A STUDY OF FACTOR INFLUENCING THE EMPLOYEE EROSION “SPECIAL REFERENCE OF HIGHER EDUCATION”
Dr. Kavita Dive
Assistant Professor, Indore Institute of Law Dr. Archana Dubey
Assistant Professor, Idyllic Institute of Management
Abstract- Employee retention strategy includes various measures to ensure an employee stays in an organization for the maximum period of time and feeling themselves as a part of an organization and refers to policies and practices used to prevent valuable employees from leaving their jobs. The study explores to identify the main factors of retention management strategies in organizations. The data was collected with the help of a well- structured questionnaire from 120 employees working in an organization. This study has recognized that some of the factors do affect the employee retention. These factors have a substantial role to play in making employee stay i.e. salary, rewards, and recognition, compensation, retirement benefits plan, promotion, involvement in decision making and in designing retention strategies. In order to rectify the above shortcoming allowing employees to participate in decision-making and in designing retention strategies can be one of the non-financial incentives.
Keyword: Attrition, Job satisfaction, retention, cost, and benefit.
1 INTRODUCTION
Jobs are essential for the employees but for an employer, retention is even more important than hiring. This is true, as many employers have underestimated costs associated with costs of key staffs.
Employees are an important resource in any organization, as they positively contribute to the execution of organizational objectives and mission.
Through employee retention, we can encourage employees to remain in the organization. Every organization spends time and money to mentor a new employee and to improve their knowledge and skills. But when the fully trained employees leave their jobs, the organization is completely at a loss. When a business loses, employees, it loses skills, experience and “Human Assets”.
The magnitude and nature of these losses is a critical management issue, affecting service quality. External, employment, and personal factors, which influence educator‟s decisions to stay, leave, or transfer from teaching assignments, are discussed, with emphasis on special educators. Factors attributed to teacher attrition in urban environments also are briefly revised, along with attrition of related services professionals. External factors affecting teachers include economic trends, institutional factors.
Employment-related variables include professional qualifications, work conditions, work rewards, and
commitment. Personal factors include demographic, family, intellectual/affective variables and others. The following aspects of education sector environments have been found to be associated with teacher attrition: lack of administrative support, lack of collegial and parent support, and insufficient involvement in decision-making. Factors linked to job dissatisfaction among related service professionals in CIU (college institutions and universities) settings include salary improper distribution of work. Insufficient resources to work or office space, excessive, limited staff development, and separation from associates.
2 LITERATURE REVIEW
Shweta segwan (2014)i, A major concern for most of the organizations these days is to maintain its talented its employees.
Attracting talent is not so difficult but retaining I pose a major challenge. India is also facing a major problem of attrition.
It becomes very important for the organization to look into the reason that prompts an employee to leave the organization. This paper seeks to analyze the factor, which influences attrition, and suggest certain measures through which attrition may be controlled.
Dr. Shikha Bhardwaj 2017 the word attrition refers to the process of reducing something's strength or effectiveness through sustained attack or
pressure. Attrition, in an organization, refers to a reduction or decrease in the size or strength of the workforce, or a gradual reduction in labor occurring through various means other than firing employees. The attrition rate plays a significant role in an organization. A high attrition rate of employees in an organization is a serious concern because the employees are the backbone of any organization and irreplaceable. No organization can exist without it. But mere existence is not a great deal in fact survival is the main battle. Organization succeeding in retaining talent survives sustainably. An organization with perfect alignment between employees and employers interest, where no employees leave voluntary or involuntary, is practically impossible. No organization is perfect nor can attrition be cured fully. It can only be reduced to its minimal through practicing best retention strategies. The rate of shrinkage in size or number of employees is known as attrition rate. Different organizations use different method to calculate the rate of attrition.
Christos Koilias (2012), The findings of this research could be of value for the following reason. First, the information from a Higher Technological Education Institute with a proven reputation in the job market could serve as a benchmark for other educational programmes in the same fields. Second, the information could be used to improve the curriculum and the education offered at the Institute. Third, the information would help undergraduates to form a clear picture of future work benefits and job satisfaction once they graduate; this is also true for people intending to pursue a degree in a Technological Institute.
Finally, it is assumed that information on job satisfaction of recent graduates would be of benefit to the job market. To that questionnaire, a section was added that referred to measuring job satisfaction.
Only graduates of the above departments completed this section. According to the weighted index, the most important category of factors is the „„Extrinsic factors‟‟ followed by the „„Intrinsic factors‟‟
and finally the „„Relations Social factors‟‟.
Work conditions, security and social status that are involved in a job are the
subcriteria that carry the highest weight in each of the three categories.
Luthans and Sommers (2015) thought about motivation as the process which energizes, improves attitudes and maintains good behaviour and performance. Maduka and Okafor (2014) expressed motivation as the inner desire of an employee to direct his/ her behaviour towards accomplishing certain goals. In other words, motivation can be conceptualized as an employee‟s feeling of stimulation and interest to accomplish his/her work or tasks efficiently. In today‟s business environment, several organizations are experiencing noticeable developments due to the changes in world markets, which are characterized by globalization, technological advancement, workforce diversity, and knowledge maintenance. One of the effective ways to adapt to such changes is the emphasis on organizational learning as a key component of organizational culture.
Various study of Literature review analysis organizations these days is to maintain its talented its employees.
Attracting talent is not so difficult but retaining I pose major challenges.
Organization succeeding in retaining talent survives sustainably. An organization with perfect alignment between employees and employers interest, where no employees leave voluntary or involuntary, is practically impossible. Higher Technological Education Institute with a proven reputation in the job market could serve as a benchmark for other educational programmers in the same fields.
2.1 Objectives of the study
To analyses the strategy to reduce attrition.
To assess there is the cost benefits for qualified employees for attrition of employees
2.2 Hypothesis
H0 1 There is no policy of strategy to reduce attrition in the private sector.
H0 -2 There are no cost benefits for qualified employees for attrition of employee.
2.3 Research Limitations
By focusing on the experiences of employee‟s satisfaction, in Institutions
College and universities can align their organizational structure. Taken the (120 people) small sample size of employees explained retention and attrition data of this study.
3 RESEARCH METHODOLOGY
The paper analyses to understand the various issue related to attrition and to
collect primary and secondary data regarding the trends of attrition in the education sector.
In this study, we find 120 employees data analysis from the education sector. By average percentage methods and graphics methods, and analytical method used in data analysis.
3.1 Model
Factors affecting employee Attrition 3.2 Data Analysis
Gender wise differentiation in Attrition Gender Differentiation Percentage
Male 67
Female 53
Table 1.1
Graph 1.1
In these studies analyzed male and female candidate males 67 percentage affecting in attrition and 53 percentages affecting from attrition. Male and female always different from attrition
Qualification of Employee:
Qualification of
Employees Experience Percentage
Ph.d 10 46%
NET/SLET 8 40%
M.phil 5 7%
PG 3 7%
Table 2.1
Graph 2.1
In these study taken qualified and experienced faculty members from different fields lots of knowledge is different and high attrition in qualified, it means Ph.D. or NET candidates
Financial Benefits: Salary scale Salary Scale Job
Satisfaction Percentage 0-20000 Strongly
Disagree 57%
20000-25000 Disagree 23%
25000- 30000 Neutral 5%
30000- 35000 Agree 8%
35000 above Strongly Agree 7%
Table 3.1
Graph 3.1
In these studies analyzed salary scale in attrition 57% candidate strongly disagree for the dissatisfaction of job 23%
candidate disagree from these job satisfaction, 5% candidate neutral from situation only 5% and 7% candidate agree and strongly agree for the satisfaction of job.
Training and development:
Training Given by Institute No 84%
Training Given by Institute Yes 16%
Table 4.1
Graph 4.1
In these studies analyzed Training and development provide by institutes in different streams only 16% institutes provide training but 84% not given training in institute.
Major Reason of Attrition
Major reason for attrition Percentage Employee expectation of job 83
Lack of career growth 71
Opportunity of career advancement 92 Working load and over stress 29 Good Relationship with high
authorities 88
Good Relationship with subordinates 88
Financial benefits 19
Job security 100
Table 5.1
Graph 5.1
In the major reason of attrition with employee‟s different 83% employee expectation of job from different, 71%
employee, leave jobs for profession growth 92% employees change for career advancement 29% employees leave jobs because of over stress and working load 88% employees not leave job from institute they maintain relations with high authorities and subordinates 19%
employee wants financial benefits, various reasons for attrition in the education sector.
Analysis of various departments:
NAME OF DEPARTMENT PERSENT
Commerce 80
Management 65
Social Science 60
Engineering 90
Law 70
Journal and Mass Communication 45 Table 6.1
Graph 6.1
In these, study 80 employee from commerce department, 65 employees taken from management, 60 employees from social sciences, 90 people taken from engineering, 70 employees from a law and 45 employees from journal and mass communication departments some employees sustained in a jobs in various departments view about attrition is very high.
Are you happy with organizational cultural
Are you happy with organizational
cultural? Yes 17%
Are you happy with organizational
cultural? No 83%
Table 7.1
In these study only 17% of employees happy with organizational culture, but 83% of employees not happy with present organizational culture. They continuous change career for prospects of growth and new ventures. They are not adjusting with present environment.
Past employer retained
Did you past employer retained. Yes 9%
Did you past employer retained. No 91%
Table 8.1
In these studies, very critical are only 9% of employees retained in the education sector or 91% of employees not retained in the present organization because of the various reasons of attrition also discussed with the last table.
Organisations retaining scale is very low they are not retained to employee, they
change the employee but not retained employee.
Determine the various factors, which force an employee to leave on an organization
3.3 Cost
Cost of Attrition when an employee joins an organization, a lot of costs is incurred in recurring selecting, placing and training to an employee. Then the employee leaves all these costs to go waste, in addition to this cost the organization also losses competent employees.
3.4 Benefit
It may promote organization by releasing the remaining staff it may benefit employees by providing them with better opportunities for in a different place. It may help in getting the new idea into the organization, Attrition may prove to be desirable when those employees, with whom the organization no longer wishes to associate, leave the organization it may reduce conflict situation.
3.5 Future Scope
The study specifies that the organization to come up with a useful recommendation to retain their employees. These findings imply that in order for an organization, to promote the level of employee retention.
Study help Organization need to reimburse their employees competitively and have fair appraisal performances, as this will promote employee commitment in the organization. In return, this will improve an organization‟s performance.
4. CONCLUSION AND RESULTS
Gender wise differentiation: analysis of male and female employees ratio is different from attrition various male leave jobs compare to female employees.
Qualification of Employee: more qualified employees change jobs regarding growth and financial aspects.
Financial Benefits: Salary scale very important part of job supposes employees getting high pay but that‟s they are not satisfied with the present job.
Major Reason of Attrition: the various reasons for attrition but one specific reason is that more employees want to growth in career advancement for future development
Analysis of Various Departments:
Analysis department wise study engineering department employees leaves change firstly in career compare to another department. Retention of jobs in a career is very low. The hypothesis of full fill according to research there is no policy of strategy attrition in the private segment second hypothesis is a fact of that no cost benefits for qualified employees. Apart from that according to object strategy to reduce attrition and analyse that cost benefits and employees for attrition of employees. First hypothesis proven that reduce attrition in private sector. And second hypothesis proven that no cost benefits for qualified and experience employees in private segments.
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