EMPLOYEE TURNOVER AND RETENTION STRATEGIES: A CASE STUDY OF

URWEGO OPPORTUNITY BANK.

KANYAMBO JOHN

MBA/0341/12

A RESEARCH PROPOSAL SUBMITTED IN PARTIAL FULFILLMENT OF THE AWARD

OF A DEGREE OF MASTER OF BUSINESS ADMINISTRTION (HUMAN RESOURCES

MANAGEMENT) MOUNT KENYA UNIVERSITYOF THE OPEN UNIVERSITY.

DECLARATION

This research is my original work and has not been presented to any other institution. No part of

this research should be reproduced without the authors’ consent or that of Mount Kenya

Supervisor(s).

Name: Kanyambo John

Sign…………………………………………Date ………………..

Interview Mifotra 17/3/2015.

Time: 2:30pm
DEDICATION

This work is dedicated to my Parents, brothers my Wife Uwangabe Jesca and my Sons Cyusa

Allan, Nziza Davis and Neza Adson for enduring my absence.

ACKNOWLEDGEMENT

I first of all thank almighty God for giving me health and ability to successful undertakes this

study.

Mrs. Purity, my research supervisor; for her kindness, understanding and professional guidance

and encouragement and as a woman who shown confidence in me.

I strongly thank the Government of Rwanda for sponsoring and the care you showed me and the

contribution to my social and academic success.

The respondents who supplied me with data, my work is how it is because of you.

ABSTRACT

The aspiration to conduct this dissertation was due to the increase rate of employees’ turnover in

Urwego Opportunity Bank. Every organization needs employees who are loyal and work hard

with full dedication to achieve the organization’s objective. It is essential for the management to

retain its valuable employees who think in favour of the organization and contribute their level
best. The contemporary business climate has found an increase of high demand on firms to

attract and retain quality employees with technical skills, experience and knowledge. The

objective of the study is to investigate the factors for employee turnover and retention strategies

in UOB. In order to achieve this objective, the study employed both primary and secondary data

methods. The primary data were collected by using questionnaires which were distributed to

various employees. Secondary data were collected from various sources such as books, journals,

circulars and the internet. The data were analyzed and the findings indicate that, managerial

controllable factors such as Low salary or inadequate compensation package, unequal treatment

of workers, lack of employee involvement in decision making, lack of promotion and

recognition, job stress and poor working environment contribute in employee turnover in UOB.

The general implication drawn from the findings is that, there is no formal retention strategy at

the bank. This calls for the new initiative by the bank to come up with good retention strategy

and redesign HRM policies that will achieve positive behavioral, performance and financial

outcomes.

ACKNOWLEDGEMENT

I thank the Almighty God for His Graces, which enabled me to complete this work. In a special

way, I express my sincere thanks and gratitude to Mrs. Purity, (Supervisor) for her direction,

corrections and suggestions particularly on how I should undertake this work and his time spent

in reviewing my work.
I extend my gratitude to my colleagues for their cooperation, encouragement, constructive

criticisms, intellectual support and guidance. Accomplishment of this work would have been

impossible in the absence of data; many thanks are due to all respondents from UOB for their

kind cooperation towards successful completion of this work. Be blessed always.

0727625477
TABLE OF CONTENTS

TITLE PAGE …………………………………………………………………………….i

CERTIFICATION ……………………………………………………………………….iii

COPYRIGHT ……………………………………………………………………………..v

DECLARATION …………………………………………………………………………v

DEDICATION ……………………………………………………………………………VI

ABSTRACT ……………………………………………………………………............vii

ACKNOWLEDGEMENT ………………………………………………………………...xi

LIST OF ABBREVIATIONS……………………………………………………………..xii

TABLE OF CONTENTS …………………………………………………………………ix

CHAPTER ONE

INTRODUCTION ……………………………………………………………………1

Background to the study ……………………………………………………………….1

Employee Turnover in Tanzania ………………………………………………………4

Statement of the Problem ………………………………………………………......6

Research Objectives ……………………………………………………………...........7

General Objectives …………………………………………………………...........7

Specific Objectives …………………………………………………………………….....7

1.5 Research Question ……………………………………………………………………7

1.6 Significance of the study ………………………………………………………..........8

1.7 Limitation of the study…………………………………………………………….......8

CHAPTER TWO

2.0 LITERATURE REVIEW ………………………………………………………......9

2.1 Introduction …………………………………………………………………………...9

2.2 Conception Framework Model ……………………………………………………….10

2.3 Classification of Employee Turnover …………………………………………..........15

2.4 Employee Turnover levels ……………………………………………………........15

2.5 Types of Employee Turnover ………………………………………………………18

2.6 Theoretical framework ……………………………………………………………..18

2.6.1 The Expectancy Theory …………………………………………………………..18

2.6.2 Equity Theory ……………………………………………………………….........19

2. 6.1 Empirical Literature review ………………………………………………………22

2.6.1.1 The impact of motivational variables in influence Retention and reduction

of employee turnover ………………………………………………………………......22

2.6.1.2 The relationship between employee satisfactions and turnover ………………..23

2.6.1.3 The Relationship between employee turnovers and employee

Compensation…………………………………………………………………………....25

2.6.2 Influences/ causes of employee turnover ………………………………………….25

2.7 Research Gap ………………………………………………………………………..28

LIST OF TABLE

Table 4.1: Data collected by the researcher ……………………………………….........37

Table 4.2: Originality of factors of labour turnover…………………………………….38

Table 4.3: Satisfaction of employees based on age ……………………………….........38

Table 4.4: Leaving the existing job due to better job offer.….…………………………39

Table 4.5: Satisfaction of employees based on experience.............................................39

Table 4.6: Availability of Retention Strategy ………………...…...……………………40

Table 4.6: Variables for Retention Strategy ……………………………………………40

ABBREVIATIONS

HRM Human Resources Management

HR Human Resource

TCCIA Tanzania Chamber of Commerce, Industry and Agriculture

 EMPLOYEE TURNOVER AND RETENTION STRATEGIES: A CASE STUDY OF

URWEGO OPPORTUNITY BANK.

CHAPTER ONE

1.0 INTRODUCTION

Beadles et al. (2000) found a positive and significant correlation between job retention and

organizational performance. Campion (1991) found that inescapable turnover was

characteristically viewed as critical to an organization. The notion that turnover decreases the

organizational performance was supported by the most of researchers. Mobley (1982) suggested
that turnover might interrupt job performance when an employee who intended to leave became

less efficient and effective. Shaw, Gupta, & Delery, 2002 found empirically that voluntary

turnover was associated with the inferior organizational performance.

Other researchers suggested that turnover could improve performance. One probable advantage

of turnover was the exclusion of poor performing employees (Price1989). Furthermore, Staw et

al; (1986) proposed that turnover might enhance performance if most of the turnover was by

employees with longer or very short tenure.

According to Reggio (2003), employee turnover “refers simply to the movement of employees

out of an organization”. It is a negative aspect, which might lead to the failure of employee

retention strategies in the organizations. “Leaving of job appears to reflect significant work place

problems, rather than opportunities for advancement into better Jobs”(Holzer and Wissoker,

2001). Turnover of employees disrupts teams, raises costs, reduces productivity, and results in

lost knowledge. So, it is essential for the management to realize the importance of employee job

satisfaction. It was estimated in a study by Abbasi & Hollman in 2000 that American industries

incurred $11 billion annually as a result of voluntary and involuntary turnover. This cost was due

to termination, advertising, recruitment, selection and hiring.

Turnover also produced ethereal costs, such as declining morale, and the interruption of social

and communication patterns as noticed by Mobley, in 1982. Beadles et al., (2000) stressed the

study of turnover as a well-researched area which was one of the major interest in organizational

behavior. Shaw (1999) studied the association between employee turnover and organizational
culture and Kaak, Feild, Giles, and Norris in 1997 explored the concept of turnover culture

amongst lower staff. Some studies by Pizam & Ellis, (1999) recommended retention programs

that could diminish turnover and its cause and effects. Realistic job previews, job enrichment,

socialization practices were included. Boles et al. (1995) studied to make use of the pre-

employment application demographics to reduce employee turnover. Hampton, 2000; Shanahan,

2000; Schreiber, 2000; Baumann, 2000 studied that the literature was also immersed with

recommendations to undertake turnover and reduced retention.

In their study, Pinkovitz et al. (2004) attempted to know how much an organization is more

likely to spend to ensure getting an adequate return on investment (ROI) in employees. Turnover

direct costs enclose factors such as termination, vacancy, recruitment and selection, orientation

and training. Other indirect costs can encompass such factors as lost of productivity of

incumbent prior to departure, lost of productivity of co-worker, lost of productivity of the new

hire during initial transition.

By calculating the real cost of employee voluntary resigning, it will be an indicator of what will

worth to retain employees. Reggio (2003) pointed to the formula for computing turnover rates

that the US department of Labor as follows:

Turnover Rate = (Number of separation during the month/Total number of employees at

midmonth) X 100

Therefore in almost any organization, if the management utilizes the information compiled

through the Exit interview system, positively it would result in a controlled turnover and develop

an effective retention strategy (Gray, 2003). Gray (2003) reiterates that organizations need to

assess their typical patterns of turnover pertaining to their own circumstances. However, there

are some general policies that should be considered so as to improve employee job satisfaction.
Employees' job satisfaction is positively correlated with employees' retention. Reggio (2003)

concluded from literature review that: "it is important that organizations strive to keep employees

satisfied. Happy employees may be less likely to be absent from their job voluntarily or to look

for work elsewhere" (P.38). To overcome the negative consequences of turnover, there is a need

to understand the causes and the consequences of turnover in Urwego opportunity bank context.

The study aims to define the main turnover factors in Urwego opportunity bank and develop

general guidelines for employees’ retention strategy within the Bank context.

Lastly, he found that organizational commitment is positively correlated with age, job experience

and duration of service in the actual institution. Cohen 1993; Hom & Griffith 1995 and Allen,

Shore & Griffith 2003 explored that turnover intentions have represented a reliable indicator of

actual turnover and were heavily influenced by job satisfaction. Hom and Griffith (1995)

maintained that employees decided to leave their organization when they become dissatisfied

with their Jobs. Likewise, Meyer & Herschovitch argued in 2001 that when employees were

dissatisfied with their jobs, their desire to remain in their organization started to erode. In fact,

initial consequences of these negative affects, in the form of low job satisfaction were turnover

cognitions.

Background to the Study

Today we are living in a dynamic world. Advancement of information technology has brought to

Centre stage the importance of human resource, more than ever before (Jyothi and Venkatesh,

2006, p.1). In a competitive scenario, effective utilization of human resource has become

necessary and the primary task of organizations is to identify, recruit, and channel competent

human resources into their business operations for improving productivity and functional
efficiency (Ibid). Qualified, motivated, and experienced human resources are also essential in

economic liberalization and globalization era.

Human resource management is the most exciting area in the field of management. The

responsibility of recruiting and selecting the right person for the organization is HRM

department. Since people constitute the cornerstone of any organization, assumes nerve centre in

most organizations. This is the science of managing employee/workforces in an organization. It

ensures right person at right place at right time. It also provides training and development

opportunities for their efficient performance (Khadka, 2009, p. 2). HRM develops practices

which foster teamwork and flexibility and makes the employees feel that they are valued and

their contribution is essential for the development and growth of organization.

Aswathappa (2005) defines HRM as the set of programs, functions, and activities designed and

carried out in order to maximize both employees as well as organizational effectiveness (p. 5). It

is also a process, which consists of the acquisition, development, motivation, and maintenance of

human resource (DeCenzo and Robbins, 2005, p.36). It treats employees as the essential means

of realizing organizational objectives rather than mere objectives (Jyothi and Venkatesh, 2006,

pp. 2-3). It focuses on engendering commitment among employees by winning their hearts

(Ibid).

Human resource is a crucial aspect of HRM. Especially key or talent employees are destiny of

the organization. The retention of those employees is one of the significant issues of

contemporary context. Employee retention is the ability of the management to retain its
employees for a longer period of time. It needs favorable policies and practices, which let the key

employees stick to an organization.

Organizations invest a lot of resources for employees to make them able or corporate ready. High

employee turnover ratio or flyaway of talent employee is the greater loss of the organization. It

can be a problem because of increased recruiting, selection, and training costs and work

disruptions (Robbins and Coulter, p.343).

Newstrom (2007) states excessive employee turnover can have several negative effects on an

organization. They include:

 Separation costs (exist interview time, separation pay, unemployment tax increase)

 Training costs for few new employees(both orientation and skill development instruction;

both formal and informal learning experiences)

 Vacancy costs (temporary help or overtime pay; productivity loss and service disruption)

 Placement costs (attracting, screening, and relocating new hires)

 Morale effects (loss of friendship, concerns about personal job loss during downsizing)

(p.210). citation

Poor compensation and benefits, negative work environment, frustration, constant friction with

their superiors or other members, unfair treatment, lack of recognition; challenging job; job

security; motivation; and opportunity for career development, and etc. are the main causes of

leaving or quitting job by employees. Thus, organization should address these things in time to

retain their key employees.

Jyothi and Venkatesh (2006) suggest the following aspects while attempting to retain employees:

(i) planning ahead, (ii) clarity in job requirements, (iii) identify a good source of recruitment,(iv)

screening and interview, (v) provide challenging work, and (vi) focus on compensation and

working conditions (pp. 94-95).

Employee retention is an important function of HRM. Retaining function comprises the activities

of (i) rewarding employees for performing their job effectively; (ii) ensuring harmonious

working relation between employees and managers; and (iii) maintaining a safe healthy work

environment (Cascio, 2006, p.6). Cascio (2006) also suggests fair treatment of employees, open

communication, face-to-face resolution of conflict, promotion of teamwork, respect for the

dignity of each individual, and pay increases based on merit are essential to retain employees

(p.8).

This study examines and analyzes the employee retention in banking industry case study Urwego

opportunity bank (UOB). A bank is a financial institution that accepts deposits through different

kinds of accounts and lends those deposits either directly or indirectly. Banking industry is

generally a highly regulated and reliable industry in Rwanda.

Problem Statement

Retention of best, talent, and most desirable employees is a key challenge to organization. HRM

department should take a deep concern in their employee turnover rate because it incurs direct

and indirect expenses. Costs of employee turnover seriously impact on organizational

performance and growth.

Statistics from annual report 2012-2014 reveal that 70 employees left UOB between 2012-2014

to join other institutions. This rate of turn culminates to 12.5% per year and according to reports

from Goldman sacks, the healthier rate of turn over should not exceed 5% annually.

Employee retention is one of the big challenges to the organizations. In order to attain corporate

goals organizations have to retain their key employees. Thus, issues relating these have been

drawing the attention, like - Do UOB apply fair HR practices to retain their key employees? Is

there problem of high employee turnover in UOB? Does UOB practice motivational efforts to

retain their talents? Is there talents poaching practice in UOB? Are employees satisfied with their

present job? And does UOB applying employee retention strategies.

In general, at present, not only in UOB, around the world, the organizations have been facing

retention as a big challenge. With this objective this study has proposed to see the reality in the

Urwego opportunity bank.

1.4 Objectives of study.

The primary purpose of the study is to explore employee retention in Urwego opportunity bank.

The specific purpose of the study is to examine and analyze the employee turnover, HR practices

and their relation with employee retention; and strategies for employee retention in the bank.

1.4.1 General Objective

The aim of the study is to investigate the factors affecting Employee turnover in banking sector

specifically in Urwego opportunity bank.

1.4.2 Specific objectives

1. To determine the factors this leads to employees’ turnover in UOB.

 2. To investigate whether employees are satisfied with the work if dissatisfied to identify the

reasons.

3. To determine whether there is retention strategies adopted by UOB.

4. To identify the effectiveness of retention strategies that needs to be in place.

1.5 Research Questions

The fast paced business world is affecting several institutions left and right. With this ever

changing business environment, institutions have to adjust in order to be able to remain

competitive. One way of maintaining a competitive edge is retaining and maintaining

staff/employee, specifically, the study is set to answer the following questions:

1. What are the factors which lead to employee turnover in UOB?

2. Are employees satisfied with the work? If dissatisfied what are the reasons?

3. Is there any retention strategies adopted by the bank? If yes are the retention strategies

effective?

4. What is the importance of having a retention strategy to the bank and what are the variables

that the retention strategy should focus?

Significance of the Study

The findings from the study are significant for Academicians, Government and the Bank.

For academicians the study results will contribute to the body of knowledge for better

understanding of the specific factors associated with employee turnover in Urwego opportunity

bank. This knowledge also shall be useful tool for further researches in turnover in other places.

For the bank, findings will help to formulate its motivational policies and come up with effective

retention strategies. These efforts will build a good image of the banking industries, hence

convince skilled, competent and professionals to apply work in the banking sectors.
In completion of the research report the researcher is expected to be awarded with a Masters of

Business Administration of Mount Kenya University.

Limitation of the study.

Although this study focuses on HR practices for employee turnover and retention strategies, it is

acknowledged that this study has some limitations and there is enough room for further study.

The major limitations of this study are as follows:

The research will be based on following limitations:

Firstly, the random sample will be drawn from one single bank. Results from studies on one

specific bank may have limitations to generalizing to other banks, finance companies and other

sectors of the economy and vice-versa.

Secondly, this study is based on available information from secondary and primary sources.

Accuracy of the study will depend on provided information but adequate attention is given to

reliability and validity of the research.

Thirdly, the use of self-report questionnaires may limit ability to draw conclusions about the

casual nature of the relationships (Vlachos, 2008, p.94).

Fourthly, the study covers only three years period i.e. 2012 to 2014. The conclusion will be

based on study period.

Finally, Access to information is very difficult due to reputational risk for the banking industry;

however access to exit interviews and secondary data from UOB, recruitment will provide the

necessary information

These limitations are proof that there is sufficient room for further research. Further research can

clarify other aspects of the HR practices and their impact on organizational effectiveness. Further

research may be on quantitative design in employee retention of banking industry in Rwanda.

Scope of the study

Chapter 1: Scope and nature of the study

This chapter provides background information on why the study was conducted, and also the

discussion of the problem statement and primary and secondary objectives of the study.

Chapter 2: Employee turnover

This chapter provides a literature overview of the concept of staff turnover. It discusses the

different drivers of employee turnover, turnover tendencies and the costs associated with high

turnover.

Chapter 3: Research methodology

This chapter provides insights into the method, e.g. exit interviews used to gather the data.

Chapter 4: Empirical investigation

This chapter will discuss the data analysis and interpretation of the exit interviews.

Chapter 5: Conclusion and recommendations

This chapter will conclude the findings from the empirical study conducted in chapter three and

will provide recommendations to the financial institution.

Organization of the study:

Chapter 1 of this study introduces the problem statement and describes the specific problem

addressed in the study as well as design component.

Chapter 2 presents review of literature and relevant research associated with the problem

addressed in the study.

Chapter 3 presents the methodology and procedures used for data collection and analysis.

Chapter 4 contains an analysis of the data and presentation of the results.

Chapter 5 offers a summary and discussion of the researcher’s findings, implications for practice,

and recommendations for future research.

CHAPTER TWO

2.0 LITERATURE REVIEW

2.1. Introduction

This chapter discusses the main concept of employee turnover; it highlights different theories

and conceptual models derived from reviewed literatures which are relevant to this study and

their implications to the study. It shall as well show various empirical studies conducted on

turnover at different places and time and, then the gaps shall be identified.

Literature review shows the overall scenario of the employee retention as well as its evidence in the

world. The reviewed research articles, thesis or dissertations, etc. were received from friends,

national libraries, journals, publications of banking industry and websites. A review of those studies

will be important in order to develop an approach that can be employed in this study.

Theoretical Literature.

1.3.1 Definition of employee turnover

Turnover can be defined as an employee‘s voluntary decision to leave an organization, thereby

representing an exercise of choice on part of the employee and reflecting some form of decision

process on part of the employee. Voluntary turnover occurs when employees freely choose to

leave the job. Involuntary turnover represents employer-initiated job separations over which

Leavers have little or no say, as is the case with dismissals or lay-offs. There is no doubt that

turnover cannot be wholly eliminated. Unavoidable quits represent those employee separations

that employers cannot control, such as terminations due to childbirth, full-time care for relatives,

family moves, acute medical disability and death (Griffeth & Hom, 2001).
One very interesting notion was proposed by Ghiselli (1974). He explored the personality

characteristics of those people who changed their jobs frequently and came up with an interesting

concept called ‗Hobo Syndrome‘. He defined the ‗Hobo Syndrome‘as ―...the periodic itch to

move from a job in one place to some other job in some other place.‖ He went on to say that ―…

this urge to move seems not to result from organized, logical thought, but rather would appear

more akin to raw, surging, internal impulses, perhaps not unlike those that cause birds to migrate.

Turnover can be defined as the rate of change in the working staff of an organization during a

defined period. Rossano (1985), defined turnover as voluntary termination of participation in

employment from an organization, excluding retirement or pressured voluntary withdrawal, by

an individual who received monetary compensation from the organization.

There are disruptions or shocks that employees may experience and may lead to turnover:

Shocks outside the employer’s control:

Becoming pregnant, being admitted to college and being relocated to another place because of

your spouse‘s job.

Shocks within the control of the employer:

Getting a new supervisor, being passed over for a promotion, being relocated to another place

because of your job.

1.3.2 Cause and effect of employee turnover

In 2007, Brown said that if the various factors that cause an employee to leave their current

employer are considered, it is quite easy to notice two categories: push factors and pull factors.
Pull factors are those reasons that attract the person to a new place of work. In this category we

would have the likes of a better paying job, a career advancement opportunity that they wouldn't

have got in the short term had they stayed with their present employer, and so on.

Push factors are aspects that drive the employee towards the exit door. They make the person

want to leave, make them start thinking about other options, about talking to recruiters, looking

at the job advertisements in the paper, on the internet, etc. In some instances employees will even

go so far as to leave without a new job lined-up.

One just has to accept that pull factors are going to exist. From time to time some employees will

receive offers from competitors that can simply not be matched. Job opportunities will arise that

are so attractive that the employee is almost certain to leave.

Jackofsky (1984), suggested that low job performance is associated with high voluntary turnover,

due to employees realizing that their employment is in peril. Therefore, turnover displays a

curvilinear relationship with low turnover being associated with medium job performance, while

high turnover is associated with extremely good or bad job performance.

Some effects of employee turnover could be:

 Loss of productivity

 Replacing qualified employees

 Poor retention creates a ‗revolving door ‘culture within the organization lowering morale

and confidence.

 Cost of overtime or temporary help

 Recruiting costs

 Interviewing costs

 Time spent in orientation

O‘Connell and Kung (2007) discovered that there are three main components associated with the

cost of turnover:

Staffing: In addition to the cost of recruiting and hiring the person initially, the organization

must now spend a similar amount to hire the replacement.

Vacancy: The period of time where that person is not working in the company results in lost

productivity and potentially lost business.

Training: Employees aren‘t 100% productive from the moment they start. It is therefore

necessary to invest time and resources in training, organization, and development.

Based on the above-mentioned, the following research questions arise. What are the most

important reasons for turnover/resignation in a selected financial institution like UOB?

Empirical Literature

The impact of motivational variables in influence retention and reduction of employee

turnover

According to Samwel S and Chipuza C (2009) conducted a study on Employee retention and

turnover: Using Motivational Variable as a panaceas. A study was conducted in South Africa and

two public and two private sector organizations was examined to study the extent to which

identified intrinsic and extrinsic motivational variables influenced the retention and reduction of

employee turnover in both public and private sector organizations. The research was aimed at

achieving the following objectives: identify and establish the key intrinsic and extrinsic

motivational variables being used by selected public and private sector organizations in retaining

their employees; determine the extent to which the identified intrinsic and extrinsic motivational

variables are influencing employees’ retention and turnover in the selected organizations; and
make recommendations to management of the selected organisations on how to effectively retain

employees and reduce turnover. The study adopted the cross-sectional survey research design,

investigating the extent to which selected motivational variables influence employees’ decision to

either remain or quit an organisation.

The relationship between employee satisfaction and turnover

According Stovel M and Bontis N (2000) conducted a study on the Knowledge Management –

friend or foe. The study was conducted to study the Canadian Financial Services industries as this

industry has transformed itself due to the knowledge – intensive structure it possesses. However

high competition and career minded professionals have created a situation in which leading

financial services firms are losing key human capital each day – capital that can and will be used

against them in the modern, fast-paced labour market. In the fight for the brightest senior

executives, portfolio managers and fund administrator, human resources professionals must pay

attention to the investment they are making in their employees through training and development,

while monitoring reward and recognition programs, so that loss of intellectual capital is kept to a

minimum.

This study examines 19 Canadian financial service firms and their current human capital practice.

Result shows that while human resources managers are effectively managing the people in their

organization through training and development, performance reviews and the effective

management of fluctuating workforce demands. Senior management must be prepared to minimize

the effects on productivity and competitiveness; utilizing turnover contingency planning and

knowledge management strategies. Senior managers who failed to recognize this need will almost

assuredly be left behind, while firm with knowledge management strategies will have the

opportunity to leverage past experience to create future business plans. This study highlights the
need for great attention to be paid to the leveraging of human capital that exists within their

knowledge – intensive workforce. Furthermore, research findings strongly suggest the need to

increase knowledge management behaviors such as the valuation and codification of

organizational knowledge assets.

Another study is that of Tiamiyu L. and Disner J (2009) who conducted a research on ‘A study of

Voluntary External Turnover of Internal Auditors’ that aimed at determines which factors are

relevant to the voluntary external turnover of internal auditors. The research uses knowledge from

audit literature and voluntary employee turnover were it indicates that job dissatisfaction,

organizational commitment and alternative job opportunities are relevant to voluntary turnover of

employees. In this research members of St Louis Chapter were surveyed to determine the

relevance of these factors to the voluntary external turnover of internal auditors for the last five

years.

The result suggested that the availability of alternative job opportunities is more significantly

related to voluntary turnover of internal auditors than their job satisfaction and that organizational

commitment is not significantly relevant to voluntary turnover of internal auditor. Therefore

management should be paying attention to the results of the annual salary survey of internal

auditors conducted by entities to insure that the salary of their auditors is at per with their

counterparts in the organizations. This will reduce the tendency for their auditors to leave

voluntarily due to availably of alternative jobs. This study could serve as useful tool for

management to promote the retention of employees or to facilitate a functional turnover of internal

employees.
The Relationship between employee turnover and employee compensation

Hope J.B and Mackin P.C (2007) also conducted a study on ‘The Relationship between employee

turnover and employee compensation in small business’ The study was conducted in USA and it

aimed at examines the relationship between firm size and employee turnover using estimated data.

It’s used employee data from the national longitudinal Survey of Youth to examine differences in

employee turnover between small and large firm. Two stage estimations technique was used to

determine if small business employees were more likely to stay with their firm or leave to seek

employment at large firms. The impact of demographic, firm size and pecuniary factors on the

likelihood of whether an employee will continue to work for the small business was estimated.

They also use the Cox Proportional Hazard Model to determine the effect of the variables on job

duration.

The result of the finding states that firm size had a positive impact on tenure: other things being

equal, employees of large firms were more likely to remain with their employers than employees

of small firms. Were the reasons that small firms tend to have higher turnover is that they tend to

be newer, hence less stable. They are more likely to close or lay off employees.

This study gives some clue to some of the factor that influences the employee turnover especially

in small firms. So this study shows the stability of the organization is very important for employee

retention.

A literature review will be done to establish reasons, causes and effects of employee turnover in

general as well as in a financial institution by gathering information from resources such as the

internet, articles, journals, newspapers, magazines and text books.

Critical review and research gap identification.

There have been a number of valuable research studies on employee retention. McCann (2004),

Howard and et al. (2007), Trulson (2004, 2007), HR-Focus (2004), Lyons and et al. (n. d.),

Gberevbie (2010), Kaiser and Hawk (2001), Pare and et al. (2008), SCB (2008) etc. have

conducted many researches in the field of HRM and employee retention. However, none of these

studies provides a picture of the employee retention of banking industry. Thus, this study

attempts to fill this gap linking with international research studies

Theoretical framework

A body of theoretical and empirical work has emerged that attempts to minimize voluntary

turnover as discussed here below:-

Retention has a relationship with motivation. Rate of employee retention can be enhanced by

applying motivation theory such as Maslow’s Hierarchy of Needs, Herzberg’ Motivator- Hygiene,

Vroom’s Expectancy Theory, and Stacey’s Equity Theory.

Maslow’s Hierarchy of Needs theory that there is a hierarchy of five human needs: physiological,

safety, social, esteem, and self-actualization (Robbins and Coulter, 2006, p. 393). This hierarchy of

needs relates to retention of employees. Maslow classified the five needs into two blocks- higher and

lower level. Social, esteem and self-actualization needs come under higher level. These are satisfied

internally and higher relation with retention. Physiological and safety needs come under lower level.

These are satisfied externally, they are crucial in employee retention, however must be addressed

other HR practices.

Frederick Herzberg propounded a Motivation-Hygiene theory. Achievements, recognition, work

itself, responsibility, advancement, and growth are motivators and supervision, company policy,

relationship with supervisor, working conditions, salary, relationship with peer, personal life,
relationship with subordinates, status, and security are hygiene factors (Robbins and Coulter,

2006, p.395). Motivators or intrinsic factors increase job satisfaction and reduce employee

turnover and hygiene extrinsic factors create job dissatisfaction. Thus, employer must utilize

positive reinforcement to maximize employee satisfaction and minimize employee turnover.

Victor Vroom’s Expectancy theory suggests that motivation depends on two things-how much

we want something and how likely we think we are to get it (Griffin, 2000, p. 483). The

following diagram summarizes the basic expectancy model (Griffin, 2000, p. 484):

Figure No. 2-1: Vroom’s Expectancy Model based on Ricky W. Griffin

J. Stacey Adams’s Equity Theory is concerned with fairness and equality. Employee compares his

or her job’s input-outcomes ratio with that of relevant others and then corrects any inequity

(Robbins and Coulter, 2006, p. 403). Whenever employees perceive inequity, they’ll act to correct

the situation (Dittrich and et al., 1979). If they got success want stay present job. This theory

emphasizes expected behavior of employees to retain them in the organization.

Conception Framework Model

In conducting this study the researcher will use the Causal Mode of Turnover to determine the

increase of employee turnover in banking. This model was supported by Price, Mueller and other

colleague where they tried to explain the determinants of voluntary turnover based on the

empirical research conducted since 1972 at the University of Iowa (Iowa City). This model aimed

at capturing all variable that explain the voluntary turnover of employees. The core elements of the

model of voluntary turnover are shown below.

According to this model, two environmental variables are viewed as possible determinants of

turnover. These are opportunity and kinship responsibility. Opportunity is the availability of

alternative jobs in the environment and is a labour market variable. It produces greater employee

awareness of alternative jobs in the environment; employees then evaluate the costs and benefits of

the jobs, and if it turns to be greater than the costs, then employees quit their jobs. Furthermore by

comparing their current jobs with alternatives may produce more dissatisfaction, thereby indirectly

increasing turnover. If alternative jobs are not better than the current one, then turnover is not

likely to occur.

Kinship responsibility this is the existence of obligations toward relatives living in the community

whereby employees have strongest obligations such as parents and children. The model present

that kinship obligations produce less turnover. That is, existence of kin living nearby produces a

sense of obligations in the employees and these obligations are most easily fulfilled by remaining

with the current employer and the employee does not quit the job. General training this is the

extent to which the knowledge and skills required for a job are transferable between employers.

The belief is that increased general training produces a greater amount of turnover. That is to say if
a person’s training is shared by other organization he/she is flexible to quit and join other

organization.

Job involvement this is the willingness to exert efforts on the job and has positive impact on job

satisfaction where by reducing turnover. That is to say, highly involved employees exert more

efforts, receive more rewards for this effort, which in turn results more job satisfaction.

Causal Model of Turnover

Opportunity
+

Kinship responsibility
-

+
General training
-
Job involvement Job satisfaction
+

+ve /-ve Affectivity +/- -

- - -
Autonomy +
Turnover
+ Organizational Search Intent to stay
Distributive justice +
commitment behaviour

Job stress -

+ = Positive Relationship
Pay +

+ - = Negative Relationship
Promotional choices +

Reutilization
-

+
Social support +

Causal model of turnover

Figure

Source: Price, L.J. (2000), “Reflections on the determinants of voluntary turnover” International

journal of manpower, Vol. 2, No 7, pp 600-624

Positive and negative affectivity these are dispositional tendencies to experience

pleasant/unpleasant emotional states respectively. They appear similar to job satisfaction. Positive

and negative affectivity may impact job satisfaction in such a way that an employee high in

positive affectivity may selectively perceive the favorable aspects of a job, thereby increasing

his/her job satisfaction. The belief is comfort/feeling good (positive affectivity), motivates staying

while discomfort/feeling negative (negative Affectivity), motivates quitting.

Autonomy this is the degree to which an employee exercises power relative to his/her job.

Autonomy decreases turnover by its positive impact on job satisfaction. Therefore power is an

important determinant of turnover.

Distributive and procedural justice the definition is focused on equity theory that is to say the

extent to which rewards and punishments are related to job performance and rights are applied

universally to all employees. The belief is distributive justice decreases turnover by its positive

impact on job satisfaction.

Price, L.J. (2000), Job stress this is the extent to which job duties are difficult to fulfill. Stress can

be influenced by resources inadequacy, role ambiguity, role conflict and work load. The belief is,

job stress increases turnover by its negative impact on job satisfaction.

Pay this means a reward/money or its equivalents received by an employee as an exchange of

service to an employer. The belief is, pay decreases turnover. That’s to say, an employee who is

paid well is likely to stay with an employer. Low pay increases turnover.
Promotional chances this is the degree of potential occupational mobility within an organization.

This is focused on vertical mobility and availability of internal labour market. The belief is that,

promotional chances decrease turnover indirectly by means of positive impact on job satisfaction

and organizational commitment.

Reutilization this is the extent to which jobs are repetitive. It is the most important technology

variable such as standardization, mechanization, and continuous process. The belief is that,

reutilization increases turnover by its negative impact on job satisfaction.

Social support this is the assistance with job related problems. These assistances include;

supervisory, peer and kinship. The belief is that, supervisory support decreases turnover through its

positive influence on job satisfaction and organisational commitment; peer support is believed to

decrease turnover by a positive impact on job satisfaction.

Job satisfaction and commitment satisfaction is the extent to which employees like their work,

while commitment means loyalty of employees to their employer. Job satisfaction is a determinant

of organisational commitment.

Search behaviour this is the degree to which employees are looking for other jobs whereas intent to

stay is the extent to which employees plan to continue membership with the employer. Search

behaviour is a determinant of turnover. The belief is that, search behaviour increases turnover and

intent to stay decreases it. Employees search for a job then decide to stay or leave their employer.

The model assumes that employees bring expectations into work place, and if the expectations are

met then employees will be satisfied and committed, hence, they will probably remain with the

employer. It also assumes that, there is exchange of benefits between an employer and employees.

The model is said to be practical in work organizations in which the capitalistic democracies are in

force. However, this cannot be generalized, for example, to our context socialistic dominance
whereby working conditions are different from those of our counterparty capitalistic countries. On

the other side, the conditions of this model are useful in giving out a reflection on the determinants

of voluntary turnover which is the key subject in our current study. Therefore the model shall be

useful, henceforth adopted to guide this current study. Price, L.J. (2000),

Classification of Employee Turnover

Employee Turnover is classified in a number of ways. According to (Mathis R.L and Jackson J H

2006), the below classification can be used and various types are not mutually exclusive.

Involuntary turnover this occurred when an employee is terminated for poor performance or work

rule violation. This is triggered by the organization policies, work rules and performance standards

that are not met by employee.

Voluntary turnover occurred when an employee leave by choice. These appears to increase the size

of organization, most likely because larger firm are less personal, permeated by an ‘organizational

bureaucracy’ and have employees who are inclined to move.

Functional turnover this occurred when low performing or disruptive employee leave. Not all

turnovers is a negative for an organization on the contrary some workforce losses are desirable,

especial is those who leave are lower performing, less reliable individuals, or disruptive co-

workers. This can help sub-optimal organization performance although the excessive turnover can

detrimental to the firm’s productivity

Dysfunctional turnover occurred when good performers leave the organization. When this happens

to the organization it results to a negative impact. It can even damage the organization through

decrease of innovation delayed services. Lethargic implementation of new programs and

degenerated productivity (Abassi and Hollman 2000) Example a software project leader left in the
middle of a system upgrade in order to take a promotion at another firm in the city. His departure

caused the system upgrade timeline to slip by two month due to the difficulty of replacing that

project leader.

Uncontrollable turnover employees leave for the reasons outside the control of the employer.

Employees leave or quit for many reasons that cannot be controlled by the organization. These

reasons include: the employee moves out of geographical area, the employee is a student worker

who graduates from the college. Even though some turnover is inevitable many employer

recognize that reducing turnover is crucial. Therefore they must address turnover that is

controllable. Organization are better able to retain employees if they deal with the concerned of

employees that are leading to this type of turnover

Controllable turnover, this occurred when employees leave for the reasons that could be influenced

by the employer.

Types of Employee Turnover

Internal vs. External turnover.

Turnover can be classified in terms of internal and external turnover; whereby internal turnover

involves employees leaving their current job positions and taking new positions within the same

organization. It involves promoting current employees, adding new responsibilities to job titles and

bringing in entry-level employees due to company growth. External turnover means employees

leave the organization or company to seek new jobs, raise families or enter retirement. Staff

turnover can also be observed in terms of positive and negative influences. While positive turnover

involves the creation of new jobs in recognition of a company's expansion, negative turnover

demonstrates a contraction of company finances due to hard times. (www.ehow.com). Internal

turnover can be controlled by human resource mechanisms such as internal recruitment policy and

succession plan. However, the internal turnover is not the subject of this study. (www.enotes.com)

CHAPTER THREE

RESEARCH METHODOLOGY.

Research Methodology is a process of gathering, recording, analyzing, and interpreting the data.

This chapter deals about research methodology used in this study. The basic objective of this

study is to explore employee retention of sample banks and to find out the relation of retention

and its components. For achieving the objective, the following research methodology shall be

followed in the course of conducting the research.

Research Design

The study employed a descriptive survey research design to establish factors that influence staff

turnover in the bank, a case of Urwego opportunity bank. Creswell and Vicki (2007) describes

quantitative research as one in which the investigator primarily uses post positivists claims for

developing knowledge (cause and effect) by use of specific variables, hypothesis and questions to

yield statistical data. The design seeks to capture both qualitative and quantitative aspects of the

study (Zikmund, Babin,Carr& Griffin,2009).

Target Population

Burns and Grove (2001, p.83) defines population as a group of people who share common traits

or attributes of interest to researcher. The specification of the population to which enquiry is

addressed affects decisions that researchers must make both about sampling and resources. In

this study the population consisted of all 250 workers permanently employed at UOB. the

researcher interviewed 40 out of the total employees of the organization.

This study will adopt the systematic random sampling technique to select these staff in the bank.

The justification for this technique is based on the fact that it enables every subject in the
sampling frame to have equal opportunity to be selected without bias in systematic manner

(Ogbeide,1997).

Sample design

The study is going to employ the probability sampling techniques. Saunders (2000) With

probability the chance, or probability of each case being selected from the population is known and

usually equal for all cases. This means that it is possible to answer research questions and achieve

objectives that require you to estimate statistically the characteristic of the population from the

sample. The researcher will divide the selected employees which have a total number of 80

employees into eight regions and each region in will have 10 representatives who will be selected

by using simple random sampling techniques to select ten staff who will form a sample of eighty

(80) people.

Sample Size

Sampling means selecting a given number of subjects to represent the population. Any

statements made about the sample should also be true of the population (Orodho, 2003).The

target population was divided into strata according to functional departments, thereafter sample

size determined by applying (Cooper & Schindler,2003) formula. Simple random method was

used to distribute the questionnaires.

Where: n= Sample size, N= Population size e= Level of Precision.

At 95% level of confidence and P=5, n= 140/1+140(0.05)2 n= 104

Table:

Population Category Sample population size Sample size

 Audit And Security 10 7

Trade Finance 10 7

Credit Administration 10 7

Finance 10 7

Human Resources 5 4

Corporate Banking 15 11

Personal Banking 15 11

Treasury 10 7

Service delivery 55 43

TOTAL 140 104

The study will also include five voluntary exit employees include those who have resigned from

2012 to 2014. This are those known by researcher in term of where they are currently working and

live therefore getting them for interview whether by physical contact or telephone will be practical.

Sampling Techniques

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Data Collection Methods.

Data collection is the crucial step of research. Data can be collected from various sources.

Collected data should represent the real world of the subject matter as far as possible (Baker,

1994).
Data collection method should be systematic or step by step. The data collection steps include

setting the boundaries for the study, collecting information through unstructured or semi-

structured observations and interviews, documents, and visual materials, as well as establishing

the protocol for recording information (Creswell, 2011, p. 178).

There are several techniques of data collection in qualitative research. Wolf and Pant (2007) state

the following techniques of data collection: (i) Depth interviews (conversational, not structured),

(ii) Opinion leader survey, (iii) Historical investigations, (iv) Focus groups studies through video

conferencing, telephone, and on-line using e-mail, chat room, websites, etc., (v) Films,

photographs, and video tapes, (vi) Field notes, (vii) Open-ended questions, (viii) Observations,

(ix) Case studies, like single or cross-case analysis, and (x) Delphi technique (pp. 118-119).

Qualitative data will be collected from primary and secondary sources of data. The primary data

are those which are collected a fresh and for the first time and thus happen to be original in

character (Kothari, p. 95). The secondary data, on the other hand, are those which have already

been collected by someone else and which have already been passed through the statistical

process (Ibid).

Keeping in mind the purposes of the research, both primary and secondary sources of data shall

be used. The study will be used structured, semi-structured, and unstructured questionnaires and

interviews, and observations to obtain primary information from respondents. In addition, I will

use check lists, qualitative and I will maintain diary to collect information.

Secondary data will be collected by visiting different libraries within Kigali, procuring relevant

documents from the concerned offices and authorities.

Data collection Instruments

Exit interviews and exit surveys are two Instruments organizations often use to gather

information about why employees make the decision to leave. As the name implies, exit

interviews involve a one-on-one discussion with the departing employee, either in person or by

telephone. Exit surveys, on the other hand, consist of asking the departing employee to fill out

either an on-line or paper questionnaire (Nalbantian and Szostak, 2004). Each instrument has its

specific advantages and disadvantages, but both are practical techniques that are relatively easy

and inexpensive to use. They can provide concrete data to help with the design of turnover-

reduction strategy. Exit interviews and exit surveys data are useful as a management instrument

only if the responses provided by departing employees accurately and truthfully reflect the real

reasons why they are leaving the organization.

Cyphers (2003), noted that employees are more likely to give truthful feedback when:

 They are provided with assurances that their reasons for leaving are kept confidential and

aggregated in summary reports.

 They are offered specific assurances that they will be protected from supervisory

retaliation, such as negative references and poor treatment of co-workers who stay

behind.

 They believe that the organization has fixed past problems systematically identified in the

exit interview and survey process.

 They believe the reasons for leaving the organization can be provided in a non-

confrontational way (ie some employees are unwilling to tell a management

representative what they disliked about the organization, but would be willing to provide

that information in an anonymous survey, to a neutral third party paid by the agency, or

to a human resources department representative).

Some employees need time to sort out the reasons that brought them to the decision to leave an

organization. Sometimes the real reasons may not surface until several weeks after departure. To

address that problem, some organizations conduct an additional exit interview with a random

sample of their former employees by telephone.

Administration of Data collection instruments.

The researcher will employ deferent data collection instrument depending on the appropriate

strength and validity of the method. And the type of information wanted. The major data

collection methods that will be used are as follows:

 Document search. Existing data such as reports, journals, newsletters, magazines, text

books will be used. In order to achieve the objectives of the study efforts will be made to

consult published Materials on retention of staff strategies in the organization.

 Questionnaires: a questionnaire is a set of prepared or measures to which respondents or

interviews record answers (Joseph, Hair, Barrier, Arthur, money and Phillip, p.184)

stresses the importance of ensuring that the correct research questions are addressed. This

instrument widely employs prepared questions, which are posted to respondents and they

answer without researcher’s interference. The research will use both closed and open

ended questionnaire in order to collect a wide range of data during the study.

The questionnaire for study was divided into four sections; namely:

Section A: Demographic information

Section B: Human Resource strategies

Section C: Organizational factors

Section D: Retention strategies

At the end of the questionnaire, open ended questions were posted related to reasons why

employees leave the organization, and what strategies are used to retain the staff.

Interview schedule: this is the research instrument that facilitates the oral interview method.

Under this, the research tries to get information from the respondents in conversation. This

method was useful to this study as it helps in the investigation of complex and sensitive issues

such as strategies employed to retain employees in the organization.

Reliability and Validity.

Reliability is the degree of consistency between two measures of the same thing (Mehrens and

Lehman, 1987). The measure of how stable, dependable, trustworthy, and consistent a test is in

measuring the same thing each time is reliable (Worthen et al., 1993). It is the extent to which a

test or any measuring procedure gives the same result on repeated trials in similar circumstances.

Reliability refers accuracy and consistency measuring device. We can use suitable method for

reliability of research. Wolf and Pant (2007) suggest the reliability of the measurement may be

obtained by one of the three methods: (I) test-retest or the repetition of the same measure; (ii)

Alternative measurement forms or giving another form of the measure deemed to be equivalent,

and (iii) Spilt-half or dividing a measurement into at least two equivalent parts (p. 153). Gibs

(2007) suggests following reliability procedures:

 Check transcripts to make sure that they do not contain obvious mistakes made during

transcription.

 Make sure that there is not a drift in the definition of codes, a shift in the meaning of the

codes during the process of coding. This can be accomplished by constantly comparing

data with the codes and by writing memos about the codes and their definitions.
  For team search, coordinate the communication among the coders by regular documented

meetings and by sharing the analysis.

 Cross-check codes developed by the different researchers by comparing results that are

independently derived.

The researcher will follow above suggestions to make the study more reliable.

Validity refers to whether a study measures or examines what it claims to measure or examine

(www.holah.karoo.net/reliabilityandvalidity.htm). It is truthfulness. Does the test measure what

it purports to measure? Validity is the extent to which certain inferences can be made from test

scores or other measurement (Mehrens and Lehman, 1987). It is the degree to which they

accomplish the purpose for which they are being used (Worthen et al., 1993). There are three

kinds of validity. They are as follows (Wolf and Pant, 2007):

 Content validation involves assessing the representativeness or sampling adequacy of the

items contained in the meaning of the instrument.

 Construct validation involves understanding the meaning of the obtained measurements.

 Criterion-related validation involves inferring an individual’s score or standing on some

measurement, called a criterion, from the measurement at hand (p. 151).

The researcher will follow above validations to make the study more valid.

Credibility, transferability, dependability and conformability (Trochim, 2008) are the elements of

reliability and validity of the study. Credibility refers believable from the viewpoint of the

participant in the research and transferability refers to generalized ability to other context.

Similarly, dependability refers replicable ability of the research in other subjects and

conformability refers the degree to which the result could be confirmed.

Factors like- methods of data collection, tools and models of analysis, testing, interaction,

response of respondents, bias of researcher etc. directly affect in the validity and reliability of the

study. The study will take into account strictly these factors and will commit in testing and using

relevant instruments and models.

Trustworthy is essential in research. The keen attention will be given in the reliability and

validity to make trustworthy study. Only trustworthy sources will be used in the course of action

and the role of researcher will be mentioned in the study.

Data Analysis Procedure

The analysis of data requires a number of closely related operations such as establishment of

categories, the application of these categories to raw data through coding, tabulation and then

drawing statistical inferences (Kothari, 2008, p. 18). It involves preparing the data for analysis,

conducting different analysis, moving deeper and deeper into understanding the data (some

qualitative researchers like to think of this as peeling back the layers of an onion), representing

the data, and making an interpretation of the larger meaning of the data (Creswell, 2011, p. 183).

Data analysis procedure of this research study would be according to the following model:

Raw Data

Organizing & Preparing Data for Analysis

Obtain General Sense

(Depth, credibility, use of information)

Coding the Data

Themes

Interpreting the Meaning of Themes

Figure No. 3-2: Data analysis model (Creswell, 2011, p. 185)

When primary data will be collected, they shall be systematically sorted. Since they are mainly

the qualitative data, they will be converted into quantitative data using Likert’s 5 scale model,

ranging from best to the worst like 5 (strongly agree), 4 (agree), 3 (undecided), 2 (disagree), and

1( strongly disagree). Then they will be properly tabulated.

Secondary data will be rearranged according to customary accounting principles. They will be

tabulated in the systematic way.

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

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

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

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

whenever required to exhibit and analyze the data.

Ethical Issues

Pratt (2006) stated that, the main ethical debates in qualitative research revolve around the

tensions between covert and overt research, and between the public's right to know and the

subject's right to privacy. Clearly, some practices that might be extremely unobtrusive, such as

observing through a one-way mirror, concealed tape-recording or telephone-tapping are just not

permissible - and might lead to criminal proceedings! Participant observation has, on occasions,

been likened to spying or voyeurism. This study will fully considered the ethical matters of the

organizations. The study will observe the non-negotiable value of honesty and fairness. Respect

for persons will be maintained properly.

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