Employee Turnover

A STUDY OF FACTORS AFFECTING HIGH

TURNOVER AMONG THE JANITORS

AT ABC COMPANY

Chamalie Ahangama Withanage

B.Sc (Hons) Facilities Management

University of Moratuwa

[email protected]

Sri lanka

Institute of Personnel Management

Acknowledge ments

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Acknowledgements

This research is accomplished to be indebted much dedication and admiration of many

people who have contributed in numerous ways. I express my gratitude to each and

every individual for their encouragement, values and ideas, assistance and especially

their commitment towards this research to make it a success.

First and most respectively, I am greatly indebted my supervisor, Mr.Mahendra Silva

for the given interest, encouragement, gentle guidance and support offered through out

of this study. I extend my sincere thanks to Mr. Suneth Hitihamu for his interest,

encouragement and the guidance towards this work as research coordinator.

It is my foremost duty to pay my gratitude to Head, Air Vice Marshal Rohitha

Ranasinghe and all other staff members of IPM for the endorsement they gave me

during the final year as well as during the research period. Also another word of

thanks must go to all non academic staff members of the IPM for valuable help given

whenever I required.

I express my indebtedness to all participants in the survey for their encouragement,

contribution, values and ideas, valuable assistance and especially their commitment

towards this research and the valuable time they spent to make this research

successful. I pay special flourishing thanks to Mr. Sudath Berugoda Arachchi (head of

HR - Abans Environmental (Pvt) Ltd) for special assistance of this research.

Finally I express my heartfelt thanks for my family members, relations, colleagues for

giving me an outstanding company to make this research possible.

Chamalie Ahangama Withanage

15th September 2012

Dedicat i on…

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Dedication...

To My

Beloved Parents…

Dec lara t ion

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Declaration

I hereby declare that this submission is my own work and that to the best of my

knowledge and belief, it contains neither materials published or written by another

person nor material which to a substantial extent has been accepted for the award of

any other degree or diploma or university or other institute of higher studies, except

where an acknowledgement made in the text.

…………………..…… ……………………..

Chamalie Ahangama Withanage Date

Institute of Personnel Management

Abbrev iat ions

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Abbreviations

AES- ABC Enviromental Services (Pvt) Ltd

Abstrac t

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Abstract

ABC is janitor based company and the performance of janitor is a significant

component towards the overall company performance. Company performance can

certainly be enhanced by doing labour turnover analysis and diagnostics, leading to

enhance efficiency of labours. . Labour turnover has been one of the major research

areas in janitorial industry. The reason is that, in almost janitorial industry is a major

industry which seriously affected by labour turnover issue.

The attempts were made to identify and analyze the factors of labour turnover among

janitors in ABC company according to managers’ perspective and janitors’ perspective

criteria of personal reason, salary, organizational reason and management style.

Questions were then formulated to extract a set of exclusive factors and their levels of

influence on labour turnover and distributed among janitors and managers who work

in janitorial sites. Level of influence of each factors of labour turnover were analyzed

through the mean value of the factors and significance factors were identified through

percentage of importance.

It is very important to select the suitable strategies to overcome increasing labour

turnover issue. Efficiency of labours has a close link to quality and productivity

improvements of the company. Therefore, managing labour turnover in successful

manner is essential for surviving and it will enhance company’s market

competitiveness.

Keywords: Labour turnover, Factors affecting, sources of turnover, ABC company

(janitorial industry)

Ta b le o f C on te n t s

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Table of Contents

Acknowledgements ......................................................................................................... I

Dedication... ................................................................................................................... II

Declaration .................................................................................................................... III

Abbreviations ............................................................................................................... IV

Abstract .......................................................................................................................... V

Table of Contents ......................................................................................................... VI

List of Figures ............................................................................................................ VIII

List of Table ................................................................................................................. IX

Chapter 01 ..................................................................................................................... 1

1 Introduction ............................................................................................................. 1

1.1 Background ......................................................................................................... 1

1.2 Problem Statement .............................................................................................. 2

1.3 Objectives ........................................................................................................... 2

1.4 Scope and limitation ........................................................................................... 2

1.5 Methodology ....................................................................................................... 2

1.6 Chapter Breakdown ............................................................................................ 3

Chapter 02 ..................................................................................................................... 5

2 Sources of Labour Turnover ................................................................................... 5

2.1 Introduction ......................................................................................................... 5

2.2 Approaches to Employee Turnover .................................................................... 5

2.3 Overview of company ......................................................................................... 6

2.4 Types of Turnover ............................................................................................... 9

2.5 Methods of Identifying Reasons for Staffs Turnover ....................................... 10

2.6 Relationships among Turnover and Productivity ............................................. 11

2.7 Effects of turnover on an organization .............................................................. 12

2.8 Measuring Turnover .......................................................................................... 12

2.9 Factors Leading to Turnover ............................................................................. 13

2.10 Preventive actions to reduce turnover ............................................................... 20

2.11 Strategies to overcome employee turnover ....................................................... 21

2.12 Summary ........................................................................................................... 22

Chapter Three ............................................................................................................. 23

3 Research Methodology ......................................................................................... 23

3.1 Introduction ....................................................................................................... 23

3.2 Research Design/Methodology ......................................................................... 24

3.3 Summary ........................................................................................................... 28

Ta b le o f C on te n t s

Institute of Personnel Management VII

Chapter 04 ................................................................................................................... 29

4 Research Findings and Analysis ........................................................................... 29

4.1 Introduction ....................................................................................................... 29

4.2 Details of the Sample ........................................................................................ 29

4.3 Results of Questionnaire and Interview ............................................................ 30

4.4 Data analysis techniques ................................................................................... 31

4.5 Sources of labour turnover janitors’ perspective Vs. Managers’ perspective .. 41

4.6 Summary ........................................................................................................... 42

Chapter 05 ................................................................................................................... 43

5 Conclusions and Recommendations ..................................................................... 43

5.1 Recommendations for managers ....................................................................... 45

5.2 Recommendations for Academic Researchers .................................................. 45

5.3 Contribution to Knowledge ............................................................................... 46

References .................................................................................................................... 47

L i s t o f F ig ure s

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List of Figures

Figure 1.1: Chapter Breakdown ......................................................................................4

Figure 2.1: Organization structure of ABC Company ....................................................8

Figure 2.2: Type of turnover ...........................................................................................9

Figure 3.1: Research Process ........................................................................................23

Figure 3.2: Nested Research Methodology (Kagioglou et al., 2000) ............................24

Figure 4.1: Labour turnover factors in personal reason ...............................................32

Figure 4.2: Percentage Labour composition for age group ..........................................33

Figure 4.3: Labour turnover factors in work environment ............................................35

Figure 4.4: Labour turnover factors in salary and recognition......................................37

Figure 4.5: Labour turnover factors in organizational management style ....................38

L is t o f Tabl es

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List of Table

Table 2.1: Employee turnover statistical data .................................................................... 7

Table 4.1: Out put of Cronbach’s Alpha test for perspectives ......................................... 30

Table 4.2: Significance of factors influencing labour turnover in personal reason ......... 32

Table 4.3: Percentage Labour composition for age group ............................................... 33

Table 4.4: Significance of factors influencing labour turnover in work environment ..... 34

Table 4.5: Significance of factors influencing labour turnover in salary and recognition37

Table 4.6: Factors influencing labour turnover in organizational management style ...... 38

Table 4.8: Ranking of factors – Janiors’ perspective Vs Managers’ .............................. 41

CCHHAAPPTTEERR 0011

IINNTTRROODDUUCCTTIIOONN TTOO TTHHEE RREESSEEAARRCCHH

C H A P T E R O N E In t roduc t ion

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Chapter 01

1 Introduction

1.1 Background

The term “turnover” is defined by Price (1977) as: the ratio of the number of

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

the average number of people in that organization during the period. Managers refer to

turnover as the entire process associated with filling a vacancy: Each time a position is

vacated, either voluntarily or involuntarily, a new employee must be hired and trained.

This replacement cycle is known as turnover (Woods, 1995).

These employees are extremely crucial to the organisation since their value to the

organization is essentially intangible and not easily replicated (Meaghan et al, 2002).

Therefore, managers must recognize that employees as major contributors to the

efficient achievement of the organization’s success (Abbasi et al, 2000).

Organizations invest a lot on their employees in terms of induction and training,

developing, maintaining and retaining them in their organization. Therefore, managers

at all costs must minimize employee’s turnover. Although, there is no standard

framework for understanding the employees turnover process as whole, a wide range

of factors have been found useful in interpreting employee turnover (Kevin et al,

2004). Therefore, there is need to develop a fuller understanding of the employee

turnover, more especially, the sources what determines employee turnover, effects and

strategies that managers can put in place minimize turnover.

ABC Environmental Services (Pvt) Limited is the market leader in janitorial and

related services and the position they have maintained since 1994. Being the only

Janitorial and Housekeeping service provider in the country with ISO 9001

certification since 1999, has helped us to deliver a consistent and tested service while

adding value to our clients’ service requirements. According labour turnover statistical

data, labour turnover is over 30% in last decade in ABC company. It is significant

figure that need to be examined root causes and find out strategies to overcome.



1.2 Problem Statement

Turnover of janitors is over 30% in last decade and it becomes severe issue of smooth

operation of company. Labour turnover rate has a close link to the quality and

productivity improvements of the organization. Therefore, managing labour turnover

is essential to survive in the industry and ensure industrial competitiveness.

1.3 Objectives

1.3.1 General Objective

To find out factors affecting labour turnover among janitors in the ABC company.

1.3.2 Specific Objectives

I. Identify various factors affecting for labour turnover among janitors in ABC

company.

II. Analyze factors which affecting for labour turnover among janitors

III. Ranking the factors affecting for labour turnover according to level of

perspective of janitors’ and manager’.

IV. Identify compatibility of perspective level of janitors’ and managers’ towars

factors affecting for labour turnover among janitors in ABC company.

1.4 Scope and limitation

� The research will be carried out within the ABC company and it is limited to

janitors and operation managers who work in janitorial sites.

� Utilizing only two data collection method (interview and survey)

� Gathering actual turnover information is not easy task because there is no

proper data base in ABC Company.

1.5 Methodology

Literature survey and review

A comprehensive literature review has been carried out using various books, journals,

research papers, conference papers, and electronic media as well as through



discussions with experts to identify the concept of sources of labour turnover and

strategic approaches to overcome the issue.

Questionnaire Survey

A comprehensive questionnaire survey has been carried out to obtain views about the

sources of labour turnover and strategic approaches to overcome the issue.

Analysis

Statistical test has been carried out to rank the sources of labour turnover and strategic

approaches to overcome the issue according to the level of importance.

1.6 Chapter Breakdown

Chapter One: General Introduction

Chapter one consists of the background to the study, aim and objectives, scope of the

study, organization of the report with a brief introduction to the research methodology.

Chapter Two: Literature Review

This chapter presents a comprehensive literature review on factors affecting for labour

turnover and strategic approaches which relates to the turnover management process.

Chapter Three: Research Process and Methodology

Explain about the research methodology and statistical analysis methods adopted for

this study.

Chapter Four: Analysis and Research Findings

Described the survey findings on research

Chapter Five: Conclusions and Recommendations

The conclusions derived from the research findings and recommendations for

promoting good practice are presented in this chapter. Suggested recommendations

for further researches are also included.



Chapter Breakdown

Figure 1.1: Chapter Breakdown

Chapter 04

Analysis of data

Literature

review

Questionnaire survey

Interview

Chapter 01

Introduction

Objective 04

Prioritizing influential (strong)

solution for successful

labour turnover

management

Chapter 05

Conclusion, recommendation

and further research

direction

Objective 03

Identify relative

importance of factors

affecting for labour

turnover

Objective 02

To find out the compatible and

strategic approaches

which relates to the turnover

Objective 01

Identify and analyze factors

affecting for labour turnover

Chapter 03

Methodology

Chapter 02

Literature survey

CCHHAAPPTTEERR 0022

LLIITTEERRAATTUURREE SSYYNNTTHHEESSIISS

C H A P T E R T W O Sources of Labour Turnover


Chapter 02

2 Sources of Labour Turnover

2.1 Introduction

Employee turnover has become an important area of research from both a theoretical

and practical standpoint. It is important from a theoretical perspective, in

understanding how the underlying causes of turnover can provide insights into how to

control the phenomenon. In this chapter the researcher reviewed a variety of published

literature dealing with employee turnover in general and some more specific to

employee turnover in the janitorial industry.

2.2 Approaches to Employee Turnover

According to Ivancevich and Glueck, staff turnover is the net result of the exit of

someemployees and entrance of others to the organization. Singh et al, 1994, also

define staff turnover as the rate of change in the working staffs of a concern during a

definite period. Kossen defined the staff turnover as it is the amount of movement in

and out (of employees) in an organization. Turnover, as per Wikipedia (the free

encyclopedia), in a human resources context refers to the characteristic of a given

company or industry, relative to rate at which an employer gains and loses staffs. Price

(1977) defines turnover as the degree of individual movement across the membership

boundaries of a social system. Macy & Mirvis (1976) viewed turnover as any

departure beyond organizational boundaries. Mobley stated that turnover is the

cessation of membership in an organization by an individual who received monetary

compensation from the organization.

Organizations invest a lot on their employees in terms of induction and training,

developing, maintaining and retaining them in their organization. Therefore, managers

at all costs must minimize employee’s turnover. Although, there is no standard

framework for understanding the employees turnover process as whole, a wide range

of factors have been found useful in interpreting employee turnover Kevin et al.

(2004). Therefore, there is a need to develop a fuller understanding of the employee



turnover, more especially, the sources what determines employee turnover, effects and

strategies that managers can put in place to minimize turnover.

These employees are extremely crucial to the organisation since their value to the

organization is essentially intangible and not easily replicated (Meaghan et al, 2002).

Therefore, managers must recognize that employees as major contributors to the

efficient achievement of the organization’s success (Abbasi et al, 2000). Managers

should control employee turnover for the benefit of the organization success.

Denvir & McMahon (1992) reported that "High levels of turnover can become

substantial and detrimental to the organization. It prevents relationships between

employees and employers. It involves heavy administrative costs and a substantial loss

of productivity through the breaking up of teams who are used to working together.

Yet managers may have difficulty understanding and or accepting employee turnover

within their organization, due to a myopic perspective of the situation. However,

identifying the underlying causes, quantifying the problem, and identifying possible

solutions to high employee turnover can prove to be valuable information for

managers who wish to make a difference (Mobley, 1982).

2.3 Overview of company

ABC Environmental Services (Pvt) Ltd commenced business in 1985, as a joint

venture company between ABC Limited and International System of Denmark. ABC

Limited is one of the largest privately held group of companies operating in Sri Lanka,

having more than 27 independently operating companies organized under 4 strategic

business units with a turnover of over Rs. 10 Billion (US$ 100 Million).

ABC Environmental Services (Pvt) Limited is the market leader in janitorial and

related services and the position they have maintained since 1994. The company has

sales has sales of over Rs. 01 Billion per annum and employ over 8,000 staff on a

permanent basis and service over 1,400 customers on regular contract.

Being the only Janitorial and Housekeeping service provider in the country with ISO

9001 certification since 1999, has helped us to deliver a consistent and tested service

while adding value to our clients’ service requirements.



They provide services to most of the banks and private hospitals in the country and

they also provide Solid Waste Management Services to the Colombo Municipal

Council and other Local Authorities.

2.3.1 ABC Environmental (Pvt) Ltd – Aim

We aim to be the leading Facilities Management Specialists.

To achieve this, we will develop services, superior to those of

The competition and match them to the local needs of our customers

In order to provide them with peace of mind peace of mind and enhance their

business.

By delivering on thing commitment at the highest standards

Of performance, we will achieve sustained profitable growth

Employee turnover statistical data

Table 2.1: Employee turnover statistical data

Year % of Labour Turnover

2011 30

2010 28

2009 25

2008 20

2007 22

2006 27

2005 24

2004 25

2003 23

2002 25

2001 32

According to table 2.1 average labour turnover is 25% in last decade in ABC

Company. It is significant figure that need to be examined root causes and find out

strategies to overcome. Managers are struggling to manage labour turnover issue

among janitors in ABC company from last ten years. But still they are unable to find

sound solution to overcome issue successfully. So this study has been conducted last

three months to find out factors affecting for labour turnover among janitors.



2.3.2 Organization structure of ABC Company

Figure 2.1: Organization structure of ABC Company

Chief Finance

Officer

Chief Operations

Officer

Head of HR

IT Mgr

Mgr. Admin

Mgr. Finance

Mgr. Finance

Mgr. Legal

DGM Projects

Exec

Jnr. Exe

Admin Exec. Secretary

CSO

Jnr. Exe

Exec

Accountant Accountant

Exec

Jnr. Exe Junior Executive

Supervisor

Janitor

Site Manager

Operational Manager

Snr. Project Manager

Chief

Executive

Officer



General formal reporting relationship is shown in organization chart. There nearly

4000 janitors work under 300 supervisors. Nearly hundred managers managing

supervisors and janitors. Ten operational managers are leading according to areas

wise. Four senior operational managers are directing the sites located in the country.

Duputy Genaral Manager is responsible for overall strategic approaches of the

company.

2.4 Types of Turnover

Voluntary turnovers are those caused by the interest of the employee while

involuntary turnovers are the decision of management to quit employees from work.

Voluntary turnovers are further distinguished between functional and dysfunctional

turnovers.

Functional turnovers are the resignation of substandard performers and dysfunctional

turnovers refer to the exit of effective performers. Dysfunctional turnover, which is the

most concerning factor, of the management, since it is affecting negatively to

organization’s general performance, into avoidable turnover (caused by lower

compensation, poor working condition, etc) and unavoidable turnovers (family moves,

serious illness, death, etc) over which the organization has little or no influence.

Therefore, management should give special attention to avoidable turnover which it

has a control and improves the situation and then staffs retention. The following chart

gives a clear picture of staff turnover ladder (Yared, 2007, p.10).

Figure 2.2: Type of turnover

(Source: Loquercio Yared, 2007, p.10)

Turnover

Voluntary Involuntary

Functional

Unavoidable

Dysfunctional

Avoidable Turnover



2.4.1 Voluntary Turnover Decision Process

As explained by Stephen, employees may become bored with the content of job,

frustrated by lack of promotion, fed up with their supervisors or irritated by changes in

their working environment. The following ten steps are the decision process for the

voluntary turnover (Yared, 2007, p.10).

a. Evaluate existing job,

b. Experience job dissatisfaction,

c. Think of quitting,

d. Evaluate expected utility of search for a new job and the cost of quitting,

e. Decide to search for alternatives,

f. Search for alternatives,

g. Evaluate alternatives

h. Compare best alternative with present job

i. Decide whether to stay or quit

j. Quit

2.5 Methods of Identifying Reasons for Staffs Turnover

Since turnover involves the most important resource of an organization, it needs to be

examined and monitored. Several different methods are available to researchers

seeking to investigate why employees choose to leave.

I - Exit Interview

Undertaking formal interviews with employees before they leave the organization is a

common method used to develop an understanding of their motivation for resigning.

The most straightforward approach is to take the designer through a questionnaire of

direct questions concerning his/her satisfaction with pay, supervisor, development

opportunities, relationships with colleagues and job content (Orton, M. (1971).

II - Surveys of Ex-employees

Another way of collecting information about the reason for staff resignation is to

contact former employees some months after they left the organization and ask them

for a considered view of their reasons for resignation (Yared, 2007, p.10).



III - Attitude Surveys

A third approach is to seek the views of employees before they leave and so provide a

basis for the development of policies and practices that will deter them from so doing.

Questions can also be asked about their current intentions as regards the future and

about their perception of alternative career paths open to them. Such approaches

enable employers to anticipate in which areas future turnover is most likely to occur,

and to gain an insight into the main causes (Yared, 2007, p.10).

IV Quantitative Approaches

Quantitative approaches are unlikely in themselves to give a particularly clear picture

of reasons for turnover, they may reveal some general trends and can usefully

supplement information gathered using the three other methods outlined above. Any

number of ratios can be investigated using quantitative analyses. Examples might

include comparing leavers with stayers in terms of their ages, the distance they travel

to work, their shift-patterns, pay levels, performance record or length of service. It is

also possible to use these techniques to identify the extent to which turnover varies

with the type of job undertaken or with the supervision of different managers (Yared,

2007, p.10).

2.6 Relationships among Turnover and Productivity

Turnover deeply related with the productivity of an organization. Employee turnover

can hamper the overall productivity of an organization and is often a symptom of other

difficulties.

During the time of replacement the co-worker faces problems due to the vacancy.

After the replacement the co-worker have to spend time from their task to help the

new worker. Newly appointed employee may not be trained properly for the new

position and needed time consuming training for settle down with the new job place.

There may be cultural differences between new employees with the previous one

which slows down his job performance. Demographic position also influences workers

performance and characteristics. The market reputation of the employer is adversely

affected due to high staffs turnover. May not be able to meet customer orders and

expectations on timely manner. All the causes mentioned above contribute hugely to

the damage of productivity of any organizations or service sectors. Care therefore



must be taken to reduce or minimize turnover rate as minimum as possible

(Shamsuzzoha & Rezaul, 2007, 65).

2.7 Effects of turnover on an organization

An excessive turnover rate regardless of cause has an enormous negative impact on

the company and those employed with the organization. Sometimes even consumer

and customers suffer by the amount of change in the business. Employee turnover can

have a negative effect on the performance of the business. The most common find of

the effects turnover has on an organization is financial loss. These costs can be

separated into two categories. Tangible costs include the time spent in recruiting,

selecting, interviewing, and training new employees. These expenses are visible and

noted in the cost of advertising and manpower expenses. A manager spends time away

from his principal duty to be involved in the hiring process. A certain amount of

capital is lost due to the time devoted to other functions instead of managing everyday

functions (White, 1995). Employee turnover can become expensive if not controlled

by the company. Intangible losses include the lost of the knowledge the person leaving

is taking with them.

The greater the intellect of the person, the larger the loss. The workload of the

remaining employees is increased due to the missing person (René, 2003). Coworkers

must now pick up the slack and work longer or more shifts until a new employee is

hired, which also creates overtime in certain industries. Companies may have to deal

with the negative publicity which follows businesses with high turnover rates (White,

1995).

2.8 Measuring Turnover

The commonly used formula to calculate a crude turnover rate for any given period is

described as shown below by the

Total leavers over period x 100

Average no. of employees



The employee turnover rate is usually calculated by dividing the number of employees

separated from the company they were working for by the base number of jobs during

the period (CIPD, 2006).

2.9 Factors Leading to Turnover

Employees move from one organization to the other and from one industry to the other

for different reasons. It is the attraction of a new job or the prospect of a period outside

the workforce which 'pulls' them like higher salary or better benefits; on other

occasions they are 'pushed' due to dissatisfaction in their present jobs to seek

alternative employment. It may be mixtures of both pull and push factors.

According to the recent research conducted by CIPD, (2006), push factors play a

major role in most resignations than pull factors. CIPD also emphasized that it is

relatively rare for people to leave jobs in which they are happy, even when offered

higher pay elsewhere. Human resource management is one of the most important

functions that should be carried out with care and consciously in order to motivate

staffs for better productivity and serve the organization for long time. The cause of

staff turnover should be studied by management carefully. From the control point of

view the staff turnover may either be avoidable or unavoidable. They also further

elaborated that unavoidable causes are not fault of management but due to other

factors which are not under organizations control like employees personal betterment,

domestic affairs such as marriage and pregnancy, illness, retirement, death, etc. and

avoidable causes are like employees dissatisfaction with job, low remuneration, long

hour of work and poor working conditions, bad relation with supervisors and fellow

workers and redundancy of activities.

2.9.1 Work environment related reason

I - Lack of Training

New-hire orientation and skills training are two required components of job

preparation for which employers are responsible. Job preparation begins with the

initial step in training during new-hire orientation. Employees who start new jobs

without any kind of orientation or training are often unaware of workplace policies

and processes that would benefit their job performance. Additional training throughout

the employment relationship keeps employee skill sets up-to-date and enables a more



productive and efficient workforce. When employees lack the training necessary to

become more productive, their performance suffers and they will either leave of their

own volition for jobs that provide training and employee support or they will be

terminated for poor performance. A lack of proper training and development is also

major cause for voluntary turnover (James, 2004, 13).

II - Poor Working Conditions

Employees must have the necessary tools to perform their duties. This includes the

proper equipment, machinery as well as adequate lighting, work. Poor working

conditions due to physical elements lead to low productivity and overall job

dissatisfaction. The latter, particularly when left unaddressed leaves employees feeling

unappreciated and they ultimately leave (Alan & Rita, 2002)

III - Workplace Conflict

Employees involved in workplace conflict especially when management or human

resources fails to investigate or resolve the issues. Unresolved workplace conflict has a

detrimental effect on employee morale. Employer precautions include enforcing

workplace policies that support fair employment practices and implementing a process

for employees to report incidents that often rise to the level of workplace conflict, such

as harassment or bullying (Edmund & Bradley, 1988).

IV - Employee Communication

Employers who communicate regularly with employees lessen the risk of creating a

workforce that feels undervalued and unappreciated. Keeping employees informed

about organizational changes, staffing plans and fluctuating business demands is one

way to ensure employees remain with the company. Neglecting employee concerns

about job security through lack of communication or excluding employees from

discussions that can affect their job performance, such as policy or procedural

changes, negatively impacts the way employees view their employer. Their views

transform to dissatisfaction and finally low productivity due to low morale and

disengagement. The negative relationship between instrumental communication and

turnover (Helen, 2007).



V - Job Dissatisfaction

Job dissatisfaction has been found to be a common occurrence with several levels of

severity. A direct positive correlation was found in the employee’s level of

dissatisfaction and the chance that the employee would leave the organization (Henry,

2007).

VI - Role Stressors

Staw (1980) identified three role stressors, which contribute to employee turnover.

These three role stressors are role ambiguity, role conflict, and role overload. Almost

the opposite of lack of responsibility, role stress is a result of work environment

perceptions and thus, influences affective responses such as organizational

commitment. Role ambiguity results when an employee is uncertain how to perform

the job. Role conflict is experienced when an employee receives two or more sets of

expectations or demands that are incompatible and cannot be simultaneously satisfied

(Churchill, Ford, & Walker 1976).

VII - Lack of Respect

Certain businesses have been criticized for not giving employees the respect that they

feel they deserve. Employees expect to be treated with dignity and respect at all levels

of the job. Employees can be the deciding factor in an organization’s success. For this

reason, employers should treat employees with respect and in the same manner in

which they would like to be treated. If management does not realize that employees

are its most important assets. Since employees generally want to do a good job, it

follows that they also want to be appreciated and recognized for their works. Even the

most seasoned employee needs to be told what he or she is doing right once in a while

(James, 2004, 14).

VIII - Lack of Responsibility

Individuals perceive that they are ready to make the decisions yet, management may

never give them the chance. Responsibility is a major factor that can provide a lasting

change of attitude. Therefore, empowering the employee could be a critical investment

in a company’s future (James, 2004, 13).



IX - Job security

Job security is the probability that an individual will keep his or her job; a job with a

high level of job security is such that a person with the job would have a small chance

of becoming unemployed. Employees have a preference for security of their jobs

(Hokey, 2007),

X - Degree of autonomy

Researchers on turnover recognize that the relationship between the degree of

autonomy and turnover is based on the assumption that a high degree of autonomy is a

positive outcome for the member of the organization. It is assumed that individuals

will negatively evaluate controls in the form of orders and rules imposed on them by

the organization. Several studies have reported data on the relationship between job

autonomy and turnover and all have found that lower amounts of autonomy are

associated with higher turnover (Adel & Roger,1985, ).

XI - Feedback on performance

There are a few studies reported supporting a negative relationship between feedback

on performance and turnover. Ross and Zander (1997) mention in their study that

feedback represented a significant factor in the employee's decision to participate.

XII - The organizational culture

The reward system, the strength of leadership, the ability of the organizations to elicit

a sense of commitment on the part of employees, and its development of a sense of

shared goals, among other factors, will influence such indices of job satisfaction as

turnover intentions and turnover rate (Samson, 2012, 314).

XIII - A bad match between the employee's skills and the job

Employees who are placed in jobs that are too difficult for them or whose skills are

underutilized may become discouraged and quit the job.

XIV - Substandard equipment, tools or facilities

If working conditions are substandard or the workplace lacks important facilities such

as proper lighting, furniture, restrooms and other health and safety provisions,

employees will not be willing to put up with the inconvenience for long time (Holden,

1980).



2.9.2 Management style related factors

I - Ineffective Leadership

Ineffective leadership results from employers’ failure to provide support for

employees who demonstrate aptitude and interest. Promoting employees without the

benefit of basic leadership training puts the employer at risk for high turnover and low

productivity. It’s akin to setting the supervisor up for failure and it jeopardizes

employee-supervisor relationships. Leadership training and employee development

can help the new supervisor understand how to balance his dual responsibilities –

managing department functions and managing people. Without leadership training,

however, the supervisor can fail because he did not receive the training he needed and

employees who report to him suffer because of potentially poor employee-supervisor

relationships (Holden, 1980).

II - Poor relationship with the management

Poor relationship with the management can be an important reason for the employees

to leave their jobs. These may include providing training to the line managers for an

effective supervision before appointing or upgrading them, providing security of jobs

with good working environment etc. There may be an offer for re-training the existing

managers who have a poor record at keeping their staff happily. Supervising managers

could be accountable for employee turnover in their teams (René, 2003).

III - Inadequate or lackluster supervision

Employees need guidance and direction. New employees may need extra help in

learning an unfamiliar job. Similarly, the absence of a training program may cause

workers to fall behind in their level of performance and feel that their abilities are

lacking (René, 2003).

IV - Supervisory style

Several studies have explored the relationship between aspects of supervisory style

and turnover. The general conclusion is that employees who have supervisors high on

human relations ability are less likely to quit. Related aspects of supervisory style have

been found to be associated with turnover in many other studies. Also some previous

studies found a negative relationship between satisfaction with supervisor and

turnover (René, 2003).



2.9.3 Salary / career advancement related factors

I - Lack of Advancement

When employees perceive no growth areas/future or desire to advance within the

system, they have no reason to remain in the current work situation. Poor promotional

opportunities are associated with higher rates of turnover. There are many research

results supporting the negative relationship between promotional opportunities and

turnover. If the job is basically a dead-end proposition, this should be explained before

hiring so as not to mislead the employee. The job should be described precisely,

without raising false hopes for growth and advancement in the position (James, 2004,

13).

II - Income

Many studies have established that there is a strong relationship between pay levels

and turnover rates. Armknecht and Early, in their analysis of manufacturing quit rates,

found that the level of earnings is the most important single factor affecting voluntary

separation. Other studies have reached similar conclusions about the negative

relationship between pay levels and turnover (Samson, 2012, 314).

III - Unequal or substandard wage structures –

Inequity in pay structures or low pay is great causes of dissatisfaction and can drive

some employees to quit. Again, a new worker may wonder why the person next to him

is receiving a higher wage for what is perceived to be the same work.

2.9.4 Personal reasons related factors

I - Reallocates with their spouse or partner -

Employee also pushed to leave job due to the dissatisfaction in their present workplace

or by domestic circumstances when someone reallocates with their spouse or partner

(Adel, 1985).

II - Age

Reviewers of the turnover literature report a consistent negative relationship between

age and turnover younger employees have higher rates of turnover than older ones

(Adel, 1985).



III - Length of service

As with age, reviewers of the turnover literature report a consistent negative

relationship between length of service and turnover, turnover being relatively high in

the early years of employment (Adel, 1985).

IV - Marital status

There are contradictory results reported in the literature on the relationship between

marital status and turnover. However some researchers pointed out in their studies that

family responsibilities, assessed by marital status and number of dependents, have

generally been associated with decreased turnover (Adel, 1985).

V - Sex

No simple pattern emerges when we examine the literature on the relationship

between the sex of the employees and turnover. However, Marsh and Mannari found

in their study that women had higher turnover rates than men.

VI - Unrealistic expectations

Another factor is the unrealistic expectations and general lack of knowledge that many

job applicants has about the job at the time that they receive an offer. When these

unrealistic expectations are not realized, the worker becomes disillusioned and decides

to quit (Samson, 2012, 314).

V - The person

These include both personal and trait-based factors. Personal factors include things

such as changes in family situation, a desire to learn a new skill or trade, or an

unsolicited job offer. These traits are some of the same characteristics that predict job

performance and counterproductive behaviors such as loafing, absenteeism, theft,

substance abuse on the job, and sabotage of employer's equipment or production.

These traits can be measured and used in employee screening to identify individuals

showing lower probability of turnover (Samson, 2012, 314).



2.10 Preventive actions to reduce turnover

Management needs the appropriate training in order to detect and be able to deal with

certain situations that may arise in order to prevent the person from leaving. Employee

issues should be taken care of before resignation is given. Company leadership should

be involved in practicing good personnel management techniques which will assist in

the reduction of job dissatisfaction and thus turnover. Poor management is a cause of

dissatisfaction, and can be resolved by using good management skills. Company

training should be evaluated periodically as well as occasional audits of employee

performances and standards evaluations should be conducted to gain a better

perspective on employee satisfaction (René, 2003).

Management should be involved in finding out the reasons people are leaving. They

should also work to promote job satisfaction and create a stronger company loyalty.

This information can be gathered by using exit interviews and surveys. Exit interviews

may be too late for the person leaving, but it may help to keep others. Employee

attitude surveys give the manager a better understanding of how the employees feel

about their jobs and can help gage job satisfaction. Managers should recognize that

preventing turnover is a difficult task which requires knowledge of certain issues

leadership should learn in order to be more successful at keeping employees and

reducing the turnover rate. Open door policies are another form of gathering

information and possible insight into employee job satisfaction and receive innovative

and productive ideas to help keep the company at a healthy stage ( René, 2003).

Companies attempt to keep salary and compensation information private, which can

reduce dissatisfaction and animosity between employees. The solution to

compensation issues might be easily resolved if that is the sole reason for leaving a

company; pay employees more than competitors do.

Another factor of turnover is the fact that many managers are unaware of the true cost

of turnover, and others do not know the general core causes and those causes specific

to their areas of responsibility, therefore cannot take action. Poor management

deteriorates employee morale, and cannot determine the reasons people do not want to

work there anymore. In addition, some managers are under the mistaken impression

that turnover is simply going to happen and there is nothing to do to stop it (René,

2003).



2.11 Strategies to overcome employee turnover

I - Recognize Accomplishments

For some employees, acknowledgment of a job well done can mean almost as much as

a pay increase. When employees do a good job, praise them in front of their peers.

You can also thank the whole staff by taking them to lunch or dinner after the

successful completion of a difficult project (James, 2004, 438).

II - Treat People Fairly

An employee who perceives unfairness, is highly likely to resign. Do not discriminate

against employees and treat them at all times.

III - Job Security

If people feel secure within their role, they are less likely to feel the need to look

elsewhere for employment. Security and stability are greatly valued by most

employees.

IV - Communicate

Good communication is vital within any business. If communicate regularly with

employees, they are more likely to feel like a true member of the team. Open

communication channels such as consultative bodies, performance appraisals, attitude

surveys and grievance systems will give your staff the opportunity to raise any issues

they may be having and will help to prevent a problem escalating to the point of

leaving the business (Muhammad, 2005).

V - Promote Engagement

Keep employees engaged to prevent them from becoming bored and losing interest in

their work. Seek their input to determine ways you can keep the job interesting and

fresh and provide new challenges by creating special projects that make use of their

particular skills and interests. Work with those who desire advancement to create an

action plan to get to the next level (Naresh, 1999)



VI - People Management Skills for Line Managers –

Ensure that all line managers are fully trained in people management and development

skills. Re-training may be required for any line manager who has a high level of staff

turnover.

VII - Be Flexible

If people are forced to work hours which do not suit them, they may well look for a

job which fulfills their requirements, therefore, it may be needed to accommodate

flexible working hours/times, if practicable within your organization (Leonard, 2008).

2.12 Summary

In this chapter the researcher reviewed a variety of published literature dealing with

employee turnover in general and some more specific to employee turnover in the

janitorial industry.

CCHHAAPPTTEERR 0033

RREESSEEAARRCCHH MMEETTHHOODDOOLLOOGGYY

C H A P T E R T H R E E Research Methodology


Chapter Three

3 Research Methodology

3.1 Introduction

The research methodology is the process followed to achieve the aims and objectives

of the research. The aim of this chapter is to give an outline view of the process that

will be used in this research. The chapter illustrates the research methodology,

research design and the arguments for selecting the methodology. The chapter

elaborates the research methodology using the research process

Figure 3.1: Research Process

Further

Research

Data Collection

Guide to sampling

and identification

Questioner Survey

Data Analysis

Conclusion & Recommendation

Sample selection

Preliminary

Research problem

Establish aim & objectives

Literature synthesis

Background study



The objectives of this research were to identify and rank the factors affecting labor

turnover among ABC company. Further to test out whether any distinction exists

between the perspective of labours and managers of factors affective labour turnover.

The main factors for labour turnover were identified through a literature search.

Questions were formulated according to the factors, which distributed among

managers and janitors.

3.2 Research Design/Methodology

Figure 3.2: Nested Research Methodology (Kagioglou et al., 2000)

Research design or research methodology of any research consists of identifying the

following three key factors.

1. First, identify research philosophy on which the research will be premised.

2. Then, select an appropriate research approach for theory testing and/or building.

3. Finally, select research techniques for data collection and data analysis.

The final outcome of the research depends highly on this research design. Therefore it

is of paramount importance to develop the most appropriate research design for the

particular research study.

(Source: Kagioglou et al. 2000 cited Senarathna, 2005)

RESEARCH PHILOSOPHY

RESEARCH APPROACH

RESEARCH TECHNIQUES



3.2.1 Survey Research Approach

There is an important distinction between surveys and survey research. A survey is a

means of "gathering information about the characteristics, actions, or opinions of a

large group of people, referred to as a population". Surveys that are conducted to

advance scientific knowledge are referred to as survey research (Kraemer, 2002).

3.2.2 Research Technique

After selecting the research approach, appropriate research techniques had to be

identified to operate the research. These techniques could be discussed under two

broad types as data collection techniques and data analysis techniques. Commonly

used data collection techniques are interviews, questionnaires, document surveys,

observation and participation (Tan, 2002). The method of data analysis is also

important because there should be a way to interpret of the collected data and come to

a conclusion. The data analysis technique will act as the media to interpret the data

and give the conclusion. Statistical analysis, Content analysis, Pattern-matching and

Cognitive mapping are the commonly used techniques in data analysis. This research

has referred to statistical analysis following headings discuss those technique.

3.2.2.1 Data Collection Technique

Detailed Questionnaire Survey

Detailed questionnaire survey was the most important part of this data collection. The

research identified factors affecting labour turnover.

Format of questionnaires

Questionnaire one - Factors affecting for labour turnover according to janitors’

perspective

This questionnaire included some of the factors identified from the previous research

studies and literature for their references. Janitors have been asked to indicate the

relative effect of those factors using a simple 5 – level scale.

Questionnaire two – Factors affecting for labour turnover according to managers’

perspective



This questionnaire included some of the factors identified from the previous research

studies and literature for their references. Managers have been asked to indicate the

relative effect of those factors using a simple 5 – level scale.

Interview with managers

Interview with managers to identified general background of them, managerial

capability, educational level and perspective towards labor turnover.

Interview with janitors

Interview with janitors to identified background information, root cause for turnover

with description.

Sampling

Sampling can be defined as the method of selecting a representative sample from a

population. But selecting most appropriate sample for the study is quite difficult (Tan

2002). 30 numbers of janitors and managers were selected from ABC company. A

group of managers and janitors had been selected to provide opinions on the labour

turnover in ABC company.

Following criteria is used to correctly identify eligible participants for the surveys.

Janitors who left from the company in the period of research conducted. Managers

who directly managing janitors in janitorial sites.

3.2.3 Data Analysis Techniques

The questionnaires has used likert scale (1 to represent less important and 5 to

represent most important) and the results received by the survey was analyzed using

statistical software package (SPSS).

3.2.3.1 Coefficient of Variation (COV)

Coefficient of Variation (COV) expresses the standard deviation as a percentage of the

mean and it is useful to compare relative variability of different responses.

%100×=X

SCOV

Where,

C H A P T E R T H R E E

COV - Coefficient of Variation

S - Standard Deviation

X - Weighted Mean of Sample

3.2.3.2 Internal Consistency

Cronbach's alpha is a test for a model or survey's internal consistency. In addition, it

identified as 'scale reliability coefficient'. Cronbach's Alpha is a measure of how well

each individual item in a scale correlates with the sum of the remaining items. It

measures consistency among individual items in a scale (Streiner and Norman, 1989),

(Nunnally and Bernstein, 1978).

The standardized Cronbach's

Where N is the number of components

average of all covariances between the components (Cronbach, 1951).

Nunnally and Bernstein (1978), in a reliable data set the alpha should be between 0.7

and 0.9.

3.2.3.3 Hypothesis Testing

In attempting to reach decisions, it is useful to make assumptions or guesses. Such

assumptions, which may or may not be true, are called

instances researchers formulate a statistical hypothesis for the sole purpose of rejecting

it or nullifying it. Such hypotheses are often called

denoted by H0. Any hypothesis which differs from a given hypo

alternative hypothesis.

So, in this research the Null Hypothesis

H0 : There is no correlation between the

perspective.

H1 : There is correlation between the janitors’ perspective and managers’

perspective

Research Me thodol ogy

Coefficient of Variation

Standard Deviation

Weighted Mean of Sample

Consistency Analysis (Cronbach’s Alpha)


tified as 'scale reliability coefficient'. Cronbach's Alpha is a measure of how well



nally and Bernstein, 1978).

The standardized Cronbach's α can also be defined as;

Where N is the number of components equals the average variance and

average of all covariances between the components (Cronbach, 1951).

d Bernstein (1978), in a reliable data set the alpha should be between 0.7

Hypothesis Testing


assumptions, which may or may not be true, are called Statistical Hypothesis.


it or nullifying it. Such hypotheses are often called Null Hypothesis and are normally

. Any hypothesis which differs from a given hypothesis is called an

Null Hypothesis is,

There is no correlation between the janitors’ perspective and managers’

There is correlation between the janitors’ perspective and managers’

Research Me thodology


tified as 'scale reliability coefficient'. Cronbach's Alpha is a measure of how well



equals the average variance and is the

average of all covariances between the components (Cronbach, 1951). According to

d Bernstein (1978), in a reliable data set the alpha should be between 0.7


othesis. In many


and are normally

thesis is called an

janitors’ perspective and managers’

There is correlation between the janitors’ perspective and managers’

C H A P T E R T H R E E Research Me thodology


Test Statistics to Test Rank Correlation Coefficient (rs)

Rank correlation measures the difference between the ranks for each pair.

)1(

6

12

1

2

−−=

∑=

nn

d

r

n

i

i

S

21

2

s

scal

r

nrt

−

−=

rs - Rank Correlation Coefficient

di - Difference between each rankings

n - Number of objectives

Null Hypothesis H0 : 0=ρ (There is no correlation between rankings of

janitors and manager)

Alternative Hypothesis H1 : 0≠ρ (There is a correlation between rankings

of janitors and mangers)

“ ρ ” is the standard symbol of Correlation Coefficient. In this hypothesis “ ρ ” is the

Rank Correlation Coefficient.

3.3 Summary

This chapter discussed the methodology and the design of this particular research. The

survey method and questionnaire survey is considered to collect data from janitors and

managers who work in ABC company. Data were analyzed through mean and

percentage of importance. Hypothesis test was conducted to find out compatibility of

managers’ perspective and janitors’ perspective.

Distributed “t” with “n-2” degree of freedom

CCHHAAPPTTEERR 0044

1 DATA ANALYSIS

C H A P T E R F O U R Research F indings and Analys i s


Chapter 04

2 Research Findings and Analysis

2.1 Introduction

A proper data collection and adhering to advanced methods to analyze the data are

paramount important in a research to achieve worthy outcomes. This chapter

illustrates the findings and analysis of the survey and finding and analysis regarding

the factors affecting labour turnover. Prior preparing the questionnaire the researcher

has referred many research articles in the source of lobour turnover.

2.2 Details of the Sample

There are nearly 4,000 labours in ABC. It is very difficult to identify the whole

population because there is no proper documentation method within the company.

However, janitors who are in remote areas are disregarded. The questionnaires were

distributed among 30 janitors who are working in ABC in the Western province. There

are many sampling techniques in the theory of statistics to select a sample. Basically

those techniques are discussing how to select a sample without being bias to any

respondent and to give same opportunity for each respondent to be selected in to the

sample. But without knowing the whole population those techniques cannot be used

effectively. Hence this research had selected a representative random sample for data

collection.

2.2.1 Data Analysis for Reliability

The data set has to check the reliability before use for the analysis. When doing

questionnaire surveys sometimes there may be questions, which are not consistent to

the issue, or sometimes received data may have lot of variations within respondents.

Therefore, internal consistency should be checked and variables which reduce the

reliability of the test should be disregarded from the analysis.

Cronbach’s Alpha has used to check the internal consistency in this research. A low

coefficient alpha indicates that the sample of items performs inadequately in



understanding the idea given by the measure. Conversely, a large alpha indicates that

the identified variables correlate well with true scores (Gilbert and Churchill, 1979).

The 16th version of Statistical Package for Social Science (SPSS 16) software was

used to carry out this test. The received Cronbach's Alpha value is 0.724 for the data

set for perspectives and this shows the reliability of the data set according to the

Gilbert and Churchill’s interpretation.

Table 2.1: Out put of Cronbach’s Alpha test for perspectives

Sources of labour Turnover Cronbach's Alpha if Item Deleted

Salary / Recognition 0.721

Personal Reason 0.707

Work Environment 0.719

Organizational management situation 0.782

Above table 4.1 indicates the resultant Cronbach's Alpha value. If the received value is

very much lower than 0.724 that corresponding factor should be removed from the

analysis. That is because this situation shows a low reliability. In this case neither

perspective received values greater than Cronbach's Alpha value and therefore can be

concluded as the data set is reliable and each perspective has a strong relationship for

the issues specified.

2.3 Results of Questionnaire and Interview

The labours were asked to consider factors in the questionnaires which had been

identified from the literature review. Labours and managers were asked to indicate the

relative effect of those factors using a simple 5–level scale:,

1 Least affected

2 - Fairly affected

3 - Moderately affected

4 - Significantl affected

5 - Extremely affected



Purpose of this questionnaire was to find out relative effect of sources of labour turn

over to turnover in ABC. Results of interview received from janitors and mangers are

analyzed in qualitative method

2.4 Data analysis techniques

Percentage =

All together there were 30 respondents .Factors which obtained as a percentage value

of less than 50% were disregarded and the factors which obtained a percentage value

of more than 50% were considered as significance factors of labour turnover. Above

calculations is carried out for the factors, for the identification of the significant

factors.

A mean for each factor is computed to deliver an indication of the importance of the

factor. The mean computation is used to rank the factors according to their

significance in affecting labour turnover. The factors having mean ratings of higher

than the neutral point 3, this indicates that these factors are seen by labours as highly

affected in labour turnover.

Coefficient of Variation (COV) expresses the standard deviation as a percentage of the

mean and it is useful to compare relative variability of different responses. Statistical

result obtained through coefficients of variations is a good indication of the agreement

between responses of the labours. Low coefficient of variations indicates higher level

of agreement between respondents. Among the above identified factors have

coefficient of variations ranging between 20%-40%. These are comparatively lower

coefficient of variations; hence indicate higher agreement between labours.

Total no. of respondents

No. of respondents who stated the criteria is

average

No. of respondents who stated “Significantly affected” and

“Extremely affected”

+



Table 2.2: Significance of factors influencing labour turnover in personal reason

Variable

COV

% Importance %

Janitor Manager

Mean Rank Rank Mean

1 Health-related issues 20 90 4.35 1 5 3.01

2 Difficulty travelling to and

from work 24 88 4.03 2 4 3.89

3 Difficulty balancing

work/life issues 30 85 3.95 3 2 4.26

4 Childcare issues 32 84 3.92 4 1 4.32

5 Elder care issues 27 83 3.59 5 6 2.89

6 Relocation to follow

spouse 29 80 3.41 6 9 2.22

7 Maternity 21 48 2.92 7 3 4.04

8 Retirement 33 45 2.78 8 8 2.41

9 Other domestic reasons 34 40 2.32 9 7 2.61

Figure 2.1: Labour turnover factors in personal reason

According to the table 4.2 health-related issues, difficulty travelling to and from work

and difficulty balancing work/life issues have mean value above three in perspective

of janitor and manager and are becoming extremely affected factors under personal

reason. Retirement and other domestic reasons have the low mean value (below 2.78)

in janitors’’ perspective and managers’ perspective.

Regarding the ranking of personal reason section, enormous rank difference between

factors of maternity and health-related issues indicates the incorrect management

perspective towards labour turnover. There are no huge differences in ranking

difficulty balancing work/life issues, elder care issues and retirement.

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

1 2 3 4 5 6 7 8 9

Mean (Janitor)

Mean (Manager)



The indicators which are health-related issues and difficulty travelling to and from

work have received low ranks in the manager’s perspective are the significant factors

for labour turnover according to the labours’ perspective.

According to the percentage of importance significantly affected has received more

than 80%. That indicates the significance of particular factors is high comparing to

other factors under personal reasons. The averaged affected factors were in range of

60% - 80% in and percentage of importance.

Table 2.3: Percentage Labour composition for age group

Figure 2.2: Percentage Labour composition for age group

1. Health related issues

Exposure to chemicals, working with machinery and sharp tools, work long hours and

working in risky working conditions are causing to health related issues. Sleep

disorders, depression, hearing loss, lung disease, diabetes, vision & eye diseases, heart

disease, and cancer are mainly stated diseases which most elder janitors are suffering.

According to figure 4.2 54 percent of janitors are over 55. Most of janitors join in their

middle ages since they need to be independent and live separately without being a

burden to their children. They are not capable enough to do careers which need more

talents and skills. So they have to leave service with a short period of time. They asked

insurance system or allowance for medical.

There are above 50 percent female labours who have worked nearly 10 years. Among

them more than 67 percent are widowed or divorced. Literacy of around 61 percent of

labours are illiterate or under grade 5.

Age Number of

labours %

Under 25 7

25-34 8

35-44 13

45-54 18

55-64 35

Over 64 19

78

13

1835

19

Percentage Labour

composition for age

group

Under 25

25-34

35-44

45-54

55-64



2. Difficulty travelling to and from work

Most of the respondents travel more than 20km daily from home to workstations. That

is the reason this factor takes higher mean value of 4.03 among responses of janitors.

When compare to their salary and cost for bus fare, it is very hard to afford. So they

asked travelling facility or travelling allowance to stay with company and their

argument is no point of staying with company with affording all expenses.

3. Difficulty balancing work/life issues

Cause of child care issues, elder care issues, relocation to follow spouse and maternity

most of the employees leave company. Pregnant ladies are unable to perform janitor

role in the pregnancy period. Since they have to perform some hard work. Therefore

they request light weight work in that period for pregnant ladies in the interview

process. Since they are daily paid wagers, working hours are laid on 7am- 7pm or 7pm

– 7am in whole week. That 12 hour shifts put off them their private life and unable to

attend to child care issues and elder care issues. So they ask a flexible policy from the

company in order to balnce the work and life issue.

Table 2.4: Significance of factors influencing labour turnover in work environment

Factor COV

%

Importance

%

Janitor Manager

Mean Rank

Rank

Mean

1 Poor fit between the employee and the job

31.0 97.67 4.34 1 5 3.21

2 Job dissatisfaction 23.5 90.75 4.12 2 6 3.18

3 Workload/stress 20.9 83.83 3.62 3 2 3.87

4 Work environment 24.9 80.37 3.46 4 4 3.65

5 Risky working conditions 20.8 76.91 3.41 5 7 3.02

6 Inadequate employee orientation and training

25.4 73.45 3.27 6 8 2.97

7 Inferior facilities and tools 22.5 69.99 3.43 7 11 2.31

8 Worried about job security 23.6 56.15 3.12 8 1 4.26

9 Way work is organized 23.6 43.4 2.68 9 9 2.75

10 Insufficient challenge 25.6 40.15 2.60 10 10 2.56

11 Lack of meaningful work 24.6 36.91 2.46 11 3 3.76



Figure 2.3: Labour turnover factors in work environment

According to the figure 4.3 poor fit between the employee and the job, job

dissatisfaction and workload/stress can be identified as highly affected factors for

labour turnover for janitors who are currenltly working for ABC (mean values for

particular factors 4.34, 4.12 and 3.62 respectively).

Issues about job security, workload/stress and lack of meaningful work factors have

also received high mean value in managers’ perspective level but low in janitor’s

perspective. Way work is organized and insufficient challenges have received low

mean value in both perspective levels. This represents inappropriate factors in

affecting labor turn over in ABC company. The indicators have shown high mean

values in janitors’ perspective which are poor fit between the employees and the job

and job dissatisfaction have average probability in affecting according to the

managers’ perspective.

According to the percentage of importance, eight factors become the critical factors in

labour turnover. Their mean values are more than three according to janitor’s

perspective. Therefore those indicators should be systematically studied by managers

to overcome issues in a logical manner. According to the results obtained from the

interview, about 60 percent of labors think, that their working environment bad or

worst. More that 56 percent of labours never obtained a proper training from ABC

company. Over 71 percent said that their work load is very much high.

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

1 2 3 4 5 6 7 8 9 10 11

Mean (Janitor)

Mean (Manager)



Poor fit between the employee and the job

Cleaners are responsible for maintaining the cleanliness of the building and to perform

other related cleaning tasks including cleaning disinfect sinks, toilets, floors, waste

baskets and etc. But some workers do not perform their work at the required

asatisfatory level. So after getting knows the real picture of janitors’ role, most of

workers leave company. So managers need to be careful when recruiting janitors and

they have to make sure that the recruited janitor is best fit to workstation to avoid

unnecessary issues.

Employee orientation and training

According to results of interviews with janitors, there should be an orientation and

training program for safety orientation, chemical hazards, electrical hazards,

ergonomic hazards and injuries on the Job. Because substantial deaths have been

reported due to unawareness of the safety processes. Knowing safety techniques lead

to minimize the risks in working environment in janitorial field. Most of janitors don’t

know how to perform the cleaning taskes in a systematic way. Therefore on the job

training is essential for enhancing job satisfaction and minimizing labour turn over.

Work environment

Based on the interview results, there should be a reasonable temperature, circulation

of fresh air and sufficient and suitable lighting in janitors rest rooms. The drinking

water and washing facility should be available in the operational units. The operatives

who finish their shift work in the night, relevant facilities should be provided.

Managers should recruit sufficient labours to perform job, because insufficient staff

lead to increase workload of single janitor and that factor leads to turnover intention.

Further, mangers should provide tools and equipment to carry out work effortlessly

and effectively.



Table 2.5: Significance of factors influencing labour turnover in salary and recognition

Figure 2.4: Labour turnover factors in salary and recognition

According to the figure 4.4 all indicators become significantly affected factors for

labour turnover because they have received higher mean value (above 3.95) and

percentage of importance (above percentage of 78). Even less or no appreciation for

work done and internal pay inequity have received higher mean value according to

janitors’ perspective; while those factors have received very low mean value from

managers. Managers don’t believe appreciation is essential factor for keeping labours

with company in the long term. Further they need to come across solution to solve

issues regarding internal pay inequities.

According to an interview with janitors, salary is the main issue that is leading for

leaving organization. So researcher suggests that, managers should be capable enough

to manage organizational operational and overhead cost to increase labours salary.

Since in janitorial field success is mainly depends on performance of janitors. There

should be an organizational culture that appreciates janitors makes sure recognition to

janitors.

0.0

1.0

2.0

3.0

4.0

5.0

1 2 3 4

Mean (Janitor)

Mean (Manager)

No Variable COV

%

Importance

%

Janitor Manager

Mean Rank Rank Mean

1 Dissatisfaction with pay 17.31 92.34 4.59 1 1 4.12

2 Less or no appreciation for

work done 18.95 83.00 4.11 2 3 2.98

3 Internal pay inequity 20.68 87.67 4.02 3 4 2.76

4 Lack of career development 20.51 78.33 3.95 4 2 3.97



Their monthly salary is below 10 000 LKR and they are getting nearly 12 000- 13 000

LKR with overtime payments. 80 percent of labours believe that they are not paid well

when comparing to other companies who is having similar working environment. So

more than 85 percent of them are planning to resign and join other companies where

the wages are high.

Table 2.6: Significance of factors influencing labour turnover in organizational management style

No Factor COV

%

Importance

%

Janitor Manager

Mean Rank Rank Mean

1 Conflicts with supervisors or

co-workers 31.0 97.67 4.34 1 1 4.13

2 Management inability to solve

major administrative problems 23.5 90.75 4.12 2 5 2.67

3 Perceptions of unfair treatment 20.9 87.83 4.02 3 2 3.12

4 Ineffective communication. 24.9 85.37 3.96 4 3 3.01

5 Poor supervision 20.8 78.78 3.71 5 4 2.86

6 Management dishonest in

dealing with employees 22.5 75.23 3.63 6 7 2.48

7 Dissatisfaction with

management style 23.6 69.56 3.52 7 6 2.59

Figure 2.5: Labour turnover factors in organizational management style

Receiving higher mean value (above 3.52) and higher importance of percentage

(above 69 percentages) for all factors indicates organizational management style

significantly affected for higher labour turnover.

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

1 2 3 4 5 6 7

Mean (Janitor)

Mean (Manager)



Huge mean value difference indicates in management inability to solve major

administrative problems, perceptions of unfair treatment and ineffective

communication. Management doesn’t believe above factors affect significantly for

high turnover that is showing in their low mean for the factors. Janitors and managers

believe conflicts with supervisors or co-workers are the major factor for higher

turnover under management style.

According to results, getting through interview with janitors management and

supervisors should keen enough for janitors issues regarding their jobs. For that there

should be a sound communication system between janitors and management. Head

office staff should be supportive to solve janitor’s issues in a rapid manner and should

be treated them friendly manner in such situation. All the janitors should be treated in

the same and fair manner to minimize bad image towards the management.

78 percent of labours feel that they are treated as slaves by the management though

54% of managers believe that the labour- management interaction is good. While 56

percent of labors feel that relationship with supervisors is bad, 53% managers stated

that the relationship is good. Around 67 percent of labours have had conflicts with the

supervisors and they have got any inquiries to solve their problems. The relationship

among labours is bad according to 55 % of labours, but 67% managers believe that the

relationship is good. According 64 percent of labours, supervisors’’ leadership skills

are bad.

90 percent of managers are male and there 70 percent of mangers are in the age group

of 36-40. 88 percent of managers have their highest education qualification as G.C.E

A/L.

The managers never obtained a proper training to develop their management skills;

they have leadership skills only by experience. 63 percent of managers are confident

with their leadership skills. 81 percent of managers have got their position by

promotions with experience.



2.4.1 Test Statistics to Test Rank Correlation Coefficient (rs)

)1(

6

12

1

2

−−=

∑=

nn

d

r

n

i

i

S

21

2

s

scal

r

nrt

−

−=

Null Hypothesis H0 : 0=ρ (There is no correlation between rankings)

Alternative Hypothesis H1 : 0≠ρ (There is a correlation between rankings)

“t” value was calculated using the SPSS computer package and the result of the test

hypothesis as follows,

Organizational Management style

Decision Rule : Reject H0 if Tcal > 2.365 or Tcal < -2.365

Value of “T” 0.177

Decision Since -2.365< Tcal <2.365, there are no enough evidence to reject H0

Conclusion : The null hypothesis is accepted. According to that there is no

relationship between the rankings. Therefore there to a 95% confidence interval it can

be stated that the ranking the factors of janitors’ perspective and managers’

perspective is different

Section T-Cal T(28)

Personal reason 3.453 2.120

Work environment 0.847 2.228

Salary / Recognition 2.658 2.179

Management style -0.177 2.365

Distributed “t” with “n-2” degree of freedom



2.5 Sources of labour turnover janitors’ perspective Vs. Managers’

perspective

According to the results of the test statistic of rank correlation coefficient, to a 95%

confidence interval there is no correlation between the rankings of Work environment

and Management style in janitor’s perspective and managers’ perspective but there is

correlation between the ranking of personal reason and salary/ recognition. Following

are the sources of labour turnover which have recorded the highest difference in

ranking:

Table 2.7: Ranking of factors – Janiors’ perspective Vs Managers’

Section Factor Rank

Difference Janitor Manager

Personal reason

Health-related issues 1 5 4

Maternity 7 3 -4

Childcare issues 4 1 -3

Work environment

Lack of meaningful work 11 3 -8

Worried about job security 8 1 -7

Inferior facilities and tools 7 11 4

Salary / Recognition

Career development 4 2 -2

Management style

Management inability to solve major administrative problems

2 5 3

Considering the difference of ranking factors such as health-related issues, inferior

facilities and tools inferior facilities and tools and management inability to solve

major administrative problems have significant important in janitors’ perspective than

managers perspective in labour turnover. Factors such as, maternity, childcare issues

,lack of meaningful work, worried about job security and career development have

significant importance in managers’ perspective than janitors’ perspective in labour

turnover.



2.6 Summary

This chapter discusses the accomplished methodology of this research and the results

of the survey. Then detailed survey was carried out among janitors and managers who

are working in ABC. The respondents were prioritizing according to each perspective

and rank the differentiation was done in the analysis. Finally combinations between

two responses were identified.

CCHHAAPPTTEERR 0055

1 CONCLUSIONS AND RECOMMENDATIONS

C H A P T E R F I V E C onclus ions and Recommendat ions


Chapter 05

2 Conclusions and Recommendations

ABC is janitor based company and the performance of janitor is a significant

component towards the overall company performance. Company performance can

certainly be enhanced by doing labour turnover analysis and diagnostics, leading to

enhance efficiency of labours. Labour turnover has been one of the major research

areas in janitorial industry. The reason is that, in almost janitorial industry is a major

industry which seriously affected by labour turnover issue. It is very important to

select the suitable strategies to overcome increasing labour turnover issue. Efficiency

of labours has a close link to quality and productivity improvements of the company.

Therefore, managing labour turnover in successful manner is essential for surviving

and it will enhance company’s market competitiveness. Labour turnover is a burning

issue for any organizations. For the steady productivity of an organization it is

essential to maintain its skilled workforce. But most of the times it is very difficult to

control the turnover rate within organizations.

It can be argued that the managing labour turnover is the best human resources

practice. Managing labour turnover has been identified as a good management

practice, which is facilitated to achieve organizational goals. Most of the companies

including ABC have identified the importance of managing labour turnover in order to

achieve their business objectives. In past, managing labour turnover consists of

responsibility of administrative department, but nowadays several human resources

practices have established to reduce the labour turnover.

This particular research is aimed at identified sources of labour turnover according to

janitors’ perspective and managers’ perspective. But it is identified that there is a gap

of perspective level. Although anybody can argue that already sources of labour

turnover has been identified, but due to incorrect identification and poor management

decisions lead to unsuccessful labour turnover management.



The attempts were made to identify and analyse the factors which are highly

influencing in labour turnover in labors’ perspective and janitors perspective and

difference in perspective levels were analysed in four categories. The identification of

the influencing factors in personal reason, management style, salary and work

environment were achieved through a comprehensive literature review and survey.

This study was based on the questionnaire survey and interview to extract a set of

exclusive factors which are highly influencing labour turnover and to determine the

level of influence of each factor for labour turnover. Level of influence of each factors

were analyzed through the mean value of the factors and significant factors were

identified through percentage of importance.

Through the ranking of the significant factors affecting labour turnover in ABC,

ranking correlation coefficient was calculated. Result of the test hypothesis proved

that there is no correlation among the ranking of factors for two section of turnover

(management style and work environment). Salary/ recognition and personal reason of

janitors have correlation among the ranking of factors. Therefore it can be concluded

that the identification of sources of labour turnover is different from managers’

perspective from janitors’ perspective exclude salary/ recognition and personal reason

of janitors.

Under the personal reasons of janitors section health-related issues, difficulty

travelling to and from work and difficulty balancing work/life issues have become

significant factors. Poor fit between the employees and the job, job satisfaction and

workload/stress are considerable factors under work environment section. As the

significant factors of salary and recognition dissatisfaction with pay and less or no

appreciation for work done are also important. Conflicts with supervisors or co-

workers, management inability to solve major administrative problems and

perceptions of unfair treatment are major factors under management style.

According to results from interview process, most of them are elder female janitors

who travel long distance to work station. They need considerable salary to survive and

expect good recognition from management and supervisors. Further they are looking

forward for a sound working environment with enough staff to carry out functions in a

smooth manner. Further good supervision and training are expected by janitors. It

appears that managers in ABC have limited knowledge of janitors’ requirements.



Since managers should have extensive knowledge of the factors affecting turnover to

solve the issues in a systematic manner. Findings of this research can be used by all

the managers who are working in ABC to successfully manage turnover issue

successfully.

2.1 Recommendations for managers

Through the industry survey, it has been found out that the proper identification of

sources of labour turnover are in a very poor stage because most of managers are busy

with routine work, Therefore they lack of opening for strategic approach. Through this

research it is strongly recommended for mangers to implement labour turnover

managing strategies after an appropriate evaluation of sources of labour turnover.

Unless otherwise they would not be able to achieve target for afford.

There is no panacea for achieving eliminating turnover in ABC company. With the

actual identification of sources of turnover, it is important to grasp the current turnover

rates and actual condition in detail, set goals and achieve the goals through a sound

strategic approach as far as possible.

Employees are the backbone of business success and therefore, they need to be

motivated and maintained in organization at all cost in terms of providing quality

products and services to the society. Managers must understand that employees in

their organizations must be treated as the most valuable assets of the organization.

This asset needs to be monitored with due care, otherwise their organizations would

cease to exist.

Managers should examine the sources of employee turnover and recommend the best

approach to fill the gap of the source. In most situations the causes of staff turnover

are a combination of one or more factors. Therefore, the best solution for the problem

is to identify the major causes and treating them to reduce.

2.2 Recommendations for Academic Researchers

This research was carried out to identify sources of labour turnover among janitors in

ABC Company in janitors’ perspective and managers’ perspective. This research was

limited to the turnover among janitors in ABC Company. Also due to the time



limitation the sample was limited to thirty and all of them are in western province.

Therefore followings are recommended as further extensions of this research.

1. Case study can be conducted to check the validity of the proposed sources of

turnover introduced by this research.

2. Extend this research and develop a novel tool to mange turnover issue in ABC

Company in successful manner.

3. Can extend this research to identify the relationship of managing employee

turnover and overall performance of the organization and develop a model to

demonstrate the relationship.

4. In the increasing competition and when going for the competition of janitorial

industry, this research outcome can be further improved and develop as cost

declining tool.

2.3 Contribution to Knowledge

This research has identified the inadequateness of researches in the area of

identification of sources of labour turnover among janitors as the knowledge gap.

Proper identification of sources of labour turnover needed to be managing issue has

been introduced by this research to fill that gap through a comprehensive literature

survey and evaluation of managers’ and labors’ perspective. Therefore those factor

identification and evaluation of relationship between perspective levels can be

considered as contribution to knowledge by this research.

REFERENCES

Referenc es


References

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determinants of employee turnover: an empirical investigation. Asian Academy of

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Singapore, Nanyang technology university. Organization. Addis Ababa University

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Ababa University

APPENDICES


A study of factors affecting high turnover among the Janitors at ABC Company

Dear Sir / Madam,

Research – PQHRM 47

I am a student of Institute of Personnel Management, undertaking the PQHRM. In fulfillment of

this program, I am required to conduct a research and produce a research.

Research Topic: A study of factors affecting high turnover among the janitors at ABC company

Purpose of the Research: To find out factors affecting labour turnover and analyze factors

affecting for labour turnover related to ABC Company

I would be grateful if you could complete this questionnaire within your busy work schedule. The

information gathered through this survey will be only used for this particular research, they will

not be used for any other purpose, and also results would be summarised, and therefore no

specific referees will be made to individuals. I assure you that, all your responses will be kept in

absolute confidentiality and you will not be held responsible for the research outcome.

Yours faithfully,

DissertationSupervisor

Madhubhashanie.A.W.C Mr. Mahendra Silva

Final year student Senior Manager

PQHRM 47 Insurance Corporation

Institute of Personnel Management Colombo 02



A study of factors affecting high turnover among the Janitors at ABC

Company

Purpose Questionnaire : To Identify and extract maximum amount of unbiased information

from the janitors in the ABC company regarding the factors affecting

turnover among janitors.

This Questionnaire Survey is designed to carry out in among the Janitors in ABC company

Option which cause to sources of employee turnover are extracted from your responses. Read the

statement carefully and express your opinion regarding the factors affecting labour turn over

among janitors in ABC company by marking √ in the relevant cage regarding each statement

Please assign each option a scorewhich reflect your opinion on scale by using 1 to 5 whereas:

1 - Least affected

2 - Fairly affected


4 - Significantl affected


Would you please list out any other criteria, which you believe that should be included in this list,

as sources of employee turnover ?

Note: Following are the identified some of the selection criteria from the literature and past

research studies.

The higher the score, the extremely affected sources of employee turnover



General Information

Name: ...............................................................................................................................................

Age Group: Under 25 25-34 35-44 45-54 55-64 Over 64

Length of Service: Under 5 6-10 11- 15 16-20 21-25 Over 25

Gender: Female Male

Marital Status: Single Married Widowed Divorced

Education qualification Illiterate Under grade 5 Under grade 10

1. What was the most important reason for your leaving?

……………………………………………………………………………......................

2. Your current salary/grade?

Below 10,000 10,001-15,000 15,001-20,000

3. Your physical working environment?

Very Good Good Average Bad Worst

4. The training you have received?

Always Often Sometimes Rarely Never

5. Did you feel that you were marginalized by the management?

Yes No

a. If yes, what could be the reason?

………………………………………………………………………......................



6. How was your relationship with your supervisors?

Excellent Very good Good Fair Bad

7. Have you ever made any grievance to your supervisor?

Yes No

a. If yes, how do you feel about the response?

Very satisfied Satisfied Not satisfied No reply at all

8. Do you think that you have been paid well?

Yes No

9. How was the work load in terms of normal working hours (i.e. 8 hour per day)?

Normal Beyond Under

10. Do you think that the environment condition had impact for your resignation?

Yes No

11. Do you think that the salary that you get compensate your work load?

Yes No

12. How was the relationship among labours?


13. How do you rate the leadership skill of your supervisors?


14. How do you rate the benefits and compensation of the ABC in comparison with other

similar organizations?




15. What should be done to improve the working situations in general?

………………………………………………………………………………………………

16. What negative situations did you experience while working for the organization?

…………………………………………………………………………………….

17. What kind of organization do you intend to work for in the future?

………………………………………………………………………………………

18. Is there anything that would change your mind about leaving the organization?

……………………………………………………………………………………….

19. Is there any health related issues lead to leave from the company?

Yes No

a. If yes, what are they?

………………………………………………………………………..............

20. Why did you join to this company?

……………………………………………………………………………………….

21. What is the distance that you travel daily from home to workstation? (In km)

………………………………………………………………………………………

22. What are the facilities you expect from the company to stay with?

……………………………………………………………………………………....

23. What is your working shift? Are you satisfied with the current shift hours?

………………………………………………………………………………………

24. What kind of training you need to perform your job well?

……………………………………………………………………………………….

25. What kind of working environment that you need, to perform job effectively?

……………………………………………………………………………………….



No Sources of Employee Turnover Assign a score to

represent the relative

importance

I Personal Reason

1 Maternity 1 2 3 4 5

2 Difficulty in balancing work and life issues 1 2 3 4 5

3 Childcare issues 1 2 3 4 5

4 Elder care issues 1 2 3 4 5

5 Health-related issues 1 2 3 4 5

6 Retirement 1 2 3 4 5

7 Relocation to follow spouse/partner 1 2 3 4 5

8 Difficulty travelling to and from work 1 2 3 4 5

9 Other domestic reasons 1 2 3 4 5

II Work Environment

1 Way work is organised 1 2 3 4 5

2 Workload/stress 1 2 3 4 5

3 Work environment 1 2 3 4 5

4 job satisfaction 1 2 3 4 5

5 Insufficient challenges 1 2 3 4 5

6 Worried about job security 1 2 3 4 5

7 Poor fit between the employee and the job 1 2 3 4 5

8 Inferior facilities, tools, etc 1 2 3 4 5

9 Risky working conditions 1 2 3 4 5

10 Inadequate employee orientation and training 1 2 3 4 5

11 Lack of meaningful and challenging work. 1 2 3 4 5

III Salary / Recognition

1 Dissatisfaction with pay 1 2 3 4 5

2 Internal pay inequity 1 2 3 4 5

3 Lack of promotion/career development 1 2 3 4 5

4 Less or no appreciation for work done 1 2 3 4 5

IV Oraganizational management style

1 Conflicts with supervisors or co-workers 1 2 3 4 5

2 Dissatisfaction with management style 1 2 3 4 5

3 Perceptions of unfair treatment 1 2 3 4 5

4 Ineffective communication. 1 2 3 4 5

5 Poor supervision 1 2 3 4 5

6 Management care how you really felt about your work? 1 2 3 4 5

7 Management open and honest in dealing with employees 1 2 3 4 5

8 Management ability to solve major administrative problems 1 2 3 4 5


A study of factors affecting high turnover among the Managers at ABC Company

Dear Sir / Madam,

Research – PQHRM 47

I am a student of Institute of Personnel Management, undertaking the PQHRM. In fulfilment of

this program, I am required to conduct a research and produce a research.

Research Topic: A study of factors affecting high turnover among the janitors at ABC company

Purpose of the Research: To find out factors affecting labour turnover and analyze factors

affecting for labour turnover related to ABC Company

The purpose of this questionnaire is exclusively for academic purpose as a requirement for

PQHRM. It's administered to assess your views about your working conditions, experience, staffs

that have been working under your supervision and general working environment about your

organization. I assure you that, all your responses will be kept in absolute confidentiality and you

will not be held responsible for the research outcome. Therefore, your genuine, frank and timely

responses are quite vital to determine the success of this study. So, I kindly request your

contribution in filling the questionnaire honestly and responsibly.

Yours faithfully,

Research Supervisor

Madhubhashanie.A.W.C Mr. Mahendra Silva

Final year student Senior Manager

PQHRM 47 Insurance corporation

Institute of Personnel Management Colombo 02



A study of factors affecting high turnover among the Janitors at ABC

Company

Purpose Questionnaire: To Identify and extract maximum amount of unbiased information from

the managers in the ABC company regarding the factors affecting

turnover among janitors.

This Questionnaire Survey is designed to carry out in among the Managers in ABC

Company

Option which cause to sources of employee turnover are extracted from your responses. Read the

statement carefully and express your opinion regarding the factors affecting labour turn over

among janitors in ABC company by marking √ in the relevant cage regarding each statement

Please assign each option a score which reflect your opinion on scale by using 1 to 5 whereas:

1 - Least affected

2 - Fairly affected


4 - Significantly affected


Would you please list out any other criteria, which you believe that should be included in this list,

as sources of employee turnover?

Note: Following are the identified some of the selection criteria from the literature and past

research studies.

The higher the score, the extremely affected sources of employee turnover



Personal Profile

1. Gender: Female Male

2. Age Group: 20-25 26-30 31-35 36-40 Over 40

3. Educational Qualification

12 grade or below Diploma Degree

4. Work experience in the ABC (in years)

Less than one year 1-2 Years 2-3 Years 3-5 Years > 5 years

5. Total work experience including other organizations


6. Total managerial experience


7. Position in the ABC

Manager Coordinator If other, please specify ……………

8. How you get your current positions?

Initial Employment By Promotion If other, please specify ……………

9. How do you rate your own leadership skill?




10. How you developed your leadership skill? (Select one or more)

Through experience Through training

If other, please specify:

……………………………………………………………………………………

11. Did you have human resource management practice before joining ABC?

Yes No

12. Did you take human resource management training after joining ABC?

Yes No

13. How do you rate your relationship with your janitors?


14. How do you judge the work load of your janitors in terms of the normal working

hours?(i.e. 8 hour per day)

Normal Beyond Under

15. What do you think about the working condition of the ABC?


16. How do you rate the relationship between janitors?


17. How do you rate the relationship between supervisors and janitors?




No Sources of Employee Turnover Assign a score to

represent the relative

importance

I Personal Reason

1 Maternity 1 2 3 4 5

2 Difficulty in balancing work and life issues 1 2 3 4 5

3 Childcare issues 1 2 3 4 5

4 Elder care issues 1 2 3 4 5

5 Health-related issues 1 2 3 4 5

6 Retirement 1 2 3 4 5

7 Relocation to follow spouse/partner 1 2 3 4 5

8 Difficulty travelling to and from work 1 2 3 4 5

9 Other domestic reasons 1 2 3 4 5

II Work Environment

1 Way work is organised 1 2 3 4 5

2 Workload/stress 1 2 3 4 5

3 Work environment 1 2 3 4 5

4 job satisfaction 1 2 3 4 5

5 Insufficient challenges 1 2 3 4 5

6 Worried about job security 1 2 3 4 5

7 Poor fit between the employee and the job 1 2 3 4 5

8 Inferior facilities, tools, etc 1 2 3 4 5

9 Risky working conditions 1 2 3 4 5

10 Inadequate employee orientation and training 1 2 3 4 5

11 Lack of meaningful and challenging work. 1 2 3 4 5

III Salary / Recognition

1 Dissatisfaction with pay 1 2 3 4 5

2 Internal pay inequity 1 2 3 4 5

3 Lack of promotion/career development 1 2 3 4 5

4 Less or no appreciation for work done 1 2 3 4 5

IV Oraganizational management style

1 Conflicts with supervisors or co-workers 1 2 3 4 5

2 Dissatisfaction with management style 1 2 3 4 5

3 Perceptions of unfair treatment 1 2 3 4 5

4 Ineffective communication. 1 2 3 4 5

5 Poor supervision 1 2 3 4 5

6 Management care how you really felt about your work? 1 2 3 4 5

7 Management open and honest in dealing with employees 1 2 3 4 5

8 Management ability to solve major administrative problems 1 2 3 4 5

Employee Turnover

Documents

housekeeping

child care

clients service

comprehensive

elder care

managing labour

compare relative

abc environmental