hypothesized it was found that job satisfaction has negative relationships and

significantly correlated with Employee turnover intention.Which is consistent with the

studies of Shao H, et al and Griffeth R.W et al [39,40]. And also This result is in line with

the findings of Ojedokun, (2008) who reported that the higher the level of employees’ job

satisfaction the less think of leaving their job.

According to the hypothesis 2 Leadership style has a negative relationship with turnover

intention.

And also hypothesis 3 shows that Organizational commitment has a negative relationship

with turnover intention. In keeping with earlier research (Porter et al., 1974; Steers,

1977a; Koch and Steers, 1978), the clearest evidence provided by the present study is that

there is an inverse relationship between organizational commitment and employee

turnover.The relationship between the work family balance and employee turnover

40
intention was found as negative. Though the literature supports the negative relationship

(Bame, 1993), it was true for co-workers of in Orient garment Kaduruwana.

Last hypothesis is there are significant relationship between service period and turnover

intention.

The ANOVA test result is confirmed that.

The impact of demographic factors (age, gender, level of education,, level of income)

was even smaller than uncontrollable factors.Findings of the study suggest that Job

satisfaction,

Leadership style, organizational commitment, and Work life balance contribute much

more to the employee turnover intention than demographic factors except service period.

Concerning the service period of employees ,most of employees are thinking of leaving

from company during first two month which they are joiningwith the company. New

employees can’t adapt to the organization well during two months and they don't have

enough knowledge about organizations rules, regulations work procedures, supervisors,

managers, and real working situations.they always thinking negative manner about the

organizations. After happening, something like that supervisor shouting to new employee

about their productivity,the new employee will think to leave the organization.

Researcher found that most married people do not have children. 16 employees don’t

have children of the married people. Married people have lots of family problems. They

should look after children. Their family responsibility higher than unmarried

person.Therefore, they idea about leaving job less than unmarried person. If married

people have children, they are always thinking of their job protection.

41
5.3 Conclusion of the Research Study

The Research is mainly focused on to identify the relationship between Job satisfaction,

Leadership style, organizational commitment, and Work life balance and turnover

intention of Orient Garment in Kaduruwana. Research can be concluded through the

collected data analysis as follows.

When concerning the overall view of the employees in garment, female operational level

employees are higher than male (75% of the sample) in the sample. Most of workers

belong to 15 to 20 and 20 to 25 ages. Highest numbers of operational level employees

were having up to G.C.E O/L education, knowledge (48% out of 80 samples).

Furthermore, most of the employees are unmarried and with low income levels. And also

most of married employees don’t have children in the sample.

The research was conducted for the achievement of three objectives. The recent degree

of relevance to job satisfaction, Leadership style, organizational commitment, work

family balance in the Orient garment company has some agreed level because of the

mean value of them was in moderately agree level. Furthermore turnover intention was

on the moderately agreed level.

Concerning on further research findings, it supports to achieve the first objective, which

confirmed the relationship in between job satisfaction, Leadership style, organizational

commitment, work family balance and turnover intention. Moreover, the Pearson

correlation output was proved that the negative relationship between both variants. Job

satisfaction, Leadership style, and organizational commitment, work, family balance are

affected to the turnover intention of the employees of Stafford Orient (Pvt) Ltd. When

Job satisfaction, Leadership style, Organizational commitment, Work life balance are

decreasing employee turnover intention increases.The second objective is to identify

42
highly affected factor on employee turnover intention. According to the

Pearsoncorrelationanalysis, Organizational commitment was the highly affected factor on

turnover intention.

The third objectivesupposes by One Way ANOVA test. It revealed that service period

and turnover intention t has a significant relationship. In advance the results of this study

conclude that the relationship between turnover dimension indicators and turnover

intention, it implies that there is a significant relationship in between job satisfaction,

Leadership style, organizational commitment and, work family balance at 0.05

significance level. It was implied negative relationship with turnover intention in relation

to the employees of a garment factory.

5.4 Recommendation
The researcher found that between each variable(Job satisfaction, leadership

style,Organizational commitment, work life balance) and turnover intention have a

negative relationship.Therefore, my recommendation isfirstly,Managersshould identify

clearly above each variables, after that Organization should provide facilities to increase

Job satisfaction, leadership style,Organizational commitment, work life balance. The

researcher giving following suggestions to do that.

 Be flexible - wherever possible accommodate individual preferences on working

hours and times. Where people are forced to work hours that do not suit their

domestic responsibilities they will invariably be looking for another job which

can offer such hours.

43
  Level the workload - Apparel companies want to commit the orders from

customers in a fast manner. There for workers have high work load. To reduce

those managers can recruit more employees and should hand over work according

to employee capability.. Even though it is cost to organization, it will reduce the

cost due to turnover by reducing the employee turnover..There fore,

 Give awards and rewards for employee achievement. Awards can be items such

as an employees’ gift for good attendance or cash incentives for increased

department productivity. Management can also offer some form of extra pay as a

reward.

 Provide opportunities for people to share their knowledge via training sessions,

presentations, mentoring others and team assignments.

 People want to enjoy their work. Engage and employ the special talents of each

individual.

 Recognize excellent performance, and especially, link pay for performance to

increase employee satisfaction.

 Enable employees to balance work and life. Allow flexible starting times, core

business hours and flexible ending times

 Encourage the employees toward the work and make aware of working with the

organization.

44
  Explain Clearly the working responsibilities. Once the product goes damage the

employees want to rework it, which creates dissatisfaction among employees. When

the role they want contribute to woks is clear to employees it will reduce the

turnover among them.

Moreover Managers can introduce a mentoring program which can help to decrease the

employee turnover and recognize and acknowledge the skills and abilities that the

employee has gained since joining the organization which may make them eligible for

the next advancement. In general organize shift work and job rotation to avoid tire,

stress and pressure among employees, providing recognition to the employees as an

important member of the organization and make entertainment activities to reduce

turnover intention.

5.5 Direction for Future Research

Most of the research in this context has been done in many countries, while lack of

research in Sri Lankan context. There are various factors can be affected to turnover, this

also can be taken into consideration in the future. Further, this concept can be focused on

top level managers as this research only focuses on floor level employees.

5.6 Chapter Summary

Through a research it can provide a suggestion for a particular problem. This chapter is

focused on concluding the study with identified findings. First of all, an overview has

been given about entire study. Furthermore, the conclusions have been drawn with

respect to the results of this study. The suggestions for this study can help manager to

take essential actions to reduce employee turnover intention in the garment.

45
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 6

7 Appendixes

Questionnaire

The impact of Job satisfaction, Leadership style,

organizational Commitment, work family balance on Turnover
Intention

I am D.G.J.Sriyakanthi (MF/2009/2308) an undergraduate at University of Ruhuna,

Matara. This questionnaire was developed for the purpose of gathering data for my final

year research project. Information provided yourself would be kept strictly confidential.

PART A

01 Gender:

Male

Female

02 Level of Education:

Passed A/L

Passed A/L

Up to O/L

53
03 Age:

Less than 20

20-25

25-30

More than 30

04 Marital Status

Married

Unmarried

05 If you married do you have children?

Yes

No

06 Economic Level

High

Normal

Low

54
07 Service Period

Less than 2 Months

2 months - 6 month

6 months - 1 year

1 year - 5 year

More than 5 years

PART B

Instructions: Please provide the information being sought for each of the following

items. In items where the answers are given, put a check mark (√) on the option that

corresponds to your answers.

1= Strongly Agree
2= Agree
3 =Moderate
4= Disagree
5= Strongly disagree

No 1 2 3 4 5

1 I am satisfied with basic pay and other benefit

2 I am satisfied with the working environment

3 I am satisfied with duties in the organization
4 I Am satisfied Rules and regulations of the company
5 Supervisor's look at problems from different angle

6 Supervisor considers my special individual needs,

abilities and aspiration
7 Supervisor fails to interfere until problems become
serious
8 Supervisor treat for all employees fairly

55
9 Supervisor always understand my mental situation

10 I enjoyed discussing about my organization with

outside people
11 I really feel as if Organization problems are my own

12 I feel "emotionally attached" to organize

13 I have the flexibility to arrange my work schedule to

meet my personal/ family values.
14 Management support, for family values.

15 The benefits available are appropriate for my needs and

those my family
16 I have enough time to do my personal thing

PART C

1 2 3 4 5
1 I do not prefer to continue working for this
organization
2 I would be easy to find an acceptable alternative
employment
3 I do not think this organization is a suitable place for
the new comers
4 I believe that this is the best place for a any person's
career development
5 I have no feeling about leaving this organization

6 For me this is the best of all possible organizations for

which to work
7 I did not work happily during my service period

8 I am thinking that any person can work in this

organization without stress

Thank You!
56