Job Dissatisfaction and Employee Turnover: A

Qualitative Case Study in Thailand

GROUP 4 :
ANJALI VERMA
AMIT UPHADHYA
ANMOL SINGH
ANMOL DWARA

FACULTY : DR.Rani Jaiswal mam

 introduction

Job satisfaction is a major issue for organizations around the world. It is crucial to
investigate and scrutinize aspects of employee turnover and job dissatisfaction for
both employee and employer purposes. Notably, understanding turnover issues can
help organizations and executives identify and implement ways to make individuals
feel valued and wanted. Furthermore, if the reasons that push employees to quit their
jobs are better understood it can help organizations diagnose and assess turnover
problems in order to prevail over this dilemma.
 The Bigger Picture: Employee Turnover
Factors
 Job Satisfaction: Employees who are satisfied with their jobs are more likely to stay. Factors
influencing job satisfaction include the work environment, relationships with colleagues and
supervisors, and the perceived fairness of pay and promotions.

 Work-Life Balance: Employees often value a balance between their work and personal lives.
Organizations that support flexible work arrangements or provide benefits that promote work-life
balance may experience lower turnover.

 Compensation and Benefits: Competitive salaries and comprehensive benefits packages are
crucial for retaining talent. If employees feel they are not adequately compensated for their
contributions, they may seek opportunities elsewhere.

 Career Development Opportunities: Employees are more likely to stay with a company that
provides opportunities for professional growth and development. This includes training programs,
mentorship, and clear paths for career advancement
The Interview Process and Data Collection
and Analysis
• Arranged data according to the subjects raised;
• Displayed respondents’ responses in line numbers to build up some codes from the
respondents’
• answers;
• Developed inclusive illustrations and descriptions;
• Defined categories;
• Reviewed each category or each interview session;
• Measured miscellaneous data to develop an inclusive description of the whole
process; and
• Drafted and redrafted their study and analysis.
The Model and Framework for Understanding Employee
Turnover
 . What will be the most important steps in addressing the turnover
issue, should the university decide it is an actual problem?

• Conduct a Turnover Analysis:

• Assess Job Satisfaction and Morale:
• Evaluate Compensation and Benefits:
• Invest in Professional Development:
• Enhance Leadership and Management Practices:
• Promote Work-Life Balance
 The Problem, the Analysis, and the Benefit

• With their models and framework, researchers assessed the importance of

several employee turnover motives and push and pull factors in order to craft
suggestions for improving job satisfaction and reducing employee turnover.
For example, researchers found that a main driver of job dissatisfaction and
employee turnover in the college was negative perceptions, including the
belief that regardless of what the employees strove to accomplish, no
recognition or incentives would be received. Researchers drew on
background research and interview data identifying job dissatisfaction as a
likely predictor of low level of organizational commitment and, thus
hypothesized that, it is essential to maximize the employee’s level of job
satisfaction, in order to have positive feelings and actions toward the
organization.
Assess the university’s exit interview process. Was it sufficient
to diagnose and evaluate the employee turnover problem?
1. Interview Structure and Questions:
1. Evaluate the structure of the exit interviews. Are the questions comprehensive enough to gather meaningful insights
into the reasons for employee departures?
2. Ensure that the questions cover a range of topics, including job satisfaction, leadership, work environment,
compensation, and opportunities for professional growth.
2. Anonymity and Confidentiality:
1. Assess whether the exit interview process ensures anonymity and confidentiality. Employees are more likely to
provide honest feedback if they feel their responses will be kept confidential.
2. Consider whether there are mechanisms in place to aggregate and analyze data without revealing individual
responses.
3. Timing and Accessibility:
1. Examine whether the exit interviews are conducted in a timely manner. Delayed interviews may result in less
accurate and detailed feedback.
2. Ensure that the process is accessible to all departing employees, regardless of their position or level within the
university.