The main purpose of this study is to identify the factors contributing to this attrition at Gorima. This study showed that the high level of job satisfaction at Gorima did not translate into low employee turnover.
Introduction
Background
At the time of the study, Gorima's branches had an average of eighty-two employees. In the year when this average was calculated, the company experienced 77 layoffs.
Research Problem
Research Aim
Research Objectives
Research Questions
- Research question 1 – What are the key factors responsible for the high rate of employee turnover at Gorima’s?
- What is the level of job satisfaction at Gorima’s?
- Do the factors under the employer’s control account for the majority of employee separations?
- How can the effects of the factors not under the employer’s control be minimised?
- What would increase employees’ organisational commitment?
This question looks for the extrinsic and intrinsic factors responsible for high turnover. Following on from the previous research question, this question examines whether the more focused use of intrinsic factors would make employees more engaged.
Introduction
Employee Turnover
One of the most fascinating and confusing areas in management is the process of employee turnover (Lee and Rwigema, 2005). Identifying these antecedent factors will help managers put measures in place to prevent employee turnover (Siong, Mellor, Moore, & Firth, 2006).
Role of Retail in the Economy
To include it within the framework/context of this study, one needs to consider the role of retail in the economy, the understanding of it by potential employees, and finally, significant turnover factors often discovered in retail research. These statistics represent formally employed citizens and do not necessarily reflect the high proportion of part-time workers in the retail sector (Hart, Stachow, Farrell, & Reed, 2007).
Employee Perceptions of Retail
Employees often leave retail to join companies higher up the supply chain, such as wholesalers, manufacturers and service providers. Therefore, retail can be seen as a source of labor for other sectors in its supply chain, such as logistics, manufacturing and financial services.
Factors Leading to Employee Turnover in Retail
You do not feel part of the company Incompatible corporate culture Lack of opportunities for growth Table 2.2 Comparison of factors leading to employee turnover. In this study, these influences will be explored by looking at employee turnover in Gorima's retail sector.
Emotional Labour
They concluded that both surface and deep functioning have a primarily positive effect on turnover intentions of male employees. Surface acting has a significantly negative relationship with job satisfaction among employed women but not among employed men.
Employee Training
The family system's focus of succession is the basis of the interpersonal group level and is. Central to the establishment of ground rules is the determination of the period and scheduling of the inheritance.
Talent Management
In line with the above, McDonald's developed its first competency model for managers and individuals with managerial responsibilities (Table 2.4). It involves working cooperatively and cooperatively with others and acting in ways that support the success of the team and the overall McDonald's system. Demonstration and practical application of an understanding of the key drivers and financials of McDonald's business in order to help maximize its long-term performance.
The core competencies consist of a broad grouping of essential expertise, knowledge, skills and actions that directly support McDonald's business strategies and culture.
Limitations of Current Available Literature
No understanding of the skills and critical expertise needed to solve business challenges, both current and future.
Conclusion
Introduction
Background
Research Design
This method distinguishes research in the business sciences from imitation of the natural sciences by detaching the phenomenon of study. The research is primarily quantitative so that the goals of the researcher are achieved by gaining insight into the research problem. This facilitated the calculation of the average number of employees as well as the number of resignations that occurred over a twelve-month period.
All subjects received an informed consent letter (appendix 1) which: (a) described the aims of the study, (b) explained the intended use of such a study, and (c) the rights of the subject in the study explained.
Sampling Plan and Design
Although the sampling plan is part of the basic research design, it will be discussed in a separate section below. Due to the relatively small number of the population and the geographical location of the Gorima branches nearby, it was decided to survey the entire population.
Population
The Sampling Frame for the Questionnaire
Data Collection Instrument – Questionnaire (Appendix 3)
Questionnaire Design
- Structure of the Questionnaire
- Factors Investigated in the Questionnaire
- Personal Interviews
- Telephone Interviews
- Informed Consent and Consent Letters
- Interview Environment
- Descriptive Statistics
- Measures of Central Tendency
- Measures of Dispersion
- Hypothesis Testing
We do not believe that conducting telephone interviews with them would significantly affect the outcome of the research. The variance is the arithmetic mean of the squared differences between each observation and the arithmetic mean of the same observations. The results of descriptive statistics will be presented in the form of a table of frequencies and percentages and a histogram.
The research methods used to find the results of the study have been discussed in this chapter.
Introduction
Descriptive statistics
Sample Profile
Gorima's is an organization largely made up of female employees as most of the participants were female (fig. 4.3). Results of the survey showed that about half of the participants were single (47%) and just over a third were married (37%). Results showed that the majority of the participants were positive about working at Gorima's (fig. 4.10 to fig. 4.15).
More than a third (34%) of participants strongly disagreed that they were satisfied with the length of the working week at Gorima.
Responses to Human Resources Practice
Strongly Disagree Disagree Neutral Agree Strongly Agree I have received sufficient training in relation to customer service at Strongly Disagree Disagree Neutral Agree Strongly Agree I have received sufficient training in relation to the standard. The employees were asked if they experienced a high employee turnover in the company, what were the reasons why the employees left, why they wanted to move to another employee and what benefits they would like to have added to their employment agreements.
When asked what benefits they would like to add to their agreements, 44% opted for a Provident Fund/Pension Plan/Pension, followed by Medical Assistance (40%).
Cronbach’s Alpha
Inferential Analysis
A hypothesis was formulated to test whether there was a significant difference between intrinsic and extrinsic factors in influencing employees' decision to leave. H0: There is a significant difference between intrinsic factors and extrinsic factors that drive employees to leave. H1: There is no significant difference between intrinsic factors and extrinsic factors that motivate employees to leave.
There is a significant difference between intrinsic factors and extrinsic factors in influencing employees to leave.
Conclusion
Introduction
What are the key factors responsible for the high rate of employee turnover at Gorima’s?
In addition to their belief that women generally have stronger sales skills in the spice business, the company's owners aim to empower women in the workplace. In South African society, women are still considered the homemakers of the family. This is evident from the fact that 34% of respondents are not satisfied with the length of the working week.
Proof of this is the fact that 13% of respondents were dissatisfied with the days assigned to them in the work list.
What is the level of job satisfaction at Gorima’s?
A reason for this significant association may be the stressful combination of factors of age, marital status and number of dependents that are alleviated by a living arrangement that will provide more support to the employee. A significant number of respondents indicated that long working hours (16%) and working on weekends and public holidays (32%) were the main reasons for voluntary separations. More than half (55%) of all respondents disagreed with the idea that they were fairly paid for the work they do.
These three responses confirm that salary is a key factor responsible for the high turnover rate at Gorima.
Do the factors under the employers control account for the majority of employee separations?
How can the effects of the factors not under the employer’s control be minimised?
This is evident from the fact that the majority of current employees would leave if a higher paying job was offered elsewhere. At least one in three respondents indicated that they would like to have a medical aid scheme implemented. More than a third (37%) of the respondents were married and all had at least one dependent.
To help balance an employee's work responsibilities with her personal responsibilities, the employer should consider factors such as the length of the work week, shift work schedules and weekend/public holiday work.
What would increase employees’ organisational commitment?
With almost two-thirds of employees having been in service for less than two years, the employer will have to look differently at rewarding longer-serving employees. From the above, it can be seen that in order to increase the organizational commitment of employees, it is necessary to invest in the advancement of their skills. In line with a growth strategy, more job functions can be created for which employee skills can be developed.
Long-serving employees should be allowed more flexibility in their work schedules and shift rosters.
Conclusion
It should become company policy that employees are given non-cash benefits such as retirement funds and medical aid to promote their organizational commitment. The findings in response to the first four research questions lead to the answer to the final research question, i.e. introducing skills development programmes, creating new job functions, increasing the salary rate, making work rosters and schedules more flexible, and introducing non -cash benefits to employee contracts can all lead to increased organizational commitment.
Introduction
The expectations of the study
Employees indicated that they received sufficient recognition and acknowledgment from their managers. They were dissatisfied with their wages, indicating that they were not being rewarded fairly. A significant number of employees indicate that they are dissatisfied with the length of the working week.
Age, tenure (seniority), gender, marital status, education, living conditions and wages were discussed.
Recommendations to Gorima’s
In the discussion of the study results, the key factors influencing employees' decision to leave the company were identified. Employees must be notified of the training courses for which they will be sent to fill these vacancies. It is recommended that branch supervisors be included as part of the study due to the relatively flat hierarchical structure of management.
This should be considered and expanded upon to gain an understanding of the retail industry in the city, e.g.
Conclusion
Assessing the Effects of Employee Turnover on the Performance of Small and Medium Scale Enterprises in Nigeria, Journal of African Business, 12(2), p. Ogden, S.M., 2007, Student views of retail employment – key findings from Generation Ys. International Journal of Retail &. organizations: What we know. With your participation I hope to understand why the employee turnover rate in Gorima is so high.
TRAINING SCHOOL FOR PROFESSION AND MANAGEMENT. participants' full names) hereby confirm that I understand the content of this document and the nature of the research project and I consent to participate in the research project.
Biographical Data
I have received sufficient training regarding products to be sold at Gorima's. I have received sufficient training in terms of customer service (e.g. how to approach customers) at Gorima. I have been adequately trained in standard operating procedures (eg how to fry samoosas) at Gorima.
