Employee Turnover of Ha-Meem Group 1

Business Research Methods

BUS485

Research Proposal on
Employee Turnover of Ha-Meem Group in context of Bangladesh

Submitted by

Rabeya Sultana Jui (ID # 1730323)

Sumayya Rahman (ID # 1420190)
Sadia Rubyath ( ID # 1620374)
Syeda Shamira Maisha ( ID # 1610860)

Submitted to

Dr. Nadim Jahangir

Professor
School of Business

INDEPENDENT UNIVERSITY, BANGLADESH

September 28, 2020

 Employee Turnover of Ha-Meem Group 2

Table of Contents
Abstract .......................................................................................................................................... 3
1. Introduction ............................................................................................................................... 3
2. Problem Statement.................................................................................................................... 3
3. Research Questions ................................................................................................................... 4
4. Hypothesis.................................................................................................................................. 4
5. Literature Review ..................................................................................................................... 5
5.1 Meaningful Work ................................................................................................................ 5
5.2 Prudence............................................................................................................................... 5
5.3 Organization-based Self-esteem (OBSE) .......................................................................... 6
5.4 Personality............................................................................................................................ 7
5.5 Total work experience ......................................................................................................... 7
5.6 Employee Turnover............................................................................................................. 8
6. Theoretical Framework ............................................................................................................ 9
7. Operational Definition ............................................................................................................ 10
8. Methodology ............................................................................................................................ 10
8.1 Research Design................................................................................................................. 10
8.2 Sampling Method .............................................................................................................. 11
8.3 Data collection ................................................................................................................... 11
8.4 Data analysis procedure.................................................................................................... 11
8.5 Limitations of the Study ................................................................................................... 12
9. Significance of the Study ........................................................................................................ 12
10. Reference ............................................................................................................................... 13
11.Appendix ................................................................................................................................. 15
 Employee Turnover of Ha-Meem Group 3

Abstract

The research intends to investigate the impact of different types of motivation leading to
prudence on employee turnover in context of Ha-Meem Group in Bangladesh. The study will
also investigate whether prudence mediates employee turnover in context of Ha-Meem Group in
Bangladesh. This is a causal study aimed to measure the direct effects of independent variables
(e.g. meaningful work, relational identification, OBSE, personality, total work experience) on the
dependent variable (employee turnover) mediated by moderating variables (prudence).

Introduction

Ha-Meem Group is a leading wholesale clothing manufacturer in Bangladesh and in the

world. The company produces some of the most fashionable denim fabrics and garment products
and owns one of the most comprehensive and resourceful manufacturing facilities in Bangladesh.
Ha-Meem today is working with some of the biggest fashion brands of the world. The company
has a rich history of 30 years in the textile business that has today evolved into a company with
diverse interests like shipping, newspapers, tea gardens etc. It all started with a garment company
in 1984 and two enterprising men Mr. A. K. Azad and Mr. Delwar’s vision to break through in
the textile industry, making Ha-Meem Group a leading wholesale clothing manufacturer in
Bangladesh. Also, Ha-Meem Group is very renowned for its wholesale apparel manufacturing in
both Europe and America.
The top management of the company has noticed that since 2011 the blue-collar employees
are leaving the garments. Hence, the top management of garments authority is interested to find
out the reasons why the employees are leaving Ha-Meem Group.

Problem Statement

Jena and Pattnaik (2020) conducted a study on meaningful work, relational identification,
and organizational based self-esteem (OBSE) to understand prudence in relation to employee
turnover in context of an aeronautical company in India. Authors further stated that to better
understand employee’s turnover, prudence needs to be investigated in relation to personality and
total work experience. Therefore, in this study the researchers will investigate meaningful work,
 Employee Turnover of Ha-Meem Group 4

relational identification, OBSE, personality, and total work experience in relation to employee’s
turnover moderated by prudence in the context of Ha-Meem group in Bangladesh.

Research Questions

1. How does meaningful work affect employee turnover moderated by prudence in context
of Ha-Meem Group in Bangladesh?
2. How does relational identification affect employee turnover moderated by prudence in
context of Ha-Meem group in Bangladesh?
3. How does OBSE affect employee turnover moderated by prudence in context of Ha-
Meem group in Bangladesh?
4. How does personality affect employee turnover moderated by prudence in context of Ha-
Meem group in Bangladesh?
5. How does total work experience affect employee turnover moderated by prudence in
context of Ha-Meem group in Bangladesh?

Hypothesis

1. Meaningful work affects employee turnover moderated by prudence in context of Ha-

Meem Group in Bangladesh.
2. Relational identification affects employee turnover moderated by prudence in context of
Ha-Meem group in Bangladesh.
3. OBSE affects employee turnover moderated by prudence in context of Ha-Meem group
in Bangladesh.
4. Personality affects employee turnover moderated by prudence in context of Ha-Meem
group in Bangladesh.
5. Total work experience affects employee turnover moderated by prudence in context of
Ha-Meem group in Bangladesh.
 Employee Turnover of Ha-Meem Group 5

Literature Review
Meaningful Work

Work is considered to be meaningful if it provides psychological meaningfulness to

the person engaged in doing it, enhances the meaning of life as a whole for that person, and
contributes towards the greater good of the society as a whole (Steger et al., 2012). Lips
Wiersma and Wright (2012) describe that construct as work which contributes towards
‘being’ (self-actualization) and ‘doing’ (feeling that one is contributing to the greater good
through one’s work). Meaningful work often leads to a positive psychological state of mind
wherein the person engaged in the work perceives the work to align with his or herself
concepts and values (Allan et al., 2019; Bailey et al., 2019). Allan et al. (2019) stated that
meaningful work could positively influence a host of organizational as well as individual
outcomes.

For this study, the researchers have selected the definition given by Lips-Wiesrma
and Wright (2012). This definition explains better of meaningful work.

Prudence

Sharma (2007, p. 14) defined prudence as a “personal cultural orientation that

represents planning, perseverance, thrift, and future orientation.” Puri (1996) stated that
prudence could be considered a broader aspect of planning per se. Prudent employees engage
in meticulous planning, demonstrating a long-term orientation at work (Sharma, 2010). In the
book, Passion before Prudence,

Richard M. Gray (2014) argued that a person who is extremely passionate about his
or her job to the extent that he or she experiences a calling in work would also be more
prudent.

For this study, the researchers have selected the definition by Richard M. Gray
(2014). This definition explains better of prudence.
 Employee Turnover of Ha-Meem Group 6

Relational Identification

The path-breaking research of Ashforth and Mael (1989) unveiled the construct of
organizational identification (OID) as being distinct from organizational commitment and
defined it as a cognitive connection of an employee with his or her organization, such that the
employee perceives his or her fate to be intertwined with that of the organization and derives a
part of his or her self-concept from the organizational membership. Since then, scholars of
organizational studies have been exploring different foci (workgroup, occupation, etc.) and forms
(relational and collective) of identification.

Collective identification is derived from perceived connection with the positive qualities
of the group, whereas relational identification is largely based on the perceived connection with
fellow colleagues and the identity that one derives out of those relationships (Sluss & Ashforth,
2008; Zhang et al., 2014). Relational identification might be reflected in behaviors like attending
social events organized by fellow colleagues, helping them even outside work, and sharing
mutual respect with team members. It positively influences satisfaction with group members and
citizenship behaviors directed towards group individuals. Relational identification, as of now, is
a nascent concept and has not been explored in many studies. Further, task interdependence is a
prevalent feature in the blue-collar work schedule that has been posed as an antecedent to
relational identification (Zhang et al., 2014).

For this study, the researchers have selected the definition of Zhang et al. (2014). This
definition explains better of relational identification.

Organization-based Self-esteem (OBSE)

Self-esteem is the level to which an individual evaluates himself or herself as

competent (Korman, 1976), and the construct is perceived concerning experiences within
different contexts. Organisation-based self-esteem (OBSE) is defined as the value an
employee assigns to self while functioning as an organisational member and considers self as
being valued and meaningful in the organization (Pierce et al., 1989).
 Employee Turnover of Ha-Meem Group 7

Together, these perceptions result in a global perception of self-esteem of an

individual. Aligned with self-consistency motivational theories (Korman, 1976), self-esteem
is seen to positively influence attitudes and behaviors, such that the effect is more apparent
when the construct is contextualized. This means OBSE might have a stronger influence on
organization-oriented variables (like civic virtue) as compared to global self-esteem
perception.

For this study, the researchers have selected the definition of Pierce et al., (1989).
This definition explains better of OBSE.

Personality

A consideration of a fundamental concepts as heredity, growth, the self, the

transformation of motives (" functional autonomy") and maturity; Allport (1937). he
descriptive or taxonomic aspect, dealing with the ways in which the holistic concept of"
personality" can be split up into traits, dimensions, types, or whatever/the other; Eysenck
(1960). Personality refers to individual differences in characteristic patterns of thinking,
feeling, and behaving; Kazedin (2000)

For this study, the researchers have selected the definition of personality by Kazedin
(2000). This definition explains better of personality.

Total work experience

Being in a working environment allows for the refinement of prioritization skills and
personal transferable skills Boast (2011). Workplace place experience is a multidimensional
concept and is receiving considerable attention due to paucity of research and non-
availability of a measure to quantify it; Sharma (2019). Human resource management
literature that work experience influences work-related attitudes, values, and the performance
of employees and total work experience; Weng (2018).
 Employee Turnover of Ha-Meem Group 8

For this research, the researchers have selected the definition by Weng (2018). This
definition explains better of total work experience.

Employee Turnover

The term “turnover” is defined by 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. Employee turnover is the
departure of an employee from the formally defined organization. Since scholarly evidence
suggests a distinction between voluntary and involuntary turnover (Lee et al., 2017).
Employee turnover is expensive from the view of the organization. Voluntary quits which
represents an exodus of human capital investment from organizations fair (Hancock et al.,
2013) and the subsequent replacement process entails manifold costs to the organizations.

For this research, the researchers have selected the definition of (Lee et al., 2017).
This definition explains better of employee turnover.
 Employee Turnover of Ha-Meem Group 9

Theoretical Framework

The researchers have developed a theoretical framework for this research based on the
research variables, such as meaningful work, relational identification, organization-based self-
esteem (OBSE), personality, total work experience, prudence, and employee turnover. According
to Ticehurst and Veal (2000), a conceptual framework indicates how the researcher views the
concept involved in a study especially the relationship between concepts.

Figure 01: Theoretical Framework of Research Variables and Their Relationships

 Employee Turnover of Ha-Meem Group 10

Operational Definition
Summaries of the operational definitions of the measured variables that are going to be
used are listed below in Table 1.

Measured Variables Operational Definitions

Meaningful Work Will be operationally defined by Lips-
Wiesrma and Wright (2012)
Relational Identification Will be operationally defined by Zhang et al.,
(2014)
Organization based self-esteem (OBSE) Will be operationally defined by Pierce et al.,
(1989).
Personality Will be operationally defined by Kazedin
(2000).
Total Work Experience Will be operationally defined by Weng
(2018).
Prudence Will be operationally defined by Richard M.
Gray (2014)
Employee Turnover Adapted from definition developed Lee et al.,
(2017).

Methodology
The research methodology defines how one can find the possible solution to a research
question and meet the objectives of the research. It is the graphical representation of the
proposed framework representing the pattern and structure of relationship among the set of
measured variables and to analyze the causal relations among the variables.

Research Design
The present study investigates the relationships between meaningful work, relational
identification, organization-based self-esteem (OBSE), personality, total work experience and
employee turnover and their interrelation with prudence. Here meaningful work, relational
identification, OBSE, personality and total work experience is considered as independent
variables, employee turnover as dependent variable and prudence as moderating variable.
Choosing an appropriate research methodology is important to get a more accurate research
result or outcome. This research will use causal study (cross-sectional) to establish the existence
of relationships between the measured variables. In this research, the researchers only want to
identify whether any relationships exist between these measured variables or not. This research is
 Employee Turnover of Ha-Meem Group 11

based on quantitative research study. Quantitative research attempts precise measurement of

something. In business research, quantitative methodologies usually measure consumer behavior,
knowledge, opinions, or attitudes. Such methodologies answer questions related to how much,
how often, how many, when, and who (Cooper and Schindler, 2013).

Sampling Method
The sample of this research is formed for the blue-collar employees who are currently
working at Ha-Meem Group. The researchers will use a simple random sampling (SRS) method
to collect data from the sample of this research. Malhotra (2003) categorized the simple random
sampling (SRS) method as a probability sampling technique.
The sampling frame for this research will be the blue-collar employees of Ha-Meem
Group. Information about blue-collar employees of Ha-Meem Group will be collected form that
garments authority. This list will be considered as the appropriate source to use for this study.

Data collection
Though the present research is a unique one, secondary sources of data (articles, journals,
magazine, and records on human resource management) are not available in context of Ha-Meem
Group in Bangladesh. As a result, the researcher would require primary data to investigate
research problems. To collect data from the primary resources, the researchers will use
questionnaire methods.

Data analysis procedure

The proposed study is a causal study. As a result, after collecting the data the researchers
will use AMOS software (Analysis of Moment Structures) to identify the effect of measured
variables. The researchers will use path analysis to study the extent relationships among the
dependent and independent variables. Path analysis allows the researchers an opportunity to
interpret direct and indirect affects among variables. From path analysis, researchers will use the
math of structural data equations.
Path analysis was developed by Wright (1921) as a method for studying the direct and
indirect effects among variables. In cases in which the causal relations are uncertain, path
 Employee Turnover of Ha-Meem Group 12

analysis can be used to find the logical consequences (Wright, 1921), (Kerlinger & Pedhazur,
1982).

Limitations of the Study

There will be only a few limitations in this study. The sample will be drawn from Ha-
Meem Group only and will not include other garments. The study will include only blue-collar
employees of Ha-Meem Group. Staff and other employees will not be included in this study.
There may be some other factors which can affect employee turnover, but the researchers will
not consider them because of the simplicity of the research.

Significance of the Study

Better prudence can decrease the rate of employee turnover. The study is significant for
the following reasons:
First, this study will help researchers to extend their understanding of the relationship
between meaningful work, prudence, personality, total work experience, relational identification,
OBSE and employee turnover. The results of this study will expose the importance and impact of
their relationship in the context of Ha-Meem Group in Bangladesh. Second, the present study
will help Ha-Meem Group authorities to gain a further understanding of their employees’ job
satisfaction. Finally, this research will encourage further study and useful guidelines for these
types of research.
 Employee Turnover of Ha-Meem Group 13

Reference

Jena & Pattnaik (2020). Outcomes of Meaningful Work in the Context of Indian Blue-collar
Employees: The Moderating Role of Relational Identification and Organisation-based Self-
esteem. South Asian Journal of Human Resources Management, 22(3-4), 1-19. doi:
10.1177/2322093720944276.

Steger, M. F., Dik, B. J., & Duffy, R. D. (2012). Measuring meaningful work: The work and
meaning inventory (WAMI). Journal of Career Assessment, 20(3), 322–337.

Lips-Wiersma, M., & Wright, S. (2012). Measuring the meaning of meaningful work:
Development and validation of the Comprehensive Meaningful Work Scale (CMWS). Group &
Organization Management, 37(5), 655–685.

Allan, B. A., Batz-Barbarich, C., Sterling, H. M., & Tay, L. (2019). Outcomes of meaningful
work: A meta-analysis. Journal of Management Studies, 56(3), 500–528.

Sharma, G. (2007) The prudence of permitting investment in employer stock under defined
contribution retirement plans. International Journal of Disclosure and Governance, 4, 121–131.
https://doi.org/10.1057/palgrave.jdg.2050053

Puri, R. (1996). Measuring and modifying consumer impulsiveness: A cost-benefit accessibility

framework. Journal of Consumer Psychology, 5(2), 87–113.

Sharma, P. (2010). Measuring personal cultural orientations: Scale development and validation.
Journal of the Academy of Marketing Science, 38(6), 787–806.

Gray, R. M. (2014). Passion before prudence. WestBow Press.

Ashforth, B. E., & Mael, F. (1989). Social identity theory and the organization. Academy of
Management Review, 14(1), 20–39.

Sluss, D. M., & Ashforth, B. E. (2008). How relational and organizational identification
converge: Processes and conditions. Organization Science, 19(6), 807–823.

Zhang, S., Chen, G., Chen, X-P., Liu, D., & Johnson, M. D. (2014). Relational versus collective
identification within workgroups: Conceptualization, measurement development and
nomological network building. Journal of Management, 40(6), 1700–1731.

Korman, A. K. (1976). Hypothesis of work behavior revisited and an extension. Academy of

Management Review, 1(1), 50–63.

Pierce, J. L., Gardner, D. G., Cummings, L. L., & Dunham, R. B. (1989). Organizationbased
self-esteem: Construct definition, measurement, and validation. Academy of Management
Journal, 32(3), 622–648.

Allport, G. W. (1937). Personality: a psychological interpretation. Holt.

 Employee Turnover of Ha-Meem Group 14

Price, J.L (1977). The study of turnover, 1st edition, Iowa state university press, IA pp10-25.

Eysenck, H. J. (1990). Biological dimensions of personality. In L. A. Pervin (Ed.), Handbook of

personality: Theory and research (p. 244–276). The Guilford Press.

Kazdin (2020). Encyclopedia of Psychology. American Psychological Association, 14(7-12), 1-

12.

Boast (2011). Reviewing the ‘Research Placement’ as a Means of Enhancing Student Learning
and Stimulating Research Activity. Journal of Geography in Higher Education 35:4, pages 599-
615.

Sharma, R. R. (in press), Dignity at the Workplace: Evolution of the Construct and Development
of Workplace Dignity Scale. Management Development Institute

Kim, S., Weng, S. Incorporating work experience of medical staff into patient safety climate
management: a multi-group analysis. BMC Health Serv Res 18, 919 (2018).
https://doi.org/10.1186/s12913-018-3747-9

Lee, T. W., Hom, P. W., Eberly, M. B., Junchao (Jason) Li, & Mitchell, T. R. (2017). On the
next decade of research in voluntary employee turnover. Academy of management
perspectives, 31(3), 201-221.

Hancock, J. I., Allen, D. G., Bosco, F. A., McDaniel, K. R., & Pierce, C. A. (2013). Meta-
analytic review of employee turnover as a predictor of firm performance. Journal of
management, 39(3), 573-603.

Ticehurst, G.W., & Veal, A. J. (2000). Business Research Methods. NSW: Longman.

Malhotra, N. K. (2003). Marketing Research: An Applied Orientation (3rd ed.). Prentice Hall.

Wright, S. (1921). Correlation and causation. J. Agric. Research 20, 557-585.

Donald R. Cooper & Pamela S. Schindler (2013). Business Research Methodology. Ohio, ON:
McGraw-Hill.
 Employee Turnover of Ha-Meem Group 15

Appendix

Questionnaires for blue collar employees of Ha-Meem Group

 Employee Turnover of Ha-Meem Group 16

This research is conducted for academic purposes only: So please do not hesitate to answer. The
questionnaire we borrowed and developed for the simplicity of our research. Your information
will be kept confidential.

Questionnaire:
Please read each statement carefully, then using the flowing scale, please circle the number that
best describes your job:
1 2 3 4 5
Strongly Disagree Dis-agree Neither Agree nor Disagree Agree Strongly Agree

Meaningful Work
1. I managed to plan my work so that it is done on time 1 2 3 4 5
2. My planning is optimal 1 2 3 4 5
3. The work I do is important to me 1 2 3 4 5
4. The work I do job is worthwhile 1 2 3 4 5
5. I keep in mind the results that I must achieve in my work 1 2 3 4 5
6. I was able to separate main issues from side issues at work 1 2 3 4 5
7. I was able to perform my work well with minimal time and effort 1 2 3 4 5

Relational Identification
1. I like the people I work with 1 2 3 4 5
2. I enjoy working with my coworkers 1 2 3 4 5

Prudence
1. My opinion has a value to my superior 1 2 3 4 5
2. I feel great working here 1 2 3 4 5
3. My supervisor takes care of our well-being 1 2 3 4 5
4. We have the opportunity to get monthly award 1 2 3 4 5
5. We get our salary right on time 1 2 3 4 5
 Employee Turnover of Ha-Meem Group 17

Personality
1. I am easy going 1 2 3 4 5
2. I have high standards 1 2 3 4 5
3. I try to never breaks my moral rules 1 2 3 4 5
4. I sometimes break a moral rule if doing so will achieve the best results 1 2 3 4 5
5. I work well with others 1 2 3 4 5
6. I dislike confrontation 1 2 3 4 5
7. I cannot socialize with my coworkers 1 2 3 4 5
8. I cannot rely my coworkers with my part of duty 1 2 3 4 5
9. I enjoy time alone 1 2 3 4 5

Total work experience

1. In general, I am satisfied with my job 1 2 3 4 5

2. My work schedules are fair 1 2 3 4 5
3. Job decisions are made by my supervisor in a biased manner 1 2 3 4 5
4. When my decisions are made about my job, the manager deals with me in truthful
manner 1 2 3 4 5
5. I owe a great deal to my organization 1 2 3 4 5
6. I am not satisfied with the benefits I receive 1 2 3 4 5
7. When I do a good job I receive recognition for which I should 1 2 3 4 5
8. Raises are too far and too in between 1 2 3 4 5
9. I like doing the things I do at work 1 2 3 4 5
10. My supervisor is unfair to me 1 2 3 4 5
11. The benefits I receive are as good as most other organizations offer 1 2 3 4 5
12. My supervisor is quite competent in doing his/her job 1 2 3 4 5
13. Many of our rules and procedures make doing a good job difficult 1 2 3 4 5
14. There is really too little chance for promotion on my job 1 2 3 4 5
15. I feel I am being paid a fair amount for the work I do 1 2 3 4 5
 Employee Turnover of Ha-Meem Group 18

Employee Turnover

1. I often think about quitting 1 2 3 4 5

2. It is very likely that will actively look for a new job in the next year 1 2 3 4 5
3. I will leave this organization in the next year 1 2 3 4 5
4. To me, switching job is kind of a fun 1 2 3 4 5
5. I switch job because my colleagues do so 1 2 3 4 5
6. I tend to change jobs for no apparent reasons 1 2 3 4 5

THANK YOU VERY MUCH!!

We really appreciate your time and effort in filling out this questionnaire. If you would like to
make any comment or suggestion, please indicate them below.