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UNIVERSITY
OF THE EAST
RESEARCH PROPOSAL
Research Title:
A Comparative Study of the Factors Affecting High Turnover and Decision to Stay in
Public Accounting Firms
Name of Proponents:
Adduru, Allan
Arnaldo, Jonell
Garcia, Diana Rose
Pablo, Ina Marie
Plata, Pia Bianca
Saloritos, Yllaisa John
Santiago, Irish Ann
Year Level and Approximate No. of Students Required to take the Course:
4th year BSA students, section
ranks as the top attraction factor and No. 2 retention factor for high potentials. He
acknowledged that it is important to set out a career road map with employees as it
can develop leadership and business development skills.
According to Boltax (2011), studies demonstrate that 9 out of 10 managers believe
that employees stay or go because of pay. However, contradicting some academics,
Eaves (2008, p.30) observed that while many organisations use compensation
packages as a key retention tool, a poll carried out among accountant employees in
the UK showed that 75% of respondents felt that they were paid either in line with
or above the average market rate for a similar role yet 73% felt that they did not
see their career path with their current employer indicating little relationship
between retention and the retention tool of compensation. Therefore as advised by
Hausknecht al. (2009), to implement an effective retention strategy, companies must
understand why employees stay.
While there is significant academic literature advising on retention strategies, Musser
(2001) observed that there was a lack of research examining what influences
employees to stay in an organisation. In general, despite the considerable amount of
literature on the causes of employee turnover, there is significantly less known about
the influences of employee retention (Hausknecht al. 2009). Maertz and Campion
(1998, p.65) also observed that
relatively less turnover research has focused specifically on how an
employee decides to remain with an organization and what determines this
attachment retention processes should be studied along with quitting
processes.
This is valuable as the factors that cause people to leave are not always the same as
the factors that cause people to stay (Steel et al. 2002).
Therefore, a significant gap in literature has been observed in relation to retention
and what influences employees to stay in an organisation. To the researchers 9
knowledge, no research has been conducted exploring the factors that influence
accountants in Ireland, particularly newly qualified accountants, to stay in their
organisation. Instead, the academic research focuses on turnover and the factors that
influence accountants to leave their organisation.
2.2. Turnover
Employee turnover is defined as the intention to exit an organization voluntarily
(Nazim, 2008). Academics have noted that turnover can be either functional or
dysfunctional depending on who is leaving the organisation (Campion 1991; Dalton
et al. 1982; Parker et al. 2011). Turnover is considered dysfunctional when high
performing employees leave the organisation as this has negative consequences for
the company (Parker et al. 2011). Accordingly, organisations need to focus their
attention on retaining these employees (Parker et al. 2011) as retaining quality
employees is a key component of organisational performance (Dey 2009).
Turnover within accounting firms is also a considerable and expensive problem
(Snead and Harrell, 1991). Although accounting firms have a much larger ratio of
trainees to qualified senior staff and they expect a certain degree of turnover to make
way for new trainees, excessive turnover is deemed wasteful (Hyndman, 1994),
especially considering the significant amounts invested in the training and
development of accounting employees (Sorensen et al. 1973).
satisfaction of the knowledge related to their future careers and to make them aware of
the possible culture of the workplace that they will be dealing with.
The study will benefit future researchers which they can be used as related
literature that will lead to another comprehensive study that can be used for the
betterment of the profession.
Scope and Limitations
Methodology and No. of Respondents
Expected Output
Work Plan of the Study
PHASE/ACTIVITY
DURATION
1 week
1 week
3. Gathering of Data
4 weeks
2 weeks
5. Analysis of Data
2 weeks
2 weeks