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FACULTY TURNOVER ISSUES IN PUNJAB UNIVERSITY
A Thesis SUBMITTED to the Institute Of Administrative Sciences University Of The Punjab, Lahore in partial fulfillment Of the requirement for the degree of BS(HONS) Management.
Supervisor Dr. Zafar Iqbal Jadoon
Submitted By Ahsan-ur-Rehman BSHA-0526 BS(HONS Management (Session 2005-09)
INSTITUTE OF ADMINISTRATIVE SCIENCES UNIVERSITY OF THE PUNJAB LAHORE
FACULTY TURNOVER ISSUES IN PU
To the Project Instructor, Dr. Zafar Iqbal Jadoon
I am submitting herewith a project written by Ahsan-ur-Rehman (BSHA0526) entitled FACULTY TURNOVER ISSUES IN PUNJAB UNIVERSITY I have examined the final copy of this project for form and content and recommend that it be acc epted in partial fulfillment of the requirement of the degree of Bachelor in management sciences, with major in Human Resource Management.
I have read this report and Recommend its acceptance.
FACULTY TURNOVER ISSUES IN PU
I am dedicating my work to Prof. Dr. Zafar Iqbal Jadoon who is my instructor. He gave me direction about the project and this research project was only possible due to his guidance and encouragement. I got inspiration from him and it is just because of h is delegation and guidance that I am able to complete this report. He gave me direction at each and every step during the project and gave me his precious time so that I am able to complete this report. I am thankful for his paternal attitude and all the guidance during the completion of this project.
which he rendered throughout the study.In the end. omissions and short -comings of this project lie on me and I hope that I am forgiven for this.FACULTY TURNOVER ISSUES IN PU ACKNOWLEDGEMENT I am grateful to Allah almighty. It couldn t have been simply possible to accomplish this task. and provided us with such thought provoking ideas. without her thoughtful guidance and expertise. I would like to conclude by saying that all errors. for enabling me to fulfill this tiring but interesting job for the completion of thesis. to help us with this project. Zafar Iqbal Jadoon for his endless support and guidance. We would like to express our heart-felt thanks to instructor Dr.I wouldn t have done justice in presenting this research without mentioning the people around us who have been immense help for us. Page 4 .
if the average tenure of employees in a particular sector is lower than that in other sectors. education. pay. Employee turnover is giving sleepless nights to HR managers in many countries. The primary root cause of this problem is that teachers mainly join Punjab University because of its rich academic history. A widely held believes in these countries is that employees have devel oped bad attitudes due to labor shortage. income level. nature of work. If an employer is said to have a high turnover. gender. Similarly. The major factors that cause the employee turnover are the demographic factors (such as age. Page 5 . relative to rate at which an employer gains and losses staff. So after having spend 2-3 years in Punjab university a significant proportion of our faculty members tend to move to private sector universities. perceived alternative employment opportunity (PAEO). that sector can be said to have a relatively high turnover. particularly in jobs which offer higher education and extensive on the job training. and supervision etc. it most often means that employees of that company ha ve a shorter tenure than those of other companies in that same industry.). Turnover is a major problem for many organizations because it is extremely costly for the employer. The reason being the exponential growth of private business universities that offer highly competitive wages to their faculty members. But in a highly competitive business education market this attractiveness of rich academic history may not retain faculty members for too long. The faculty turnover in Punjab University is very high because of sev eral factors. in a human resources context refers to the characteristic of a given company or industry. job hoppi ng.FACULTY TURNOVER ISSUES IN PU ABSTRACT Turnover. job category etc.
1 2.2 1.2 3.3 1.4 Introduction to study _______ 7 7 INTRODUCTION STATEMENT OF THE PROBLEM______________________________ __8 SIGNIFICANCE Problem Statement _______ ___________________8 _9 Chapter 2: 2.3 Data Analysis & Interpetations 18 ANALYSIS _________________________ 18 CONTENT ANALYSIS_________________________________________ _25 THEMES & PATTERS_________________________________________ _27 Chapter 5: Conclusions & Recommendations 5.1 5.1 1.2 RECOMMENDATIONS CONCLUSIONS 28 _____28 _____29 APPENDIX 31 Page 6 .3 Research Design 15 ______15 CONCEPTUALIZATION METHODOLOGY_________________________________________ ____16 RESEARCH QUESTIONS______________________________________ _17 Chapter 4: 4.2 4.FACULTY TURNOVER ISSUES IN PU TABLE OF CONTENTS Chapter 1: 1.1 3.1 4.2 Literature review 10 10 EFFECTS OF DIFFERENT VARIABLES SUMMARY_________________________________________________ 14 _ Chapter 3: 3.
If an employer is said to have a high turnover.FACULTY TURNOVER ISSUES IN PU INTRODUCTION TO STUDY 1. that sector can be said to have a relatively high turnover. if the average tenure of employees in a particular sector is lower than that in other sector s. such as time taken to select and recruit a replacement. Similarly. Turnover is frequently calculated as the ratio of the number of employee s separation during a month to the number of employees on the payroll at the middle of the month. When accounting for the costs (both real costs. High turnover is part of broader set of problems including lowered production and quality. and also opportunity costs. in a human resources context refers to the characteristic of a given company or industry. such as lost productivity). Employee turnover is giving sleepless nights to HR managers in many countries in Asia.1 INTRODUCTION Turnover. Employees are believed to job -hop for no reason or even for fun. the cost of employee turnov er to for-profit organizations has been estimated to be up to 150% of the employees' remuneration package. particularly in jobs which offer higher education and extensive on the job training. Page 7 . A widely held believes in these countries is that employees have developed bad attitudes due to labor shortage. relative to rate at which an employer gains and losses staff. it most often means that employees of that company have a shorter tenure than those of other companies in that same industry. Turnover is a major problem for many organizations because it is extremely costly for the employer. For instance found in a study with three -person groups. that groups with turnover produced significantly fewer products than did those without turnover.
or that too few faculty members give satisfactory performance due to unrealistic expectations or poor candidate screening. supervision. Low turnover indicates that none of the above is true: faculty members are satisfied.3 SIGNIFICANCE The major significance of this research is to recognize the problem of turnover in the Punjab University. Page 8 . organizational commitment etc. perceived alternative employment opportunity (PAEO). nature of work. pay. job hopping. The major factors that cause the employee turnover are the demographic fa ctors (such as age.). 1. Thou the research will be conducted with constraints and restricted sample size(IAS. job category etc.IBA. education. gender. This research will look into the affects of faculty turnover in the Punjab University will be studied.2 STATEMENT OF THE PROBLEM High turnover means that faculty members are unhappy with the work or compensation. absenteeism and accidents. and their performance is satisfactory for the university. This study will help us in identifying the caus es of turnover and its hazardous effects on the Punjab University. income level. It will identify the causes of turnover and its effects on Punjab University. low satisfaction with superiors. work anxiety.FACULTY TURNOVER ISSUES IN PU higher costs.IBIT) but for sure it will broaden the horizons for future management issues in Punjab University. healthy and safe. 1. but it can also indicate unsafe or unhealthy conditions.
4 RESEARCH OBJECTIVES 1 Identifying the root cause of high faculty turnover in Punjab University. 2. Page 9 . 3. Give my recommendations based on the thorough analysis of the problem g ive.FACULTY TURNOVER ISSUES IN PU 1. Examining the possible effects of faculty turnover on the management issues.
Employee Turnover: a meta -analysis deduces that the presence of a union is related to turnover. Cotton and Jeffrey M. age and tenure as the predictors of turnover. For clarity. intrinsic values of work and job autonomy. Possible correlates of turnover were selected from reviews of turnover and studies involving the turnover process. Pettman s (1973) categorization of corr elates is employed. work-unit size.FACULTY TURNOVER ISSUES IN PU LITERATURE REVIEW 2. Cotton and Jeffrey M. Their analysis showed that the presence of union is a more reliable predictor of turnover. RELATION OF VARIABLES WITH EMPLOYEE TURNOVER: Another reason is the effectiveness of satisfaction. Cotton and Jeffrey M. integration and participation. John L. Mobley (1982) and Pettman (1973) report that personality inventories are at best very marginal predictors of turnover. Tuttle. 1986). Page 10 . Cotton and Jeffrey M. organizational size. Muchinsky and Tuttle (1979) and Muchinsky (1980) conclude that task repetitiveness show s a very consistent positive relationship with turnover (John L. career variables. vacancy rates. job stress. Muchinsky and Tuttle (1979). Presence of Unions: John L. (John L. Porter and Steers (1973) report promotion to be consistently rela ted to turnover. Tuttle in their study. Tuttle addressed variables including layoff rates.1 EFFECTS OF DIFFERENT VARIABLES ON TURNOVER 1. 1986). Porter and Steers (1973) and Price (1977) report pay to be negatively relate to turnover. Tuttle.
and intelligence were found to be weakly. 2. 1986). They further integrated job avoidance. This review found that education is related to turnover. accession rate. 3. Kinicki in their study generalized a leading depiction of how dissatisfaction evolves into turnover (Hom & Griffeth. such as satisfaction with work itself (John L. Hom and Angelo J. 2001). a conclusion th at contradicts Mobley (1982). age tenure pa overall satisfaction employee perceptions 2. employee perceptions and many other variables were found to be stable and reliable correlates with turnover. Satisfaction with co workers is found to be less reliab ly correlated with turnover than some other factors of satisfaction. pay. concluded that the presence of unions had little or no relationship with turnover. Price (1977). COTTON AND JEFFREY M. overall satisfaction. Cotton and Jeffrey M. Page 11 .g. TUTTLE The meta-analysis concluded that age. Task repetitiveness. Hom and Angelo J. tenure. inter-role conflict and employment conditions into their framework (Peter W. Dissatisfaction And Employee Turnover Peter W. The present review which include many studies. 6. COTTON AND JEFFREY M. 1. e. finds the presence of unions a steady correlate. Tuttle. 1991). TUTTLE involved in employee turnover.FACULTY TURNOVER ISSUES IN PU CONCLUSION OF ANALYSIS CONDUCTED BY JOHN L. Kinicki. Finally Muchinsky and Tuttle (1979) Factors discovered by JOHN L. if at all related to turnover. The meta-analysis also deduced that many earlier findings differs from this review. 4. 5.
Jackofsky. 2001). 1980). turnover may indeed be having a positive effect on overall organizational effectiveness. Job Performance and Employee Turnover Ellen F.. Job satisfaction is probably the most frequently investigated Predictor of turnover (e. is based on the work of Locke (1969). In Ellen F. job complexity characteristics have been shown to have an effect on job satisfaction (Ellen F. 2004). On the ease side of the model. intention to quit. Job satisfaction and Employee Turnover In addition to the organizational identification they also focused on job satisfaction as a Powerful work related attitude. Inclusion of the third primary determinant of turnover. Jackofsky. Job satisfaction stems from sources such as pay satisfaction. and other variables that directly affect individual s abilities to find alternative employment as far as desirability of movement is concerned such variables as age. who argues that the forming an intention is a necessary condition that occurs immediately . The significance of turnover to an organization is dependent on the performance levels of those who stay versus those who leave (Staw. Hom & Kinicki. these would include personal characteristics. (1984) model. 1984). (1984) presented a model that suggest how job performance may relate directly to various forms of employee turnover and to the precursors of turnover. labor market conditions. Jackofsky.g. In contrast organizational identification is a self defining concept that describes the feelings of partial overlap between self and group and an internalization of the organizations core values and central identity features.FACULTY TURNOVER ISSUES IN PU 3. They proposed that organizational identification is associated with turnover intentions and this relation is mediated by job satisfaction (Rolf Van Dick et al. 4. the recognition is given to other partial de terminants of both ease and desirability of movement. job characteristics or the quality of other colleagues and social relationships. If the organization is losing its poorer performers. Page 12 .
Two employee behaviors that are important to many employers are job performance and retention. 1994) Page 13 . Koys showed a slight negative correlation between employee turnover rate and student sati sfaction. Koys (1994). Daniel J. Koys. At last. in his study assumed that employee satisfaction. The analysis of the research conducted by Daniel J. Costs would be lower because a low turnover rate means less hiring and training activities. Koys concluded that HR outcomes influences organizational effectiveness rather than other way around. Daniel J. Effects of Employee Turnover on Organizational Effectiveness The effects of employee turnover on organizational effectiveness. The study by Daniel J.FACULTY TURNOVER ISSUES IN PU 5. organizational citizenship behavior. Employee retention can influence orga nizational effectiveness because more experienced employees would have greater knowledge of organizational and customer goals (Schneider and Bowen. Koys addressed the aspects of performance behavior known as organizational citizenship and employee turnover. (Daniel J. and employee turnover influences result and students satisfaction. Variou s studies have shown that employee turnover does have a negative correlation with organizational effectiveness. 1985).
The Meta analysis of employee turnover by John L. Journals available are basically modeled for the western and the far eastern countries. In the local context. employee turnover may become better understood. organizational structure. gender. Finally they indicated that the type of industry. Cotton and Jeffery M. Additional factors such as organizational size. Future research needs to continue model testing and include or at least acknowledge the variables identified in this review. inadequate research material is available analyze the situation. What is needed is research that determines the re asons of the linkage between the turnover and the variables. commitment. Reason and the effects of employee turnover have been clearly identified in this review. Overall research in employee turnover is has been especially prolific. PAEO. job title and satisfaction with pay were significantly associated with turnover intentions. This current research will be fruitful in finding the adequate relevant data. Now just the effective implementation of the project is required to reckon the conceptualized implications of this research.FACULTY TURNOVER ISSUES IN PU SUMMARY The antecedents of turnover identified by were tenure. job -hopping. Organizational commitment as the only factor that was strongly associated with turnover intention across all the research. With more and better research. Page 14 . education & income level. yet there are no form conclusions as to the turnove r process. Tuttle has identified that employee population frequently will have a significant impact on turnover. and other organizational factors also seem ripe for study. making the research more valuable. commitment. It is no longer valuable simply to link variables with turnover. age. satisfaction with supervision. procedural justice. Secondly they identified that most of the variables are related to turnover and many of the relationships are moderated by other variables. the employee population and nationality all influences turnover. and how these links are moderated by other variables. job characteristics.
3. defined as an employee's feelings about their job. it most often means that employees of that company have a shorter tenure than those of other companie s in that same industry. in a general sense. Page 15 . eye catching designations. If an employer is said to have a high turnover. Attractive offices. an aspect of trade. professional or personal context. etc are some of the lame reasons to change the job. such as Job Satisfaction. defined as the degree to which an employee experiences a 'sense of oneness' with their organization. and Organizational Identification. It st ates that employees change their job for no basic reason or just for fun. 4. Pay Pay may refer to.1 CONCEPTUALIZATION 1. The disparity in the pay will determine the rate of employee turnover as it is considered as the most important factor of employee turnover. the employee's psychological attachment to the organization. a wage or salary earned for work or the process of payment for goods and services. 2. It can be contrasted with other work -related attitudes. Employee turnover The rate at which an employer gains and losses its staff is called employee turnover. Organizational Commitment Organizational commitment is. 5.FACULTY TURNOVER ISSUES IN PU RESEARCH DESIGN 3. Supervision does not mean control of another but guidance in a work. Supervision Supervision means the act of watching over the work or tasks of another who may lack full knowledge of the concept at hand. Job Hopping The concept of job-hopping is relatively new in the industry.
Faculty and main admin dept. most commonly sexism or racism. Glass Ceiling The term glass ceiling refers to situations where the advancement of a qualified person within the hierarchy of an organization is stopped at a lower level because of some form of discrimination. but since the term was coined. "glass ceiling" has also come to describe the limited advancement of the deaf. Employee may perceive more alternative jobs opportunities when the job market is tight and less alternative job opportunities when there is unemployment. presence of unions. turnover intentions. The target population in my research is the total facul ty and the directors of the business schools. Page 16 . glass ceiling.e. 3. commitment. nature of work. Sampling Frame The sampling frame is the list of elements from which the sample may be drawn. pay. lengthening job tenure. The sampling frame of this research includes HODs . disabled. aged and sexual minorities. perceived alternative employment opportunities.FACULTY TURNOVER ISSUES IN PU 6. blind. Perceived alternative employment opportunities (PAOE) PAOE refers to an individual s perception of the availability of alternative jobs in the organization s environment. 7. job hopping. faculty dissatisfaction. Population Target population is defined as the specific complete group of specific population elements relevant to the research project. The questionnaire will also cover the demographic characteristics of the respondents . etc. supervision. organizational culture.2 METHODOLOGY Data will be collected using a questionnaire that w ill contain measures of Faculty Turnover i.
Is employee turnover a good sign? 4. What are the major causes of faculty turnover? 2. To increase the response rate and encourage objective and truthful responses questionnaires will be kept anonymous i.e. no names or designations will be asked.3 RESEARCH QUESTIONS 1. Secondary resources such as journals and internet will also be used for the purpose of this study. Sample size The sample will include the HODs of those respective departments. Does faculty turnover have any effect on organizational culture? 3. y y 3.FACULTY TURNOVER ISSUES IN PU Sampling Technique For this research project I ll use convenience sampling a type of nonprobability sampling which refers to sampling by obtaining units or people who are most conveniently available. My research will also include a random sample of 30 faculty members (10 from each department) and 5 faculty members from the main admin office Tools of data collection y Survey through administering questionnaires will serve as a primary too l of data collection. What are the positive aspects of employee turnover? Page 17 . Survey through interviews with HODs and Faculty members will lead to an in depth knowledge of the related topic and will serve to be a primary tool of data collection as well.
e.0 100 Frequency Percent Strongly Disagree Disagree Can't Say Agree Total 10 5 5 10 30 33.FACULTY TURNOVER ISSUES IN PU DATA ANALYSIS & INTERPRETATIONS 4.0 The main response of this question was inclined towards the strongly disagreement as well as towards agree. considering the living cost their pay is not adequate.0 49.5 33.0 16. Considering the living cost my pay is adequate Valid Percent 33.0 100. i.5 16.1 ANALYSIS Following is the analysis of the questionnaires which I got filled from the PUNJAB UNIVERSITY 1. Page 18 .0 Cumulative Percent 33.0 100.5 64.5 16. 33% of the people sipported the statement that their pay is adequate at all.0 16. 33% of the respondents said that they disagree.5 33.
0 100.5 16.0 In response to this question.0 20. On the other hand.5% of the respondents strongly disagreed with that their nature of work is related to their temperament.0 Frequency Percent Strongly Disagree Disagree Can't Say Agree Strongly Agree Total 5 5 3 6 11 30 16.0 37. 37% of the respondents agreed that the nature of the work is related to their temperament while 20% of them strongly agreed with this.0 100.0 20.0 43.0 63.5 10. Page 19 . while 16. The nature of work is related to my temperament Valid Percent 16.FACULTY TURNOVER ISSUES IN PU 2.0 Cumulative Percent 16.5 % somehow disagreed with this.0 37. 10% of the people were indecisive.5 16.5 33. only 16.0 100.5 10.
33% of the respondents agreed with this notion that they find similarities in between their and their orga nizations values.5 100.0 Frequency Percent Strongly Disagree Disagree Can't Say Agree Strongly Agree Total 1 5 10 10 4 30 03.0 20.5% of the respondents strongly agreed with the idea.0 13.0 53.0 86. While only 13.0 Cumulative Percent 03.0 16.0 16.0 20% of the respondents were having a negative tendenc y towards this question while 33% of them were indecisive.0 13.0 33.5 100. I find my values and my organization s values very much similar Valid Percent 03.FACULTY TURNOVER ISSUES IN PU 3.0 100. Page 20 .0 33.5 33.5 33.
5 100.0 Cumulative Percent 03.5 20.5% of the respondents strongly agreed with the above mentioned notion that they feel proud to tell others that they are the part of their organization.0 26.0 100.0 13. Page 21 .5 100.5% of the respondents agreed with the idea while 36.5 20. 20% of the respondents were indecisive while 16.0 Frequency Percent Strongly Disagree Disagree Can't Say Agree Strongly Agree Total 1 4 6 8 11 30 03.5% of them disagreed and strongly disagreed with the above mentioned statement respectively.FACULTY TURNOVER ISSUES IN PU 4.5 63.0 26.5 36.0 16.0 26.5 36.0 13. I am proud to tell that I am a part of this organization Valid Percent 03.5 36.
5 16.5 16.5% of them disagreed with this concept while 10 % of the respondents were indecisive.5 10.0 00. 16.0 100.5% of the respondents strongly disagreed with the idea that switching job is kind of a fun.0 100.0 A huge 73.0 00.0 00.5 90. To me switching job is kind of a fun Valid Percent 73.5 10.0 00.0 100.0 Frequency Percent Strongly Disagree Disagree Can't Say Agree Strongly Agree Total 22 5 3 0 0 30 73. Page 22 .0 Cumulative Percent 73.FACULTY TURNOVER ISSUES IN PU 5.
0 06. Page 23 .5% of the people strongly disagreed with this idea that they switch job becau se their colleagues do so and 20% of the respondents just disagreed with this opinion. 6 .5 20.FACULTY TURNOVER ISSUES IN PU 6.5 93.0 Frequency Percent Strongly Disagree Disagree Can't Say Strongly Agree Total 20 6 2 2 30 66.5 06.0 100.5% of the respondents agreed that they switch jobs because their colleagues do so.0 Cumulative Percent 66.5 100.5 20.5% of the respondents were indecisive while only a mere 6.0 66.0 06.5 100.5 06. I switch jobs because my colleagues do Valid Percent 66.5 86.
5 % of the respondents strongly disagreed while 26. 6.5 20.5 33.5 20.0 53.5 20. 20% o the respondents were indecisive while 26.0 Cumulative Percent 06.0 100. Only 20% of the people strongly agreed that they often think about quitting.0 26.0 100.5 26.0 26.5% of them just disagreed with the above mentioned notion that the y often think about quitting.5 26.0 80.FACULTY TURNOVER ISSUES IN PU 7.5 20. I often think about quitting Valid Percent 06.5 % agreed that they often think about quitting.0 Frequency Percent Strongly Disagree Disagree Can't Say Agree Strongly Agree Total 2 8 6 8 6 30 06. Page 24 .0 100.0 In response to this question.
5 % of them strongly agreed with this idea.5 100.5 16.0 Cumulative Percent 06.5 100.5 16. Only 12 6.FACULTY TURNOVER ISSUES IN PU 8. 33% of the respondents were indecisive while 16.0 26.5 33.5 23.5 100. 4.5 16. 26. What are the major causes of faculty turnover? RESPONSES y y y y y y Tyrannical and demanding policies that ensure high turnover Firstly it s the pay Better prospects and opportunities outside the organization.0 26.0 There was a mix response in this question.5 % of the respondents agreed that their job is stagnant and monotonous while 16.0 56. I feel my job is very stagnant and monotonous Valid Percent 06.5 33.2 CONTENT ANALYSIS 1. lack of benefits in the organization Due to less satisfaction with reward Organization s culture and the average workplace environment Page 25 .5 16.0 83.5% of the respondents strongly disagreed with this idea.5 % disagreed that their job is very stagnant and monotonous.0 Frequency Percent Strongly Disagree Disagree Can't Say Agree Strongly Agree Total 2 5 10 8 5 30 06.
which is not at all good No. Page 26 . Is employee turnover a good sign? RESPONSES y Yes. Does faculty turnover have any effect on organizational culture? RESPONSES y y y No it will not Yes. replacement or frequent changes are not good Definitely not a good sign y y y y 4. this shows the policies implemented are producing results but does not necessarily means that the employe es are happy Yes. it will negatively affect our organization Yes.FACULTY TURNOVER ISSUES IN PU 2. leave the job more often No. it creates a negative impact not only in the organization but also outside the organization 3. people who are not able. experience is replaced by new. What are the positive aspects of employee turnover? RESPONSES y y Employee turnover sometimes eliminates the poor performers Excessive turnover is not a good sign however nominal turnover is a good sign.
o Employee turnover sometimes eliminates the poor performers y Respondents were of the view that turnover affects the organization culture. it will negatively affect our organization Yes. obviously Yes its certainly will affect the organization o o Page 27 . This is evident by the following responses. This is evident from the following responses. people who are not able. o o Yes.3 Themes and Patters y Most of the respondents were of the view that if their employees are paid well only then they will be loyal to the university. o o Yes.FACULTY TURNOVER ISSUES IN PU 4. This is evident from the following responses. leave the job more often Excessive turnover is not a good sign however nominal turnover is a good sign. it creates a negative impact not only in the organization but also outside the organization Yes. o o We pay them good and that forces them to stick with us. employees can be loyal only when they have job security and benefits that they can avail As far as their work is properly rewarded They seems to be loyal because they are paid well o o y Some respondents said that employee turnover is a good sign.
The senior of employee must understand and try to minimize the problems of its subordinates. Turnover issue can be reduced by minimizing the the effect of politics.FACULTY TURNOVER ISSUES IN PU CONCLUSIONS AND RECOMMENDATIONS 5. The reasons of employee turno ver identified are not of the types that are impossible to cure. HR department must provide its role in recruiting and laying of f the employees. the employees of the university which is comparatively spread over on the larger region were satisfied or dissatisfied with the university. workplace politics and some other factors which forces them to switch off their jobs. HR department must analyze periodically the performance of the employees and give recommendations for the improvement. Following are the some recommendations I ll recommend o n the basis of my survey which I conducted from the employees of the university. which looks all the Problems regarding employees. y y y y We can retain the employees by giving them good pay scale. Thus organizations should adopt such policies which help in reducing the employee turnover as it badly affects the repute as well as the economic condition of the employer. Proper planning is required on the part of the employer in order to eliminate the menace of Employee Turnover from the organization.1 RECOMMENDATIONS According to my survey. y There should be a proper HR department in the university. May be because of the level of pay. We can retain employees by giving them health benefits and improving this standard. y y Page 28 .
There are both direct and indirect costs. if the average tenure of employees in a particular sector is lower than that in other sectors. both real costs. Direct cost relate to the leaving costs. unnecessary overtime and low morale. On the other hand. Thus by considering these costs one should effectively hire the workforc e and remunerate them accordingly in order to reduce the turnover rate. Similarly. replacement costs and transitions costs. relative to rate at which an employer gains and losses staff. the cost of employee turnover to organizations has been estimated to be up to 150% of the employees' remuneration package. that sector can be said to have a relatively high turnover. reduced performance levels. it most often means that employees of that company have a shorter tenure than those of others in that same industry.FACULTY TURNOVER ISSUES IN PU y y Turnover problem can be minimized by decreasing the impact of unions. such as lost productivity. When accounting for the costs i. If an employer is said to have a high turnover. and also opportunity costs.e. such as time taken to select and recruit a replacement. Many reasons of employee turnover are identified which can be useful in order to restrict the turnover rate to a nominal level. This problem can also be reduced by giving the proper reward according to the performance. y Turnover issue problem can be control by giving the proper and more facilities to its employees if we compare it with other universities. while indirect costs relate to the loss of production. 5. turnover intention is one of the alarming issue needs to be tackled on Page 29 .2 CONCLUSION Turnover refers to the characteristic of a given company or industry.
Page 30 . I hope the findings of thi s research will help in determining the possible outcomes to reduce the employee turnover rate and the turnover intentions among the employees. Discussing with them the reasons of such behavior will give them a positive feeling and might reduce the turnover intentions if any. ultimately strengthening the organization.FACULTY TURNOVER ISSUES IN PU the urgent basis. Employer should identify such employees and then mentor them in order to preserve them for future. Turnover intentions are basically due to absence and sluggishness.
FACULTY TURNOVER ISSUES IN PU APPENDIX QUESTIONNAIRE 1. Considering the living costs. I find that my value and the organization s values are very much similar. Strongly Disagree 1 2 3 4 Strongly Agree 5 3. I switch jobs because my colleagues do so. To me switching job is kind of a fun. Strongly Disagree 1 2 3 4 Strongly Agree 5 Page 31 . Strongly Disagree 1 2 3 4 Strongly Agree 5 5. Strongly Disagree 1 2 3 4 Strongly Agree 5 4. my pay is Not Adequate 1 2 3 4 Adequate 5 2. I am proud to tell others that I am a part of this organization.
Strongly Disagree 1 2 3 4 Strongly Agree 5 Page 32 . I feel my job is very stagnant and monotonous Strongly Disagree 1 2 3 4 Strongly Agree 5 8. I often think about quitting.FACULTY TURNOVER ISSUES IN PU 6. The nature of work is related to my temperament Strongly Disagree 1 2 3 4 Strongly Agree 5 7.
Does faculty turnover have any effect on organizational culture? ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ _______________________________________________________________ 3.FACULTY TURNOVER ISSUES IN PU INTERVIEW GUIDE Reasons of Employee turnover and Turnover Intentions in Punjab University 1. What are the major causes of faculty turnover? ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ _______________________________ ________________________________ 2. Is employee turnover a good sign? ___________________________________________________________________________ ______________ _____________________________________________________________ ___________________________________________________________________________ _______________________________________________________________ 4. What are the positive aspects of employee turnover? ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ __________________________________ _____________________________ Page 33 .
FACULTY TURNOVER ISSUES IN PU Page 34 .
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