Impact of training and motivation on employee turnover in Pakistan

RESEARCH PROPOSAL
Impact of Training and Motivation on Employee
Turnover in Universities of Islamabad

Submitted To: DR. HUMMAYOUN NAEEM

Submitted By: M.Asim Iqbal Kiani

asimkiani@rocketmail.com

ARMY PUBLIC COLLEGE OF MANAGEMENT SCIENCES ORDNANCE

ROAD, RAWALPINDI
PAKISTAN

1
 Impact of training and motivation on employee turnover in Pakistan

1. TITLE OF THE PROPOSAL:

Impact of Training and Motivation on Employee Turnover in
Universities of Islamabad.

2. INTRODUCTION

E
mployee turnover is the problem that causes intense inapt
circumstances for the organizations in particular and the
employees in general. The former have to bear great economic
and behavioral loss in this situation and the latter have to face entirely
different and uncertain circumstances as a result. Instantly, employee
turnover has emerged as a serious problem causing high cost and low
productivity to organizations. There may be different reasons to this
conundrum but organizational callous attitude towards employees
considering them bought machines is one of the vital reasons of the
employee high turnover across the globe. High turnover rate is
considered harmful for the organizations as the organizations have to
bear financial loss in hiring and training their employees. The turnover
has been seen as a costly activity for the organizations which
ultimately spoils its overall profit and market share. By training
employees and giving them better internal communication,
organizations may induce motivation in their employee. This
motivation is necessary for employee satisfaction which eventually
leads to high productivity through better customer satisfaction and
achievement of the organizational goals. Also fulfilling the basic needs
– self-actualization, self-esteem, social, safety and physiological, of the
employees, as described by Maslow, can also motivate employees and
revamp performance and profit. Some other reasons of employee high
turnover are better job opportunity, self-development, more
challenging work, competitive remuneration, medical problems, work-
life balance, working conditions (flexible vs fixed), information system,
lack of meetings, span of control, etc. Internal Communication can be
considered as an important factor in stopping the high employee
turnover. As employees keep on asking different questions about their
job requirement, about employer’s expected attitude towards a
particular activity and about the company policy for different acts and
if they do not get a satisfactory answer to their questions they may
either resign or may be fired. It has been observed by researchers that
without improvement in communication managers may not be able to
get their employees engaged efficiently and effectively. Based on the
previous statement, it can be said that when employees are not
efficiently and effectively engaged they are likely to be less productive.
In nut-shell, it can be said that communication gives way out to
different seen and unseen complexities/problems.

2
 Impact of training and motivation on employee turnover in Pakistan

Employee turnover has been there in the market places for

centuries. But this phenomenon has gone abrupt and widespread
during the last a few years for some financial and non-financial reasons
and is causing organization great loss in terms of productivity,
performance, customer satisfaction, work environment, and profit. In
order to deal with this situation, the researchers recommend that the
employees must be given effective trainings so that they can boost up
their skills, must be appreciated in terms of financial and non-financial
aspects so that they can be satisfied and motivated, and must be
communicated all the pertinent information about the policies,
procedures, rules and regulations of the organization so that they can
work in a conducive work-environment – necessary for high
performance. Therefore, it can be said that high turnover is the
function of training, motivation and communication. Employee
turnover has been treated as dependent variable, whereas motivation
as a moderator variable and communication as an independent
variable. It is hoped that this study will save money and time of the
organizations and HR managers respectively who have to have the
money and time consuming hiring and firing process undertaken.
Problem statement:
How to decrease the employee turn over rate in public universities of
Islamabad by training and motivation,

3. LITERATURE REVIEW
3.1 Training

T
rainings are considered of vital significance these days because
of their positive effect on organizational commitment, market
share, growth and overall performance. It has been observed that
40-50 percent employee turnover may be in the interest of the
organization yet trainings have their own importance for the
organizational growth and performance, therefore, need not to be
neglected. The corporate world is rapidly moving towards active
trainings needed for the employee development which creates synergy
in performance and growth of an organization. Trainings save money
and time by getting employees specialized in their particular domains.
Organizations achieve better results when they provide effective and
regular trainings to their employees. Training need analysis is part and
parcel to employee development that help out the HR managers in
making a round the year plan for the employee trainings and
continuously organizational learning. Employee counseling is also a
sort of training that makes employees motivated and up to date. As
mentioned above, turnover has many reasons to its credit. The reasons
may be training, supervision, and job content; any or all the three if

3
 Impact of training and motivation on employee turnover in Pakistan

found inapt may lead to employee turnover. According to human

capital theory, employees do not intend to quit the jobs in which they
keep on learning. Trainings make employees more skilled and
therefore they get better and respectable jobs; in other words it can be
said that training create motivated and committed employees. Based
on the above discussion and observations, it is revealed that the
organization which keep on offering trainings to their employees keep
on having best outcomes in terms of performance and commitment.

c
3.2 Motivation
ongenial and trustworthy Business-customer relationship is the
backbone of any organization. Organizations always try to have
better motivated employees who create a better business
environment necessary for business-customer relationship. There can
be high employee turnover if employees do not get motivated by the
organizational policies and procedures. Although motivation and
satisfaction are two famous terms used inter-changeably yet they are
minutely different from one another. When compared, satisfaction
contrary to motivation does not mean that the organization will not
face employee turnover; but motivation may help avoiding high
turnover. Motivation plays an important role in solving the problem of
employee turnover; employee turnover problem can be encountered
effectively by the supervisors, of course, through motivation and better
communication. Supervisors can be motivated by appreciating and
rewarding them. The appreciation or reward can be a letter of
appreciation or a breakfast in their honor. Employees get motivated
when they are heard by the organization; their suggestions and
recommendations toward a particular activity is owned and changes
are made accordingly. It has been observed by researcher that
unsatisfied employees with reference to benefits and those who find a
job inconvenient and are in a position to change job quit it.

3.3 Turnover

O
rganizations are keen in knowing reasons of turnover and
stopping it to reasonably good extent. Disagreement, negative
emotions, and interference are some of the reasons that cause
conflicts among employees and eventually result in employee
turnover. Disagreement can eliminated by extending behavioral
motivation and training, negative emotions can be mitigated through
better job conditions like pay, promotions, and benefits, and
interference can be avoided by providing better understanding of
professional and technical policies, procedures, and rules and
regulations. Performance of the employees influences the

4
 Impact of training and motivation on employee turnover in Pakistan

organizational growth and performance in connection with market

share and competitive advantage. Organizations can better achieve
their goals by decreasing causes which result into employee turnover.
This achievement depends upon measures to check, identify, correct
the problem areas by supplementing effective trainings and motivation
to the employees. The phenomenon of employee turnover can be
defined as crossing the membership boundary of an organization by
retirement, resignation or termination can be termed as employee
turnover. This phenomenon is more common to the employees who
have not spent much time with an organization. It is also said that
employee turnover is high in the area where there is high economic
activity and people are highly qualified and young. Employee turnover
inclination has been observed having adverse or negative relationship
with organizational norms. Therefore, researches have shown that the
organizations which do not value their employees cause dissatisfaction
among the employees resulting in high employee turnover (Adkins, et
al., 1996). Commitment has been rated as the function of job
satisfaction. The organizations whose norms are congruent to their
employees are better able to earn more and retain employees for a
longer time period. Organizational commitment depends upon its how
employees feel about their organization. The employees are always
satisfied and committed if their values match with the values of their
organizations. Employee turnover can be stopped if employees have
three types of commitments: affective, continuance and normative
commitment. Employees are motivated to quit an organization when
they are de-motivated. This de-motivation can arise due to low
financial and non-financial compensation. Causes of turnover may be
low pay structure, ineffective hiring and evaluation procedure, biased
supervision, inappropriate leadership and communication. Though
suspected high females rate of turnover has been observed low.
Training, supervision and job content have also been defined as the
causes of quitting an organization.

4. OBJECTIVES OF THE STUDY

The objective of this research is as follows:
a) To determine if there is a relationship between training,
motivation and employee turn over.
b) To determine the impact of training on employee turnover
c) To determine the impact of motivation on employee turnover

5
 Impact of training and motivation on employee turnover in Pakistan

5. THEORETICAL FRAMEWORK
Three variables are selected for this study among which one is
dependent variable i.e employee turnover and other two are
independent variables i.e. training and motivation. The dependent
variable is the domain of interest whose relationship with the
independent variables is attempt with reference to turnover inclination
among the university employees in Pakistan. Employees are
committed when they are appropriately motivated and trained to
handle with their jobs. This statement has also been substantiated by
the Maslow’s theory.

5.1 Independent Variables

Training
Motivation
5.2 Dependent Variable
Employees turn over
The diagram figured below show relationships
among the dependent and independent variables:

TRAININ MOTIVATIO
G N

EMPLOYEE
TURNOVER

6
Impact of training and motivation on employee turnover in Pakistan

CAUSE AND EFFECT RELATIONSHIP

DIAGRAM

ACQUIRE NEW What to do?

KNOWLEDGE

SKILLS & How to do?

TECHNIQUES

Usage of skills
APPLICATION practically

Shows positive
BETTER result
PERFORMANCE

MOTIVATION Increases
affiliation

APPRAISA
A Increases
L affiliation

7
 Impact of training and motivation on employee turnover in Pakistan

6. HYPOTHESIS

A. Appropriate trainings are acutely needed by the employees for

their self development and organizational development.
B. Performance of employees has a stringent link with motivation
factor; higher the motivation higher the employee performance.

7. RESEARCH METHODOLOGY
7.1 Universe
Five different universities of Islamabad (Air University, Quaid-e-
azam University, NUST, and NUML University) are selected and
questionnaires will distribute among the employees to analyze the
impact of training and motivation on the employee turn over.
7.2 Sample
50 employees from each organization will be selected as
sample.

8. Tools for Data Collection

8.1 Questionnaires
The questionnaire for the research will adopt, and the same was
partially supplemented with reference to motivation aspect. The
questionnaire consists of three sections contained a total of thirteen
items. It will distribute among the 145 employees of different
universities in Islamabad i.e. Air University, Quaid e Azam University,
Bahria University, National University of Sciences and Technology, and
Foundation University.

From the questionnaires the data gained will be processed and

analyzed by the following table.

8
 Impact of training and motivation on employee turnover in Pakistan

Name of No. of Gender Age group Job status

Organization Respon
dents

20-40

41-60

Staff
Male

%age

Female

%age

%age

%age

%age

%age
Officer
Air
University

QAU

Bahria
University

NUST

Foundation
University

Total

9. Data Analysis:
9.1 SPSS
The Statistical Package for the Social Sciences (SPSS) will use for
all statistical calculations.
9.2 Correlation
To verify existence of relationship between the dependent
variable Employee turn over and independent variables training and
motivation SPSS will be used.
9.3 Regression Analysis
The relative strength of relationships between the dependent variable
and independent variables regression analysis will use.

9
 Impact of training and motivation on employee turnover in Pakistan

A QUESTIONNAIRE TO EVALUATE THE TRAINING AND MOTIVATION NEED FOR

EMPLOYEES

Dear Respondent!

I am a student of MBA. This survey is being conducted to evaluate the training and motivation
needs for employees in universities of Islamabad to decrease the employees turnover. Please
take few minutes to complete the survey and return it as soon as possible. I assure you that the
information/feedback provided by you will be kept confidential and will only be used for the
study/research purpose. Your cooperation in this regard shall be highly appreciated.

Thanking you in anticipation.

(Please tick the appropriate checkbox below)

Age Gender Highest Level of Job

Education

 20 or below  31-35  Male  Managerial

 SSC 
 21-25  36-40  HSSC  Non Managerial
Female
 26-30  41 or  Bachelors   Other___________
above MS/M.Phil

 Masters  PhD

Monthly Earning (income) Years with the Department

organization

 Below 11000  31,000-

40,000  less than a year  6-10
year ___________________________
 11,000-20000  41,000-
50,000 1-5 years  10 or
above
 21,000-30,000  Above

10
 Impact of training and motivation on employee turnover in Pakistan

50,000

(Please encircle the appropriate number against each statement)

Strongl
y Disagre Agre Strongl
Job Environment Uncertain
Disagre e e y Agree
e

1 2 3 4 5
1. I find real enjoyment in my job.

2. I like my job better then the average 1 2 3 4 5

worker does.
1 2 3 4 5
3. I am seldom bored with my job.

1 2 3 4 5
4. I would not consider taking another job.

5. Most days I am enthusiastic about my 1 2 3 4 5

job.

1 2 3 4 5
6. I feel fairly well satisfy with my job.

Strongl
y Disagre Strongl
Organizational Commitment Uncertain Agree
Disagre e y Agree
e

7. It would be very hard for me to leave my 1 2 3 4 5

department right now, even if I wanted to.
8. I do not feel any obligation to remain with 1 2 3 4 5
my current employer.

9. I would be very happy to spend the rest of 1 2 3 4 5

my career with this department.

10. One of the few negative consequences of

1 2 3 4 5
leaving this department would be the
scarcity of available alternatives.
11. Even if it were to my advantage, I do not 1 2 3 4 5
feel it would be right to leave my

11
 Impact of training and motivation on employee turnover in Pakistan

organization now.

12. I really feel as if this department’s 1 2 3 4 5

problems are my own.
13. Right now, staying with my department is a 1 2 3 4 5
matter of necessity as much as desire.
14. I do not feel a strong sense of "belonging" 1 2 3 4 5
to my department.
15. I feel that I have too few options to 1 2 3 4 5
consider leaving this department.
16. I do not feel "emotionally attached" to this 1 2 3 4 5
department.
17. I would feel guilty if I left my organization 1 2 3 4 5
now.
18. I do not feel like "part of the family" at my 1 2 3 4 5
department.
1 2 3 4 5
19. This organization deserves my loyalty.
20. IfI had not already put so much of myself
1 2 3 4 5
into this department, I might consider
working elsewhere.
21. I would not leave my organization right now
1 2 3 4 5
because I have a sense of obligation to the
people in it.
22. This department has a great deal of 1 2 3 4 5
personal meaning for me.
23. Too much of my life would be disrupted if I
1 2 3 4 5
decided I wanted to leave my department
now.
1 2 3 4 5
24. I owe a great deal to my organization.

Do you have additional comments or recommendations?

____________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________

___

Thank you very much for your assistance. If you have question or need clarification about the survey, please contact me
03455658764 or send email to pak4ma@yahoo.com

12
 Impact of training and motivation on employee turnover in Pakistan

10. BIBLIOGRAPHY

o Dalton, 1997
o Lee, Mitchell, Wise, Fireman, 1996
o Levine, 1993
o Nelson, & LeRouge, 2001
o Roger, & Peter, 2001
o Schrag, 2001
o Stephen, 2001
o Thanchanok, 2003
o Walsh, 1982
o Wilson, 2000
For contact:-

asimkiani@rocketmail.com

pak4ma@yahoo.com

03135676545

13