FACULTY TURNOVER INTENTIONS AT

BUSINESS INSTITUTIONS

Submited to: Malik Nadeem Hassan

Submited by: Sajjad Akram

(1452-415047)

A project report submitted to the faculty of management sciences, Preston

University. Islamabad in partial fulfillment of the requirement of the degree

MASTER OF BUSINESS ADMINISTRATION (Executive)

Faculty of management sciences

Preston University Islamabad

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 Letter of Declaration

It is certified that the project “Faculty Turnover

Intentions at Business Institutions” is the original work
and material has not already been published, submitted
in full or in part for the requirement of any other degree
program and is not currently being submitted for any
other degree or qualification.

It is further certified that help received in

preparing this project and all resources used have
been acknowledge at the appropriate place

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 Dedication
I would like to dedicate this project to my dearly
parents and respected teacher Mr.Malik Nadeem
Hassan. He encourages as well as motivates me to
gain knowledge about the Project. He also gives
assistance from initial to final level during the whole
project.

I like to thank him for his supervision and great help

throughout the course and tell me how to improve
my skills and talent in a challenging environment.

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 Acknowledgement
In the name of Allah, the most Gracious and
Merciful who gave me the strength and
determination to complete this project within
due time.
I would also like to express gratitude towards
my teachers and class fellows for their never-
fading and constant support; appreciate and
acknowledge the patience, understanding and
love provided by them. It is of course the
reward of their good wishes and kind
blessings. Without this it was not possible to
ever even imagine a finished project.

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 Supervisor’s Certificate

This is certifying that Mr. Sajjad Akram of MBA (Executive) has completed his
project report entitled “Faculty turnover intentions at business institutions”
under my supervision. I have checked this report and found it bonafide work of
authors.

Malik Nadeem Hassan

Supervisor

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 Executive Summary

Employee retention is one of the most significant issues faced by organizations today. It
is a strategic human resource management issue and needs to be addressed in an effective
and timely manner. Employee retention cannot be addressed without the understanding of
the reasons for Turnover. Turnover has many antecedents and the relationship between
these antecedents actually determines the impact of each of these on actual turnover of an
organization. This study examines the factors that determine the turnover intentions and
the relationship among these factors turnover, namely job hopping, recognition, pay,
work life policies and supervisory support with Turnover Intention. The industry under
consideration comprises of the Business institutions in Rawalpindi/Islamabad, with focus
on the recently observed high turnover trend among the faulty members of these
institutions. Due to the limited pool of skilled faculty available, institutions are fighting to
keep their best employees. Special attention is paid to these above defined factors related
to faculty members and how much it impacts the turnover intention amongst this group of
people. . Unfortunately, rare study has been conducted in Pakistan; therefore, this study
may prove to be extremely beneficial for improving the relationship between faculty
members and university administrators. This study is used to draw conclusions about the
relationship of these factors with turnover intentions and to prove that which factor has
strongest effect and which has weak effect on turnover intentions. Recommendations are
made according to the analysis conducted for both further research and university
administrators.

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 CHAPTER 1

OVERVIEW OF THE STUDY

1.1 INTRODUCTION

Employee turnover issue has become the prioritized issue of the current century. Almost
every organization in any industry anywhere in the world has encountered the same issue.
Companies are now dealing with this turnover rate problem cautiously as this is one of
the most affecting problems. To solve this problem, companies have to ensure satisfaction
of their employees. There are many uncontrollable factors also that add to the issue of
retention. Long back, there used to be twenty universities and currently, there are around
ninety. Likewise, there used to be only two or three institutes awarding degree, and now
the number has reached to twenty seven. This drastic occurred because of some legal
changes at HEC level. This drastic change isn’t only in the number but commercialization
of education has taken place for the sake of revenue. This drastic change is mainly due to
the raised projected or probable students. This drastic change has thus opened numerous
opportunities for teachers resulting in high turnover among them. This has eventually
resulted not only how the faculty members perform jobs and the diverse perceptions of
them about empowerment, organizational commitment and job satisfaction, but it has also
eventually resulted in making them switching jobs and having their pick to accept or
decline institutions one the account of characteristics that they perceive the most valuable
to their job. This current environment, be it be business or whatever, is dynamic and
getting flexible day by day, therefore demanding efficient business graduates to cope up
with, which ultimately affects these management and business sciences departments.
There is a number of in-efficient staff or faculty in the universities, and therefore, the
these institutes which comprises of management and business, are forced to provide
accommodation to this drastic day by day changing environment and go addressing the
subject of turnover.
It would elaborate the real picture that why people want to leave organization, so that the
problem of turnover can be better understood and it would be as a guideline for the
administration in the institutions to focus on the issue. Retention of workers is then the
biggest concerned of the current century. This may be not easy as to arrange these

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particular people for the purpose of recovering knowledge from these people. There have
been 2 Investigation for the work contentment, also predecessor for the people leaving
organization. Though, rare investigations had worked on the reasons which direct from
the work discontent to purpose of people leaving organization and furthermore it directs
to the real worker turnover. Mobley, Horner and Hollingsworth (1978) recommended lot
cognitive, behavioral phenomena which take place between the emotional experience of
job and the action of leaving. Latest models propose there are a lot of personal and
institutional aspects which have an effect on particulars work contentment and obligation,
that manipulates reasons for leaving, furthermore instigates the process of looking for
another job and then ultimately quitting in actual (Michaels & Spector, 1982).
In contrast, an example that established noteworthy concentration which explains the link
that due to dissatisfaction of job, it aggravates feelings to leave the organization and it
further directs to find some other work, assessing all results and reasons for leaving
furthermore intent to leaving, at last taking the step to leave organization. (Locke, 1976;
Mobley, 1977) Pay and Benefits. Promotion system perceived fairness, working
conditions, social bonding and the job itself are some of the aspects that can influence an
individual’s job satisfaction level. However some researchers have also argued the intent
to leave as powerful forecaster for job leaving (Bluedorn 1982).the usual frameworks
regarding contentment of job along with intent to leave had concerted maximum on
economic aspects (Brewer, 1996) with respect to the work existing compensation
package at the same time recognizing importance of the aspects that are not related to
finance. Many researchers have not been made an effort to determine the effect of such
aspects on quitting intentions. Thus suitable way of performing the research is by
considering different factors like pay, recognition etc and intent to job leave generally as
well as discuss all the different researches carried out on the two so that thorough
knowledge about the subject should be established.
Organizations and companies take very much attention towards the employee turnover
rate because it is indeed a very costly and crucial part in doing business. Whenever the
authority in a business replaces an employee, it goes through all new advertising cost; the
fees of headhunting, HR related costs, productivity and customer retention costs, Sadly,
we can say that the research that is carried out in Pakistan is very less concerning job

8
leaving intent by the staff. Somewhat significant research showed that the relationship
between selected individual traits, staff related to the contentment (satisfaction) of job
and in the organizations both aspects of justice (Distributive and procedural justice) and
commitment by the institutional staff. (Chugtai & Zafar, 2006).these results verified the
relationship and illustrated not a positive correlation among the commitment with
organization and job leaving.
The research was encouraged by the difficult temperament regarding intent to job leaving
at Pakistans learning sector. Mainly in regard with the aspects that directs to job leaving
by employees in institutions of business in both the cities i.e. Rawalpindi and Islamabad.
The research can help supervisors, educationalist understanding the growing insight
about certain aspects and intent to job leaving. Furthermore developing the aspects of
work that directs to better dedicated staff which is more committed towards their job.

1.2 PROBLEM STATEMENT:

For the organizations everywhere in the world, retaining the employees basically is an
important problem. The expense due to job leaving by employees furthermore placing
another person in their place is immense, crucial and also problematic. Research shows
that the business institutes do not pay any consideration at faculty compensation
packages, the support provide by the supervisors and the policies regarding the
occupational life. Sadly we can say that there are teachers, recognition and supervisory
support with turnover intentions.

1.3 OBJECTIVES OF THE RESEARCH:

The purpose of this study is to have a look on the variables which contributes towards the
employee turnover in the business institutions either they are public or private. It will
define what the turnover does mean. The factors which I would consider for my study are
remuneration, job hopping, rules related to job in the workplace,
recognition/identification, and the support given by supervisors of staff. It would help in
understanding the impact of these factors on employee job leaving.

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1.4 IMPORTANCE OF THE RESEARCH

The following study will be helpful in comprehending the whole concept of job leaving
intent in the following manners. Initially they would be utilizing an inspection in the
cities of twin cities so that the job leaving intent between staff in the institutes of business
can be understood in an improved manner. Furthermore after inspection it will present a
reasonable consideration regarding the matter of intent to job leaving inside the institutes
of business. To keep hold of the existing employees in the institutions, research would
supply a platform to do adjustments as to progress the working.

1.5 LIMITATIONS OF THE STUDY:

The study is only focused on to finding the correlation between facts of job satisfaction
and turnover intentions of faculty members which will not allow any causal inferences to
be made about the other antecedents of turnover or outcomes of this study. The
respondents might fear confidentiality and the identity and thus can affect the accuracy of
the information provided. The study doesn’t include any of the intervening or moderating
variables such as training, emerging attractive opportunities, administrative fluctuations,
or other religious prejudices. The impact of demographic features such as gender, age,
and tenure, on turnover intention and satisfaction will not be generalized, as in; they will
be focused on discovering the pattern for the sample size under consideration. The
response from the participants might be less than thought and their willingness can vary
and thus resulting in the participation in filling out the questionnaires. This might
ultimately affect the sample size and impact the statistical power required to draw
conclusions from the study.

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 CHAPTER 2

LITERATURE REVIEW

2.1 INTRODUCTION

First of all the following section explains problems relevant to job leaving in general as
well as in academic world, Furthermore it also talks about the tasks completed on the
basis of strongest aspects of intent to job leaving. Lastly, Studies which are carried out
that why faculty have the intent to job leaving are put in discussion as to get a clear
understanding of the nature of job leaving intent in the institutions.

2.2 JOB LEAVING

It is a moderate but complicated problem. Job leaving (turnover) takes place when
employees leaves their jobs. Obviously any organization has to bear the costs by
replacing and hiring the new people as the current ones quit, but it has to bear an
additional cost in some way if the employees quitting are fruitful. There are number of
factors that results in employees quitting the job and giving arise to turnover rate,
including characteristics of the work as well as organization and also includes market and
the influence of family members. People leaving job can be because of poor job fit.
(Graffint, 1997).High turnover results in low drive of workforce (Khatri, Fern and
Budhwar, 2001).
To explain , “inventory” is the population of employees, and “demand” correspond to
turnover (Zhous,Fans,1999).In this new century, retaining employees has been the biggest
issue for the companies and this issue takes the form of a serious problem of the
employees leave intentionally or voluntarily (Drucker,1999 on the other side, Turnover is
concerned with Human Resource Management within Organizations (Compton and
Baird,2002).Employee turnover takes place when an employee leaves an organization
either intentionally/voluntarily or involuntarily. Voluntary and involuntary turnover are
defined by Naumann (1990) as: when the existing employee leaves an organization or
when he desires or accepts/receives a transfer, whereas, involuntary turnover is occurred
when the existing employee is straightaway fired or when he is transferred at the will of

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organization. Though turnover costs directly and indirectly to an organization, it also
affects the existing employees in one way. It affects the structure and culture and the
perceptions of the employees, also the projects are delayed if the employees quitting are
an important part of them (George and Jones, 1996).numerous studies reflect a ‘not
consistent connection” among job leaving and the output. The elevated job leaving pace
can effect the performance of the firm a lot as job leaving causes disturbance and its not
positively in relation with effectiveness (Bluedorn, 1982).Goh (1995) support that the
costs associated with employee turnover could be disastrous as in the cost of training and
recruitment, loss of continuity and productivity, and poor company morale and image.
Job involvement and autonomy do not normally seem to affect turnover intention either.

2.3 TUNROVER INTENTIONS

Valee, Harris and Andrews (2004) say that turnover is directly impacted by only turnover
intentions factor. Intent to job leaving (turnover intentions) is one step detached as
compare to real job leaving (Khatri,Fern and Budhwar,2001).Intent to job leaving is
referred as behavioral withdrawal reactions (Geurts,Schaufeli and Tutte,1999).Specter
and Carsten (1987) in their meta-analysis summed up that behavioral intention is a
powerful predictor of employee turnover than job satisfaction. It seems that intentions are
an essential intermediate linkage between satisfaction, commitment and involvement and
turnover (Naumann, 190- ).Rosin (1991), in his assessment concluded that intentions of
quitting are the strongest predictor of an actual leave decision. Kieslowski (1991)
strengthened the above arguments by showing that 29 attitudes precede turnover intention
(which in turn precede actual turnover), but not the other way round. Turnover intention
though is extensively used in turnover study, particularly in models of turnover decision
process; its concept is not evidently defined. The author has suggested that the workers
who just want to quit from his job separates him from that organization expressively. The
behavior of a worker shows an important part in his intent to turnover and intentions
shows that whether a worker would leave the firm in real or not. He suggested that
employee attitude surveys must be carried out as it would depict the contentment of the
employee from his work and would tell the problems he is having ion his job and the

12
turnover intentions so that one can take early moves as to bring improvements where they
are required.
The dilemma to the conceptualization is that it is complicated to differentiate action-
prone inclination of leaving or no action-prone subjective desire of leaving. Many
modern organizational withdrawal researchers use the job opportunity as a criterion to
separate the two dimensions of intention of leaving (Gerhart,1990 ;Mobley,1979,steers
and Mowday,1981;Michaels and Spector,1982 and Muchinsky and
Morrow,1980).Auditors who recognize that their Workloads are reasonable and are
balanced also have lower intention to quit the current accounting firm(Huang,Lawler and
Yilei,2007).Turnover intention is considerably impacted by satisfaction with career
future, company identity, type of work and financial rewards. The greater the satisfaction
with any of these variables, the smaller the turnover intentions (Koh and Goh,
1995).Ultimately over time, turnover intentions interpret into turnover behavior (Richer,
Blanchard and Vallerandi, 2002).Bluedom’s (1982) Study about job leaving says that
getting dissatisfied from the job directs to the attitude of searching new employment and
furthermore it directs to the turnover intent or remaining in the same firm. The result is
that the employee move to other organization or remains in the current firm.
Factors such as age, period of job, supposed view regarding satisfaction from job has an
important influence upon the intent to quit the current employer (Weisberg and
Kirshenbaum,1991).Temporary and Permanent employees are alike in the sense that a
satisfied employee is more committed employee and a more committed employee will
have lower intention to leave (Slattery and Slevarajan,2005).The workers who are more
committed to the job and who are more satisfied with the job are supposed to leave the
organization at a low rate.
The outcome concluded that the contentment and obligation forecast the job leaving
intent(Krash,Booske,and Sainfort,2005).Some study carried out by march and
Simon(1958).The job leaving intent is basically result of a worker insight regarding the
employee job leaving intent and how simply he can switch to any other firm.

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2.4 JOB LEAVING AND JOB LEAVING INTENTION

Different researches have been done on this topic of Job Leaving intent and some other
aspects. It is believed that the teachers are quitting their jobs twice as much as other
professionals so. Approximately 8% teachers quit jobs and 8% leave for other business
schools. It is not less than a surprise that the propensity of faculty leaving for retirement
is normally a surprisingly, the rate of faculty leaving for retirement is generally a
lessening percentage of the total faculty who quit. This fact should be administered and
monitored. Friendly or collegial relations predict rather strong intention to leave the
university .The staff is more apprehensive to leave the job when their relations with
colleagues are stressed .And a variety of intrinsic and extrinsic motivators influences staff
while selecting jobs (Manger and Eikeland, 1990).
There has been highlighted some appealing details regarding faculty turnover trends by
the study which was done by American colleges and universities about the turnover rates.
According to the research as to discover the retention rate of an organization in one year
as to see how many faculty members are not leaving their current job and staying inside
is recorded. Continuing faculty members are those who carry on working with an
organization and have not joined or left their jobs during the year, in spite of their rank.
The estimate of retention rate for college/university is obtained by dividing the no. of
continuing employees within the year by the number of continuing employees the last
year. That obviously means that retention rate is inverse of turnover rate. From this study
we came to know that the turnover rate means different things for different ranks of the
Staff. Job leaving shows both self chosen movement e.g. assistant lecturer position to
another job in a different institution or nonacademic jobs, and involuntary movement.
Turnover reflects voluntary movement e.g. (job) or getting retired; at the professor level.
Eckert & Stecklein (1961) interviewed some college teachers using open ended questions
and discovered that characteristics in accordance with the temperament of job and also
circumstances under which job is performed represents basically the main basis of
contentment, while acknowledgement be slightly confirmed as a basis of contentment.

Goodwin (1969) found out that professors feel by giving importance to their work, they
can develop and mature their own skills and abilities. Hill and French (1967) found that

14
interpersonal relationships and contacts are probable to impact the satisfaction level of
professors. The collegial structure of faculties and departments are, thus, an essential
factor while considering satisfaction of academicians. Bachman (1968) showed that the
dean’s effectiveness in terms of his influence through personal qualities such as
proficiency and admiration is related to faculty’s satisfaction while faculty would be less
satisfied to view their own actions as suspending to the dean’s legitimate rights and
influence due to his position. This somehow remains factual because occupations vary in
a variety of aspects, such as qualifications, pay, skills, contact with people, opportunities
for initiative or autonomy etc (Pedro, 1973). Lurie did a study about manpower
management in higher education and stated that all the administrators of universities need
to understand that the increasing trends of turnover as compared to past can be due to the
shortage of skilled faculty and not because of the reaction of the policies of universities.

Potential effect of factors such as stress, workload, public pressure to advance teaching
standards, and diminishing funds for higher education were also studied in relation to the
prior mentioned three variables. The results reflected that there was a difference between
public university faculty’s perceptions of job satisfaction, organizational commitment and
empowerment and private university faculty’s perception of three variables. Private
University faculty gave greater results in relation to the study of the three variables while
public university showed lower levels of occurrence of the three variables.

This study could aid university administrators identify with the factors they require to
incorporate and implement to improve their faculty perceptions about job satisfaction,
empowerment and organizational commitment and come up with valuable policies to
have more empowered, satisfied and committed faculty. Researchers have explained
faculty members as being usually committed to their work, however, they at times think
if they would be gladder elsewhere and this study by researchers was actually about
faculty morale and their intention to leave (Johnsrud & Rosser,2002).They are seldom
satisfied with their own institution. They see administrators as ineffectual, poorer
communicators and their influence as diminishing (Boyer etal., 1994).

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2.5 CONTENT FINDING OUT STAFF (FACULTY) JOB LEAVING:

2.5.1 Remuneration

It is the basic pay paid, without bonuses .Though pay rate is not usually taken as a
motivating factor, but however it can be a source of dissatisfaction (Azafar & Danninger,
2001).
If a worker is pleased by his salary, than he will be more willing to remain with the
existing organization *Slattery and Selvarahan.2005). Khatri, Fern and Budhwar (2001)
discover that contentment by means of salary is totally opposite connected along by
intent to job leaving. Many graduates suppose that pay is the basis for their Displeasure
and several others do not think that this is the only thing to leave their organization.

The tasks and duties which are allowed to them, makes them enjoy working for their
organization. If they are provided with the options (Sturges and guest, 2001).Employees
also want that the pay among the colleagues should be on equality basis and this leads to
employee getting satisfied of their job. The managers and instructors who follow rules
and regulations in Case of salary and other rewards, their junior employees would be
more pleased with them and if the managers would be biased in structuring the pay scale
of their subordinates then definitely they would be a lot dissatisfied regarding the salary
package. (Griffeth and Gaertner, 2001). We can put it in the way that those men who have
the high status administrative and professional jobs, desire more pay and they can leave
the organization if they are offered even higher pay from the other organization (Martin
and Jr, 2008). The employees compare their pay with the market and if their pay is
relatively higher than they are moral likely to stay with organization and also if they have
been provided the growth and development opportunities inside the organization (Batt
and Valcour, 2003).

2.5.2 Recognition

Recognition involves the respect and acknowledgement for any achievement. Mclnnes
(1999) discovered that academics were on the inside motivated by factors such as
discipline-base recognition by peers and student-teacher relationship factors. There exists

16
an association between the people’s intention to reside at the employment place and
reward or recognition.Suitable recognition and reward must be seen as a beneficial factor
in producing a positive and constructive atmosphere which is helpful for both workers as
well as supervisors so that both would succeed. This idea is maintained that to help lessen
the high turnover, the firm needed the recognition program to help advance morale and
maintain their existing employees.
(Sturges and guest, 2001) found out in their research is that what matters the most to
graduates is the recognition by the supervisor about their performance and achievements.
It appears that an employee who is flourishing and the way he perform his job is
acknowledged all over by his senior also his co-workers would be expected to perform
better and that is officially expected by him. The clearest form of recognition appears in
the form of salary rises and bonuses. But in the overall terms supportive work
environment, recognition can get many forms from a formal reward program to a thank
you note for a job that is done very well. Poza and Henneberger (2004) paid attention to
the fact that job satisfaction and security, labor market opportunities perceived, and
pleasure in one’s firm all play an important role in narrating turnover intentions.(Castillo
& Cano,2004).

2.5.3 Rules Related to Job

The most prominent Forces relatives practice in harmonizing job and relatives is surplus
and disagreement cause of several characters. Very less time and a lot of work to do.
While a few primary employees are accepting such supportive policies, many companies
and many managers are still neither conscious nor reactive to work/ family issues
(Galinsky and Stein, 1990). (Yasbek, 2004) is of the point that policies which equals
work and life can influence. How the work is performed by many methods. In market
where there is a lot of competition the employers which would be providing a balanced
work and life policies along with good compensation packages would grasp better
employees towards its organization
These rules diminish costs by humanizing staff retention rates. Its also increase output.
Policies can decrease extra as well as exhaustion that have not a positive impact

17
regarding output. These policies can lessen pressure, ultimately lowering the decreasing
the likelihood of incidents which can happen in the organization.
When work affects the family time than an atmosphere of stress is generated if the
employees would be provided with balanced work and life policies (rules /regulations)
then they would be more satisfied with the job and there would not be any problems
between family and work. (Konrad and Manger, 2000). Other commentators say than that
the more an employee would be committed to the organization the performance of the
employees would be better and less turnover would take place. (Eaton, 2001).
Furthermore the firms which are providing work and life balance policies they recruit
more and absenteeism is very less and very less people leave the job (Helen, 2002).

And the organizations which take care of the employees being committed and how they
can have prevailing job satisfaction and also take care that their employees tensions and
pressures of work should be reduced, they would have better workforce which will
remain in the organization and would benefit it.(Cappelli 2000). The organizations effort
on their employees regarding their work and life aspects will be expenditure defensible if
the overall organizational circumstances help employees to assimilate their work and life
challenges and demands which ultimately results in diminishing the intentionally leaving
the organization or the turnover rate (Hui-Yu and Takeuchi, 2008).

2.5.4 Support by the supervisors:

Workers when have conflicts with their supervisors than they tend to leave the
organization (Houkes and Janssen, Jonge and Nijhuis, 2001). Strong associations with
colleagues are crucial for graduates to be committed and to enjoy the work and to let
them experience to be one of the family members of whole organization thus enhancing
the social assistance in their early careers. It is important for organizations that they
should understand the significance regarding the desire for friendship and social support
that helps in bonding with the organization. The senior heads should provide hold to their
junior employees as giving them beneficial feedback about their performance which
would be useful for them and give the tasks according to the capacity of each employee.

18
The recommendation for the supervisors is that they should take care of their junior
feelings of efficiencies and should time by time provide them feedback about their
performance level and also accommodate them with the opportunities which are helpful
for them in their future. (Otis and Pelletier, 2005). The turnover of employees cannot be
only decreased by giving them the right pay which they deserve but also some other
factors e.g. senior’s attitude, rules and regulations by which pay scale is made. The pace
of work should also be seen.
(Griffeth and Gaetner, 2001). There can be generation of internal moves if the employee
is having negative attitude about the current supervisor. Therefore, these employees will
wish to leave the organization but the perceived circumstances about the labor market
make them to stay with current firm. (Kirshenbaum and Weisberg, 2008). If the
supervisor is committed, helpful and supportive to the employees, than there is a chance
of low work-family conflict in case of employee (Batt and valcour, 2003).

2.5.5 Job Hopping

Job hopping is related to the behavior of those employees who switch jobs or transfer
form one job to another in spite of options. This action takes place because of either the
nature of an employee or other social manipulations. Job hopping is thus related to
turnover intentions positively.

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 CHAPTER 3

METHODOLOGY AND RESEARCH DESIGN

3.1 INTRODUCTION
In this chapter, we will discuss the pay relationship, recognition, supervisory support, job
hopping and work life policy with intentions of turnover. These variable measures were
assembled in the course of the management of self administered questionnaires. The
examination of data than took place and testing of hypothesis by the usage of correlation
and regression analysis.

3.2 RESEARCH DESIGN

Conducting research enables the researcher to answer the research questions or objectives
as validly, objectively, accurately, efficiently, and effectively in terms of cost and time as
possible. Essentiality, a research design indicates the type of study undertaken and
provides acceptable answers to the research problem. If the research design is adequately
planned and implemented it can assist in permitting the researcher to rely on both his/her
observations and draw a conclusion (Martin, 2007:61).
Quantitative methods will be used to collect the required data. The basic aim for this
method is to collect numerical data of a specified sample and subject it to numerical
analysis. This methodology allows statistical inferences to be made after the analysis of
this data, the conclusions for which can be widespread for the population of business
school faculty members in the Rawalpindi/Islamabad region. Likert scale questions will
be used to gather data. This will ultimately aid the researchers to understand the
relationship with these variables and also it will benefit and aid administers in the
Institutions to make important decisions and take advantage in the long run.
Assessment of the strength and direction of the relationship between the turnover
intention and the variables will be done by co-relational analysis and regression analysis.
This co-relational analysis will provide information about how well one variable predicts
the other. The higher the correlation between the two variables, the more accurate the
prediction.

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3.3 POPULATION AND SAMPLING:

3.3.1 Target Population

The population comprises of the faculty members of the institutions in

Rawalpindi/Islamabad whose perceptions about the turnover intentions will be the basis
and the main focus of this current study. The basis for choosing this particular population
is the perceived high turnover rates in the twin cities. Due to lack of skilled teachers and
numerous job opportunities, it has become difficult to retain them. Total number of
universities with in the territory of twin cities is 24 and there are number of colleges in
which business education is given.

3.3.2 Sampling

Sampling is the process of selecting data from many sources, i.e. from people, objects,
textual materials, audio-visual and electronic records (Leedy and Ormrod, 2005:145
Convenience sampling technique is used to select the sample in this study.
From the whole population I have selected 4 institutions that are Superior College
Rawalpindi, Islamabad Model Post Graduate College for Men H-8, Arid Agriculture
University Rawalpindi, and Pakistan Institute of Development Economics. Sample of this
study is 30 that are approximately 07 employees from each institution conveniently
available.

3.4 THEORETICAL FRAMEWORK

Independent Variable

 RECOGNITION
Dependent Variable
S  JOB HOPPING
TURNOVER
 SATISFACTION WITH PAY INTENTIONS
3.1 RESEARCH VARIABLES:
 SUPERVISORY SUPPORT

 WORK LIFE POLICY

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3.5 HYPOTHESIS FORMULATION:

H10: positive impact of high remuneration on turnover intentions.

H1: negative impact of high remuneration on turnover intentions.

H20: positive impact of job hopping on turnover intentions.

H2: negative impact of job hopping on turnover intentions.

H30: positive impact of recognition on turnover intentions.

H3: negative impact of recognition on turnover intentions.

H40: positive impact of supervisory support on turnover intentions.

H4: negative impact of supervisory support on turnover intentions.

H50: positive impact of work life policies on turnover intentions.

H5: negative impact of work life policies on turnover intentions.

3.6 SAMPLING CHARACTERISTICS:

The demographics include gender, age, total years of teaching experience and rank of job.

3.6.1 Gender:

The male teacher’s response came out to be 66.5 and in case of female teachers 33.5%.
The low level of response by female is because in Pakistan very few percent of females
are doing job.

GENDER FREQUENCY PERCENTAGE

MALE 20 66.5
FEMALE 10 33.5
TOTAL 30 100.0

3.6.2 Age:

22
The highest respondents were between 25-35 (70%); it reflects that young people are
more in teaching job.
AGE FREQUENCY PERCENTAGE
25 to 35 21 70
36 to 45 05 16.7
46 to 55 3 10
More than 55 01 3.3
T0TAL 30 100.0

3.6.3 Total Years of Teaching Experience:

Response of teachers having teaching experience between 1-3 years is 36.6% and less
than 1year is 20% and teaching experience between 4-7 years and more than that are very
low. It depicts that after 2-3 years people tend to change their jobs.

TEACHIN EXPERIENCE FREQUENCY PERCENTAGE

Less than 1 year 06 20
Between 1 and 3 years 11 36.6
Between 4 to 7 years 04 13.3
Between 7 to 10 years 05 16.6
More than 10 years 04 13.5
TOTAL 30 100

3.6.4 Job Rank:

Response of 73.3% of teachers has job rank as lecturer and only 3.5% are professors and

it represents that teachers switch jobs very early and it can also be a reason that teachers

are reluctant to higher studies.

JOB RANK FREQUENCY PERCENTAGE

Lecturer 22 73.3

Assistant Professor 05 16.6

Associate Professor 02 6.6
Professor 01 3.5
T0TAL 30 100.0

23
3.7 DATA COLLECTION PROCEDURES

Questionnaire will be used to gather the data that too with a ratio scale used to gather the
demographic information. There will be a cover letter explaining the study and the
various sections of the questionnaire will be attached. The self administered method will
be adopted and the questionnaires will be distributed personally to those who will fit
them out in two working days. This type of method has been adopted to ensure the
confidentiality for those who will fill out and encourage them to fill them out with
fairness.
3.7.1 Anonymity and Confidentiality:

As the nature of the study is sensitive and the desired information is regarding the job
satisfaction and the turnover intentions, which add to the sensitivity of the study,
therefore, the need for anonymity and confidentiality is fully taken into account.
Moreover, personal questions were avoided such as the identity of the candidates or the
institutes from which they belong to in order to respect the confidentiality of every one.
Code numbers were assigned to each questionnaire after retrieving them so that data
entry can be made. The questionnaires will be numbered randomly.

3.8 Data Analysis:

There are following reasons for this collection of data, which are:

 Descriptive information

 Hypothesis about understanding the relationship between the dependent and

independent variables.

CHAPTER 4

ANALYSIS OF DATA AND RESULTS

4.1 Correlation and Regression Analysis:

24
This study represents the analysis of the data and the results of the study are discussed.
Hypothesis 1, 2, 3, 4 and 5 were tested against correlation using Pearson co relational and
through regression analysis.
Table: 1(Correlation Analysis)

Turnover Intentions P-Value

Remuneration -0.89 0.001
Job Hopping 0.91 0.12
Recognition -0.1 0.2
Supervisory Support -0.21 0.02
Work Life Policies -0.41 0.00

Table: 2 (Regression Analysis)

B T Sig.
Remuneration 0.107 0.84 0.398
Job Hopping 0.285 0.76 0.879
Recognition 0.362 3.40 0.001
Supervisory Support 0.317 2.32 0.022
Work Life Policies 0.321 2.15 0.034

4.1.1 Hypothesis 1:
The hypothesis H1 negative impact of high remuneration on turnover intentions. This
prediction was supported. (r = - 0.89, p= 0.001).
The B value of remuneration is 0.317 that is it has 31% impact on turnover. On the same
side t value also reflected the result of 0.84 which reflected a significant impact on
turnover intentions.
Hypothesis H10 proposed that positive impact of high remuneration on turnover
intentions. So H10 is rejected.

4.1.2 Hypothesis 2:
H20 proposed that positive impact of job hopping on turnover intentions. This prediction
is supported and this made H2 rejected.
The B value of job hopping is 0.285 that is it has 28% impact on turnover. On the same
side t value also showed the result of 0.76 which showed a significant impact on
turnover.

25
H2o proposed that job hopping correlates positively with Turnover. This prediction was
highly supported. A very significant relationship was found between job hopping and
Turnover. (r=0.91, p=0.12)

4.1.3 Hypothesis 3:
H30 proposed that positive impact of job Recognition on turnover intentions. This
prediction is supported and this made H30 accepted.
The B value of job Recognition is 0.362 that is it has 36% impact on turnover. On the
same side t value also showed the result of 3.40 which showed a insignificant impact on
turnover.
H30 proposed that job Recognition correlates positively with Turnover. This prediction
was supported. (r=0.19, p=0.2)

4.1.4 Hypothesis 4:
The hypothesis H4 negative impact of Supervisory Support on turnover intentions. This
prediction was supported. (r = -0.21, p= 0.02).
The B value of Supervisory Support is 0.317 that is it has 31% impact on turnover. On
the same side t value also reflected the result of 2.32 which reflected a insignificant
impact on turnover intentions.
Hypothesis H40 proposed that positive impact of Supervisory Support on turnover
intentions. So H40 is rejected.

4.1.5 Hypothesis 5:
The hypothesis H5 negative impact of Work Life Policies on turnover intentions. This
prediction was supported. (r = -0.41, p= 0.00).
The B value of Work Life Policies is 0.321 that is it has 32% impact on turnover. On the
same side t value also reflected the result of 2.15 which reflected a insignificant impact
on turnover intentions.
Hypothesis H50 proposed that positive impact of work life policies on turnover
intentions. So H50 is rejected.

26
4.2 RESULTS:

4.2.1 High Remuneration and Turnover intentions:

High remuneration correlated negatively with turnover intentions. This supports the last
findings that Satisfaction with pay is negatively linked with turnover intentions. This
finding extend the research on this part by centering fully on the relationship between
high remuneration, defined as the high basic salary paid, without bonuses (Azfar &
Danninger, 2001) and turnover intentions.
Results from the present study suggest that employees’ fair and competitive pay
negatively relates to his intentions of turnover and he doesn’t switch job very frequently.
Although a significant relationship was found between high Remuneration and turnover
intentions was bring into being in this study, little is known about the structure of
relationship and causality cannot be established due to the nature of correlation analysis.
This research indicated that an employee is more loyal with his job and very much
satisfied when he receives high remuneration. And this makes an employee not to think
of quitting.

4.2.2 Job hopping and with turnover intentions:

Results showed a significant and very strong positive relationship between job hopping
and turnover intentions. It complemented the last findings. This present research has
come up to conclusion that teachers tend to change job not for better alternatives rather it
is the cyclic crawl to move from one job in one organization to some other job in some
other organization. Similarly, Veiga (1981) also supported the present study and found
that some teachers had switched jobs to a large extent in their careers, but the changes
were not in fact due to hopes for larger compensation or job dissatisfaction rather for
many of these teachers mobility is in their blood. And this act increases the turnover
intentions of teachers. This strong relationship shows that teachers like to switch jobs
from institutes to institutes and that is the strongest reason of high turnover intentions
among business institutes.

27
4.2.3 Recognition and Turnover Intentions:
Recognition negatively correlated with turnover intentions. This prediction was partially
supported. As very weak significant relationship was discovered between recognition and
turnover intentions (p=0.2).
This present research indicated that recognition has a very weak effect on turnover
intentions. It found that recognition when increases turnover intentions decreases
(r= -0.1) but result showed that recognition is not the strongest factor behind turnover
intentions as significance is p=0.2 and where ‘p’ must be less than 0.05.
It can be interpreted from the results that there are also other more factors behind
turnover intentions that have been given more priority by teachers for leaving the
business institutes other than recognition.
However McInnis (1999) supported this negative relationship between recognition and
turnover intentions and says that there is a definite link between the intention of people to
stay at their place of employment and reward/recognition.
Although the present finding is rather weak, but a negative relationship do exists between
recognition and turnover intentions. And it has proved H3o.It shows that in retaining
teachers appropriate reward and recognition should be seen as a constituent in the
formation of successful business institutes. No significant positive relationship was found
between recognition and turnover intentions.

4.2.4 Supervisory Support and Turnover Intentions:

Supervisory support was negatively correlated with turnover intentions. This prediction
was supported. A significant relationship was found between supervisory support and
turnover intentions (r= -0.21, p=0.02).
This supports previous findings suggesting workers wish to leave an organization when
they have conflicts with their supervisors or colleagues (Houkes and Janssen, Jonge and
Nijhuis, 2001). An employee's 'negative' attitude and/or hard feelings towards his/her
current supervisor may generate internal moves (Kirshenbaum and Weisberg, 2008)

28
Results from the present research suggest that when supervisory support increases
turnover intentions of teachers decreases. This significant relationship shows that teachers
start thinking of leaving the institution when they don’t receive supportive supervision.
Previous findings of other researchers Khatri, Fern and Budhwar (2001) also supported
that satisfaction with supervision is negatively linked with turnover intentions.
Results from the present study suggest that employees’ emotional attachment to,
identification with, and involvement in the organization is positively related to
supervisors’ care and concern about the employees’ opinions, values, goals, and general
well being.

4.2.5 Work life policies and turnover intentions:

Work life policies were negatively correlated with turnover intentions. This prediction
was supported. A significant relationship was found between supervisory support and
turnover intentions (r= -0.41, p=0.00).
This supports previous findings suggesting that Firms who look for to augment employee
morale, commitment and satisfaction, and decrease source of stress and troubles at work,
will improve their ability to recruit and retain talented and esteemed employees (Cappelli,
2000).
H5a is being supported through this study that teachers have so busy routine that they
couldn’t find any time for their family. That’s why they switch from institutes to institutes
to balance their work and family life.

Chapter 5

CONCLUSION AND RECOMMENDATIONS

5.1 CONCLUSION

The present study attempted to investigate the relationships among pay, recognition, and
supervisory support and work life policies with turnover intentions. Recognition, pay,
work life policies supervisory support was negatively related to turnover intentions.

29
However job hopping was verified to be positively connected to turnover intentions and
had a strong impact on turnover intentions. Although negatively related, recognition had a
very weak impact on turnover intentions.

After doing research on the factors determining turnover intentions of faculty of business
institutes, it’s being concluded that faculty consider recognition, pay, and supervisory
support work life policies as important factors behind turnover intentions. This study is
the first step towards understanding the turnover intentions in the already scarce number
of faculty members of business schools by studying these factors. The results for this
study can be used by university administrators to address issues of retention of their best
faculty members, while constantly attracting new ones. Compensation packages
(including pay and monetary rewards and benefits), recognition, work life policies and
supervisory support can be used effectively by university administrators to reduce
turnover intentions. Further research can be conducted, that examines the relationship
between the environmental factors like alternative job opportunities, and market
conditions to understand what role these factors play in faculty turnover intentions.

5.2 RECOMMENDATIONS:

5.2.1 Recommendations for Future Studies:

 There should be an expansion in the study by including institutes of other cities as

well.
 There should be a willingness to consider other aspects of turnover such as
commitment for organization, job search behavior, other aspects of job
satisfaction, as well as economic conditions, work related factors, and personal
factors, to determine their intentions to leave and actual turnover.
 There should be an examination of other demographic factors such as salary
range, educational qualifications, and job performance ratings.
 Build up a survey that can calculate the job satisfaction of faculty members
considering moderating and intervening variables (i.e. it assesses job satisfaction
in terms of student body, training of faculty members, changes in policies for
higher education etc.).

30
5.2.2 Recommendations for Institutions Administrators:

The university/college administrators often desire to keep a turnover rate that maintains
the vitality in the existent faculty, yet perceive turnover as a problem for those faculty
members whom they would prefer to retain. Therefore, the administrators need to focus
on the morale of the faculty members by paying them well, supporting them in their
endeavors, and focusing on their professional priorities and rewards. This could help
create a culture that would attract a diverse pool of intellectual minds, while retaining the
best employees.

Pay had also a shown a significant impact on turnover intentions. Therefore, the
university administrators need to ensure that pay structures are comparable to what other
institutions in the market are paying. Managements need to proactively share the salary
structure and raises with their faculty members and how they compare to similar
positions and tenure in the industry.

The institutions will have to use more than monetary incentives to hire and retain its
talented employees. For example, they should ensure supervisors’ leadership skills,
communication skills, and full support for teachers. This would help in decreasing
turnover rate consequences.

Institutions also require rewarding good performers and ensuring that the culture within
the institution promotes hard work and academic achievement so that the recognition
need of the faculty members is fulfilled. This would also create a more conducive and
competitive environment and increase the overall quality of work.

The administrators require fostering good relationship with its employees, and
differentiating and acknowledging the individual needs of each faculty member.
Supervisors play a significant role in faculty satisfaction and can help creating a bond
within the institution’s members that can help foster retention of its employees.

31
Institutions should regularly discuss the competitors market and evaluate the faculty’s
perceptions about what factors do they consider important in their jobs and improve the
working conditions accordingly.

Frequent faculty development programs should be arranged in order to keep the faculty
motivated and develop it to cater to the changing needs of the economy. It will not only
add to their personal and professional growth, but also increase their trust in the
institution administration as a caretaker and supporter.
8. Every institution should carry out yearly surveys of its turnover rate and explore why
faculty members left their jobs. Variables other than the ones examined in this study may
be contributing to turnover intentions. Comparison of the current turnover rate can be
made with that of the previous year’s rate to check whether the measures taken
previously have been successful or not.

LIST OF REFERENCES

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Cardiff Business School Human Resource Management Journal, Vol. 11(1), pp. 54-74

Carley, K. (1992). Organizational Learning and Personnel Turnover. Organization

Science, Vol. 3(1), pp. 20-46

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Gans, N. and Zhou, Y. (2002). Managing Learning and Turnover in Employee Staffing.
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Drucker, P. (1999). Management for the 21st Century. New York: Harper Collins.

Lurie, M., (1966). Toward a survey of faculty turnover rates: Increasing the effectiveness
of manpower management in higher education. The Journal of Higher Education, 37(7),
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Koh, H. and Goh, C. (1995). An analysis of the factors affecting the turnover intention of
non-managerial clerical staff: a Singapore study. The International Journal of Human
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Valle, M., Harris, K. and Andrews, M. (2004). An Examination of Tenure in Negative

Organizational Environments. Journal of Management Research, vol. 4(2), pp. 114-119
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Bacharach (Ed.). Research in sociology, Vol. Greenwich, Connecticut: JAI Press.

Geurts, S., Schaufeli, W. and Rutte, C. (1999). Absenteeism, turnover intention and
inequity in the employment relationship. wo r k & s t r e s s , v o l . 13(3), pp. 253-267

Poza, A. and Henneberger, F. (2004). Analyzing Job Mobility with Job Turnover
Intentions: An International Comparative Study. JOURNAL OF ECONOMIC ISSUES,
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Kraut, A. (1975). Predicting turnover of employees from measured job attributes.

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Spector, P., (1985). Measurement of human service staff satisfaction: development of the
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Spector, P., (1997). Job satisfaction. California, Sage.

Carmeli, A. and Weisberg, J. (2006). Exploring Turnover Intentions among Three

Professional Groups of Employees. Human Resource Development International, Vol.
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Huang, T., Lawler, J. and YiLei, C. (2007). The Effects of Quality of Work Life on
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Sturges, J. and Guest, D. (2001). Don’t leave me this way! A qualitative study of
influences on the organizational commitment and turnover intentions of graduates early
in their career. British Journal of Guidance & Counseling, Vol. 29(4), pp. 447-462

Weisberg, J. and Kirshenbaum, A. (1991). Employee turnover intentions: implications

from a national sample. The international Journal of Human Resource Management,
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Karsh, B., Booske, B. and Sanford, F. (2005). Job and organizational determinants of
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Mobley, W. (1977). Intermediate linkages in the relationship between job satisfaction and
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March, J., & Simon, H. (1958). Organizations. New York: Wiley.

Jackofsky, E., & Peters, L. (1983). Job turnover, versus company turnover. Reassessment
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34
ANNEXURE 1: DEFINITION OF TERMS

1. Intentions to leave: economic, work related factors or personal characteristics

that lead a person to thoughts of quitting (Muchinsky & Murrow, 1980).

2. Job satisfaction: how people feel about their jobs. It is the extent to which people
like (satisfied) or dislike (dissatisfied) their job (Spector, 1997).

35
 3. Job Search Behaviors: refers to the act of looking at and evaluating alternative
job opportunities e.g. reading newspaper advertisements, sending resumes or
contacting employment agencies, talking to others about looking for another job
etc (Kopelman et al, 1992).

4. Organizational Commitment: the strength of an individual’s involvement and

identification with an organization (Bluedorn, 1982).

5. Retention: the ability of an organization to reduce it voluntary turnover rate by

keeping their current employees.

6. Turnover: the voluntary withdrawal or separation of employees from an

organization.

7. Faculty: only the permanent faculty members of the universities will be studied.

8. Tenure: time spent with the current institution.

9. Total experience: total number of years of experience in the field of teaching.

ANNEXURE 2: COVER LETTER

FACULTY TURNOVER INTENTIONS AT BUSINESS INSTITUTIONS

Dear Sir/Madam,

36
I am working on my MBA project. We humbly request your cooperation in filling out this
questionnaire, which concerns analyzing a few probable causes of the topic under study.
Your responses will be kept confidential and your identity will not be disclosed to
anyone. This information will be used only for academic purposes. I, very sincerely,
thank you for your cooperation.

Sajjad Akram,
MBA Students,
Preston University,
Islamabad.

ANNEXURE 2: DEMOGRAPHIC INFORMATION

Please answer the following questions by ticking the appropriate box.

1. Gender

Male
Female

37
2. Age

25 to 35
36 to 45
46 to 55
More than 55

3. Total years of teaching experience

Less than 1 year

Between 1 and 3 years
Between 4 to 7 years
Between 7 to 10 years
More than 10 years

4. Your Job Rank

Lecturer
Assistant Professor
Associate Professor
Professor

38